Search Results: areas of improvement for supervisors

Helpful Phrases for Performance Appraisals

Often we see many senior executives groping for ideas and searching for effective words during a Performance Review Process. I am sure many will find ‘phrases.pdf’ to be a handy reference guide.

Helpful Phrases
Accuracy
Achievement
Administration
– Develops realistic tolerance levels
– Keeps accurate records
– Provides explicit documentations
– Focuses on results
– Achieves optimal outcomes
– Exceeds the norm
– Establishes effective systems for record retention
– Capably manages records retention program giving proper attention to legal, tax and operational concerns
Is highly skilled in electronic records management
– Avoids burdening management with administrative details
Analytical Skills
Coaching and Counseling
Communication Skills
– Excels in tedious research
– Applies sound analytical thinking
– Is very methodical in solving problems
– Is highly respected by employees for sharing concerns, problems and opportunities
– Lends support and guidance to employees
– Gives helpful guidance to employees
Assists employees in career assessment
– Excels in effective and positive communications
– Keeps meetings action-oriented
– Asks penetrating questions
– Is an empathetic listener
– Effectively communicates with co-workers
Competency
Computer Skills
Cooperation
– Focuses on core competencies
– Demonstrates strong personal effectiveness
– Attends seminars and workshops to improve personal competence
– Keeps alert to new computer hardware
– Keeps abreast of new software applications
– Makes effective use of on-line resources
– Is extremely cooperative with associates
– Builds cooperation
– Promotes productive cooperation
– Displays a harmonious and cooperative spirit
Cost Management
Creativity
Decision Making
– Controls expenses without lowering accomplishments
– Displays sound judgment in managing and controlling expenses
– Effectively commits resources of staff, founds and time
– Successfully develops creative strategies
– Welcomes ideas from subordinates
– Is receptive to new ideas
– Is willing to change
– Excels in nurturing new ideas
– Understands “ambiguity and change” and how these critical concepts impact the organization
– Makes decisions with confidence
– Concentrates on developing solutions
– Encourages decision making at lowest possible level
Delegating
Dependability
Development
– Provides subordinates with the resources needed to accomplish results
– Encourages subordinates to solve their own problems
– Creates a high degree of trust with subordinates
– Fully accepts all responsibilities and meets deadlines
– Can be relied upon to accomplish the best possible results
– Generates greater success in highly complex situations
– Is eager to participate in professional development programs
– Displays an ability to turn weaknesses into strengths
– Encourages employees to become promotable
Environmental, Safety and Security
Evaluation Skills
Goals and Objectives
– Closely follows all safety regulations
– Excels in accident prevention management
– Adheres to all security policies
– Accurately assesses potential
– Rates on the basis of performance and not personality
– Effectively rates job performance
– Effectively communicates objectives
– Sets compelling personal goals
– Keeps employees focused on achieving goals
and not the individual
– Carefully limits all evaluations to on-the-job performance
– Understands accomplishments, strengths and weaknesses of employees
Improvement
Initiative
Innovation
– Is continuously planning for improvement
– Promotes improvement-oriented ideas
– Uses constructive criticism to improve performance
– Establishes goals for improvement of performance targets
– Displays improved potential for advancement
– Explores new opportunities
– Requires minimum supervision
– Extremely active and eager to try new approaches
– Excels in developing innovative and creative solutions
– Seeks continuous innovation
– Excels in innovative thinking
Interpersonal Skills
Judgment
Knowledge
– Excels in effective human relations
– Recognizes the needs of others
– Excels in obtaining enthusiastic commitments
– Develops positive working relationships
– Promotes harmony among associates
– Promotes participative approaches
– Excels in making appropriate judgments
– Can be trusted to use good judgment
– Exercises sound judgment on behalf of others
– Clearly understands purposes, objectives, practices and procedures of department
– Demonstrates a strong, functional knowledge
– Keeps well informed on business, political and social issues
Leadership
Learning Ability
Loyalty and Dedication
– Is able to quickly gain the support of others
– Inspires confidence and respect
– Leads with authority and respect
– Shows appreciation for contributions and achievements
– Promotes harmony and teamwork
– Is eager to enhance skill levels
– Benefits from all learning situations
– Is committed to continuous learning
– Is continuously learning through educational and professional improvement programs
– Takes pride in job
– Is highly devoted to achieving objectives
– Displays a high degree of honesty, loyalty and integrity
Management Ability
Maturity
Mental Skills
– Effectively uses contemporary management concepts / ideas
– Encourages participative management
– Is a powerful asset to the organization
– Identifies major management problems
– Is a polished and effective executive
– Avoids managing by crisis
– Recognizes the differences between managing and doing
– Effectively manages change
– Copes constructively with emotions
– Avoids overreacting
– Keeps anger undr control
e- Confronts reality
– Uses common sense to reach workable conclusions
– Displays imaginative thinking
– Excels in heuristic thinking
– Thinks futuristically
Motivation
Negotiating Skills
Oral Expression
– Displays strong achievement drive
– Is realistically enthusiastic
– Accentuates the positive
– Displays energy and vitality in performing daily responsibilities
– Views problems as opportunities
Is results/outcomes oriented
– Excels in negotiating fair resolutions
– Is a key facilitator
– Reconciles differences without creating resentment
– Handles confrontations with tact
– Excels in impromptu speaking situations
– Communicates with ease and a natural style
– Speaks with enthusiasm and confidence
Organizing
Personal Qualities
Persuasiveness
– Makes the most of organizational energy and potential
– Demonstrates a systematic approach in carrying out assignments
– Exerts a positive influence on the organizational climate
– Has a calm, even temperament
– Is sincere
– Possesses all traits associated with excellence
– Persuades with tact
– Writes with persuasion
– Persuades without antagonizing
Planning
Potential
Presentation Skills
– Effectively plans work schedules to balance peak and slack periods
– Keeps comfortably ahead of work schedule
– Excels in developing tactical action plans
– Is very skilled in turning theory into action plans
– Plans for the unexpected
– Focuses on the future
– Displays high management potential
– Is capable of assuming greater challenges
– Displays a high energy potential
– Is enhancing growth potential through additional education and training
– Delivers presentations with enthusiasm and energy
– Is able to present dry and technical information
– Continuously strives to improve presentation skills
Prioritizing
Problem Solving
Productivity
– Excels in eliminating unproductive activities
– Recognizes the need to concentrate on people rather than tasks
– Is able to distinguish between crucial and trivial
– Sees the big picture
– Places organizational needs ahead of personal convenience
– Displays a practical approach to solving problems
– Effectively solves problems rather than symptoms
– Works well with others in solving problems
– Demonstrates consistently distinguished performance
– Is an abundant producer
– Sustains a high achievement level
Professionalism
Project Management
Quality
– Continuously seeks to broaden professional horizons
– Develops the skills needed to maintain the highest standards of professional excellence
– Develops enduring professional relationships
– Projects poise and authority
– Writing reflects a polished professional appearance
– Clearly establishes project goals and objectives
– Keeps management fully informed of a project’s progress
– Is able to keep programs and projects running smoothly
– Is fully committed to quality assurance
– Excels in detecting flaws or imperfections
– Strives for state-of-the-art perfection
Resourcefulness
Responsibility
Stress
– Effectively matches goals to resources
– Effectively assesses employee resources, strengths and competences
– Makes optimum use of department resources
– Effectively uses all information sources
– Accepts full responsibility for results
– Continues to seek and accept responsibility
– Seizes responsibility without causing seizures in either subordinates or himself/herself
– Eagerly seeks formidable challenges
– Successfully handles multiple demands from superiors and subordinates
– Copes effectively with pressures and tensions
– Maintains coolness despite annoyances
– Works effectively in high pressure situations
– Keeps calm and professional under the toughest circumstances
– Handles crises with composure
– Recognizes stress-related problems
– Recognizes the importance of sound physical and mental health for top performance
Supervisory Skills
Tact and Diplomacy
Team Skills
– Effectively motivates subordinates to exert the effort necessary to attain organizational goals
– Brings out the best in employees
– Makes certain that employees have a clear understanding of their responsibilities
– Makes maximum use of personnel and equipment
– Keeps employees challenged through job enrichment
– Develops a climate providing motivation, participation and opportunities for employee initiative
– Promotes a comfortable, friendly organizational atmosphere
– Avoids over-supervising
– Capably manages diverse personalities
– Supervises firmly and fairly
– Disciplines without causing resentment
– Is skilled in conflict resolution
– Applies all rules and regulations fairly
– Copes effectively with misunderstandings
– Handles sensitive situations with confidence
– Is very tactful when facing confrontation
– Displays trust and mutual understanding
– Conveys sincere appreciation at every opportunity
– Capitalizes on the talents of all team members
– Makes maximum use of the diverse talents of team members
– Is a strong team builder
– Excels in developing harmony and greater productivity
Technical Skills
Time Management
Versatility
– Builds a strong sense of technical teamwork and purpose
– Effectively blends management skills with technical expertise
– Keeps informed of new technologies in office automation
– Avoids becoming involved in endless details
– Makes effective use of supervisors’ time and resources
– Works smarter, not harder
– Doesn’t “major in the minors”
– Has the ability to perform a wide range of assignments
– Is very capable of handling a multitude of situations
– Is able to provide broad organizational support in many areas
– Is intrinsically comfortable with ambiguity and change
Vision
Writing Ability
– Develops vision statements that reflect realistic solutions
– Displays visionary leadership skills
– Displays long-range/long-term vision
– Develops strategic vision
– Excels in visionary strategies
– Writes in a positive manner to reflect favorably upon the organization
– Possesses a large vocabulary
– Is highly skilled in preparing reports and proposals

Click Here To Download Phrases For Performance Appraisals.

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Posted by Hrformats - September 12, 2012 at 11:30 AM

Categories: HR Tags: Appraisals., Performance, Phrases For

IR Questionnaire

I have Attached IR Questionnaire

MEANING AND DEFINITION OF INDUSTRIAL RELATION

The relationship between Employer and employee or trade unions is called Industrial Relation. Harmonious relationship is necessary for both employers and employees to safeguard the interests of the both the parties of the production. In order to maintain good relationship with the employees, the main functions of every organization should avoid any dispute with them or settle it as early as possible so as to ensure industrial peace and higher productivity. Personnel management is mainly concerned with the human relation in industry because the main theme of personnel management is to get the work done by the human power and it fails in its objectives if good industrial relation is maintained. In other words good Industrial Relation means industrial peace which is necessary for better and higher productions.

Definition:-
i. Industrial Relation is that part of management which is concerned with the manpower of the enterprise – whether machine operator, skilled worker or manager. BETHEL, SMITH & GROUP

ii. Industrial Relation is a relation between employer and employees, employees and employees and employees and trade unions. – Industrial dispute Act 1947

iii. While moving from jungle of the definitions, here, Industrial Relation is viewed as the “process by which people and their organizations interact at the place of work to establish the terms and conditions of employment.”

The Industrial Relation relations also called as labor – management, employee-employers relations.

A few notable features pertaining to Industrial Relations are as under:

1. Industrial Relation do not emerge in vacuum they are born of employment relationship in an industrial setting. Without the existence of the two parties, i.e. labor and management, this relationship cannot exist. It is the industry, which provides the environment for industrial relations.
2. Industrial Relation are characterized by both conflict and co-operations. This is the basis of adverse relationship. So the focus of Industrial Relations in on the study of the attitudes, relationships, practices and procedure developed by the contending parties to resolve or at least minimize conflicts.
3. As the labor and management do not operate in isolations but are parts of large system, so the study of Industrial Relation also includes vital environment issues like technology of the workplace, country’s socio-economic and political environment, nation’s labor policy, attitude of trade unions workers and employers.
4. Industrial Relation also involve the study of conditions conductive to the labor, managements co-operations as well as the practices and procedures required to elicit the desired co-operation from both the parties.
5. Industrial Relations also study the laws, rules regulations agreements, awards of courts, customs and traditions, as well as policy framework laid down by the governments for eliciting co-operations between labor and management. Besides this, it makes an in-depth analysis of the interference patterns of the executive and judiciary in the regulations of labor–managements relations.

In fact the concepts of Industrial Relations are very broad-based, drawing heavily from a variety of discipline like social sciences, humanities, behavioral sciences, laws etc.

In fact, Industrial Relation encompasses all such factors that influence behavior of people at work. A few such important factors are details below:

1. Institution: It includes government, employers, trade unions, unions federations or associations, government bodies, labor courts, tribunals and other organizations which have direct or indirect impact on the industrial relations systems.
2. Characters : It aims to study the role of workers unions and employers’ federations officials, shop stewards, industrial relations officers/ manager, mediator/conciliators / arbitrator, judges of labor court, tribunal etc.
3. Methods : Focus on collective bargaining, workers’ participation in the Industrial Relation schemes, discipline procedure, grievance re-dressal machinery, dispute settlements machinery working of closed shops, union reorganization, organizations of protests through methods like revisions of existing rules, regulations, policies, procedures, hearing of labor courts, tribunals etc.
4. Contents : Includes matter pertaining to employment conditions like pay, hours of works, leave with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc., laws relating to such activities, regulations governing labor welfare, social security, industrial relations, issues concerning with workers’ participation in management, collective bargaining, etc.

Objectives of Industrial Relation

A. To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production.
B. To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country.
C. To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.
D. To establish and nurse the growth of an Industrial Democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well.
E. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits.
F. To establish government control of such plants and units as are running at a loss or in which productions has to be regulated in the public interest.
G. Improvements in the economic conditions of workers in the existing state of industrial managements and political government.
H. Control exercised by the state over industrial undertaking with a view to regulating production and promoting harmonious industrial relations.
I. Socializations or rationalization of industries by making he state itself a major employer
J. Vesting of a proprietary interest of the workers in the industries in which they are employed.

The main aspect of Industrial Relations are :-

i. Labor Relations, i.e. relations between union and management.
ii. Employer-employees relations, i.e. relations between management and employees.
iii. Group relations, i.e. relations between various groups of workmen.
iv. Community or Public relations, i.e. relations between industry and society.
v. Promotions and development of healthy labor-managements relations.
vi. Maintenance of industrial peace and avoidance of industrial strife
vii. Development of true industrial Democracy.

Effects of poor Industrial Relations
Poor Industrial Relation produces highly disquieting effects on the economic life of the country. We may enumerate the ill-effects of poor Industrial Relations as under:
1. Multiplier effects: Modern industry and for that matter modern economy are interdependent. Hence although the direct loss caused due to industrial conflict in any one plant may not be very great, the total loss caused due to its multipliers effect on the total economy is always very great.
2. Fall in normal tempo: poor Industrial Relations adversely effect the normal tempo of work so that work far below the optimum level. Costs build up. Absenteeism and labor turnover increase. Plants discipline breaks down and both the quality and quality of production suffer.
3. Resistance of change: Dynamic industrial situation calls for change more or less continuously. Methods have to be improved. Economics have to be introduced. New products have to be designed, produced and put in the market. Each of these tasks involves a whole chain of changes and this is resisted bitterly if these are industrial conflict.
4. Frustration and social cost: every man comes to the work place not only to earn a living. He wants to satisfy his social and egoistic needs also. When he finds difficulty in satisfying these needs he feels frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration. They reduce cordiality and aggravate social tension.

Suggestions to Improve Industrial Relation:-

a. Both management and unions should develop constructive attitudes towards each other
b. All basic policies and procedures relating to Industrial Relation should be clear to everybody in the organization and to the union leader. The personnel manager must make certain that line people will understand and agree with these policies.
c. The personnel manager should remove any distrust by convincing the union of the company’s integrity and his own sincerity and honesty. Suspicious, rumors and doubts should all be put to rest.
d. The personnel manager should not vie with the union to gain workers’ loyal to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only.
e. Management should encourage right kind of union leadership. While it is not for the management to interfere with union activities, or choose the union leadership, its action and attitude will go a long way towards developing the right kind of union leadership. “Management gets the union it deserves” is not just an empty phrase. Managements

IMPORTANCE OF INDUSTRIAL RELATIONS:

The healthy industrial relations are key to the progress. Their significance may be discussed as under –
1. Uninterrupted production – The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export goods; to consumers and workers, if these are goods of mass consumption.
2. Reduction in Industrial Disputes – Good industrial relation reduces the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which are fully cured by good industrial relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial peace. It helps promoting co-operation and increasing production.
3. High morale – Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for him along but they should be shared equally and generously with his workers. In other words, complete unity of thought and action is the main achievement of industrial peace. It increases the place of workers in the society and their ego is satisfied. It naturally affects production because mighty co-operative efforts alone can produce great results.
4. Mental Revolution – The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employees and Government to work out a new relationship in consonance with a spirit of true democracy. Both should think themselves as partners of the industry and the role of workers in such a partnership should be recognized. On the other hand, workers must recognize employer’s authority. It will naturally have impact on production because they recognize the interest of each other.
5. New Programmes – New programmes for workers development are introduced in an atmosphere of peace such as training facilities, labor welfare facilities etc. It increases the efficiency of workers resulting in higher and better production at lower costs.
6. Reduced Wastage – Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest is protected.

Thus, from the above discussion, it is evident that good industrial relation is the basis of higher production with minimum cost and higher profits. It also results in increased efficiency of workers. New and new projects may be introduced for the welfare of the workers and to promote the morale of the people at work.
An economy organized for planned production and distribution, aiming at the realization of social justice and welfare of the massage can function effectively only in an atmosphere of industrial peace. If the twin objectives of rapid national development and increased social justice are to be achieved, there must be harmonious relationship between management and labor.

DIFFERENCE BETWEEN INDUSTRIAL RELATIONS AND HUMAN RELATIONS :

The term “Industrial Relations” is different from “Human Relations”. Industrial relations refer to the relations between the employees and the employer in an industry. Human relations refer to a personnel-management policy to be adopted in industrial organizations to develop a sense of belongingness in the workers improves their efficiency and treat them as human beings and make a partner in industry.
Industrial relations cover the matters regulated by law or by collective agreement between employees and employers. On the other hand, problems of human relations are personal in character and are related to the behavior of worker where morale and social elements predominated. Human relations approach is personnel philosophy which can be applied by the management of an undertaking. The problem of industrial relations is usually dealt with a three levels – the level of undertaking, the industry and at the national level. To sum up the term “Industrial Relations” is more wide and comprehensive and the term “Human Relations” is a part of it.

Determining factors of industrial relations –

Good industrial relations depend on a great variety of factors. Some of the more obvious ones are listed below:
1. History of industrial relations – No enterprise can escape its good and bad history of industrial relations. A good history is marked by harmonious relationship between management and workers. A bad history by contrast is characterized by militant strikes and lockouts. Both types of history have a tendency to perpetuate themselves. Once militancy is established as a mode of operations there is a tendency for militancy to continue. Or once harmonious relationship is established there is a tendency for harmony to continue.
2. Economic satisfaction of workers – Psychologists recognize that human needs have a certain priority. Need number one is the basic survival need. Much of men conducted are dominated by this need. Man works because he wants to survive. This is all the more for underdeveloped countries where workers are still living under subsistence conditions. Hence economic satisfaction of workers is another important prerequisite for good industrial relations.
3. Social and Psychological satisfaction – Identifying the social and psychological urges of workers is a very important steps in the direction of building good industrial relations. A man does not live by bread alone. He has several other needs besides his physical needs which should also be given due attention by the employer. An organization is a joint venture involving a climate of human and social relationships wherein each participant feels that he is fulfilling his needs and contributing to the needs of others. This supportive climate requires economic rewards as well as social and psychological rewards such as workers’ participation in management, job enrichment, suggestion schemes, re-dressal of grievances etc.
4. Off-the-Job Conditions – An employer employs a whole person rather than certain separate characteristics. A person’s traits are all part of one system making up a whole man. His home life is not separable from his work life and his emotional condition is not separate from his physical condition. Hence for good industrial relations it is not enough that the worker’s factory life alone should be taken care of his off-the-job conditions should also be improved to make the industrial relations better.
5. Enlightened Trade Unions – The most important condition necessary for good industrial relations is a strong and enlightened labor movement which may help to promote the status of labor without harming the interests of management, Unions should talk of employee contribution and responsibility. Unions should exhort workers to produce more, persuade management to pay more, mobilize public opinion on vital labor issues and help Government to enact progressive labor laws.
6. Negotiating skills and attitudes of management and workers – Both management and workers’ representation in the area of industrial relations come from a great variety of backgrounds in terms of training, education, experience and attitudes. These varying backgrounds play a major role in shaping the character of industrial relations. Generally speaking, well-trained and experienced negotiators who are motivated by a desire for industrial peace create a bargaining atmosphere conducive to the writing of a just and equitable collective agreement. On the other hand, ignorant, inexperienced and ill-trained persons fail because they do not recognize that collective bargaining is a difficult human activity which deals as much in the emotions of people as in their economic interests. It requires careful preparation and top –notch executive competence. It is not usually accomplished by some easy trick or gimmick. Parties must have trust and confidence in each other. They must possess empathy, i.e. they should be able to perceive a problem from the opposite angle with an open mind. They should put themselves in the shoes of the other party and then diagnose the problem. Other factors which help to create mutual trust are respect for the law and breadth of the vision. Both parties should show full respect for legal and voluntary obligations and should avoid the tendency to make a mountain of a mole hill.
7. Public policy and legislation: – when Government, regulates employee relations, it becomes a third major force determining industrial relations the first two being the employer and the union. Human behavior is then further complicated as all three forces interact in a single employee relation situation. Nonetheless, government in all countries intervenes in management – union relationship by enforcing labor laws and by insisting that the goals of whole society shall take precedence over those of either of the parties. Government intervention helps in three different ways 1) it helps in catching and solving problems before they become serious. Almost every one agrees that it is better to prevent fires them to try stopping them after they start; 2) It provides a formalized means to the workers and employers to give emotional release to their dissatisfaction; and 3) It acts as a check and balance upon arbitrary and capricious management action.
8. Better education: – with rising skills and education workers’ expectations in respect of rewards increase. It is a common knowledge that the industrial worker in India is generally illiterate and is misled by outside trade union leaders who have their own axe to grind. Better workers’ education can be a solution to this problem. This alone can provide worker with a proper sense of responsibility, which they owe to the organization in particular, and to the community in general.
9. Nature of industry: – In those industries where the costs constitute a major proportion of the total cast, lowering down the labor costs become important when the product is not a necessity and therefore, there is a little possibility to pass additional costs on to consumer. Such periods, level of employment and wages rise in decline in employment and wages. This makes workers unhappy and destroys good industrial relations.

