Payroll:

A payroll is a company's list of its employees, but the term is commonly used to refer to:

the total amount of money that a company pays to its employees

a company's records of its employees' salaries and wages, bonuses, and withheld taxes

the company's department that calculates and pays these.

Payroll in the sense of "money paid to employees" plays a major role in a company for several

reasons.

From an accounting perspective, payroll is crucial because payroll and payroll taxes considerably

affect the net income of most companies and because they are subject to laws and regulations

(e.g. in the US, payroll is subject to federal, state, and local regulations).

From a human resources viewpoint, the payroll department is critical because employees are

sensitive to payroll errors and irregularities: Good employee morale requires payroll to be paid

timely and accurately. The primary mission of the payroll department is to ensure that all

employees are paid accurately and timely with the correct withholdings and deductions, and that

the withholdings and deductions are remitted in a timely manner. This includes salary payments,

tax withholdings, and deductions from paychecks.

Government agencies at various levels require employers to withhold income taxes from

employees' wages.

In the United States, "payroll taxes" are separate from income taxes, although they are levied on

employers in proportion to salary; the programs they fund include Social Security, and Medicare.
U.S. income and payroll taxes collected through deductions are considered to be trust fund taxes,

because the employer holds the deducted money in trust for later remittance.

There has been a revolution in many areas of business management brought out by the increasing

automation of key tasks and the outsourcing of the more menial and labor intensive

administrative functions. Across the board, professionals have largely shifted focus from task

management to value-based contributions and process improvement.

The shift has coincided with the automation of their functions. For example, the early automation

of accounting functions, enhanced access to data, and development of financial modeling

software over the 1980s and 1990s led to fundamental changes in the roles of Finance Directors

and Chief Financial Officers. More recently, the shift of focus has been especially remarkable in

human resources.

Suddenly, HR is dedicating itself to attracting, recruiting, developing, managing, and retaining

talent, predicting skills shortages and developing and executing plans to address them. This

represents a major shift from HRs traditional function the tactical management of personnel

considerations to the development of insight and the creation of value.

Consequently, HR makes a more strategic contribution to the executive management of

enterprises, especially multi-national companies. And again, automation is to thank: HCM

systems allow HR professionals to lessen the burden of departmental and functional management

(and procedural drudgery) and seize their place at the decision makers table.
As business trends shift and automation expands, new business areas come under scrutiny and

are subsequently made accountable for the strategic value they impart, not just the efficiency of

the tactical, functional, and administrative exercise of their duties.

Is payroll next on the list?

Payroll remains a tactical function in nearly every company. Indeed, at CloudPay, we still refer

to our customers as early adopters a select group with the foresight and vision to recognize

that more comprehensive, automation-driven payroll management enables the global

payroll function to make strategic as well as tactical contribution.

Tactically, it's essential to pay employees accurately and on-time. Done well, and the function

becomes invisible due to professionalism and diligence of payroll managers and staff and is

therefore under-evaluated and under-appreciated. And yet, payroll represents an enormous

percentage often the highest percentage of the total expenses of an organization.

COMMON PAYROLL CHALLENGES As such, payroll should be the source of a vast

amount of data, chronological and geographic, demographic and functional, from which can be

derived a wealth of business information and strategic insight. Payroll trend analysis

and predictive analytics should provide entities real competitive advantage, underwriting the best

informed decisions.

But to keep pace with myriad and continual changes to the rules, policies, procedures, models,

allowances and rates that govern the management of payroll locally, in each separate legislature,

companies have maintained payroll staff locally or outsourced the function to local payroll

providers sometimes at a regional level, but more often at the country or legislature level. This
spiders web of suppliers is usually disguised by the entire function being outsourced to

an aggregator.

An aggregator is one of the many global payroll providers that manages the supplier network on

behalf of its clients, and runs the payroll function, but deliberately gives little or no thought to

the strategic opportunity that is being missed. The approach is antiquated, but its not going

anywhere.

Why so? Because the companies that have grown fat maintaining the status quo are unlikely to

want to dismantle their castle by automating the global payroll management process, assimilating

complex data sets, and providing the tools for multinationals to centrally manage and analyze

their payroll while benefiting from significant efficiencies. It is in no way in the interests of the

large aggregators and managed payroll outsourcers to enable or encourage payroll to become

strategic.

However, the resistance is futile: Aggregated global payroll solutions are writing themselves out

of the future of payroll management by failing to evolve their business models thus allowing

those with greater vision to disrupt the market they have considered their own since the earliest

days of data processing.