INDUSTRIAL RELATIONS PROGRAMME :

Today’s professional industrial relations director, or by whatever title he is designated, no longer views his job as personalizing management, or that of a social worker in a factory, or a union buster, he looks upon his department as an adjunct to management supervision at all levels; he keeps other executives informed about new discoveries, programme trends and needs. At the same time, he provides efficient service in the operation of several centralized services.
A successful industrial relations programme reflects the personnel viewpoint, which is influenced by three main considerations:
a) Individual thinking
b) Policy awareness and
c) Expected group reaction
Individualized thinking makes if imperative for the administrator to consider the entire situation in which the affected individual is placed. Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision which a management takes; while expected group reaction balances what we know of human nature in groups against an individual’s situation in the light of the policy that has been formulated and implemented. In all these different circumstances, reality demands that all the three aspects of the personnel viewpoint should be considered at once in terms of the past, the present and the future. This viewpoint is held at all the levels of management from the top to the bottom, from the top executives and staff to the line and supervisory personnel.

SCOPE OF INDUSTRIAL RELATIONS WORK:

The staff employed in the industrial relations department should know the limitations within which it has to function. The industrial relations director generally has several assistants who help him to perform his functions effectively, and he usually reports directly to the president or chairman of the board of directors of an organization.

The functions of the industrial relations staff are –
1. Administration, including overall organization, supervision and co-ordination of industrial relations policies and programmes.
2. Liaison with outside groups and personnel departments as well as with various cadres of the management staff.
3. The drafting of regulations, rules, laws or orders and their construction and interpretation.
4. Position classification, including overall direction of job analysis, salary and wage administration, wage survey and pay schedules.
5. Recruitment and employment of workers and other staff.
6. Employment testing, including intelligence tests, mechanical aptitude tests and achievement tests.
7. Placement, including induction and assignment.
8. Training of apprentices, production workers, foremen and executives.
9. Employee counseling on all types of personnel problems-educational, vocational, health or behavior problems.
10. Medical and health services.
11. Safety services, including first aid training.
12. Group activities, including group health insurance, housing, cafeterial programmes and social clubs.
13. Suggestion plans and their uses in labor, management and production committees.
14. Employee relations, specially collective bargaining with representatives and settling grievances.
15. Public relations.
16. Research in occupational trends and employee attitudes, and analysis of labor turnover.
17. Employee records for all purposes.
18. Control of operation surveys, fiscal research and analysis.
19. Benefit, retirement and pension programmes.

FUNCTIONAL REQUIREMENTS OF A SUCCESSFUL INDUSTRIAL RELATIONS PROGRAMME

The basic requirements on which a successful industrial relations programme is based are :-
a) Top Management Support: – Since industrial relations is a functional staff service, it must necessarily derive its authority from the line organization. This is ensured by providing that the industrial relations director should report to a top line authority to the president, chairman or vice president of an organization.
b) Sound Personnel Policies: – These constitute the business philosophy of an organization and guide it in arriving at its human relations decisions. The purpose of such policies is to decide, before any emergency arises, what shall be done about the large number of problems which crop up every day during the working of an organization. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom.
c) Adequate Practices should be developed by professionals: – In the field to assist in the implementation of the policies of an organization. A system of procedures is essential if intention is to be properly translated into action. The procedures and practices of an industrial relations department are the “tool of management” which enables a supervisor to keep ahead of his job that of the time-keeper, rate adjuster, grievance reporter and merit rater.
d) Detailed Supervisory Training :- To ensure the organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors should be trained thoroughly, so that they may convey to the employees the significance of those policies and practices. They should, moreover, be trained in leadership and in communications.
e) Follow-up of Results: – A constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies, should they manifest themselves. A follow up of turnover, absenteeism, departmental morale, employee grievances and suggestion; wage administration, etc. should be supplemented by continuous research to ensure that the policies that have been pursued are best fitted to company needs and employee satisfaction. Hints of problem areas may be found in exit interviews, in trade union demands and in management meetings, as well as in formal social sciences research.

Click Here To Download IR Questionnaire

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Posted by Hrformats - July 17, 2012 at 4:33 AM

Categories: HR Tags: IR, Questionnaire

50 Common Interview Questions and Answers

Please find the attachment, it will be more helpful for the fresher to face the interview. All the best.

50 Common Interview Questions and Answers:

Review these typical interview questions and think about how you would answer them. Read the questions listed; you will also find some strategy suggestions with it.

1. Tell me about yourself:

The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present.

2. Why did you leave your last job?

Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co- workers or the organization. If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance to do something special or other forward- looking reasons.

3. What experience do you have in this field?

Speak about specifics that relate to the position you are applying for. If you do not have specific experience, get as close as you can.

4. Do you consider yourself successful?

You should always answer yes and briefly explain why. A good explanation is that you have set goals, and you have met some and are on track to achieve the others.

5. What do co-workers say about you?

Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase will work. Jill Clark, a co-worker at Smith Company, always said I was the hardest workers she had ever known. It is as powerful as Jill having said it at the interview herself.

6. What do you know about this organization?

This question is one reason to do some research on the organization before the interview. Find out where they have been and where they are going. What are the current issues and who are the major players?

7. What have you done to improve your knowledge in the last year?

Try to include improvement activities that relate to the job. A wide variety of activities can be mentioned as positive self-improvement. Have some good ones handy to mention.

8. Are you applying for other jobs?

Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you can do for this organization. Anything else is a distraction.

9. Why do you want to work for this organization?

This may take some thought and certainly, should be based on the research you have done on the organization. Sincerity is extremely important here and will easily be sensed. Relate it to your long-term career goals.

10. Do you know anyone who works for us?

Be aware of the policy on relatives working for the organization. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.

11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, That’s a tough question. Can you tell me the range for this position? In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range.

12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.

13. How long would you expect to work for us if hired?

Specifics here are not good. Something like this should work: I’d like it to be a long time. Or As long as we both feel I’m doing a good job.

14. Have you ever had to fire anyone? How did you feel about that?

This is serious. Do not make light of it or in any way seem like you like to fire people. At the same time, you will do it when it is the right thing to do. When it comes to the organization versus the individual who has created a harmful situation, you will protect the organization. Remember firing is not the same as layoff or reduction in force.

15. What is your philosophy towards work?

The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and positive, showing a benefit to the organization.

16. If you had enough money to retire right now, would you?

Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not say yes if you do not mean it.

17. Have you ever been asked to leave a position?

If you have not, say no. If you have, be honest, brief and avoid saying negative things about the people or organization involved.

18. Explain how you would be an asset to this organization.

You should be anxious for this question. It gives you a chance to highlight your best points as they relate to the position being discussed. Give a little advance thought to this relationship.

19. Why should we hire you?

Point out how your assets meet what the organization needs. Do not mention any other candidates to make a comparison.

20. Tell me about a suggestion you have made.

Have a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. One related to the type of work applied for is a real plus.

21. What irritates you about co-workers?

This is a trap question. Think real hard but fail to come up with anything that irritates you. A short statement that you seem to get along with folks is great.

22. What is your greatest strength?

Numerous answers are good, just stay positive. A few good examples: Your ability to prioritize, Your problem-solving skills, Your ability to work under pressure, Your ability to focus on projects, Your professional expertise, Your leadership skills, Your positive attitude

23. Tell me about your dream job.

Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like: A job where I love the work, like the people, can contribute and can’t wait to get to work.

24. Why do you think you would do well at this job?

Give several reasons and include skills, experience and interest.

25. What are you looking for in a job?

See answer # 23

26. What kind of person would you refuse to work with?

Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you to object. Minor objections will label you as a whiner.

27. What is more important to you: the money or the work?

Money is always important, but the work is the most important. There is no better answer.

28. What would your previous supervisor say your strongest point is?

There are numerous good possibilities:
Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise, Initiative, Patience, Hard work, Creativity, Problem solver

29. Tell me about a problem you had with a supervisor.

Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell about a problem with a former boss, you may well below the interview right there. Stay positive and develop a poor memory about any trouble with a supervisor.

30. What has disappointed you about a job?

Don’t get trivial or negative. Safe areas are few but can include:
Not enough of a challenge. You were laid off in a reduction Company did not win a contract, which would have given you more responsibility.

31. Tell me about your ability to work under pressure.

You may say that you thrive under certain types of pressure. Give an example that relates to the type of position applied for.

32. Do your skills match this job or another job more closely?

Probably this one. Do not give fuel to the suspicion that you may want another job more than this one.

33. What motivates you to do your best on the job?

This is a personal trait that only you can say, but good examples are: Challenge, Achievement, Recognition

34. Are you willing to work overtime? Nights? Weekends?

This is up to you. Be totally honest.

35. How would you know you were successful on this job?

Several ways are good measures:
You set high standards for yourself and meet them. Your outcomes are a success.Your boss tell you that you are successful

36. Would you be willing to relocate if required?

You should be clear on this with your family prior to the interview if you think there is a chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself uture grief.

37. Are you willing to put the interests of the organization ahead of your own?

This is a straight loyalty and dedication question. Do not worry about the deep ethical and philosophical implications. Just say yes.

38. Describe your management style.

Try to avoid labels. Some of the more common labels, like progressive, salesman or consensus, can have several meanings or descriptions depending on which management expert you listen to. The situational style is safe, because it says you will manage according to the situation, instead of one size fits all.

39. What have you learned from mistakes on the job?

Here you have to come up with something or you strain credibility. Make it small, well intentioned mistake with a positive lesson learned. An example would be working too far ahead of colleagues on a project and thus throwing coordination off.

40. Do you have any blind spots?

Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them.

41. If you were hiring a person for this job, what would you look for?

Be careful to mention traits that are needed and that you have.

42. Do you think you are overqualified for this position?

Regardless of your qualifications, state that you are very well qualified for the position.

43. How do you propose to compensate for your lack of experience?

First, if you have experience that the interviewer does not know about, bring that up: Then, point out (if true) that you are a hard working quick learner.

44. What qualities do you look for in a boss?

Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to subordinates and holder of high standards. All bosses think they have these traits.

45. Tell me about a time when you helped resolve a dispute between others.

Pick a specific incident. Concentrate on your problem solving technique and not the dispute you settled.

46. What position do you prefer on a team working on a project?

Be honest. If you are comfortable in different roles, point that out.

47. Describe your work ethic.

Emphasize benefits to the organization. Things like, determination to get the job done and work hard but enjoy your work are good.

48. What has been your biggest professional disappointment?

Be sure that you refer to something that was beyond your control. Show acceptance and no negative feelings.

49. Tell me about the most fun you have had on the job.

Talk about having fun by accomplishing something for the organization.

50. Do you have any questions for me?

Always have some questions prepared. Questions prepared where you will be an asset to the organization are good. How soon will I be able to be productive? and What type of projects will I be able to assist on? are examples.

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Categories: HR Tags: 50, Common, Interview, Question

Company Employee Handbook

I have Attached Company Employee Handbook

Issue Date: ____________

Version Number: __________

TO __________ COMPANY EMPLOYEES:

This is our new Employee Handbook. Please review it and sign the attached acknowledgment and drop the acknowledgment in __________________________’s in box.

You may keep a copy of the Handbook if you wish, but a copy will always be available to you through the HR department. If you do not wish to keep a copy, please return the Handbook to HR.

This Employee Handbook (the “Handbook”) was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should familiarize themselves with the contents of the Handbook as soon as possible, for it will answer many questions about employment with __________ Company.

INTRODUCTORY STATEMENT

This Handbook is designed to acquaint you with __________ Company and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. This Handbook is not a contract and is not intended to create any contractual or legal obligations. You should read, understand, and comply with all provisions of the Handbook. It describes many of your responsibilities as an employee and outlines the programs developed by __________ Company to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth.

No Handbook can anticipate every circumstance or question about policy. As __________ Company continues to grow, the need may arise and __________ Company reserves the right to revise, supplement, or rescind any policies or portion of the Handbook from time to time as it deems appropriate, in its sole and absolute discretion. The only exception is our employment-at-will policy permitting you or __________ Company to end our relationship for any reason at any time. The employment-at-will policy cannot be changed except in a written agreement signed by both you and the President of the Company. Employees will, of course, be notified of such changes to the Handbook as they occur.

Customers are among our organization’s most valuable assets. Every employee represents __________ Company to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers.

__________ Company will provide customer relations and services training to all employees with extensive customer contact. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of __________ Company. Positive customer relations not only enhance the public’s perception or image of __________ Company, but also pay off in greater customer loyalty and increased sales and profit.

1-01 Nature of Employment

Employment with __________ Company is voluntarily entered into and is “at-will,” which means that the employee is free to resign at will at any time, with or without notice or cause. Similarly, __________ Company may terminate the employment relationship at any time, with or without notice or cause, so long as there is no violation of applicable federal or state law. No one has the authority to make verbal statements that change the at-will nature of employment, and the at-will relationship cannot be changed or modified for any employee except in a written agreement signed by that employee and the President of __________ Company.

Policies set forth in this Handbook are not intended to create a contract, nor are they to be construed to constitute contractual obligations of any kind or a contract of employment between __________ Company and any of its employees. The provisions of the Handbook have been developed at the discretion of management and, except for its policy of employment-at-will, may be amended or cancelled at any time, at __________ Company’s sole discretion.

These provisions supersede all existing policies and practices and may not be amended or added to without the express written approval of the CEO or person designated by the CEO of __________ Company.

1-02 Employee Relations

__________ Company believes that the work conditions, wages, and benefits it offers to its employees are competitive with those offered by other employers in this area and in this industry. If employees have concerns about work conditions or compensation, they are strongly encouraged to voice these concerns openly and directly to their supervisors.

Our experience has shown that when employees deal openly and directly with supervisors, the work environment can be excellent, communications can be clear, and attitudes can be positive. We believe that __________ Company amply demonstrates its commitment to employees by responding effectively to employee concerns.

1-03 Equal Employment Opportunity

In order to provide equal employment and advancement opportunities to all individuals, employment decisions at __________ Company will be based on merit, qualifications, and the needs of the company. __________ Company does not unlawfully discriminate in employment opportunities or practices on the basis of race, color, religion, sex, national origin, age, disability, ancestry, medical conditions, family care status, sexual orientation, or any other basis prohibited by law.

__________ Company will make reasonable accommodations for qualified individuals with known disabilities unless doing so would result in an undue hardship to the extent required by law. This policy governs all aspects of employment, including selection, job assignment, compensation, discipline, termination, and access to benefits and training.

Any employees with questions or concerns about any type of discrimination in the workplace are encouraged to bring these issues to the attention of their immediate supervisor or the Human Resources Department. Employees can raise concerns and make reports without fear of reprisal. Anyone found to be engaging in any type of unlawful discrimination will be subject to disciplinary action, up to and including termination of employment.

1-04 Business Ethics and Conduct

The successful business operation and reputation of __________ Company are built upon the principles of fair dealing and ethical conduct of our employees. Our reputation for integrity and excellence requires careful observance of the spirit and the letter of all applicable laws and regulations, as well as a scrupulous regard for the highest standards of conduct and personal integrity.

The continued success of __________ Company is dependent upon our customers’ trust and we are dedicated to preserving that trust. Employees owe a duty to __________ Company, its customers, and its shareholders to act in a way that will merit the continued trust and confidence of the public.

__________ Company will comply with all applicable laws and regulations and expects its directors, officers, and employees to conduct business in accordance with the letter, spirit, and intent of all relevant laws and to refrain from any illegal, dishonest, or unethical conduct.

In general, the use of good judgment, based on high ethical principles, will guide you with respect to lines of acceptable conduct. If a situation arises where it is difficult to determine the proper course of action, the matter should be discussed openly with your immediate supervisor and, if necessary, with the Human Resources Department for advice and consultation.

Compliance with this policy of business ethics and conduct is the responsibility of every __________ Company employee. Disregarding or failing to comply with this standard of business ethics and conduct could lead to disciplinary action, up to and including possible termination of employment.

1-05 Personal Relationships in the Workplace

The employment of relatives or individuals involved in a dating relationship in the same area of an organization may cause serious conflicts and problems with favoritism and employee morale. In addition to claims of partiality in treatment at work, personal conflicts from outside the work environment can be carried over into day-to-day working relationships.

For purposes of this policy, relatives are any persons who are related to each other by blood or marriage or whose relationship is similar to that of persons who are related by blood or marriage. A dating relationship is defined as a relationship that may be reasonably expected to lead to the formation of a consensual “romantic” or sexual relationship. This policy applies to all employees without regard to the gender or sexual orientation of the individuals involved.

Relatives of current employees may not occupy a position that will be working directly for or supervising their relative except as required by law. Individuals involved in a dating relationship with a current employee may also not occupy a position that will be working directly for or supervising the employee with whom they are involved in a dating relationship. __________ Company also reserves the right to take prompt action if an actual or potential conflict of interest arises involving relatives or individuals involved in a dating relationship who occupy positions at any level (higher or lower) in the same line of authority that may affect the review of employment decisions.

If a relative relationship or dating relationship is established after employment between employees who are in a reporting situation described above, it is the responsibility and obligation of the supervisor involved in the relationship to disclose the existence of the relationship to management.

In other cases where a conflict or the potential for conflict arises because of the relationship between employees, even if there is no line of authority or reporting involved, the employees may be separated by reassignment or terminated from employment. Employees in a close personal relationship should refrain from public workplace displays of affection or excessive personal conversation.

1-07 Immigration Law Compliance

__________ Company is committed to employing only United States citizens and aliens who are authorized to work in the United States and does not unlawfully discriminate on the basis of citizenship or national origin.

In compliance with the Immigration Reform and Control Act of 1986, each new employee, as a condition of employment, must complete the Employment Eligibility Verification Form I-9 and present documentation establishing identity and employment eligibility. Former employees who are rehired must also complete the form if they have not completed an I-9 with __________ Company within the past three years or if their previous I-9 is no longer retained or valid.

Employees with questions or seeking more information on immigration law issues are encouraged to contact the Human Resources Department. Employees may raise questions or complaints about immigration law compliance without fear of reprisal.

1-08 Conflicts of Interest

Employees have an obligation to conduct business within guidelines that prohibit actual or potential conflicts of interest. This policy establishes only the framework within which __________ Company wishes the business to operate. The purpose of these guidelines is to provide general direction so that employees can seek further clarification on issues related to the subject of acceptable standards of operation. Contact the Human Resources Department for more information or questions about conflicts of interest.

An actual or potential conflict of interest occurs when an employee is in a position to influence a decision that may result in a personal gain for that employee or for a relative as a result of __________ Company’s business dealings. For the purposes of this policy, a relative is any person who is related by blood or marriage or whose relationship with the employee is similar to that of persons who are related by blood or marriage.

No “presumption of guilt” is created by the mere existence of a relationship with outside firms. However, if employees have any influence on transactions involving purchases, contracts, or leases, it is imperative that they disclose to an officer of __________ Company as soon as possible the existence of any actual or potential conflict of interest so that safeguards can be established to protect all parties.

Personal gain may result not only in cases where an employee or relative has a significant ownership in a firm with which __________ Company does business, but also when an employee or relative receives any kickback, bribe, substantial gift, or special consideration as a result of any transaction or business dealings involving __________ Company.