So what will enable payroll to become strategic? There are two main contributory factors:

First, automation is needed. Until recently, no company had tackled the complexity of

global payroll; the calculation of algorithms that vary from legislature to legislature and

the continual state of flux as taxation models are continually adjusted for fiscal advantage

by treasury departments of governments worldwide. Even had they done so, until

the emergence of the cloud and Software as a Service (SaaS) applications, the sheer

administration of the application software given the rate of changes to the underlying

algorithms involved proved an insurmountable obstacle, one with which even, maybe

especially, the largest suppliers of enterprise software applications refused to grapple.

Secondly, and perhaps even more importantly, is changing working practice inside the

departments that manage payroll in large organizations. The changes required might

necessitate a change to the nature of functional management. After all, the skills to

understand and manage the process will usually be different from those needed to analyze

and extract business intelligence from raw data. Or are they?

In an article by Keith Rodgers in Payroll Professional, Maurice Cheng, Chief Executive of the

Institute of Payroll Professionals, is cited as arguing that nothing beats the knowledge that comes

from working with payroll data every day to give professionals the context and insight they need

to fully understand it. He believes, it is said, that payroll professionals are better placed than

anyone to provide this kind of information service: There are a number of senior payrollers [sic]

who do this quite effectively you cant generalize that all payrollers must be transaction-

focused.
The executive expectation of the contribution that should be made by payroll and the influence

that global payroll managers have needs to be reviewed and a change of focus to recognize the

strategic, not just the tactical, importance of payroll will result.

The former requirement was satisfied by the advent of the cloud and SaaS application pioneered

by CloudPay. The latter is, right now, being driven by the need for global payroll data

assimilation to big data initiatives and, of course, the professional and corporate successes being

enjoyed by the early adopters.

Payroll is often subjugated within HR, just as often within Finance. Yet, payroll as a discipline,

as a function and as a strategic contributor of information, belongs to neither; it is a separate

entity that is slowly developing its own voice and earning its place on the executive management

committees of the worlds most far-sighted multinationals.

BREAKING DOWN 'Payroll'

Many medium- and large-sized companies contract outside payroll services to streamline the

process. Employers keep track of the number of hours each employee worked and relay this

information to the payroll service. On payday, the payroll service calculates the gross amount the

employee is owed based on the number of hours or weeks the employee worked during the pay

period and his pay rate. The service deducts taxes and other withholdings from earnings, and

then provides a direct deposit to the employee's bank account or a paper check.

Advantages and Disadvantages of Using Professional Payroll Services

Professional payroll services offer many benefits and a few disadvantages. One major benefit of

payroll services is their ability to produce a variety of reports that simplify accounting

procedures and help companies ensure they are in compliance with legal and tax filing
requirements. The payroll service may also maintain a record of how much vacation or personal

time employees have used.

On the downside, when companies outsource their payroll system, they must rely on individuals

outside the business for accurate accounting. In the event of an error, the company's onsite

personnel must deal with upset employees. Companies might also face tax penalties for the

payroll service's error. In addition, payroll services are more expensive than running payroll in-

house. The services may charge a set monthly fee or offer different payment structures for

varying tiers of service. Because of their cost, payroll services may not be the best option for

small companies with tight operating budgets.

Payroll Software Programs

In lieu of using specialized payroll services, some companies opt to rely on payroll software

programs. Once the company purchases the software, there are no additional monthly fees.

Software programs usually include printable tax forms and withholding tables. In addition to the

financial savings, internal payroll systems help companies keep confidential financial

information private. However, this payroll method can be time-consuming, which can pose a

problem for companies with small staff.

Payroll tax is a tax that an employer withholds and pays on behalf of his employees, and it is

based on the wage or salary of the employee. In most countries, including the United States,

federal authorities as well as many state governments collect some form of payroll tax.

Governments use revenues from payroll taxes to fund programs such as Social Security, health

care, unemployment compensation and workers compensation. Sometimes local governments

collect a small payroll tax to maintain and improve local infrastructure and programs including

first responders, road maintenance, and parks and rec programs.

Most Important Payroll Analytics

Although many large corporations use payroll analytics to help improve their profitability, small

businesses might be slower to embrace the concept. The basic idea is that an in-depth analysis of

various aspects of payroll can help plan a future course, identify areas that are contributing an

inordinate percentage of indirect labor costs and tie company performance to individual groups

or shifts. You cannot control all of your payroll costs, but there are many that you can affect. The

most important payroll analytics, therefore, are those that are within your ability to limit.

Attendance

Measuring absenteeism is one of the most common payroll analyses performed. An in-depth

analysis might provide significant information. Do sick days tend to be clustered toward the end

of the year? Perhaps your use-it-or-lose-it policy is due for an overhaul. Are some employees

failing to take their accrued vacation time? If you are in a state that requires you to pay

terminated employees for accrued vacation time, you might have workers who are planning to

depart. You also might have employees who are insecure and fear you might discover they are

not indispensable if they take time off.

Budget

Comparing your actual labor costs to your budgeted labor costs can reveal problems in several

critical areas. Your budget assumptions may be incorrect, meaning that you need to revise your
procedures for allocating labor. If production rates are low, leading to higher labor costs, it might

be due to poor employee morale, obsolete equipment or ineffective production methods.

Turnover

A high turnover rate often signals low employee morale. Does one supervisor tend to lose more

employees than another? Perhaps you have a poor manager in that position. Are your pay rates

competitive with those of similar companies? You might need to consider adjusting them. Do

you believe your employees receive sufficient non-monetary compensation? Although pay is

important, employees also want to feel that you value their contributions. Also, it might be a

good idea to project the number of retirees in the next year or two to make sure you have a

continuity plan in place.

Alignment

Alignment is the process of matching payroll costs to company goals. If you operate a customer

service center and your goal is customer satisfaction, you must ensure staffing is sufficient to

handle call volume. If you are a manufacturer, you need to make sure all shifts are producing

quality goods. Relating payroll costs to call volume or identifying a particular shift with quality

control problems can help you make adjustments needed to keep customers happy.

Compliance

The federal government enforces strict guidelines regarding minimum wage and overtime. Some

employees are exempt from these laws, primarily managers and professionals. If your payroll

analysis shows that an electrician, for example, is classified as exempt and is not receiving

overtime pay, you need to make adjustments, as a blue-collar worker cannot be exempt. The
 analysis also may show the reverse, such as a manager who regularly receives overtime pay.

Naturally, you want to control your labor costs, but misclassifying an employee can be costly.

TRIPPLE EM:

Established in 1982, Tripple Em (Pvt.) Ltd. is the pioneer company in manufacturing premium

quality crisps and snacks in Pakistan. In 1986 "Super Crisp" was a mega success from day one of

its launch, establishing new sales records and enviable consumer acceptance. It is one of the

highest grade quality crisps being produced in South Asia and Middle East, opening new and

alternative source of foreign exchange earnings for our country. In 2007, Tripple Em showcased

a new range "Frankies" to the people of Pakistan. A high end product category, produced from

state-of-the-art modern technology that aspires to capture hearts of the people; the same it did 25

years ago with Super Crisp.

Website

http://www.tripple-em.com.pk

Industry

Food Production

Type

Privately Held

Headquarters

9 Sher Shah Block, New Garden Town Lahore, Punjab Pakistan

Company Size

51-200 employees

Founded

1982
1. TRIPPLE EM(Pvt.) LIMITIED PAKISTAN

2. WE WELCOME OUR GUEST Client Name (Designation)

3. Super Crisp With Focus On Honesty, Integrity And Self Determination, To Strive For

Excellence In Performance And Global Recognition By Continuous Improvement, Innovation,

Dedication And Growth And Most Of All To Put Our Trust In Allah, So That Eventually

Through Our Efforts And Beliefs We Become The Leader Amongst Snack Food Industry. To

Create A Business Platform From Where We Can Implement Our Sound Ideology Which

Maximizes The Interests Of All Stakeholders Including Customers And Community At Large.

Continuously Innovate And Manage Portfolio Of Products That Are Attuned To The Dynamic

Needs And Wants Of Consumers. Continuously Maintain And Upgrade Facilities That Will

Increase The Level Of Efficiency And Productivity.

4. Super Crisp A Growing Company With Strong Roots In Technology, Management And

Financial Backing. Management And Operations By Tripple EM With Long Experience Of

Snack Food Manufacturing 5 Snack Food Manufacturing Plants In Pakistan. About 157

Million Packets Snack Food Products Being Supplied To Distributors Both Multinational And

National. Vast Product Line Consists Of Chips Range, Nuts Range, Extrusion Range & Pallet

Range, Producing in Different Grammges And Flavours.WWW.tripple-em.com.pk The world is

our Local Market

5. Super Crisp Our Aim Expedite Product Development Cycle Long Term Liaison With

Clients Emphasis On Client Priorities

6. ORGANIZATIONAL CHART Super Crisp CEO General Manager Coordination Manager

Finance Marketing Purchase Manager Manager Manager A&P Manager Manager Export Quality

& Manager Assurance Factory Manager WarehouseAsst. Manager Manager I.S Deputy Manager

Manager Asst. AM Packing Maintenance Maintenance Utilities Manager Quality Costing