1-12 Non-Disclosure

The protection of confidential business information and trade secrets is vital to the interests and the success of __________ Company. Such confidential information includes, but is not limited to, the following examples:

acquisitions
compensation data
computer processes
computer programs and codes
customer lists
customer preferences
financial information
investments
labor relations strategies
marketing strategies
new materials research
partnerships
pending projects and proposals
proprietary production processes
research and development strategies
scientific data
scientific formulae
scientific prototypes
technological data
technological prototypes

All employees may be required to sign a non-disclosure agreement as a condition of employment. Employees who improperly use or disclose trade secrets or confidential business information will be subject to disciplinary action, up to and including termination of employment and legal action, even if they do not actually benefit from the disclosed information.

1-14 Disability Accommodation

__________ Company is committed to complying fully with applicable disability laws and ensuring equal opportunity in employment for qualified persons with disabilities.

Hiring procedures have been reviewed and provide persons with disabilities meaningful employment opportunities. Pre-employment inquiries are made regarding only an applicant’s ability to perform the duties of the position.

Reasonable accommodation is available to all disabled employees, where their disability affects the performance of job functions to the extent required by law. All employment decisions are based on the merits of the situation and the needs of the company, not the disability of the individual.

__________ Company is also committed to not unlawfully discriminating against any qualified employees or applicants because they are related to or associated with a person with a disability.

This policy is neither exhaustive nor exclusive. __________ Company is committed to taking all other actions necessary to ensure equal employment opportunity for persons with disabilities in accordance with the ADA and all other applicable federal, state, and local laws.

2-01 Employment Categories

It is the intent of __________ Company to clarify the definitions of employment classifications so that employees understand their employment status and benefit eligibility. These classifications do not guarantee employment for any specified period of time. Accordingly, the right to terminate the employment relationship at will at any time is retained by both the employee and __________ Company.

Each employee is designated as either NONEXEMPT or EXEMPT from federal and state wage and hour laws. NONEXEMPT employees are entitled to overtime pay under the specific provisions of federal and state laws. EXEMPT employees are excluded from specific provisions of federal and state wage and hour laws. An employee’s EXEMPT or NONEXEMPT classification may be changed only upon written notification by __________ Company management.

In addition to the above categories, each employee will belong to one other employment category:

REGULAR FULL-TIME employees are those who are not in a temporary or introductory status and who are regularly scheduled to work __________ Company’s full-time schedule. Generally, they are eligible for __________ Company’s benefit package, subject to the terms, conditions, and limitations of each benefit program.

INTRODUCTORY employees are those whose performance is being evaluated to determine whether further employment in a specific position or with __________ Company is appropriate. Employees who satisfactorily complete the introductory period will be notified of their new employment classification.

TEMPORARY employees are those who are hired as interim replacements, to temporarily supplement the work force, or to assist in the completion of a specific project. Employment assignments in this category are of a limited duration. Employment beyond any initially stated period does not in any way imply a change in employment status. Temporary employees retain that status unless and until notified of a change. While temporary employees receive all legally mandated benefits (such as workers’ compensation insurance and Social Security), they are ineligible for all of __________ Company’s other benefit programs.

2-02 Access to Personnel Files

__________ Company maintains a personnel file on each employee. The personnel file includes such information as the employee’s job application, résumé, records of training, documentation of performance appraisals and salary increases, and other employment records.

Personnel files are the property of __________ Company and access to the information they contain is restricted. Generally, only supervisors and management personnel of __________ Company who have a legitimate reason to review information in a file are allowed to do so.

Employees who wish to review their own file should contact the Human Resources Department. With reasonable advance notice, employees may review their own personnel files in __________ Company’s offices and in the presence of an individual appointed by __________ Company to maintain the files.

2-04 Personal Data Changes

It is the responsibility of each employee to promptly notify __________ Company of any changes in personal data. Personal mailing addresses, telephone numbers, number and names of dependents, individuals to be contacted in the event of an emergency, educational accomplishments, and other such status reports should be accurate and current at all times. If any personal data has changed, notify the Human Resources Department.

2-05 Introductory Period

The introductory period is intended to give new employees the opportunity to demonstrate their ability to achieve a satisfactory level of performance and to determine whether the new position meets their expectations. __________ Company uses this period to evaluate employee capabilities, work habits, and overall performance. Either the employee or __________ Company may end the employment relationship at will at any time during or after the introductory period, with or without cause or advance notice.

All new and rehired employees work on an introductory basis for the first 90 calendar days after their date of hire. Any significant absence will automatically extend an introductory period by the length of the absence. If __________ Company determines that the designated introductory period does not allow sufficient time to thoroughly evaluate the employee’s performance, the introductory period may be extended for a specified period.

2-08 Employment Applications

__________ Company relies upon the accuracy of information contained in the employment application, as well as the accuracy of other data presented throughout the hiring process and employment. Any misrepresentations, falsifications, or material omissions in any of this information or data may result in the exclusion of the individual from further consideration for employment or, if the person has been hired, termination of employment.

In processing employment applications, __________ Company may obtain a consumer credit report or background check for employment. If __________ Company takes an adverse employment action based in whole or in part on any report caused by the Fair Credit Reporting Act, a copy of the report and a summary of your rights under the Fair Credit Reporting Act will be provided as well as any other documents required by law.

2-09 Performance Evaluation

Supervisors and employees are strongly encouraged to discuss job performance and goals on an informal, day-to-day basis. A formal written performance evaluation will be conducted following an employee’s introductory period. Additional formal performance evaluations are conducted to provide both supervisors and employees the opportunity to discuss job tasks, identify and correct weaknesses, encourage and recognize strengths, and discuss positive, purposeful approaches for meeting goals.

2-10 Job Descriptions

__________ Company maintains job descriptions to aid in orienting new employees to their jobs, identifying the requirements of each position, establishing hiring criteria, setting standards for employee performance evaluations, and establishing a basis for making reasonable accommodations for individuals with disabilities.

The Human Resources Department and the hiring manager prepare job descriptions when new positions are created. Existing job descriptions are also reviewed and revised in order to ensure that they are up to date. Job descriptions may also be rewritten periodically to reflect any changes in position duties and responsibilities. All employees will be expected to help ensure that their job descriptions are accurate and current, reflecting the work being done.

Employees should remember that job descriptions do not necessarily cover every task or duty that might be assigned, and that additional responsibilities may be assigned as necessary. Contact the Human Resources Department if you have any questions or concerns about your job description.

3-01 Employee Benefits

Eligible employees at __________ Company are provided a wide range of benefits. A number of the programs (such as Social Security, workers’ compensation, state disability, and unemployment insurance) cover all employees in the manner prescribed by law.

Benefits eligibility is dependent upon a variety of factors, including employee classification. Your supervisor can identify the programs for which you are eligible. Details of many of these programs can be found elsewhere in the Handbook.

The following benefit programs are available to eligible employees:

auto mileage
bereavement leave
dental insurance
holidays
medical insurance
stock options
vacation benefits

Some benefit programs require contributions from the employee, but most are fully paid by __________ Company. Many benefits are described in separate Summary Plan Descriptions, or Plans, which may change from time to time. The Summary Plan Description will have control over any policy in this Handbook. You will receive a copy of each Summary Plan Description applicable to you. Contact the Human Resources Department if you need a Summary Plan Description or have any questions.

3-03 Vacation Benefits

Vacation time off with pay is available to eligible employees to provide opportunities for rest, relaxation, and personal pursuits. Employees in the following employment classification(s) are eligible to earn and use vacation time as described in this policy:

Regular full-time employees

The amount of paid vacation time employees receive each year increases with the length of their employment, as shown in the following schedule:

Upon initial eligibility, the employee is entitled to 10 vacation days each year, accrued monthly at the rate of 0.833 days.
After four years of eligible service, the employee is entitled to 15 vacation days each year, accrued monthly at the rate of 1.250 days.

The length of eligible service is calculated on the basis of a “benefit year.” This is the 12-month period that begins when the employee starts to earn vacation time. An employee’s benefit year may be extended for any significant leave of absence except military leave of absence. Military leave has no effect on this calculation. (See individual leave of absence policies for more information.)

Once employees enter an eligible employment classification, they begin to earn paid vacation time according to the schedule. They can request use of vacation time after it is earned.

Paid vacation time can be used in minimum increments of one day. To take vacation, employees should request advance approval from their supervisors. Requests will be reviewed based on a number of factors, including business needs and staffing requirements.

Vacation time off is paid at the employee’s base pay rate at the time of vacation. It does not include overtime or any special forms of compensation such as incentives, commissions, bonuses, or shift differentials.

As stated above, employees are encouraged to use available paid vacation time for rest, relaxation, and personal pursuits. In the event that available vacation is not used by the end of the benefit year, employees may carry unused time forward to the next benefit year. If the total amount of unused vacation time reaches a “cap” equal to two times the annual vacation amount, further vacation accrual will stop. When the employee uses paid vacation time and brings the available amount below the cap, vacation accrual will begin again.

Upon termination of employment, employees will be paid for unused vacation time that has been earned through the last day of work.

3-05 Holidays

__________ Company will grant holiday time off to all employees on the holidays listed below:

New Year’s Day (January 1)
Martin Luther King, Jr. Day (third Monday in January)
Presidents’ Day (third Monday in February)
Memorial Day (last Monday in May)
Independence Day (July 4)
Labor Day (first Monday in September)
Thanksgiving (fourth Thursday in November)
Christmas (December 25)
New Year’s Eve (December 31)

__________ Company will grant paid holiday time off to all eligible employees immediately upon assignment to an eligible employment classification. Holiday pay will be calculated based on the employee’s straight-time pay rate (as of the date of the holiday) times the number of hours the employee would otherwise have worked on that day. Eligible employee classification(s):

Regular full-time employees

If a recognized holiday falls during an eligible employee’s paid absence (e.g., vacation, sick leave), the employee will be ineligible for holiday pay. If eligible nonexempt employees work on a recognized holiday, they will receive holiday pay plus wages at their straight-time rate for the hours worked on the holiday. In addition to the recognized holidays previously listed, eligible employees will receive two floating holidays in each anniversary year. To be eligible, employees must complete three calendar days of service in an eligible employment classification. These holidays must be scheduled with the prior approval of the employee’s supervisor.

Paid time off for holidays will be counted as hours worked for the purposes of determining whether overtime pay is owed.

3-06 Workers’ Compensation Insurance

__________ Company provides a comprehensive workers’ compensation insurance program at no cost to employees, pursuant to law. This program covers any injury or illness sustained in the course of employment that requires medical, surgical, or hospital treatment. Subject to applicable legal requirements, workers’ compensation insurance provides benefits after a short waiting period or, if the employee is hospitalized, immediately.

Employees who sustain work-related injuries or illnesses should inform their supervisor immediately. No matter how minor an on-the-job injury may appear, it is important that it be reported immediately. This will enable an eligible employee to qualify for coverage as quickly as possible.

3-07 Sick Leave Benefits

__________ Company provides paid sick leave benefits to all eligible employees for periods of temporary absence due to illnesses or injuries. Eligible employee classification(s):

Regular full-time employees

Eligible employees will accrue sick leave benefits at the rate of 10 days per year (.83 of a day for every full month of service). Sick leave benefits are calculated on the basis of a “benefit year,” the 12-month period that begins when the employee starts to earn sick leave benefits.

Paid sick leave can be used in minimum increments of one day. An eligible employee may use sick leave benefits for an absence due to his or her own illness or injury, or that of a child, parent, or spouse of the employee.

Employees who are unable to report to work due to illness or injury should notify their direct supervisor before the scheduled start of their workday if possible. The direct supervisor must also be contacted on each additional day of absence. If an employee is absent for three or more consecutive days due to illness or injury, the company may require a physician’s statement verifying the illness or injury and its beginning and expected ending dates. Such verification may be requested for other sick leave absences as well and may be required as a condition to receiving sick leave benefits.

Sick leave benefits will be calculated based on the employee’s base pay rate at the time of absence and will not include any special forms of compensation, such as incentives, commissions, bonuses, or shift differentials.

Sick leave benefits are intended solely to provide income protection in the event of illness or injury, and may not be used for any other absence. Unused sick leave benefits will not be paid to employees while they are employed or upon termination of employment.

3-08 Time Off to Vote

__________ Company encourages employees to fulfill their civic responsibilities by participating in elections. Generally, employees are able to find time to vote either before or after their regular work schedule. If employees are unable to vote in an election during their nonworking hours, __________ Company will grant up to two hours of paid time off to vote.

Employees should request time off to vote from their supervisor at least two working days prior to the Election Day. Advance notice is required so that the necessary time off can be scheduled at the beginning or end of the work shift, whichever causes less disruption to the normal work schedule.

Employees must submit a voter’s receipt on the first working day following the election to qualify for paid time off.

3-09 Bereavement Leave

Employees who wish to take time off due to the death of an immediate family member should notify their supervisor immediately.

Up to three days of paid bereavement leave will be provided to eligible employees in the following classification(s):

Regular full-time employees

Bereavement pay is calculated based on the base pay rate at the time of absence and will not include any special forms of compensation, such as incentives, commissions, bonuses, or shift differentials.

Bereavement leave will normally be granted unless there are unusual business needs or staffing requirements. Employees may, with their supervisors’ approval, use any available paid leave for additional time off as necessary.

__________ Company defines “immediate family” as the employee’s spouse, parent, child, or sibling.

3-11 Jury Duty

__________ Company encourages employees to fulfill their civic responsibilities by serving jury duty when required. Employees may request unpaid jury duty leave for the length of absence. If desired, employees may use any available paid time off (for example, vacation benefits).

Employees must show the jury duty summons to their supervisor as soon as possible so that the supervisor may make arrangements to accommodate their absence. Of course, employees are expected to report for work whenever the court schedule permits.

Either __________ Company or the employee may request an excuse from jury duty if, in __________ Company’s judgment, the employee’s absence would create serious operational difficulties.

__________ Company will continue to provide health insurance benefits for the full term of the jury duty absence.

Vacation, sick leave, and holiday benefits will continue to accrue during unpaid jury duty leave.

3-13 Benefits Continuation (COBRA)

The federal Consolidated Omnibus Budget Reconciliation Act (COBRA) gives employees and their qualified beneficiaries the opportunity to continue health insurance coverage under __________ Company’s health plan when a “qualifying event” would normally result in the loss of eligibility. Some common qualifying events are resignation, termination of employment, or death of an employee; a reduction in an employee’s hours or a leave of absence; an employee’s divorce or legal separation; and a dependent child no longer meeting eligibility requirements.

Under COBRA, the employee or beneficiary pays the full cost of coverage at __________ Company’s group rates plus an administration fee. __________ Company provides each eligible employee with a written notice describing rights granted under COBRA when the employee becomes eligible for coverage under __________ Company’s health insurance plan. The notice contains important information about the employee’s rights and obligations. Contact the Human Resources Department for more information about COBRA.

3-16 Health Insurance

__________ Company’s health insurance plan provides employees access to medical and dental insurance benefits. Employees in the following employment classification(s) are eligible to participate in the health insurance plan:

Regular full-time employees

Eligible employees may participate in the health insurance plan subject to all terms and conditions of the agreement between __________ Company and the insurance carrier.

A change in employment classification that would result in loss of eligibility to participate in the health insurance plan may qualify an employee for benefits continuation under the Consolidated Omnibus Budget Reconciliation Act (COBRA). Refer to the “Benefits Continuation (COBRA)” policy section 3-13 for more information.

Details of the health insurance plan are described in the Summary Plan Description (SPD). An SPD and information on cost of coverage will be provided in advance of enrollment to eligible employees. Contact the Human Resources Department for more information about health insurance benefits.

4-03 Paydays

All employees are paid monthly on the first day of the month. Each paycheck will include earnings for all work performed through the end of the previous payroll period.

In the event that a regularly scheduled payday falls on a day off, such as a weekend or holiday, employees will receive pay on the last day of work before the regularly scheduled payday.

If a regular payday falls during an employee’s vacation, the employee may receive his or her earned wages before departing for vacation if a written request is submitted at least one week prior to departing for vacation.

4-05 Employment Termination

Termination of employment is an inevitable part of personnel activity within any organization and many of the reasons for termination are routine. Below are examples of some of the most common circumstances under which employment is terminated:

• resignation—voluntary employment termination initiated by an employee.

• discharge—involuntary employment termination initiated by the organization.

• layoff—involuntary employment termination initiated by the organization because of an organizational change.

• retirement—voluntary employment termination initiated by the employee meeting age, length of service, and any other criteria for retirement from the organization.

__________ Company will generally schedule exit interviews at the time of employment termination. The exit interview will afford an opportunity to discuss such issues as employee benefits, conversion privileges, repayment of outstanding debts to __________ Company, or return of __________ Company-owned property. Suggestions, complaints, and questions can also be voiced.

Nothing in this policy is intended to change the company’s at-will employment policy. Since employment with __________ Company is based on mutual consent, both the employee and __________ Company have the right to terminate employment at will, with or without cause, at any time. Employees will receive their final pay in accordance with applicable state law.

Employee benefits will be affected by employment termination in the following manner. All accrued, vested benefits that are due and payable at termination will be paid. Some benefits may be continued at the employee’s expense if the employee so chooses. The employee will be notified in writing of the benefits that may be continued and of the terms, conditions, and limitations of such continuance. See the “Benefits Continuation (COBRA)” policy section 3-13.

4-09 Administrative Pay Corrections

__________ Company takes all reasonable steps to ensure that employees receive the correct amount of pay in each paycheck and that employees are paid promptly on the scheduled payday.

In the unlikely event that there is an error in the amount of pay, the employee should promptly bring the discrepancy to the attention of the Human Resources Department so that corrections can be made as quickly as possible.

4-10 Pay Deductions and Setoffs

The law requires that __________ Company make certain deductions from every employee’s compensation. Among these are applicable federal, state, and local income taxes. __________ Company also must deduct Social Security taxes on each employee’s earnings up to a specified limit that is called the Social Security “wage base.” __________ Company matches the amount of Social Security taxes paid by each employee.

__________ Company offers programs and benefits beyond those required by law. Eligible employees may voluntarily authorize deductions from their paychecks to cover the costs of participation in these programs. Pay setoffs are pay deductions taken by __________ Company, usually to help pay off a debt or obligation to __________ Company or others. If you have questions concerning why deductions were made from your paycheck or how they were calculated, the Human Resources Department can assist in having your questions answered.

5-01 Safety

To assist in providing a safe and healthful work environment for employees, customers, and visitors, __________ Company has established a workplace safety program. This program is a top priority for __________ Company. The Human Resources Department has responsibility for implementing, administering, monitoring, and evaluating the safety program. Its success depends on the alertness and personal commitment of all.

__________ Company provides information to employees about workplace safety and health issues through regular internal communication channels such as supervisor-employee meetings, bulletin board postings, e-mail, memos, or other written communications.

Some of the best safety improvement ideas come from employees. Those with ideas, concerns, or suggestions for improved safety in the workplace are encouraged to raise them with their supervisor, or with another supervisor or manager, or bring them to the attention of the Human Resources Department. Reports and concerns about workplace safety issues may be made anonymously if the employee wishes. All reports can be made without fear of reprisal.

Each employee is expected to obey safety rules and to exercise caution in all work activities. Employees must immediately report any unsafe condition to the appropriate supervisor. Employees who violate safety standards, who cause hazardous or dangerous situations, or who fail to report or, where appropriate, remedy such situations may be subject to disciplinary action, up to and including termination of employment.

In the case of accidents that result in injury, regardless of how insignificant the injury may appear, employees should immediately notify the Human Resources Department or the appropriate supervisor. Such reports are necessary to comply with laws and initiate insurance and workers’ compensation benefits procedures.

5-02 Work Schedules

Work schedules for employees vary throughout our organization. 9:00 a.m.-6:00 p.m. is a standard workday. Supervisors will advise employees of their individual work schedules. Staffing needs and operational demands may necessitate variations in starting and ending times, as well as variations in the total hours that may be scheduled each day and week.

5-04 Use of Phone and Mail Systems

Personal use of the telephone for long-distance and toll calls is not permitted. Employees should practice discretion when making local personal calls and may be required to reimburse __________ Company for any charges resulting from their personal use of the telephone. To ensure effective telephone communications, employees should always use the approved greeting (“Good Morning, __________ Company” or “Good Afternoon, __________ Company,” as applicable) and speak in a courteous and professional manner. Please confirm information received from the caller and hang up only after the caller has done so.

The mail system is reserved for business purposes only. Employees should refrain from sending or receiving personal mail at the workplace. The e-mail system is the property of __________ Company. Occasional use of the e-mail system for personal messages is permitted, within reasonable limits. __________ Company will not guarantee the privacy of the e-mail system except to the extent required by law.

5-05 Smoking

Smoking is prohibited throughout the workplace, as required by law. This policy applies equally to all employees, customers, and visitors.

5-06 Rest and Meal Periods

All employees are provided with one one-hour meal period each workday. Supervisors will schedule meal periods to accommodate operating requirements. Employees will be relieved of all active responsibilities and restrictions during meal periods and will not be compensated for that time. Brief rest periods will be allowed, as required by California law.

5-10 Emergency Closings

At times, emergencies such as severe weather, fires, power failures, or earthquakes can disrupt company operations. In extreme cases, these circumstances may require the closing of a work facility.

In cases where an emergency closing is not authorized, employees who fail to report for work will not be paid for the time off. Employees may request available paid leave time such as unused vacation benefits.

5-12 Business Travel Expenses

__________ Company will reimburse employees for reasonable business travel expenses incurred while on assignments away from the normal work location. All business travel must be approved in advance by the President. Employees whose travel plans have been approved should make all travel arrangements through __________ Company’s designated travel agency.

When approved, the actual costs of travel, meals, lodging, and other expenses directly related to accomplishing business travel objectives will be reimbursed by __________ Company. Employees are expected to limit expenses to reasonable amounts.

Expenses that generally will be reimbursed include the following:

airfare or train fare for travel in coach or economy class or the lowest available fare
car rental fees, only for compact or mid-sized cars
fares for shuttle or airport bus service, where available; costs of public transportation for other ground travel
taxi fares, only when there is no less expensive alternative
mileage costs for use of personal cars, only when less expensive transportation is not available
cost of standard accommodations in low- to mid-priced hotels, motels, or similar lodgings
cost of meals, no more than $30.00 a day
tips not exceeding 15% of the total cost of a meal or 10% of a taxi fare
charges for telephone calls, fax, and similar services required for business purposes

Employees who are involved in an accident while traveling on business must promptly report the incident to their immediate supervisor. Vehicles owned, leased, or rented by __________ Company may not be used for personal use without prior approval. When travel is completed, employees should submit completed travel expense reports within 30 days. Reports should be accompanied by receipts for all individual expenses. Employees should contact their supervisor for guidance and assistance on procedures related to travel arrangements, expense reports, reimbursement for specific expenses, or any other business travel issues. Abuse of this business travel expenses policy, including falsifying expense reports to reflect costs not incurred by the employee, can be grounds for disciplinary action, up to and including termination of employment.

5-14 Visitors in the Workplace

To provide for the safety and security of employees and the facilities at __________ Company, only authorized visitors are allowed in the workplace. Restricting unauthorized visitors helps maintain safety standards, protects against theft, ensures security of equipment, protects confidential information, safeguards employee welfare, and avoids potential distractions and disturbances. All visitors should enter __________ Company at the main entrance. Authorized visitors will receive directions or be escorted to their destination. Employees are responsible for the conduct and safety of their visitors. If an unauthorized individual is observed on __________ Company’s premises, employees should immediately notify their supervisor or, if necessary, direct the individual to the main entrance.

5-16 Computer and E-mail Usage

Computers, computer files, the e-mail system, and software furnished to employees are __________ Company property intended for business use. Employees should not use a password, access a file, or retrieve any stored communication without authorization.

__________ Company strives to maintain a workplace free of harassment and is sensitive to the diversity of its employees. Therefore, __________ Company prohibits the use of computers and the e-mail system in ways that are disruptive, offensive to others, or harmful to morale.

For example, the display or transmission of sexually explicit images, messages, and cartoons is not allowed. Other such misuse includes, but is not limited to, ethnic slurs, racial comments, off-color jokes, or anything that may be construed as harassment or showing disrespect for others. Employees should notify their immediate supervisor, the Human Resourcs Department, or any member of management upon learning of violations of this policy. Employees who violate this policy will be subject to disciplinary action, up to and including termination of employment.

5-17 Internet Usage

Internet access to global electronic information resources on the World Wide Web is provided by __________ Company to assist employees in obtaining work-related data and technology. The following guidelines have been established to help ensure responsible and productive Internet usage. While Internet usage is intended for job-related activities, incidental and occasional brief personal use of e-mail and the Internet is permitted within reasonable limits.

All Internet data that is composed, transmitted, or received via our computer communications systems is considered to be part of the official records of __________ Company and, as such, is subject to disclosure to law enforcement or other third parties. Employees should expect only the level of privacy that is warranted by existing law and no more. Consequently, employees should always ensure that the business information contained in Internet e-mail messages and other transmissions is accurate, appropriate, ethical, and lawful. Any questions regarding the legal effect of a message or transmission should be brought to our General Counsel.

Data that is composed, transmitted, accessed, or received via the Internet must not contain content that could be considered discriminatory, offensive, obscene, threatening, harassing, intimidating, or disruptive to any employee or other person. Examples of unacceptable content may include, but are not limited to, sexual comments or images, racial slurs, gender-specific comments, or any other comments or images that could reasonably offend someone on the basis of race, age, sex, religious or political beliefs, national origin, disability, sexual orientation, or any other characteristic protected by law.

The unauthorized use, installation, copying, or distribution of copyrighted, trademarked, or patented material on the Internet is expressly prohibited. As a general rule, if an employee did not create material, does not own the rights to it, or has not gotten authorization for its use, it should not be put on the Internet. Employees are also responsible for ensuring that the person sending any material over the Internet has the appropriate distribution rights. Any questions regarding the use of such information should be brought to our General Counsel.

Internet users should take the necessary anti-virus precautions before downloading or copying any file from the Internet. All downloaded files are to be checked for viruses; all compressed files are to be checked before and after decompression.

Abuse of the Internet access provided by __________ Company in violation of the law or __________ Company policies will result in disciplinary action, up to and including termination of employment. Employees may also be held personally liable for any violations of this policy. The following behaviors are examples of previously stated or additional actions and activities that are prohibited and can result in disciplinary action:

Sending or posting discriminatory, harassing, or threatening messages or images
Using the organization’s time and resources for personal gain
Stealing, using, or disclosing someone else’s code or password without authorization
Copying, pirating, or downloading software and electronic files without permission
Sending or posting confidential material, trade secrets, or proprietary information outside of the organization
Violating copyright law
Failing to observe licensing agreements
Engaging in unauthorized transactions that may incur a cost to the organization or initiate unwanted Internet services and transmissions
Sending or posting messages or material that could damage the organization’s image or reputation
Participating in the viewing or exchange of pornography or obscene materials
Sending or posting messages that defame or slander other individuals
Attempting to break into the computer system of another organization or person
Refusing to cooperate with a security investigation
Sending or posting chain letters, solicitations, or advertisements not related to business purposes or activities
Using the Internet for political causes or activities, religious activities, or any sort of gambling
Jeopardizing the security of the organization’s electronic communications systems
Sending or posting messages that disparage another organization’s products or services
Passing off personal views as representing those of the organization
Sending anonymous e-mail messages
Engaging in any other illegal activities

5-22 Workplace Violence Prevention

__________ Company is committed to preventing workplace violence and to maintaining a safe work environment. Given the increasing violence in society in general, __________ Company has adopted the following guidelines to deal with intimidation, harassment, or other threats of (or actual) violence that may occur during business hours or on its premises.

All employees, including supervisors and temporary employees, should be treated with courtesy and respect at all times. Employees are expected to refrain from fighting, “horseplay,” or other conduct that may be dangerous to others. Firearms, weapons, and other dangerous or hazardous devices or substances are prohibited from the premises of __________ Company without proper authorization.

Conduct that threatens, intimidates, or coerces another employee, a customer, or a member of the public at any time, including off-duty periods, will not be tolerated. This prohibition includes all acts of harassment, including harassment that is based on an individual’s sex, race, age, or any characteristic protected by federal, state, or local law.

All threats of (or actual) violence, both direct and indirect, should be reported as soon as possible to your immediate supervisor or any other member of management. This includes threats by employees, as well as threats by customers, vendors, solicitors, or other members of the public. When reporting a threat of violence, you should be as specific and detailed as possible.

All suspicious individuals or activities should also be reported as soon as possible to a supervisor. Do not place yourself in peril. If you see or hear a commotion or disturbance near your workstation, do not try to intercede or see what is happening. __________ Company will promptly and thoroughly investigate all reports of threats of (or actual) violence and of suspicious individuals or activities. The identity of the individual making a report will be protected as much as is practical.

Anyone determined to be responsible for threats of (or actual) violence or other conduct that is in violation of these guidelines will be subject to prompt disciplinary action, up to and including termination of employment.

__________ Company encourages employees to bring their disputes or differences with other employees to the attention of their supervisors or the Human Resources Department before the situation escalates into potential violence. __________ Company is eager to assist in the resolution of employee disputes and will not discipline employees for raising such concerns.

6-01 Medical Leave

__________ Company provides medical leaves of absence without pay to eligible employees who are temporarily unable to work due to a serious health condition or disability. For purposes of this policy, serious health conditions or disabilities include inpatient care in a hospital, hospice, or residential medical care facility and continuing treatment by a health care provider.

Employees in the following employment classifications are eligible to request medical leave as described in this policy:

Regular full-time employees

Eligible employees should make requests for medical leave to their supervisors at least 30 days in advance of foreseeable events and as soon as possible for unforeseeable events.

A health care provider’s statement must be submitted verifying the need for medical leave and its beginning and expected ending dates. Any changes in this information should be promptly reported to __________ Company. Employees returning from medical leave must submit a health care provider’s verification of their fitness to return to work.

Eligible employees are normally granted leave for the period of the disability, up to a maximum of 12 weeks within any 12-month period. Any combination of medical leave and family leave may not exceed this maximum limit. If the initial period of approved absence proves insufficient, consideration will be given to a request for an extension.

Employees who sustain work-related injuries are eligible for a medical leave of absence for the period of the disability, in accordance with all applicable laws covering occupational disabilities.

Subject to the terms, conditions, and limitations of the applicable plans, __________ Company will continue to provide health insurance benefits for the full period of the approved medical leave.

Benefit accruals, such as vacation, sick leave, and holiday benefits, will continue during the approved medical leave period.

So that an employee’s return to work can be properly scheduled, an employee on medical leave is requested to provide __________ Company with at least two weeks’ advance notice of the date the employee intends to return to work. When a medical leave ends, the employee will be reinstated to the same position, if it is available, or to an equivalent position for which the employee is qualified.

If an employee fails to return to work on the agreed-upon return date, __________ Company will assume that the employee has resigned.

6-02 Family Leave

__________ Company provides family leaves of absence without pay to eligible employees who wish to take time off from work duties to fulfill family obligations relating directly to childbirth, adoption, or placement of a foster child or to care for a child, spouse, or parent with a serious health condition. A “serious health condition” means an illness, injury, impairment, or physical or mental condition that involves inpatient care in a hospital, hospice, or residential medical care facility or continuing treatment by a health care provider.

Employees in the following employment classifications are eligible to request family leave as described in this policy:

Regular full-time employees

Eligible employees should make requests for family leave to their supervisors at least 30 days in advance of foreseeable events and as soon as possible for unforeseeable events. Employees requesting family leave related to the serious health condition of a child, spouse, or parent may be required to submit a health care provider’s statement verifying the need for family leave to provide care, its beginning and expected ending dates, and the estimated time required.

Eligible employees may request up to a maximum of 12 weeks of family leave within any 12-month period. Any combination of family leave and medical leave may not exceed this maximum. Married employee couples may be restricted to a combined total of 12 weeks leave within any 12-month period for childbirth, adoption, or placement of a foster child or to care for a parent with a serious health condition.

Subject to the terms, conditions, and limitations of the applicable plans, __________ Company will continue to provide health insurance benefits for the full period of the approved family leave. Benefit accruals, such as vacation, sick leave, and holiday benefits, will continue during the approved family leave period.

So that an employee’s return to work can be properly scheduled, an employee on family leave is requested to provide __________ Company with at least two weeks’ advance notice of the date the employee intends to return to work. When a family leave ends, the employee will be reinstated to the same position, if it is available, or to an equivalent position for which the employee is qualified. If an employee fails to return to work on the agreed-upon return date, __________ Company will assume that the employee has resigned.

6-07 Pregnancy Disability Leave

__________ Company provides pregnancy disability leaves of absence without pay to eligible employees who are temporarily unable to work due to a disability related to pregnancy, childbirth, or related medical conditions. Any employee is eligible to request pregnancy disability leave as described in this policy. Employees should make requests for pregnancy disability leave to their supervisors at least 30 days in advance of foreseeable events and as soon as possible for unforeseeable events. A health care provider’s statement must be submitted verifying the need for pregnancy disability leave and its beginning and expected ending dates. Any changes in this information should be promptly reported to __________ Company. Employees returning from pregnancy disability leave must submit a health care provider’s verification of their fitness to return to work.

Employees are normally granted unpaid leave for the period of the disability, up to a maximum of four months. Employees may substitute any accrued paid leave time for unpaid leave as part of the pregnancy disability leave period. Subject to the terms, conditions, and limitations of the applicable plans, __________ Company will continue to provide health insurance benefits for the full period of the approved pregnancy disability leave. So that an employee’s return to work can be properly scheduled, an employee on pregnancy disability leave is requested to provide __________ Company with at least two weeks’ advance notice of the date she intends to return to work.

When a pregnancy disability leave ends, the employee will be reinstated to the same position, unless either the employee would not otherwise have been employed for legitimate business reasons or each means of preserving the job would substantially undermine the ability to operate __________ Company safely and efficiently. If the same position is not available, the employee will be offered a comparable position in terms of such issues as pay, location, job content, and promotional opportunities.

If an employee fails to report to work promptly at the end of the pregnancy disability leave, __________ Company will assume that the employee has resigned.

7-01 Employee Conduct and Work Rules

To ensure orderly operations and provide the best possible work environment, __________ Company expects employees to follow rules of conduct that will protect the interests and safety of all employees and the organization.

It is not possible to list all the forms of behavior that are considered unacceptable in the workplace. The following are examples of infractions of rules of conduct that may result in disciplinary action, up to and including termination of employment:

Theft or inappropriate removal or possession of property
Falsification of timekeeping records
Working under the influence of alcohol or illegal drugs
Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace, while on duty or while operating employer-owned vehicles or equipment
Fighting or threatening violence in the workplace
Boisterous or disruptive activity in the workplace
Negligence or improper conduct leading to damage of employer-owned or customer-owned property
Insubordination or other disrespectful conduct
Violation of safety or health rules
Smoking in the workplace
Sexual or other unlawful or unwelcome harassment
Possession of dangerous or unauthorized materials, such as explosives or firearms, in the workplace
Excessive absenteeism or any absence without notice
Unauthorized disclosure of business “secrets” or confidential information
Violation of personnel policies
Unsatisfactory performance or conduct

Nothing is this policy is intended to change the company’s at-will employment policy. Employment with __________ Company is at the mutual consent of __________ Company and the employee, and either party may terminate that relationship at any time, with or without cause, and with or without advance notice.

7-02 Drug and Alcohol Use

It is __________ Company’s desire to provide a drug-free, healthful, and safe workplace. To promote this goal, employees are required to report to work in appropriate mental and physical condition to perform their jobs in a satisfactory manner.

While on __________ Company premises and while conducting business-related activities off __________ Company premises, no employee may use, possess, distribute, sell, or be under the influence of alcohol or illegal drugs. The legal use of prescribed drugs is permitted on the job only if it does not impair an employee’s ability to perform the essential functions of the job effectively and in a safe manner that does not endanger other individuals in the workplace.

Violations of this policy may lead to disciplinary action, up to and including immediate termination of employment, and/or required participation in a substance abuse rehabilitation or treatment program. Such violations may also have legal consequences.

Employees with questions or concerns about substance dependency or abuse are encouraged to discuss these matters with their supervisor or the Human Resources Department to receive assistance or referrals to appropriate resources in the community.

Employees with problems with alcohol and certain drugs that have not resulted in, and are not the immediate subject of, disciplinary action may request approval to take unpaid time off to participate in a rehabilitation or treatment program through __________ Company’s health insurance benefit coverage. Leave may be granted if the employee agrees to abstain from use of the problem substance and abides by all __________ Company policies, rules, and prohibitions relating to conduct in the workplace; and if granting the leave will not cause __________ Company any undue hardship.

Employees with questions on this policy or issues related to drug or alcohol use in the workplace should raise their concerns with their supervisor or the Human Resources Department without fear of reprisal.

7-03 Sexual and Other Unlawful Harassment

__________ Company is committed to providing a work environment that is free from all forms of discrimination and conduct that can be considered harassing, coercive, or disruptive, including sexual harassment. Actions, words, jokes, or comments based on an individual’s sex, race, color, national origin, age, religion, disability, sexual orientation, or any other legally protected characteristic will not be tolerated.

Sexual harassment is defined as unwanted sexual advances, or visual, verbal, or physical conduct of a sexual nature. This definition includes many forms of offensive behavior and includes gender-based harassment of a person of the same sex as the harasser. The following is a partial list of sexual harassment examples:

• Unwanted sexual advances

• Offering employment benefits in exchange for sexual favors

• Making or threatening reprisals after a negative response to sexual advances

• Visual conduct that includes leering, making sexual gestures, or displaying of sexually suggestive objects or pictures, cartoons, or posters

• Verbal conduct that includes making or using derogatory comments, epithets, slurs, or jokes

• Verbal sexual advances or propositions

• Verbal abuse of a sexual nature, graphic verbal commentaries about an individual’s body, sexually degrading words used to describe an individual, or suggestive or obscene letters, notes, or invitations

• Physical conduct that includes touching, assaulting, or impeding or blocking movements

Unwelcome sexual advances (either verbal or physical), requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when: (1) submission to such conduct is made either explicitly or implicitly a term or condition of employment; (2) submission to or rejection of the conduct is used as a basis for making employment decisions; or (3) the conduct has the purpose or effect of interfering with work performance or creating an intimidating, hostile, or offensive work environment.

If you experience or witness sexual or other unlawful harassment in the workplace, report it immediately to your supervisor. If the supervisor is unavailable or you believe it would be inappropriate to contact that person, you should immediately contact the Human Resources Department or any other member of management. You can raise concerns and make reports without fear of reprisal or retaliation.

All allegations of sexual harassment will be quickly and discreetly investigated. To the extent possible, your confidentiality and that of any witnesses and the alleged harasser will be protected against unnecessary disclosure. When the investigation is completed, you will be informed of the outcome of the investigation.

Any supervisor or manager who becomes aware of possible sexual or other unlawful harassment must immediately advise the Human Resources Department or the President of the company so it can be investigated in a timely and confidential manner. Anyone engaging in sexual or other unlawful behavior will be subject to disciplinary action, up to and including termination of employment.

7-04 Attendance and Punctuality

To maintain a safe and productive work environment, __________ Company expects employees to be reliable and to be punctual in reporting for scheduled work. Absenteeism and tardiness place a burden on other employees and on __________ Company. In the rare instances when employees cannot avoid being late to work or are unable to work as scheduled, they should notify their supervisor or the Human Resources Department as soon as possible in advance of the anticipated tardiness or absence.

Poor attendance and excessive tardiness are disruptive. Either may lead to disciplinary action, up to and including termination of employment.

7-05 Personal Appearance

Dress, grooming, and personal cleanliness standards contribute to the morale of all employees and affect the business image that __________ Company presents to the community.

During business hours or when representing __________ Company, you are expected to present a clean, neat, and tasteful appearance. You should dress and groom yourself according to the requirements of your position and accepted social standards.

Your supervisor or department head is responsible for establishing a reasonable dress code appropriate to the job you perform. If your supervisor feels that your personal appearance is inappropriate, you may be asked to leave the workplace until you are properly dressed or groomed. Under such circumstances, you will not be compensated for the time away from work. Consult your supervisor if you have questions as to what constitutes appropriate appearance. Where necessary, reasonable accommodation may be made to a person with a disability.

7-06 Return of Property

Employees are responsible for all __________ Company property, materials, or written information issued to them or in their possession or control. Employees must return all __________ Company property immediately upon request or upon termination of employment. Where permitted by applicable laws, __________ Company may withhold from the employee’s check or final paycheck the cost of any items that are not returned when required. __________ Company may also take all action deemed appropriate to recover or protect its property.

7-08 Resignation

Resignation is a voluntary act initiated by the employee to terminate employment with __________ Company. Although advance notice is not required, __________ Company requests at least two weeks’ written notice of resignation from nonexempt employees and two weeks’ written notice of resignation from exempt employees.

Prior to an employee’s departure, an exit interview will be scheduled to discuss the reasons for resignation and the effect of the resignation on benefits.

7-10 Security Inspections

__________ Company wishes to maintain a work environment that is free of illegal drugs, alcohol, firearms, explosives, or other improper materials. To this end, __________ Company prohibits the possession, transfer, sale, or use of such materials on its premises. __________ Company requires the cooperation of all employees in administering this policy.

Desks, lockers, and other storage devices may be provided for the convenience of employees but remain the sole property of __________ Company. Accordingly, they, as well as any articles found within them, can be inspected by any agent or representative of __________ Company at any time, either with or without prior notice.

7-12 Solicitation

In an effort to ensure a productive and harmonious work environment, persons not employed by __________ Company may not solicit or distribute literature in the workplace at any time for any purpose.