Electrical & Control & Planning Instrument Lab

7. Super Crisp Product Mix Nuts Extrusion Range Range Chips Pallet Range Range Tripple EM

Vast Product Line Available In Different Flavors Packing In Different

GrammesWWW.tripple-em.com.pk The world is our Local Market

8. Super Crisp Product Line Potato Chips Products BAR BQ BAR BQ FRENCH HOT & SPICY

KETCHUP PLAIN CRINKLE CHEESE Nuts Products NIMKO MIX DAL MONG ALMONDS

PISTACHIOS CASHEW PEANUTS NUTS

9. Super Crisp Product Line Extruded Products CHATTY CHINS DINO MUNCHIES SUPER

STAR RINGS Pellet Products BOOMER TWISTER SALTY VEGETABLE SPICY

10. Potato Chips Super Crisp

11. Potato Chips Super Crisp

12. Super Crisp Nuts Range

13. Extrusion Super Crisp Range

14. Pellet Products Super Crisp

15. Super Crisp BRAND We Value Branding For tripple Em branding is the process involved in

creating a unique name and image for a product in the consumers mind, mainly through

advertising campaigns with a consistent theme. Branding aims to establish a significant and

differentiated presence in the market that attracts and retains loyal customers. Styling Style and

design matter a lot to us on the outcome and response of the products of Super Crisp. as the

product (inside the pack and outside wrapper) has much attractive and catchy colors style and

design which attracts the consumers a lot.

16. Super Crisp BRAND Logos

17. Super Crisp Achievements

18. Export Super Crisp Strengths Strong Domestic Business Base. Long-term Commitment

To Exporting By Top Management. Allocation Of Sufficient Company Resources And

Personnel. Sound Business Plan With A Realistic Time Frame For Export Market

Development. A Well-designed, Consistently High-quality Snack Food Product That Meets

The Quality And Performance Standards Applicable In The Target Export Market. Snacks

That Meets The Often Diverse Requirements Of Foreign Customers.

19. Super Crisp Export Profile Export location Exporting Since Operating Since , We

Have Gained The Trust Of Our Global Clients. Excellent Product Quality And Fast Order

Processing - In Time And On Budget - Have Made Us The Most Reliable Exporter Of Quality

Snack Food Products From Pakistan Award member Client History Product Integration

For Export Potential

20. Super Crisp Strategic Location Netherlands Germany Kazakhstan France Serbia Greece

Turkey Syria Morocco Iraq Jordan Tunis Algeria Egypt UAE Bangladesh Oman Sudan Yemen
Ghana Ethiopia Kenya Indonesia South AfricaWWW.tripple-em.com.pk The world is our Local

Market

21. Super Crisp Raw Material Imported Raw Material Imported Flavours To Produce High

Quality Products Imported Packing Film To Meet International Standards Local Raw Material

High Quality Standards Are Maintained While Picking Raw Material From Local Market.

22. Basic Raw Super Crisp Material Raw Materials From Quality Suppliers.

23. Super Crisp State Of Art Plant Plant & Machinery Ultra-modern Automated Equipment.

Plant Imported From USA & JAPAN. Fully Computerized, Built On The Latest Modern

Technology

24. Super Crisp Packaging Automatic Untouched Film Wrapping Enclosing Or Protecting

Products For Distribution, Storage, Sale, & End Use. Packaging Film Materials From Quality

Suppliers. Contracts With Large Freight Forwarders For Expeditious Dispatch Of Product.

25. Super Crisp Quality Assurance ISO 9001-2008 Product Release Only After Independent

QA Sampling And Inspection Rigorous Inspections From Raw Materials To Process Control

With Focus On Minimization Of Faults At Source. Quality Management System Certification

That Are Implemented And Being Maintained.

26. Super Crisp Quality Laboratory Statistical Approach To The Study Of Manufacturing

Process Variation Methods Are Based On Continuous Monitoring Of Process Variation

Purpose Of Improving The Economic Effectiveness Of The Process

27. Super Crisp Human Resource Professional Managers With Over Decades Of Years Snack

Food Manufacturing Experience From Diverse Cultures. Trained Professional For Different
Equipment Used At Different Levels Of Production.WWW.tripple-em.com.pk. The world is our

local market.

HOME

Established in 1982, Tripple Em (Pvt.) Ltd. is the pioneer company in manufacturing premium

quality crisps and snacks in Pakistan. In 1986 Super Crisp was a mega success from day one of

its launch, establishing new sales records and consumer acceptance. It is one of the highest grade

quality crisps being produced in South Asia and Middle East, opening new and alternative source

of foreign exchange earnings for our country.

In 2007, Tripple Em showcased a new range Frankies to the people of Pakistan. A high end

product category, produced from state-of-the-art modern technology that aspires to capture hearts

of the people; the same it did 25 years ago with Super Crisp.