__________ Company recognizes that employees may have interests in events and organizations outside the workplace. However, employees may not solicit or distribute literature concerning these activities during working time. (Working time does not include lunch periods, work breaks, or any other periods in which employees are not on duty.)

Examples of impermissible forms of solicitation include:

The collection of money, goods, or gifts for community groups
The collection of money, goods, or gifts for religious groups
The collection of money, goods, or gifts for political groups
The collection of money, goods, or gifts for charitable groups
The sale of goods, services, or subscriptions outside the scope of official organization business
The circulation of petitions
The distribution of literature in working areas at any time
The solicitation of memberships, fees, or dues

In addition, the posting of written solicitations on company bulletin boards and solicitations by e-mail are restricted. Company bulletin boards display important information; employees should consult them frequently for:

Affirmative Action statement
Employee announcements
Workers’ compensation insurance information
State disability insurance/unemployment insurance information

If employees have a message of interest to the workplace, they may submit it to the Human Resources Director for approval. All approved messages will be posted by the Human Resources Director.

7-16 Progressive Discipline

The purpose of this policy is to state __________ Company’s position on administering equitable and consistent discipline for unsatisfactory conduct in the workplace. The best disciplinary measure is the one that does not have to be enforced and comes from good leadership and fair supervision at all employment levels.

__________ Company’s own best interest lies in ensuring fair treatment of all employees and in making certain that disciplinary actions are prompt, uniform, and impartial. The major purpose of any disciplinary action is to correct the problem, prevent recurrence, and prepare the employee for satisfactory service in the future.

Although employment with __________ Company is based on mutual consent and both the employee and __________ Company have the right to terminate employment at will, with or without cause or advance notice, __________ Company may use progressive discipline at its discretion.

Disciplinary action may call for any of four steps—verbal warning, written warning, suspension with or without pay, or termination of employment—depending on the severity of the problem and the number of occurrences.

Progressive discipline means that, with respect to many disciplinary problems, these four steps will normally be followed. However, there may be circumstances when one or more steps are bypassed.

__________ Company recognizes that there are certain types of employee problems that are serious enough to justify either a suspension or, in extreme situations, termination of employment, without going through the usual progressive discipline steps.

While it is impossible to list every type of behavior that may be deemed a serious offense, the Employee Conduct and Work Rules policy includes examples of problems that may result in immediate suspension or termination of employment. However, the problems listed are not all necessarily serious offenses, but may be examples of unsatisfactory conduct that will trigger progressive discipline.

By using progressive discipline, we hope that most employee problems can be corrected at an early stage, benefiting both the employee and __________ Company.

7-18 Problem Resolution

__________ Company is committed to providing the best possible working conditions for its employees. Part of this commitment is encouraging an open and frank atmosphere in which any problem, complaint, suggestion, or question receives a timely response from __________ Company supervisors and management.

__________ Company strives to ensure fair and honest treatment of all employees. Supervisors, managers, and employees are expected to treat each other with respect. Employees are encouraged to offer positive and constructive criticism.

If employees disagree with established rules of conduct, policies, or practices, they can express their concern through the problem resolution procedure. No employee will be penalized, formally or informally, for voicing a complaint with __________ Company in a reasonable, business-like manner, or for using the problem resolution procedure.

If a situation occurs when employees believe that a condition of employment or a decision affecting them is unjust or inequitable, they are encouraged to make use of the following steps. The employee may discontinue the procedure at any step.

1. The employee presents the problem to his or her immediate supervisor after the incident occurs. If the supervisor is unavailable or the employee believes it would be inappropriate to contact that person, the employee may present the problem to the Human Resources Department or the CEO.

2. The supervisor responds to the problem during discussion or after consulting with appropriate management, when necessary. The supervisor documents this discussion.

3. The employee presents the problem to the Human Resources Department if the problem is unresolved.

4. The Human Resources Department counsels and advises the employee, assists in putting the problem in writing, and visits with the employee’s manager(s).

Not every problem can be resolved to everyone’s total satisfaction, but only through understanding and discussing mutual problems can employees and management develop confidence in each other. This confidence is important to the operation of an efficient and harmonious work environment.

8-00 Life-Threatening Illnesses in the Workplace

Employees with life-threatening illnesses, such as cancer, heart disease, and AIDS, often wish to continue their normal pursuits, including work, to the extent allowed by their condition. __________ Company supports these endeavors as long as the employees are able to meet acceptable performance standards. As in the case of other disabilities, __________ Company will make reasonable accommodations in accordance with all legal requirements, to allow qualified employees with life-threatening illnesses to perform the essential functions of their jobs.

Medical information on individual employees is treated confidentially. __________ Company will take reasonable precautions to protect such information from inappropriate disclosure. Managers and other employees have a responsibility to respect and maintain the confidentiality of employee medical information. Anyone inappropriately disclosing such information is subject to disciplinary action, up to and including termination of employment.

Employees with questions or concerns about life-threatening illnesses are encouraged to contact the Human Resources Department for information and referral to appropriate services and resources.

8-06 Suggestions

As employees of __________ Company, you have the opportunity to contribute to our future success and growth by submitting suggestions for practical work-improvement or cost-savings ideas.

All regular employees are eligible to participate in the suggestion program.

A suggestion is an idea that will benefit __________ Company by solving a problem, reducing costs, improving operations or procedures, enhancing customer service, eliminating waste or spoilage, or making __________ Company a better or safer place to work. All suggestions should contain a description of the problem or condition to be improved, a detailed explanation of the solution or improvement, and the reasons why it should be implemented. Statements of problems without accompanying solutions or recommendations concerning co-workers and management are not appropriate suggestions. If you have questions or need advice about your idea, contact your supervisor for help.

Submit suggestions to the Human Resources Department and, after review, they will be forwarded to the Suggestion Committee. As soon as possible, you will be notified of the adoption or rejection of your suggestion. Special recognition and, optionally, a cash award will be given to employees who submit a suggestion that is implemented.

Find more forms for your business at www.entrepreneur.com/formnet.

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Company Employee Handbook

I have Attached Company Employee Handbook

Company Employee Handbook

Issue Date: ____________

Version Number: __________

TO __________ COMPANY EMPLOYEES:

This is our new Employee Handbook. Please review it and sign the attached acknowledgment and drop the acknowledgment in __________________________’s in box.

You may keep a copy of the Handbook if you wish, but a copy will always be available to you through the HR department. If you do not wish to keep a copy, please return the Handbook to HR.

INTRODUCTORY STATEMENT

1-01 Nature of Employment

1-02 Employee Relations

1-03 Equal Employment Opportunity

1-04 Business Ethics and Conduct

1-05 Personal Relationships in the Workplace

1-07 Immigration Law Compliance

1-08 Conflicts of Interest

1-12 Non-Disclosure

acquisitions
compensation data
computer processes
computer programs and codes
customer lists
customer preferences
financial information
investments
labor relations strategies
marketing strategies
new materials research
partnerships
pending projects and proposals
proprietary production processes
research and development strategies
scientific data
scientific formulae
scientific prototypes
technological data
technological prototypes

1-14 Disability Accommodation

__________ Company is committed to complying fully with applicable disability laws and ensuring equal opportunity in employment for qualified persons with disabilities.

__________ Company is also committed to not unlawfully discriminating against any qualified employees or applicants because they are related to or associated with a person with a disability.

2-01 Employment Categories

In addition to the above categories, each employee will belong to one other employment category:

2-02 Access to Personnel Files

2-04 Personal Data Changes

2-05 Introductory Period

2-08 Employment Applications

2-09 Performance Evaluation

2-10 Job Descriptions

3-01 Employee Benefits

The following benefit programs are available to eligible employees:

auto mileage
bereavement leave
dental insurance
holidays
medical insurance
stock options
vacation benefits

3-03 Vacation Benefits

Regular full-time employees

The amount of paid vacation time employees receive each year increases with the length of their employment, as shown in the following schedule:

Upon initial eligibility, the employee is entitled to 10 vacation days each year, accrued monthly at the rate of 0.833 days.
After four years of eligible service, the employee is entitled to 15 vacation days each year, accrued monthly at the rate of 1.250 days.

Once employees enter an eligible employment classification, they begin to earn paid vacation time according to the schedule. They can request use of vacation time after it is earned.

Upon termination of employment, employees will be paid for unused vacation time that has been earned through the last day of work.

3-05 Holidays

__________ Company will grant holiday time off to all employees on the holidays listed below:

New Year’s Day (January 1)
Martin Luther King, Jr. Day (third Monday in January)
Presidents’ Day (third Monday in February)
Memorial Day (last Monday in May)
Independence Day (July 4)
Labor Day (first Monday in September)
Thanksgiving (fourth Thursday in November)
Christmas (December 25)
New Year’s Eve (December 31)

Regular full-time employees

Paid time off for holidays will be counted as hours worked for the purposes of determining whether overtime pay is owed.

3-06 Workers’ Compensation Insurance

3-07 Sick Leave Benefits

__________ Company provides paid sick leave benefits to all eligible employees for periods of temporary absence due to illnesses or injuries. Eligible employee classification(s):

Regular full-time employees

3-08 Time Off to Vote

Employees must submit a voter’s receipt on the first working day following the election to qualify for paid time off.

3-09 Bereavement Leave

Employees who wish to take time off due to the death of an immediate family member should notify their supervisor immediately.

Up to three days of paid bereavement leave will be provided to eligible employees in the following classification(s):

Regular full-time employees

__________ Company defines “immediate family” as the employee’s spouse, parent, child, or sibling.

3-11 Jury Duty

Either __________ Company or the employee may request an excuse from jury duty if, in __________ Company’s judgment, the employee’s absence would create serious operational difficulties.

__________ Company will continue to provide health insurance benefits for the full term of the jury duty absence.

Vacation, sick leave, and holiday benefits will continue to accrue during unpaid jury duty leave.

3-13 Benefits Continuation (COBRA)

3-16 Health Insurance

Regular full-time employees

Eligible employees may participate in the health insurance plan subject to all terms and conditions of the agreement between __________ Company and the insurance carrier.

4-03 Paydays

All employees are paid monthly on the first day of the month. Each paycheck will include earnings for all work performed through the end of the previous payroll period.

In the event that a regularly scheduled payday falls on a day off, such as a weekend or holiday, employees will receive pay on the last day of work before the regularly scheduled payday.

4-05 Employment Termination

• resignation—voluntary employment termination initiated by an employee.

• discharge—involuntary employment termination initiated by the organization.

• layoff—involuntary employment termination initiated by the organization because of an organizational change.

• retirement—voluntary employment termination initiated by the employee meeting age, length of service, and any other criteria for retirement from the organization.

4-09 Administrative Pay Corrections

__________ Company takes all reasonable steps to ensure that employees receive the correct amount of pay in each paycheck and that employees are paid promptly on the scheduled payday.

4-10 Pay Deductions and Setoffs

5-01 Safety

5-02 Work Schedules

5-04 Use of Phone and Mail Systems

5-05 Smoking

Smoking is prohibited throughout the workplace, as required by law. This policy applies equally to all employees, customers, and visitors.

5-06 Rest and Meal Periods

5-10 Emergency Closings

At times, emergencies such as severe weather, fires, power failures, or earthquakes can disrupt company operations. In extreme cases, these circumstances may require the closing of a work facility.

5-12 Business Travel Expenses

Expenses that generally will be reimbursed include the following:

airfare or train fare for travel in coach or economy class or the lowest available fare
car rental fees, only for compact or mid-sized cars
fares for shuttle or airport bus service, where available; costs of public transportation for other ground travel
taxi fares, only when there is no less expensive alternative
mileage costs for use of personal cars, only when less expensive transportation is not available
cost of standard accommodations in low- to mid-priced hotels, motels, or similar lodgings
cost of meals, no more than $30.00 a day
tips not exceeding 15% of the total cost of a meal or 10% of a taxi fare
charges for telephone calls, fax, and similar services required for business purposes

5-14 Visitors in the Workplace

5-16 Computer and E-mail Usage

5-17 Internet Usage

Sending or posting discriminatory, harassing, or threatening messages or images
Using the organization’s time and resources for personal gain
Stealing, using, or disclosing someone else’s code or password without authorization
Copying, pirating, or downloading software and electronic files without permission
Sending or posting confidential material, trade secrets, or proprietary information outside of the organization
Violating copyright law
Failing to observe licensing agreements
Engaging in unauthorized transactions that may incur a cost to the organization or initiate unwanted Internet services and transmissions
Sending or posting messages or material that could damage the organization’s image or reputation
Participating in the viewing or exchange of pornography or obscene materials
Sending or posting messages that defame or slander other individuals
Attempting to break into the computer system of another organization or person
Refusing to cooperate with a security investigation
Sending or posting chain letters, solicitations, or advertisements not related to business purposes or activities
Using the Internet for political causes or activities, religious activities, or any sort of gambling
Jeopardizing the security of the organization’s electronic communications systems
Sending or posting messages that disparage another organization’s products or services
Passing off personal views as representing those of the organization
Sending anonymous e-mail messages
Engaging in any other illegal activities

5-22 Workplace Violence Prevention

6-01 Medical Leave

Employees in the following employment classifications are eligible to request medical leave as described in this policy:

Regular full-time employees

Eligible employees should make requests for medical leave to their supervisors at least 30 days in advance of foreseeable events and as soon as possible for unforeseeable events.

Employees who sustain work-related injuries are eligible for a medical leave of absence for the period of the disability, in accordance with all applicable laws covering occupational disabilities.

Subject to the terms, conditions, and limitations of the applicable plans, __________ Company will continue to provide health insurance benefits for the full period of the approved medical leave.

Benefit accruals, such as vacation, sick leave, and holiday benefits, will continue during the approved medical leave period.

If an employee fails to return to work on the agreed-upon return date, __________ Company will assume that the employee has resigned.

6-02 Family Leave

Employees in the following employment classifications are eligible to request family leave as described in this policy:

Regular full-time employees

6-07 Pregnancy Disability Leave

If an employee fails to report to work promptly at the end of the pregnancy disability leave, __________ Company will assume that the employee has resigned.

7-01 Employee Conduct and Work Rules

Theft or inappropriate removal or possession of property
Falsification of timekeeping records
Working under the influence of alcohol or illegal drugs
Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace, while on duty or while operating employer-owned vehicles or equipment
Fighting or threatening violence in the workplace
Boisterous or disruptive activity in the workplace
Negligence or improper conduct leading to damage of employer-owned or customer-owned property
Insubordination or other disrespectful conduct
Violation of safety or health rules
Smoking in the workplace
Sexual or other unlawful or unwelcome harassment
Possession of dangerous or unauthorized materials, such as explosives or firearms, in the workplace
Excessive absenteeism or any absence without notice
Unauthorized disclosure of business “secrets” or confidential information
Violation of personnel policies
Unsatisfactory performance or conduct

7-02 Drug and Alcohol Use

7-03 Sexual and Other Unlawful Harassment

• Unwanted sexual advances

• Offering employment benefits in exchange for sexual favors

• Making or threatening reprisals after a negative response to sexual advances

• Visual conduct that includes leering, making sexual gestures, or displaying of sexually suggestive objects or pictures, cartoons, or posters

• Verbal conduct that includes making or using derogatory comments, epithets, slurs, or jokes

• Verbal sexual advances or propositions

• Physical conduct that includes touching, assaulting, or impeding or blocking movements

7-04 Attendance and Punctuality

Poor attendance and excessive tardiness are disruptive. Either may lead to disciplinary action, up to and including termination of employment.

7-05 Personal Appearance

Dress, grooming, and personal cleanliness standards contribute to the morale of all employees and affect the business image that __________ Company presents to the community.

7-06 Return of Property

7-08 Resignation

Prior to an employee’s departure, an exit interview will be scheduled to discuss the reasons for resignation and the effect of the resignation on benefits.

7-10 Security Inspections

7-12 Solicitation

In an effort to ensure a productive and harmonious work environment, persons not employed by __________ Company may not solicit or distribute literature in the workplace at any time for any purpose.

Examples of impermissible forms of solicitation include:

The collection of money, goods, or gifts for community groups
The collection of money, goods, or gifts for religious groups
The collection of money, goods, or gifts for political groups
The collection of money, goods, or gifts for charitable groups
The sale of goods, services, or subscriptions outside the scope of official organization business
The circulation of petitions
The distribution of literature in working areas at any time
The solicitation of memberships, fees, or dues

Affirmative Action statement
Employee announcements
Workers’ compensation insurance information
State disability insurance/unemployment insurance information

If employees have a message of interest to the workplace, they may submit it to the Human Resources Director for approval. All approved messages will be posted by the Human Resources Director.

7-16 Progressive Discipline

Progressive discipline means that, with respect to many disciplinary problems, these four steps will normally be followed. However, there may be circumstances when one or more steps are bypassed.

By using progressive discipline, we hope that most employee problems can be corrected at an early stage, benefiting both the employee and __________ Company.

7-18 Problem Resolution

2. The supervisor responds to the problem during discussion or after consulting with appropriate management, when necessary. The supervisor documents this discussion.

3. The employee presents the problem to the Human Resources Department if the problem is unresolved.

4. The Human Resources Department counsels and advises the employee, assists in putting the problem in writing, and visits with the employee’s manager(s).

8-00 Life-Threatening Illnesses in the Workplace

Employees with questions or concerns about life-threatening illnesses are encouraged to contact the Human Resources Department for information and referral to appropriate services and resources.

8-06 Suggestions

As employees of __________ Company, you have the opportunity to contribute to our future success and growth by submitting suggestions for practical work-improvement or cost-savings ideas.

All regular employees are eligible to participate in the suggestion program.

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IR Questionnaire

I Have Attached IR Questionnaire

MEANING AND DEFINITION OF INDUSTRIAL RELATION

ii. Industrial Relation is a relation between employer and employees, employees and employees and employees and trade unions. – Industrial dispute Act 1947

The Industrial Relation relations also called as labor – management, employee-employers relations.

A few notable features pertaining to Industrial Relations are as under:

In fact the concepts of Industrial Relations are very broad-based, drawing heavily from a variety of discipline like social sciences, humanities, behavioral sciences, laws etc.

In fact, Industrial Relation encompasses all such factors that influence behavior of people at work. A few such important factors are details below:

Objectives of Industrial Relation

The main aspect of Industrial Relations are :-

Suggestions to Improve Industrial Relation:-

IMPORTANCE OF INDUSTRIAL RELATIONS:

DIFFERENCE BETWEEN INDUSTRIAL RELATIONS AND HUMAN RELATIONS :

INDUSTRIAL RELATIONS PROGRAMME :

FUNCTIONAL REQUIREMENTS OF A SUCCESSFUL INDUSTRIAL RELATIONS PROGRAMME

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Posted by Hrformats - January 19, 2012 at 11:13 AM

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HR manual and HR policy

I Have Attached HR manual and HR policy

N.K.Minda Group of Industries

HRM Policy Manual

Copy No. :

Revision No. : 04

Effective Date : 01.04.2006

Next Review Date : 01.04.2007

FOREWARD

This manual intends to keep employees abreast with the HRM policies and practices. Though the attempt has been made to cover and elaborate all possible factors, however, it is not conclusion.

This Manual supersedes all earlier amendments or changes communicated from time to time.

Any amendment or new thing that may arise from time to time shall be processed and communicated to all concerned for additions / deletions. Broadly, all are expected to follow this strictly and exceptional circumstances demanding any deviation may be taken up with appropriate authority, supported by due justification.

**********

INDEX

S.No.	Policy Name	Policy No.	Page No.
1	Amendment Record	—	5
2	Distribution List	—	6
3	Mission	—	7
4	Vision	—	8
5	Organisation Values	—	9-10
6	Quality Policy	—	11
7	Environment Policy	—	12
8	Safety Policy	—	13
9	Material Policy	—	14
	RECRUITMENT POLICIES
10	Contract Operators and Contractor	06	28
11	Functional/ Organisation Structure	07	29-30
12	Mentoring	68	129-131
13	Performance Evaluation of New Entrants	08	31
14	Probation / Assessment / Confirmation	05	26-27
15	Recruitment – Operators	03	23-24
16	Recruitment – Staff	02	18-22
17	Recruitment – Temporary Operators	04	25
18	Recruitment of Trainees – Staff	01	16-17
19	Re-induction/ Re-recruitment Policy	63	122-123
	ADMINISTRATIVE POLICIES
20	Attendance Procedure – Operators	10	35-36
21	Attendance Procedure – Staff	09	33-34
22	Cash Security System	70	133-134
23	Checking the incidence of disloyalty to company	35	73
24	Compensatory Off	15	47
25	Delegation of Authority	39	77
26	Employee Provident Fund Scheme	21	53
27	Employee State Insurance Scheme	22	54
28	Exit Interview	42	81
29	Efficiency Loss Compensation	23	55
30	Factory visit of Visitors	37	75
31	Furniture Policy	38	76
32	Gifts received from outside party	34	72
33	Grievance Handling System & Procedures	36	74
34	House Taken for Rent / Lease	29	63-64
35	HRM Function	65	125-126
36	Late Sitting for Staff	14	46
37	Leave Cards	13	45
38	Leave Policy for Operators	12	41-44
39	Leave Policy for Staff (including Trainees)	11	37-40
40	LTA & Procedure for payments	19	51
41	Mail System	32	67-68
42	Medical Reimbursement	20	52
43	Minimum Wages	17	49
44	Payment of Gratuity	43	82
45	Permanent Item Issue	31	66
46	Personal Files Maintenance	16	48
47	Residential Telephone	30	65
48	Salary / Wage Distribution	18	50
49	Security System	33	69-71
50	Separation Procedure	41	79-80
51	Shift Operation	24	56
52	Superannuation Policy (level IX & above)	75	139
53	Transfer Policy	40	78
S.No.	Policy Name	Policy No.	Page No.
54	Travelling Norms – Inland	25	57-59
55	Travelling Norms – Overseas	26	60
56	Visiting Cards	27	61
57	Whistle Blower Policy	28	62
	TRAINING POLICY
58	Service Agreement for Foreign Training	45	87-88
59	Training System	44	84-86
	PERFORMANCE APPRAISAL POLICY
60	Job Rotation Policy	69	132
61	Performance Appraisal of Staff	46	90-92
62	Promotion Policy for Staff	47	93-94
63	Performance Appraisal, Increments & Promotion of Operators	48	95-96
	WELFARE POLICIES
64	Accident Insurance Policy	57	114
65	Adarshnidhi – Death Relief Scheme	58	115
66	Annual Day Celebration	61	119-120
67	Canteen Policy ( As applicable)	66	127
68	Car Scheme for Level VII & Above	49	98-101
69	Credit Card ( Level IX & above )	74	138
70	Departmental Get Together	59	116
71	Diwali – Gifts, Sweets and Bonus	60	117-118
72	Executive Health Checkup	73	137
73	Family Planning Incentive	55	110-111
74	Festival Celebration	62	121
75	Festival Holidays	52	106
76	Lap Top Policy	71	135
77	Loan & Advances	51	104-105
78	Marriage Gift	64	124
79	Mediclaim Policy	56	112-113
80	Mobile Policy	54	109
81	New Year Diary	67	128
82	Open House	72	136
83	Uniform	53	107-108
84	Vehicle Loan Interest Reimbursement Scheme	50	102-103
	IMPORTANT DECISIONS TAKEN DURING HRM POLICY REVIEW	—	140
	ANNEXURES
85	Annexure List		141-143
86	Annexures

********

AMENDMENTS RECORD

S.N.	Policy No.	Amendment Summary	Effective Date

********
DISTRIBUTION LIST

This Manual is a controlled document and copies are issued to the following persons. They are responsible for it’s maintenance and circulation.

Copy No.	Unit	Designation of Holder
1	Corporate Office	Managing Director
2	Corporate Office	Corporate Head
3	Corporate Office	Corporate Business Head
4	Corporate Office	Head – Group HRM
5	Corporate Office	Head – Corporate Finance
6	Design Center	SBU Head
7	FMAL Division	SBU Head
8	FMAL Division	Head – HRM
9	FMAL Division	Head – Accounts
10	Lighting Division	SBU Head
11	Lighting Division	Head – HRM
12	Lighting Division	Head – Accounts
13	Lighting Division ( Pune )	Head-Operation
14	Lighting Division ( Manesar )	Head-Operation
15	MFAL Division	SBU Head
16	MFAL Division	Div. Head
17	MFAL Division	Head – HRM
18	MFAL Division	Head – Accounts
19	Minda Impco Ltd.	SBU Head
20	Minda Impco Ltd.	Head – HRM
21	Minda Impco Ltd.	Head – Accounts
22	Minda Investment Ltd.	Head – HRM
23	Mindarika Pvt. Ltd.	SBU Head
24	Mindarika Pvt. Ltd.	Head – HRM
25	Mindarika Pvt. Ltd.	Head – Accounts
26	Mindarika Pvt. Ltd. ( Pune )	Head-Operation
27	Mindarika Pvt. Ltd. ( Pune )	Head – HRM
28	PT. Minda ASEAN Automotive	SBU Head
29	PT. Minda ASEAN Automotive	Head – HRM
30	PT. Minda ASEAN Automotive	Head – Accounts
31	Switch – Aurangabad	Head-Operation
32	Switch – Hosur	Head – Operation
33	Switch Division – Delhi	Div. Head
34	Switch Division – Delhi	Head – HRM
35	Switch Division – Gurgaon	SBU Head
36	Switch Division – Gurgaon	Head – HRM
37	Switch Division – Gurgaon	Head – Accounts
38	Switch Division – Pune	Div. Head
39	Switch Division – Pune	Head – HRM
40	Switch Division – Pune	Head – Accounts

This Manual may be borrowed and referred by other concerned Employees as and when required. This Manual can not be reprinted or copied without the written permission of Corporate HRM.

********

Mission

To continually enhance

Stakeholders’ value

through global competitiveness

while contributing to society

********
VISION

Unit	Vision	By Year
Group	§ Group Sales (turnover) to be Rs.1000 Crores § To achieve: 25% of total turnover in 5 years through export § Our Company be pioneer and be global benchmark in QPCDSM and Technology	2007-08 2007-08 2009-10
MIL ( 2W SW)	TO BE GLOBAL LEADER (i.e. No.-1) § Business expansion § Manufacturing excellence § World class product § Cost management § People excellence § Business support initiatives	2007-08
MRPL (4W SW)	To be the most preferred supplier for its customers : § To continue leadership in domestic OEM and enhance market share to more than 50%. § To achieve 3.4ppm levels for customer receipt, line and warranty claims. § To be the pioneers for new technology switches, to maximize product range and be a solutions provider to non-Japanese customers in India § To be the global supplier of TRJ for 15% of their outsourcing requirements § To capture 15% global market share of plunger and panel switches by being the lowest cost producer in the world § To achieve sales of Rs.300 Crores	2007-08
Horn	Domestic Market : Continued leadership in OEM with more than 50% share 25% share in replacement market Global Market : No. 1 in Asia Global leadership in 2 wheeler horn	2007-08
Lighting	To become No.1 in the target market with thrust on export	2005-06
Minda Impco	To become No.1 Alternate Fuel Company in India No.1 in South Asia/ASEAN region To become major component supplier to IMPCO worldwide	2005 2007 2007

********

ORGANISATION VALUES

CUSTOMER IS SUPREME

We strive to understand and anticipate customer needs and exceed their expectations.
We are committed to offer innovative and value added solutions to our customers.
We always ask “How can we serve our customers best?”.

LIVE QUALITY

We nurture Quality as an attitude at MINDA.
We are quality driven and apply a “Quality Minded Approach To Everything We Do.”
We are passionate about Quality and its continuous improvement through teamwork.

ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3 Ps. (People, Processes and Products)

We demonstrate leadership by advancing new technologies, innovative manufacturing techniques, enhanced customer service, inspired management, and the application of best practices throughout our organization.
We aggressively pursue new business, and determined to add value for our customers with ingenuity, have a determination and a positive approach to every task, have a ‘can-do’ spirit, and a restless determination to continually improve and excel.
We utilize our ability to combine strength with speed in responding enthusiastically to every new opportunity and every new challenge.
We encourage and inspire learning amongst our people.

RESPECT FOR INDIVIDUAL

We passionately believe that people are the most valued assets of our company, and that they are essential participants with a shared responsibility in fulfilling our mission.
We trust, inspire, and empower our people to set and achieve high expectations, standards and challenging goals.

We treat all people with dignity and courtesy.
We strive to support mutually beneficial and enduring relationships with our stakeholders.

RESPECT FOR WORK-PLACE ETHICS

We work smartly with passion, integrity, conviction and commitment.
We work in teams with a shared purpose and value individual ability and diversity as essential to promote harmony and open communication. Each of us succeeds individually … when we, as a team, achieve success.
We respect and adhere to company policies, systems and procedures
We will be well-informed and respect the regulations, rules, and compliance issues that apply to our businesses around the world.
We respect the values and cultures of the communities in which we operate.

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QUALITY POLICY

Quality to be accorded high priority to ensure market competitiveness and to enable supply of cost effective products to the customers.

This shall be reflected by our commitments, actions, products and services to our internal & external customers.

For this, we shall create an environment to encourage all our employees and suppliers to prevent defects and strive for excellence.

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ENVIRONMENTAL POLICY

As a responsible corporate citizen, Minda is committed to the cause of conservation of the environment and has made environmental protection a priority through:

Continually improving environmental performance of our processes & products and ensuring prevention of pollution at each stage.

Strictly complying with the applicable environmental legislations & standards.

Ensuring effective use of resources in the areas of energy, fuels, oils, paints, chemicals, water, etc.

Reducing and recycling waste and packaging materials.

Encouraging the usage of environment-friendly technologies to aid elimination of hazardous materials.

Promoting the cause of environmental preservation amongst employees & other stakeholders by inculcating sensitivity to the environmental concerns.

We shall communicate this policy to all our employees and would make it available to all interested parties and general public.

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SAFETY POLICY

As a good corporate citizen, Minda group is committed to Safety & Health of its employees and concerned persons who may be affected by its operation.

To achieve this commitment, it is our policy to:

Integrate Safety & Health measures in all our activities.

Comply with all applicable legal and other requirements to which the Organization subscribes.

Promote Safety & Health awareness amongst employees, suppliers and contractors, customers and dealers.

Continually improve the Safety performance through precautions besides participation and training of all employees.

The Safety policy shall be communicated to all employees and made available to all interested parties and to the public.

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MATERIAL POLICY

To develop and nurture a minimum number of high quality vendors in each category, who by way of high productivity and low PPM level, maintain a high level of cost competitiveness.

To encourage “ Direct on Line Suppliers” and there by maintain low inventories, and

To continuously improve the manufacturing flexibility, with the help of Just-in-time techniques like Kanban system in order to meet customer requirements in shortest possible time.

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RECRUITMENT

POLICIES

RECRUITMENT OF TRAINEES – STAFF

(POLICY NO. 01)

01.01 PURPOSE

0.1.01.1 This policy has been laid down to recruit qualified fresh manpower and to equip them fully to discharge their functions and fulfill the objectives of the Organization.

01.02 SCOPE

01.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

01.03 POLICY

01.03.1 With the perspective to have qualified manpower in various operating areas, it is desirable to recruit fresh qualified persons at various functions in the Company as trainee. Fundamentally, any person, who does not have experience and is willing to join the company in the capacity of trainee, can be considered for placement in this category. The interview and selection process shall be the same as applicable to relevant levels as the case may be.

01.03.2 While appointing trainees, it should be specifically judged that only those candidates are considered for employment who wants to make a long career in the Organization. The career plan as well as the salary structure should be discussed with them and it should be told to them that performance is the only criteria for their growth and if their performance is good, growth shall flow automatically.

01.03.3 The offer letter issued to the trainee at the time of selection is as per “Annexure – 01”.

01.03.4 Training period of trainees shall be one year. They will be issued an Appointment Letter (Annexure – 03). After completion of one year training only those trainees will be confirmed, who will get “Good & Above” rating during performance review (Annexure – 02).

01.04 Graduate Engineer Trainee / Engineer Trainee / Diploma Engineer Trainee have one year training period. This training period will be divided into two segments of 4 months and 8 months duration. After confirmation, no probation and will be treated as regular employees.

01.04.1 Corp. HRM to obtain performance report of each trainee for each phase of training (Annexure – 04) from the departmental coordinators of various units. After successful completion of their one year’s training the confirmation letter ( Annexure-5) will be issued to individuals.

01.04.2 Induction training (4 months) : During first 1.5 months they will be exposed to various departments like Design, Tool Room, Production Engineering, Vendor Development, Quality Assurance, Production and inputs on 5-S, Kaizen, TPS, Quality Circles, Waste Management, 3-M, etc. After general training of around 1.5 months they will be given specific projects by the HRM Heads for a duration of 2.5 months.

01.04.3 All campus trainees to be placed in Assembly or Part Production after completion of their 4 months induction period, with specific responsibilities to improve Productivity and Quality. Presentation to be given on improvement initiatives completed by trainees to MMC at the end of the year. This is the last phase of training, it is expected that by the time 8 months i.e. training period is over, trainee would have become a regular member of the team of that department.

01.06 For the recruitment of trainees, we shall identify and patronize selected institutes where we would go regularly for campus recruitment. Better rapport can be gradually developed with these institutes by offering summer placements and introducing scholarships/trophies in these institutes.

01.07 Trainees during the period of training shall be entitled to normal statutory benefits as the respective enactment may require to comply with (PF, ESI, etc.)

01.08 Trainees shall be entitled for leaves as per the leave policy for staff.

01.09 Stipend rate for trainees will be decided by Corporate HRM from time to time.

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RECRUITMENT – STAFF

(POLICY NO. 02)

02.01 PURPOSE

02.01.1 To streamline the procedure of the recruitment in the group.

02.02 SCOPE

02.02.1 This policy is applicable to all the units of N.K.MINDA Group.

02.03 POLICY

02.03.1 MINDA is a running organization and adequate manpower is in position in all departments. Therefore, as a policy we should plan recruitment of fresh qualified people at certain defined induction levels only. Except for few critical / specialized positions, as a policy, we should restrict recruitment of experienced persons. Advantages of this policy are :

a) Fresh qualified persons can be groomed / trained to match with the Organizational culture and requirements.

b) Except for initial two to three years, such induction helps in keeping the wage bill under control.

c) Existing employees feel motivated – don’t have the threat of senior positions being grabbed by outsiders.

d) Creativity in the organization increases with regular infusion of young blood in the Organization.

e) Average age of employees in the Organization remains under control.

02.04 Based on the turnover data of employees, we shall plan recruitment as combination of fresh pass outs and also experienced persons.

02.05 For Level VII & above vacancies, atleast 33% & not more than 50% of vacancies to be filled in from outside and balance vacancies to be filled in from within the organization i.e. through intra-department, inter-department, inter-unit, transfer and through promotions during performance appraisal process.

02.06 HRM Head can sign the offer letter & appointment letter upto Level – VI. Level VII & above will be signed by SBU Head. Responsibility of recruitment & transfer up to Divisional Head level lies with Unit HRM. For Business Head and new projects’ recruitment & transfer is the responsibility of Corporate HRM.

02.06.1 Whenever there is any recruitment upto Divisional Head, unit HRM to get manpower requisition (Annexure – 06) approved from SBU Head and will sent it to Corporate HRM for approval. SBU Head can approve vacancy against replacement. Any new vacancy has to be approved by MD only.

02.06.2 Unit HRM to plan and execute recruitment according to the requirement.

02.06.3 Job Description should be made before sending manpower requisition

for approval.

02.07 INDUCTION NORMS

Following norms have been fixed to facilitate recruitment against vacancies

for experienced positions.

The table gives the details of the minimum qualifications requirement :

PARTICULARS	LEVEL IV	LEVEL V
I TECHNICAL AREAS
i. Production	Diploma	Degree / Diploma with 3 yrs exp.
ii. PPC	Diploma	Degree / Diploma with 3 yrs exp.
iii. Stores	Diploma/B.Com	Diploma/B.Com with 3 yrs exp.
iv. Maintenance	Diploma	Degree / Diploma with 3 yrs exp.
v. Purchase	Diploma	Degree / Diploma with 3 yrs exp.
vi. Vendor Development	Diploma	Degree / Diploma with 3 yrs exp.
vii. Q.C. & Q.A.	Diploma	Degree / Diploma with 3 yrs exp.
viii. Design	Diploma	Degree / Diploma with 3 yrs exp.
ix. Production Engg.	Diploma	Degree / Diploma with 3 yrs exp.
x. Tool Room	Diploma	Degree / Diploma with 3 yrs exp.
II. MARKETING & SALES	Diploma	Degree/MBA/Dip. with 3 yrs exp.
III. ACCOUNTS & FINANCE	M.Com./ B. Com.	CA / ICWA/CS / MBA OR M.Com/B.Com with 3 yrs exp.
IV. HRM	Graduate + Dip. P.M. & I.R./HRM	MBA / MSW/LLB OR PGD with 3 yrs exp.
V. SYSTEMS	Graduate+Dip. In Computers	MCA/Degree OR Dip. with 3 yrs exp.
VI. RECEPTIONISTS	Graduate	—
VII. STENOGRAPHERS	Graduate+Dip. In Secy. Practice	—

02.08 RECRUITMENT PROCEDURE

02.08.1 For recruitment of regular employees the Selection Committee shall consist of at least three members. Composition & procedure for various levels is given below:

LEVEL IV & V

a. Representative from department where vacancy exist not below Level VI.

b. One more technical / relevant person, not below Level VI.

c. HRM Representative.

Unit HRM will take an aptitude & technical test of the candidate prior to the interview (as per the procedure )

The committee will test the suitability of the candidate and award marks in the interview evaluation form (Annexure – 07), which will decide the ranking. Short listed candidates will be finally interviewed and approved by the SBU Head.

LEVEL VI & VII

a. Concerned HOD where vacancy exists. He can along with him bring, if

necessary, another technical / relevant person, not below Level VII.

b. Concerned SBU Head

As mentioned above, committee will award marks in the interview

evaluation form for Level – VI(Annexure – 07) and for Level–VII (Annexure – 08) to decide ranking. The short listed candidate will be finally interviewed and approved by SBU Head.

LEVEL VIII & IX

Committee for first round of interview would be HOD, SBU Head & Head HRM.

Selection committee shall check the suitability of the candidate as per the interview evaluation criteria (Annexure – 08). The short listed candidate will be evaluated independently by outside consultant and thereafter meeting with M.D. However, salary will be finalized by Head HRM.

LEVEL X AND ABOVE

Special Selection Board will be formed in consultation with MD. Selection committee shall check the suitability of the candidate as per the interview evaluation criteria (Annexure – 09)

02.08.1.1 For recruitment of Head & above level, candidates to be interviewed by

MSG (Management Services Group).

02.08.2 After selection of incumbent an offer letter (Annexure – 10) will be given.

02.08.3 Before offering employment to the candidate, compensation part should be discussed in detail with him. Salary break-up should be prepared (Annexure – 11) and it should have signature of both Head HRM and the candidate. He should be clearly told about his CTC (Cost to Company), which includes car cost, premium of mediclaim and accident insurance, bonus, health check up, mobile phone, residence telephone etc. as applicable to the level of candidate.

02.08.4 On joining, each employee will be issued Appointment Letter (Annexure – 12 A to E).

02.08.5 HRM will make efforts to fill the vacancy in the shortest possible time. However, efforts of recruitment shall be planned with following lead time:

Level IV & V 1 – 2 months

Level VI & VII 2 – 3 months

Level VIII & above 3 – 4 months

2.09 REFERENCE CHECKING

02.09.1 Reference checking shall be done for all the new joinees in staff category.

02.09.2 For level VII and above confidential reference checking (without affecting his/her present employment) will be done by respective HRM before giving offer letter to the selected candidate.

02.09.3 Reference checking upto level VIII from previous employer to be done after joining of the selected candidate as under :-

02.09.4 Letter (Annexure – 13) will be sent to all those references mentioned in the profile by the candidate.

02.09.5 If no reply is received within 15 days, a reminder will be sent (Annexure – 14).

02.09.6 Antecedents as well as the salary particulars will also be verified from the last employer by sending a letter (Annexure – 15).

02.09.7 If no reply is received within 15 days, a reminder will be sent (Annexure – 16).

02.09.8 If the service with the last employer is less than one year, then antecedence shall be verified form the previous employer (last but one).

02.09.9 Any employee giving wrong declaration about the experience, qualification, salary, etc. will be viewed seriously and his services may be terminated.

02.10 INDUCTION TRAINING

02.10.1 It is mandatory that any employee recruited will have to first undergo induction training before he / she is posted to the parent department. The inputs during induction training will include following:

a. Familiarity with organization structure

b. Familiarity with the job-responsibilities / function of his / her parent department

c. Familiarity with the HRM Policies.

d. Familiarity with products.

e. Familiarity with QS/ISO procedure.

Class Room induction for new joinees to be done within the unit. Induction training to cover compulsory class room training for all new joinees for one day on Group’s Vision, Values, Policies, Practices, Processes, Expectations etc. Meeting of all new joinees with SBU Head at the end of one day training. For Head and above, new joinees to meet MD for half an hour during first 15 days of joining.

02.10.2 On joining, HRM to give Welcome Docket to each new joinee.

02.10.3 Unit HRM will ensure induction training is given as per the induction check list (Annexure – 17) and the employee shall report to various HODs with format showing details of induction training. Format to be kept in the personal file of the employee (Annexure 18).

For first six months, HRM Head to meet all new joinees and take / give feed back twice in a month and SBU Head once a month irrespective of designation.

Corporate HRM to meet new joinees in all units during first three months of their joining.

02.10.4 After completion of induction training, new joinee to give an induction report about his induction and marks to be given as per the induction check list (Annexure 19) by self, superior, reviewer (SBU Head) and HRM.

02.10.5 Feedback from new Joinees, after 6 months will be taken by Unit HRM.

02.11 GENERAL POINTS RELATED TO RECRUITMENT

02.11.1 Ex. Minda Huf / Minda Wire Links / Minda Instruments / Ancillaries / other group company employees can be considered for employment, if one year has lapsed.

02.11.2 In case of a new recruitment a person who has any direct blood relation in any of the unit would not be considered. In case such recruitment is done, it should have written approval of MD and direct relation not to work in the same unit.

02.11.2.1 LIST OF DIRECT BLOOD RELATIONS IS AS UNDER:

Father

Mother

Wife/husband

Brother

Sister

Son

Daughter

Brother’s wife

Sister’s husband

Son’s wife

Daughter’s husband

2.12 T. A. Rules for attending the Interviews

2.12.1 The company is required to reimburse the travel expenses to the candidates who come for interview as per the Inland Travelling norms of Employees. This will be reimbursed for travelling only, against submission of Proofs/ Tickets.

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RECRUITMENT – OPERATORS

(POLICY NO. 03)

03.01 PURPOSE

03.01.1 To streamline the procedure of the operator’s recruitment in the Group.

03.02 SCOPE

03.02.1 This policy is applicable to all the units of N.K.MINDA Group.

03.03 POLICY

03.03.1 Respective Unit HRM dept. to plan recruitment as per following guidelines:

03.03.1.1 QUALIFICATION:

a Minimum qualification for female operators be 10^th class

b Minimum qualification for male operators should be 10^th class preferably ITI in the relevant trade. Preference should be given to those who have done apprenticeship training after passing ITI.

c. Diploma Engineer can be taken at a Level – III A as operating members.

03.03.1.2 For assembly, preferably unmarried female operator should be recruited & they have to undergo colour blindness test and hand movement test to ascertain their suitability.

03.04 PROCEDURE

03.04.1 Concerned department will forward the requirement of manpower to HRM duly approved by Head – Manufacturing. HRM will check the requirement against Manpower Budget.

03.04.2 HRM will arrange for Bio-Data from its own data bank or other sources. As far as possible, operator should be recruited through reference of one of our existing employee, who would assure his/her conduct and past record and will give declaration in the format (Annexure – 20)

03.04.3 All categories of operator to undergo written aptitude and technical test. After completion of the test the candidate will be interviewed by departmental head.

03.04.4 Candidates, who successfully clear the first round of written test & interview, will undergo practical skill test. For skill test, skill machine should be used. Practice is allowed to the candidate for operation of machine for ten minutes. The skill machine should be designed to test ones concentration, coordination of eyes & hands.

03.04.5 Candidate who clears the skill test should be called for final interview by selection committee. Selection committee to consist of concerned Departmental Head alongwith HRM Head. Finally, recruitment to be approved by the SBU Head.

03.04.6 An appointment letters will be issued to all operators while joining( Annexure “58”). The period of probation will be of 6 months. The need to extend the probationary period beyond 6 months can only arise in the case of an average or mediocre performer who needs to be given “another chance”. Department Head may extend the probationary period up to the maximum of three months for two times.

03.04.7 This committee will award marks to decide ranking (Annexure – 21) All recruitment will be subject to clearing test, which will basically give report on Color Blindness and Eye sight of the candidate. This test to be completed before joining the duties.

03.05 ANTECEDENT VERIFICATION

03.05.1 In case of experienced person, antecedent verification to be done from

previous employer. In case of fresher i.e. having no experience, Name of two references mentioned in the bio-data form to give an undertaking / declaration.

Verification from ex-employer / character certificate from references must be completed. This will be the responsibility of the Unit HRM.

03.06 GENERAL POINTS RELATED TO RECRUITMENT

03.06.1 Ex. Minda Huf / Minda Wire Links / Minda Instruments / Ancillaries / other group company employees can be considered for employment, if one year has lapsed.

03.06.2 In case of a new recruitment person who has any direct blood relation in any of the unit would not be considered. In case such recruitment is done, it should have the written approval of the MD and direct relation not to work in the same unit.

03.06.2.1 LIST OF DIRECT BLOOD RELATIONS IS AS UNDER:

Father

Mother

Wife/husband

Brother

Sister

Son

Daughter

Brother’s wife

Sister’s husband

Son’s wife

Daughter’s husband

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RECRUITMENT – TEMPORARY OPERATORS

(POLICY NO. 04)

04.01 PURPOSE

04.01.1 To stream line the procedure of recruitment of Temporary operators.

04.02 SCOPE

04.02.1 This policy is applicable to all the units of N.K.MINDA Group.

04.03 POLICY

04.03.01 For filling the sanctioned vacancy of the operators in any unit, the operators may initially be kept on trial for a period of six months only. (Preferably operator should be appointed with reference of our existing employees)

04.03.02 During this period the operators should be judged in detail from all angels. All the records / formalities be completed for “Temporary Operators” as is being done for regular operators.

04.03.02.1 The applications for Temporary employment may be obtained in Hindi (Annexure – 22), preferably written by the concerned person. For temporary operators appointment letter for fixed term to be given (Annexure “59”).

04.03.02.2 These “Temporary Operators” will be entitled to EL / CL / SL as applicable to regular operators. I.e. EL – 15, CL – 7, SL (If no ESI) – 7.

04.03.02.03 During 6 months, their performance shall be judged for confirmation decision at the end of the 6 months. Salary for the Temporary operators will be finalized at the time of increments in the month of April every year.

04.03.02.4 These “Temporary Operators” will also be entitled to ESI & P.F. as

applicable to regular employees.

04.03.02.5 Temporary Employees will be provided canteen/ bus facility as provided to permanent employees.

04.03.02.6 Bonus will be given to temporary as per Bonus act.

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PROBATION/ASSESSMENT/CONFIRMATION

(POLICY NO. 05)

05.01 PROBATION

05.01.1 Period of probation :

For Member and Leader Level, the period of probation will be 6 months. The need to extend the probationary period beyond 6 months can only arise in the case of an average or mediocre performer who needs to be given “another chance”. Department Head may extend the probationary period up to the maximum of three months at a time. For Head & above there will be no probation period.

05.01.2 NOTICE PERIOD : For all probationary appointment the notice period should be 15 days on either side.

05.01.3 TERMINATION OF SERVICES DURING THE PROBATIONARY PERIOD : Performer who are not up to the mark must be dealt with care and concern such that genuinely put in efforts are come up.

05.01.03.1 According to judicial rulings, since the probationary period is specified by the Company, in fairness the probationer must be tried out for the full probationary period.

Termination during the period of probation is legally contestable.

Please note, therefore, that if any unit wish to terminate a probationary appointment earlier than the normal 6 months, there must be a good reason to justify this and a mere “opinion” will not be legally acceptable. A factual case must be made out to show that the services of the probationer are unsuitable or against the interests of the company and this must be recorded in the person’s file as documentary evidence.

Should you have any doubt as to the suitability of a person at the time of recruitment, you may initially take him on a temporary basis and later put him on probation if he proves to be suitable.

05.02 ASSESSMENT

05.02.1 All probationary staff will be assessed as per the assessment form (Annexure 23)

05.02.2 Rating and weakness etc. to be shared with employee.

05.03 CONFIRMATION

05.03.1 No person shall be confirmed in service until his performance has been reviewed and assessed in accordance with the assessment criteria.

05.03.2 No person will be confirmed in service unless it is shown that he fulfills the requirements of the job. In the long run interests of the Company, it is better to face short-term shortages of manpower than to build up inventories of human deadwood.

05.03.3 Employees who are confirmed, may be issued confirmation letter (Annexure – 24) and employees whose probation period is to be extended, extension letter may be issued (Annexure – 25).

05.04 NOTICE PERIOD

05.04.1 For Member and Leader, it is one month on either side. However, for appointments in category of Head & above employees, the notice period is three months.

05.05 RESPONSIBILITY

05.05.1 The HRM Department shall be responsible for this activity. They have to put up the case of the employee whose confirmation is due to the Department / SBU head and after getting their comments, accordingly release the confirmation / extension order with the Signature of HRM Head.

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CONTRACT OPERATORS AND CONTRACTOR

(POLICY NO. 06)

06.01 PURPOSE

06.01.1 To define the contract operators and contractor.

06.02 SCOPE

06.02.1 The policy is applicable to all the units of N.K.MINDA group.

06.03 POLICY

06.03.1 Contractor Manpower to be engaged as per Contract Labour Act.

06.03.2 However, following points to be checked :

06.03.2.1 Valid registration number of the contractor from labour department.

06.03.2.2 Engage contractors who are included in registration.

06.03.2.3 The Contractor should have valid Registration license, under Contract Labour Act, PF Act, ESI Act.

06.03.2.4 There must be a valid agreement between the Employer and the contractor.

06.03.3 Contractor payment on piece rate basis through cheque. Every month HRM has to check whether the Contractor has made the payment to his people and has filed the statutory return. No bill will be paid without attaching PF, ESI, etc. deposit challans of last month payment.

06.03.4 Contractor employee will not be given Bus facility.

06.03.5 During Diwali, employees through contractor will be given sweets

only.

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FUNCTIONAL /ORGANISATION STRUCTURE

(POLICY NO. 07)

07.01 PURPOSE

07.01.1 To attract & retain better talents it is decided to have a flatter organization which in turn gives more emphasis on functions / sub functions than conventional designation hierarchy.

07.02 SCOPE

07.02.1 The policy is applicable to all the units of N.K.MINDA group.

07.03 POLICY

07.03.1 By introducing this concept, attempt is made to make organization flatter and therefore, now, we have only 5 functional designations like, Business Head, Divisional head, Head, Leader & Member.

07.03.2 By mere Functional Designation it is not binding that all HOD’s or Leaders or Members are in the same level which automatically establishes the importance of function rather than level.

07.03.3 There may be cases where the Member is reporting to the Leader though they are in the same level.

07.03.4 There may also be cases where the Head is reporting to the Head though they are in the same level due to Corporate / Unit Functional Structure.

07.03.5 Again there may be some cases where the Member is reporting to another Member, who is the senior most but can not be classified as a Leader

07.03.6 In case of Secretary, Company Secretary or Receptionist, we have not given them the functional designation being a staff function.

07.03.7 There is also a possibility that during organizational restructuring a person’s functional designation might change from Head to leader or Leader to Member or vice versa depending on the function in which he is working.

07.03.8 The following table shows the possible relationships amongst various Levels and Designations.

DESIGNATIONS	LEVELS
BUSINESS HEAD	IX, X, XI,XII
DIVISIONAL HEAD	VIII, IX,X,XI
HEAD (DEPARTMENT)	VII, VIII,IX,X
LEADER (DEPARTMENT)	V, VI, VII,VIII
MEMBER (DEPARTMENT)	IV, V, VI

07.04 PROMOTION

07.04.1 In case of promotion, we will simply write about the level elevation but the functional designation may remain unaltered if concerned person is handling the same function in similar role.

07.05 Organization Structures: At the time of budget, organization structure with job roles / responsibilities clearly defined must be submitted and approved by MD. Not to be changed during the year. In case change is unavoidable, follow the following sequence :

Unit HRM SBU Corp. HRM SJ/VKJ/NKM

(To be approved by atleast two)

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PERFORMANCE EVALUATION OF NEW ENTRANTS

(POLICY NO. 08)

08.01 PURPOSE

08.01.1 To give feedback to the new member of our family about his performance.

08.02 SCOPE

08.02.1 This policy is applicable to all the units of N.K.MINDA Group & applicable to Head & above new joinees.

08.03 PROCEDURE

08.03.1 It is the responsibility of the organization to ensure that new entrant get merged with the working and culture of the Organization. Then only he/she will be able to give his / her best.

08.03.2 For this, a feedback on the performance of new entrant to be taken from the superior, colleague and subordinate in a specified form (Annexure – 26).

08.03.3 After filling the form the same should be forwarded to the Head HRM. It is required that confidentiality should be maintained. Therefore, people should give their feedback in an objective manner.

08.03.4 Such feed back should be discussed with the new joinee so that he / she becomes aware of his / her short comings, if any and can plan corrective action.

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ADMINISTRATIVE

POLICIES

ATTENDANCE PROCEDURE AND SYSTEM – STAFF

(POLICY NO. 09)

09.01 PURPOSE

09.01.1 To streamline and regulate the attendance of all the employees in the company.

09.02 SCOPE

09.02.1 This policy is applicable to all the units of N.K.MINDA Group.

09.03 PROCEDURE

09.03.1 Attendance for all categories of staff irrespective of level would be through a formal procedure in the Muster Roll Register or card punching system, as applicable. All employees are expected to sign this Muster Roll Register/ Punch card before reaching their work place in the morning while entering the office itself.

09.04 LATE COMING

09.04.1 Employees reporting after 9 am (or other designated time) shall make an entry in a Late Coming Register at the gate mentioning therein the time and date of their arrival and should initial against their names.

09.04.2 This register shall be made available by the security to any staff entering the company after the morning bell is rung.

09.04.3 At the end of the month while preparing the Pay Roll, the HRM Department shall reconcile data from this register.

09.04.4 Employees coming after 9.00 a.m.(or other designated time) will also sign in the attendance register.

09.04.5 In case units are having punching card system, late coming record will automatically be available in system. Hence employees coming late need not sign in the late coming register.

09.04.6 Late comings four times in a month up to the maximum of ½ (half) an hour is permitted. Any late coming beyond four times in a month will be treated as absence for which ½ day leave will be deducted if due, otherwise salary will be deducted. This norm is only a guideline and does not entitle a staff member to have a right to come late.

09.04.7 It is the responsibility of the staff to have their attendance complete to earn salary for that month.

09.05 LATE REPORTING ON DUTY ON ACCOUNT OF O.D.

09.05.1 Any employee going on official duty outside shall get permission from his immediate superior mentioning the dates on which he will be out and get it authorized by his sanctioning authority and submit to HRM Department for attendance purpose.

09.05.2 Persons going on duty to local places shall write on the movement board displayed in front of the Receptionist so as to keep the Receptionist updated about where about of the out going employee. HRM Department can check for his record purpose, the same date from the register the morning. However, persons proceeding on duty during the course of day after having entered on the board, will also sign on the employee outgoing register with details.

09.05.3 Employees proceeding on duty within city will try to reach their places of work back if the work is completed before the close of working hours and this opportunity should not be converted for reducing working hours.

09.05.4 As and when the employee comes back to the office, it is his responsibility to fill up time of returning in the Employee Out Going register as well as to wipe off his name from the movement board before proceeding to his work place.

09.05.5 Employee going out during the working hours for whatever purpose, is also required to complete his particulars in the Employee Out Going Register lying with the security at the gate.

09.05.6 Making an entry on the board or in the Employee Out Going Register does not substitute for the required practice of keeping the immediate superior informed before leaving the work place.

09.05.7 The employee should give OD (for going out for official job/out of station duty/or on duty to other units for whole day) slip to the HRM Department on prescribed format on the previous working day duly signed by his/her immediate superior.

09.05.8 If, due to some reason, the employee is not able to give OD slip on previous day he should give OD slip duly approved immediately, when he reports on duty.

09.05.9 Employees, who are out for whole day for official work, need not sign in the Muster Roll / need not punch their card.

09.05.10 The HRM Department shall mark with red ink as (/ ) if the employee does not report for duty up to 9.30 am and no OD / Leave application duly sanctioned has been received. The concerned employee whosoever is on leave (Casual Leave/Sick Leave/Earn Leave/OD) shall get his / her leave / OD slip, whichever is applicable, sanctioned and submit the same on the very next day or before processing payroll, otherwise he / she will be marked absent.

09.05.11 If an employee has reported on duty and does not get his leave / OD Slip sanctioned either very next or before processing of payroll for that month, shall be marked absent.

09.05.12 It is expected that all kinds of leaves should have a prior approval in writing from the appropriate authorities.

09.05.13 It is the responsibility of the employee to get his leave sanctioned from the authorized person and submits the same to HRM Department.

09.05.14 The HRM Department shall treat all absence from duty unless authorized leave / OD slip is obtained within time frame as mentioned above.

09.06 SHORT LEAVE

09.06.1 Employees can go up to two hours for each occasion up to 2 times in a month any time during the day after getting due sanction from his immediate superior. This is not an entitlement or right to take short leaves every month.

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ATTENDANCE PROCEDURE AND SYSTEM-OPERATORS

(POLICY NO. 10)

10.01 PURPOSE

10.01.1 To streamline the system of attendance of operators

10.02 SCOPE

10.02.1 This policy is applicable to all the units of the N.K.MINDA group.

10.03 PROCEDURE

10.03.1 Attendance for operators will be maintained through the Attendance Cards/ Punching card system.

10.03.2 Each operator will be allotted the attendance/ Punch card.

10.03.3 In case of attendance card system, there shall be two attendance card boards on which “IN” and “OUT” will be painted. These card boards should be fixed near the security gate.

10.03.4 Each Operator shall be allotted separate pouch duly numbered where these cards shall have to be placed.

10.03.5 While entering the factory in the morning before the start of the work i.e. 9.00 a.m. (or other designated time) each operator is required to pick up his card from the “OUT BOARD” and place it in the “IN BOARD” after making an initial in the respective column of attendance card. Likewise, while going out of the plant at the close of the work, the operator is required to place his/her card in the “OUT BOARD” and while doing so he/she should also check whether his/her attendance for the day worked has been marked by the HRM Department in the respective column of the attendance card.

10.03.6 At 5.30 p.m. (or other designated time), the HRM Department should mark “P” in the both columns of the cards lying in the BOARD, if operator is present. He should also mark present in the Muster Roll of the operators.

10.03.7 The Security Guard will circle the date in the Attendance card with red color ink for those operators entering the premises after 9.00 am (or other designated time) and there after shall give it to the operator to place it in the “IN BOARD”.

10.03.8 It is also the responsibility of the Security Guard to check that as and when the fourth occasion of such late comings in a month arises to refuse entry for such operator who are late at the fourth occasion and there after.

10.03.9 It is also the responsibility of the HRM Department to ensure that the Security Guard is following this system strictly. No operator shall be allowed to enter the premises who so ever is late after 30 minutes.

10.03.10 At 9.30 a.m. the Security Guard will lock all card board and allow only the HRM Department to collect the cards from the board for making attendance and keeping the cards back.

10.03.11 Operator coming in the night shift shall, however, adopt the same procedure while entering the unit but at the time of exit they will give their cards to the Security Guard and will not place it on the OUT BOARD.

10.03.12 As mentioned above, HRM Department shall mark the attendance of the concerned operator in the card as well as in the Muster Roll on the same day after counter checking the work allotment register maintained at the shop floor.

10.03.13 The HRM Department shall initial the work allotment register on daily basis and put the date on the bottom of the attendance register.Any discrepancy identified during this process should be highlighted on the same day to the Production In-charge as well as security man and corrective action be taken. Likewise he would mark the attendance card for night shift purpose in the similar process.

10.03.14 It is the responsibility of the HRM Department that they should make all possible efforts and encourage the operator to sort out the queries raised by the operator on account of any discrepancy in the attendance.

10.03.15 It is also the responsibility of the HRM Department to have surprise check that the attendance is initialed by the concerned operator and not by proxy.

10.03.16 It is the responsibility of the HRM Department that while preparing the Pay Roll , they will reconcile the data of the attendance card and the muster roll at the end of the month.

10.03.17 In case units are having punching card system all employees are required to punch their card. The same procedure as of staff attendance i.e. explained in the Policy No. 09 will be followed.

10.04 SHORT LEAVE

10.04.1 Employees can go up to two hours for each occasion up to 2 times in a month any time during the day after getting due sanction from his immediate superior. This is not an entitlement or right to take short leaves every month.

10.05 ON DUTY PROCEDURE

10.05.1 Any operator going out on duty is required to get his Gate Pass approved by getting the signature on the same from the authorized signatory.

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LEAVE POLICY FOR STAFF (INCLUDING TRAINEES)

(POLICY NO. 11)

11.01 PURPOSE

11.01.1 To define the Company’s policy on leave entitlement and availment for all the employees.

11.01.2 To enable employees to take rest/recover in case of illness.

11.01.3 To enable employees to take leave in case of emergency/personal reasons.

11.01.4 To enable employees to take vacations.

11.02 SCOPE

11.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

11.03 POLICY

11.03.1 All leave entitlements coincide with and determined for the CALENDER YEAR from 1^st January to 31^st December.

11.03.2 Employees joining/leaving at any point during this period would get pro-rata leaves.

11.03.3 Individual employee leave record shall be maintained by the HRM Department.

11.04 ENTITLEMENT

11.04.1 CAUSAL LEAVE (C.L.)

11.04.1.1 All the employees shall be entitled for 7 days Casual Leaves (CL) in a calendar year.

11.04.1.2 Employees joining between 1^st January to 15^th January shall be eligible for full entitlement of Casual Leaves for that year.

11.04.1.3 Employees joining after the 15^th January , will be credited C.L. as follows.

MONTH OF JOINING	CL ENTITLEMENT FOR THE YEAR
JANUARY (16^th to 31^st)	6.0 DAYS
FEBRUARY	6.0 DAYS
MARCH	5.5 DAYS
APRIL	5.0 DAYS
MAY	4.5 DAYS
JUNE	4.0 DAYS
JULY	3.5 DAYS
AUGUST	3.0 DAYS
SEPTEMBER	2.5 DAYS
OCTOBER	2.0 DAYS
NOVEMBER	1.5 DAYS
DECEMBER (1^st to 15^th Dec.)	1.0 DAY
DECEMBER (16^th to 31^st Dec.)	NIL

11.04.1.4 CL not availed during the year will not laps. Balance CL will be clubbed with EL.

11.04.1.5 In case of new joinee CL can not be availed unless it is earned (i.e. CL earned in the 1^st month can be availed from 2^nd month onwards).

11.04.1.6 CL can not be clubbed with any other type of leave.

11.04.1.7 Maximum of 3 days CL can be availed in one spell.

11.04.1.8 CL can be applied at any time but not less than 0.5 days.

11.04.1.9 All holidays/weekly off falling in between a spell of CL shall not be counted as CL.

11.04.1.10 Holidays/weekly off days can be suffixed or prefixed to a spell of CL.

11.04.1.11 No encashment of CL is permissible.

11.04.1.12 CL should be applied atleast 24 hours in advance in writing. However, in case of extreme circumstances when person is unable to apply for CL in advance, leave card duly approved by superior for the same must be given immediately on resuming duty.

11.04.2 SICK LEAVE (S.L.)

11.04.2.1 All employees including trainees, excluding employees covered under ESI shall be entitled to 7 days of SL in a year. Employees joining any time during the leave year will have pro-rata SL for that year of joining as per the details given above similar to CL.

11.04.2.2 SL can be accumulated upto a maximum of 21 days.

11.04.2.3 Any accumulation beyond prescribed limit will lapse automatically.

11.04.2.4 SL can not be clubbed with CL.

11.04.2.5 All holidays/weekly off days falling in between a spell of SL shall be counted as SL.

11.04.2.6 No encashment of SL is permissible.

11.04.2.7 Any employee falling sick shall arrange to send information to his superior at the earliest but not later than 24 hours of his absence on account of SL and to apply for the same in writing immediately on resuming duty.

11.04.2.8 In case of sickness for more than 3 days, concerned employee must produce a medical certificate either from a Doctor or from a Registered Medical Practitioner.

11.04.2.9 On account of increment or by any other reason, if employee come out of the preview of ESI, shall immediately be eligible for Sick Leave on pro-rata basis.

11.04.3 EARNED LEAVE (E.L.)

11.04.3.1 An employee is eligible for Earned Leaves if he/she fulfill the condition of attendance of 240 days in a year.

11.04.3.2 For calculating 240 days attendance actual days worked + earned leaves availed during the year to be considered.

11.04.3.3 Where an employee fulfills the condition of 240 days (as mentioned above ) but has remained absent or on leave without pay, such an employee shall be deprived of Earned Leave on pro-rata basis, as per following table :-

NO. OF DAYS (ABSENT/LWP)	DAYS BY WHICH EL TO BE REDUCED
Upto 7 days	0
8-14	1
15-22	2
23-29	3
30-37	4
38-45	5
46-51	6

11.04.3.4 In case of new joinee, during first year, EL will be calculated on pro-rata basis and also the condition in last para will be applied.

11.04.3.5 All staff members shall be entitled to 26 days EL in a calendar year.

11.04.3.6 EL would be credited to the individual employee’s account only after completion of one year of his service (one year service means having worked for 240 days or more days in the previous year). For the purpose of computing 240 days, period of LWP, unauthorized absence, all period of legal lockout, strike and closures, inclusive of intervening, succeeding and preceding Sundays and holidays shall be excluded, however, sanctioned leave can be counted as working days.

11.04.3.7 Employees joining during leave year shall be credited EL in the next year on pro-rata basis. Similarly employees leaving the service shall be given a credit of EL on pro-rata basis.

11.04.3.8 EL can be clubbed with SL on account of special circumstance like illness/death in the family. This power rests only with Head of the Department & above category of employees.

11.04.3.9 EL can not be availed for more than 4 times in a year and must not be of less than 1 day, weekly off days falling within EL period will not be counted as EL. However, those employees, who are covered under ESI and not eligible for S.L. can avail E.L. upto 6 times maximum. EL can be accumulated upto a maximum of 3 years of an employee’s leave entitlement i.e. 78 leaves.

11.04.3.10 100% of EL over and above 78 days lying credit to the individual employee’s account on first day of the year i.e. as on January 01, shall be encashed and payment shall be made by 31^st March of every year during the employment. The Basic salary as on 31^st December shall be the basis for the encashment of EL.

Example :

Balance EL as on 31^st Dec.	70
EL credited on 1^st Jan.	26
Total EL as on 1^st Jan.	96
No. of EL over & above 78 days	18
100% of EL over & above 78 days	18
Encashable EL	18

11.04.3.11 At the time of resignation, retrenchment, termination or dismissal encashment of EL up to a maximum of 78 days is permissible for staff. The last drawn basic salary shall be the basis for the encashment of EL.

11.04.3.12 For availing EL, an employee would be required to apply in writing atleast 7 days before the date on which employee wishes the leaves to commence.

11.04.3.13 For availing LTA, employee has to avail minimum of 5 days EL.

11.04.3.14 All encashment of leave will be subject to PF Deduction as per Employee Provident Fund Act. Along with Employer’s share (which will be born by the company), this amount will be deposited with Employee Provident Fund Organisation.

11.05 GENERAL POINTS

11.05.1 All employees have been allotted a leave card which shall be retained / maintained by the HRM Department.

11.05.2 An employees availing leave shall obtain his leave card from the HRM Department, shall fill up the respective column for getting his leave sanctioned and forward the same to the sanctioning authority.

11.05.3 All the leaves shall be sanctioned by immediate superior.

11.05.4 Once leave card has been issued, it is the responsibility of the concerned employee to ensure that it is returned back to HRM Department. The HRM Department shall see that the leave card is received back within 24 hours of its issue.

11.05.5 An employee who is in the first year of service may be granted an advance EL to the maximum of 10 days with the approval of Head of the department & above category of employees, only in case of genuine need found satisfactory by the Department Head. However, this shall become adjustable against the next year EL and recoverable if the employee leaves the company before the completion of one year of service.

11.05.6 Employee going on leave, not having any leave to his credit, should apply for LWP and get it approved otherwise such leave will be treated as absenteeism.

11.05.7 Permanent employees, who are required to serve 90 days of notice on leaving the service, may adjust 30 days EL against the notice period with the approval of the SBU Head.

11.05.8 Any deviation to the above policy shall have to be approved by Level IX and above category of employees.

11.05.9 Compensatory Off upto Member can be approved by Head & above and such type of leave shall be treated as present.

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LEAVE POLICY FOR OPERATORS

(POLICY NO. 12)

12.01 PURPOSE

12.01.1 To define the Company’s policy on leave entitlement and availment for all the operators.

12.01.2 To enable operators to take rest/recover in case of illness.

12.01.3 To enable operators to take leave in case of emergency/personal reasons.

12.01.4 To enable operators to take vacations.

12.02 SCOPE

12.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

12.03 POLICY

12.03.1 All leave entitlements coincide with and determined for the CALENDER YEAR from 1^st January to 31^st December.

12.03.2 Operators joining/leaving at any point during this period would get pro-rata leave.

12.03.3 Individual operator’s leave record shall be maintained by the HRM Department.

12.04 ENTITLEMENT

12.04.1 CAUSAL LEAVE

12.04.1.1 All the operators shall be entitled for 7 days Casual Leaves (CL) in a calendar year.

12.04.1.2 Operators joining between 1^st January to 15^th January shall be eligible for full entitlement of Casual Leaves for that year.

12.04.1.3 Operators joining after 15^th January , will be credited CL entitlement as follows.

MONTH OF JOINING	CL ENTITLEMENT OF THE YEAR
JANUARY (16^th to 31^st)	6.0 DAYS
FEBRUARY	6.0 DAYS
MARCH	5.5 DAYS
APRIL	5.0 DAYS
MAY	4.5 DAYS
JUNE	4.0 DAYS
JULY	3.5 DAYS
AUGUST	3.0 DAYS
SEPTEMBER	2.5 DAYS
OCTOBER	2.0 DAYS
NOVEMBER	1.5 DAYS
DECEMBER (1^st to 15^th Dec.)	1.0 DAY
DECEMBER (16^th to 31^st Dec.)	NIL

12.04.1.4 CL not availed during the year cannot be accumulated with subsequent year and the unavailed CL shall automatically get encashed and payment will be made alongwith the wages in the subsequent year (i.e. in the month of February every year.) The Basic Salary as on 31^st December shall be the basis for encashment of CL.

12.04.1.5 CL can not be clubbed with any other type of leaves.

12.04.1.6 Maximum of 3 days CL can be availed in one spell.

12.04.1.7 Not less than 0.5 day CL can be applied at any time

12.04.1.8 All holidays/weekly off falling in between a spell of CL shall not be counted as CL.

12.04.1.9 Holidays/weekly off days, however, can be suffixed or prefixed to a spell of CL.

12.04.1.10 CL should be applied atleast 24 hours in advance in writing. However, in case of extreme circumstances when person is unable to apply for CL in advance, leave card duly approved by superior for the same must be given immediately on resuming duty.

12.04.2 SICK LEAVE

12.04.2.1 All employees excluding employees covered under ESI shall be entitled to 7 days of SL in a year. Employees joining any time during the leave year will have pro-rata SL for that year of joining as per the details given above similar to CL.

12.04.2.2 SL can be accumulated upto a maximum of 21 days.

12.04.2.3 Any accumulation beyond prescribed will lapse automatically.

12.04.2.4 SL can not be clubbed with CL.

12.04.2.5 All holidays/weekly off days falling in between a spell of SL shall be counted as SL.

12.04.2.6 No encashment of SL is permissible.

12.04.2.7 Any employee falling sick shall arrange to send information to his superior at the earliest but not later than 24 hours of his absence on account of SL and to apply for the same in writing immediately on resuming duty.

12.04.2.8 In case of sickness for more than 3 days, concerned employee must produce a medical certificate either from a Doctor or from a Registered Medical Practitioner.

12.04.2.9 On account of increment or by any other reason, if they come out of the preview of ESI, shall immediately be eligible for Sick Leave on pro-rata basis.

12.04.3 EARNED LEAVE

12.04.3.1 All operators, who have worked for a period of 240 days or more in a calendar year shall be allowed EL in the subsequent year at the rate of 1 day for every 20 days worked as per the factory’s act 1947. For computing 240 days, actual working days + Earned Leaves availed shall be considered.

12.04.3.2 EL can be accumulated upto 30 days and the EL in excess of 30 days lying to his credit shall be encashed and payment shall be made to him along with his wages payable in the month of February of the subsequent year.

12.04.3.3 EL can not be clubbed with CL.

12.04.3.4 There is no time restriction for availing EL in a year, but it should not be less than 1 day for each duration/spell.

12.04.3.5 Operators joining during leave year shall be credited EL in the next year on pro-rata basis. Similarly employees leaving the service shall be given a credit of EL on pro-rata basis.

12.04.3.6 Weekly off days/ holidays falling within the leave period will not be counted as EL.

12.04.3.7 For availing EL, an operator would be required to apply in writing atleast 7 days before the date on which operator wishes the leave to commence.

12.05 GENERAL POINTS

12.05.1 All operators have been allotted a leave card which shall be retained / maintained by the HRM Department.

12.05.2 Operators availing leave shall obtain his leave card form the HRM Department, shall fill up the respective column for getting his leave sanctioned and forward the same to the sanctioning authority.

12.05.3 All the leaves shall be sanctioned by immediate superior.

12.05.4 Once leave card has been issued, it is the responsibility of the concerned employee to ensure that it is returned back to HRM Department. The HRM Department shall see that the leave card is received back within 24 hours of its issue.

12.05.5 HRM Department is required to mark leave (CL/SL/LWP/EL) in the Attendance Register with the approved leave that they have received from the person concerned.

12.05.6 Every Department should give its consolidated next year leave plan by 15^th January every year.

12.05.7 Operators going on leave, not having any leave to his / her credit should apply for LWP and get it approved otherwise such leave will be treated as absenteeism.

12.05.8 Any deviation to the above policy shall have to be approved by Head of the department and above category of employees.

12.05.9 As and when the CL/EL is encashed to operators, Basic and HRA are to be included.

12.05.10 There is no scheme to sanction maternity benefit or maternity leave to any of the employee except to those who are covered under Employee State Insurance Act and the rules framed there under and entitled to the same under the above said act.

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LEAVE CARDS

(POLICY NO. 13)

13.01 PURPOSE

13.01.1 To streamline the system of maintaining leave cards of employees.

13.02 SCOPE

13.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

13.03 PROCEDURE

13.03.1 The company has provided leave cards (Annexure – 27) to each employee.

13.03.2 For each employee a separate card will be prepared.

13.03.3 Leave availed by any employee shall be entered in the leave card as per the leave policy of the Company.

13.03.4 Any employee availing the leave shall obtain the leave card from the HRM Department and get his leave sanctioned from the sanctioning authority as per the policy of the company and shall return the same to HRM Department.

13.03.5 Leave card should be filled in and maintained very neatly.

13.03.6 While preparing the monthly salary, leave card should be checked, the leave without pay or leave with pay be calculated and salary be paid accordingly.

13.03.7 Every year a new leave card will be issued and the balance should be carried forward in the new leave card and old leave card should be filed in the respective Personal File.

13.03.8 The maintenance, checking, verification and issuing the new leave card will be responsibility of Unit HRM Department.

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LATE SITTING FOR STAFF

(POLICY NO. 14)

14.01 Staff sitting late after closing office hours shall be served tea and snacks as per the following policy :

14.01.1 Staff sitting late upto 6.30 p.m. will be entitled to only tea and no snacks will be served.

14.01.2 Staff sitting late from 6.30 p.m. to 9.30 p.m., tea + snacks will be provided costing not more than Rs.15 /-.

14.01.3 Staff sitting beyond 9.30 p.m. shall get fixed meal allowance of Rs. 60/- for level IV to VII.

14.01.4 Staff staying late beyond 07.30 p.m. shall also be entitled to actual conveyance expenses from office to residence as per the Travelling norms, if the company conveyance is not available.

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COMPENSATORY OFF

(POLICY NO. 15)

15.01 PURPOSE

15.01.1 To compensate the employees coming at works on Off days / Holidays.

15.02 SCOPE

15.02.1 This policy is applicable for all employees of Level IV to Level VI of all the units of N.K.Minda Group.

15.03 POLICY

15.03.1 All Level IV to Level VI employee shall be entitled for Compensatory Off. However compensatory off for higher levels is allowed at the discretion of SBU Head.

15.03.2 Employees of Level IV to Level VI working on Off days / Holidays shall be entitled to compensatory off at the discretion of the their department Head.

15.03.3 Employees coming to office on Off days / holidays will enter their name in the “Employee Outgoing Register” kept at the Security gate.

15.03.4 Employees will maintain their record of compensatory off on the reverse side of the Leave Cards.

15.03.5 On receipt of Leave Card, HRM department will check the “Employee Outgoing Register” for verification of working hours.

15.03.6 Compensatory off should be availed within 1 month from the date of approval. If not availed within the time period of 1 month, the compensatory off shall automatically be lapsed.

15.03.7 For applying compensatory off, employee should have worked for minimum six hours on any Off day / holiday.

15.03.8 Accumulation of working hours, spent on different days is not permissible.

15.03.9 Any deviation in the above can be done by SBU Head only at his sole discretion.

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PERSONAL FILES MAINTENANCE

(POLICY NO. 16)

16.01 PURPOSE

16.01.1 To streamline the system of maintaining personal files of employees.

16.02 SCOPE

16.02.1 This policy is applicable to all the units of N.K.MINDA group.

16.03 PROCEDURE

16.03.1 There will be a separate personal file for each employee and the documents be prepared as per the check list, Annexure – 28 A will be used for Operator files and Annexure – 28 B for staff.

16.03.2 All personal files of the employees shall be kept in the unit as follows:

16.03.2.1 All operators files shall be in the charge of HRM Department.

16.03.2.2 All personal files up to VI shall be under the charge of Unit HRM Department and personal files of level VII & VIII shall be under the charge of SBU Head.

16.03.2.3 All files of Level – IX and above shall remain with Corporate HRM. However, for those, who are reporting to MD, the files will be kept with MD’s Office.

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MINIMUM WAGES

(POLICY NO. 17)

17.01 ENTITLEMENT

17.01.1 No regular employee shall be paid less than the minimum wage.

17.01.2 Regular employees shall be paid minimum wages as applicable in each state.

17.02 MINIMUM WAGE

17.02.1 The minimum wages applicable to the different states in India are applicable.

17.02.2 It is the responsibility of the HRM Heads to have Up-to-date information of the minimum wage applicable to the employees working under their units.

17.02.3 The impact of minimum wages changes to be incorporated during Appraisal and increment.

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SALARY/WAGES DISTRIBUTION

(POLICY NO. 18)

18.01 PURPOSE

18.01.1 This procedure has been laid down to streamline the system of distribution of the salary/wages in the various Units.

18.02 SCOPE

18.02.1 This procedure is applicable to all the Units of the N.K.MINDA Group.

18.03 PROCEDURE

18.03.1 The following procedure is laid down for distributing the salary /wages.

18.03.2.1 All operators will get their wages by cash/ bank transfer on 1^st of every month. Each Operators has to write authorization letter to Company for the transfer of Wages in their bank account (Annexure-61).The same letter will be filed in personal files of operators.

18.03.3 All staff will get their salary through bank transfer, where this facility is not available the process will be as follows.

18.03.3.1 All staff members, who are designated in level – IV & above, will get their salary by cheques and cheques will be issued to them on 1^st of every month. The HRM Department will complete the salary /wages register by 27^th of every month duly authenticated by HRM head and will hand over to Accounts Department on the same day so that Accounts Department can prepare the cheques in time.

18.03.4 All Employees will get their salary slips along with the salary / wages.

18.03.5 In case of holiday, weekly off on the above-mentioned date, the salary will be distributed a day before the date of holiday.

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LTA AND PROCEDURE FOR PAYMENTS

(POLICY NO. 19)

19.01 PURPOES

19.01.1 To streamline the procedure of availing LTA and its payments.

19.02 SCOPE

19.02.1 This policy is applicable to all the units of N.K.MINDA group.

19.03 ENTITLEMENT

19.03.1 As per salary structure decided by Corporate HRM from time to time.

19.04 POLICY

19.04.1 LTA year shall be from 1^st January to 31^st December.

19.04.2 LTA to be paid to employees as soon as his LTA becomes due for the entire period.

19.04.3 Leave Travel Assistance (LTA) shall be paid in the form of reimbursement.

19.04.4 Employees must take atleast 5 days EL to apply for LTA.

19.04.5 LTA can be claimed only once in a year subject to prevailing IT rules.

19.04.6 Approving authority for any level of Employees will be Head of the Department while routing through F & A department.

19.04.7 For staff getting promoted /leaving the service shall be entitled to LTA on pro-rata basis.

19.04.8 In case employee leaves, LTA dues shall be paid along with the settlement as “ex-gratia” since LTA procedure would become non-applicable.

19.04.9 80% of LTA due amount can be taken as advance against LTA.

19.04.10 There will not be any deduction of LTA entitlement on account of sickness/illness (upto 3 months).

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MEDICAL REIMBURSEMENT

(POLICY NO. 20)

20.01 PURPOSE

20.01.1 To streamline the system of medical reimbursement

20.02 SCOPE

20.02.1 This policy is applicable to all the units of N.K.MINDA group

20.03 POLICY & ENTITLEMENT

20.03.1 Level wise entitlement as per the salary structure, decided by Corporate HRM from time to time for the treatment of self and dependent family members.

20.04 RULES

20.04.1 Employees can claim a medical reimbursement either monthly, quarterly, ½ yearly or annually on submission of medical bills.

20.04.2 An eligible employee shall have to submit the medical bills.

20.04.3 Employees joining/leaving during the month shall be eligible for medical reimbursement on pro-rata basis for the number of days worked in that particular month.

20.04.4 There will not be any deduction of medical entitlement on account of their remaining absent for a long period on account of sickness/illness.

20.04.5 In case of amendment in the ESI Act and should such benefit connected to any of the above level, the above benefit will stand withdrawn.

20.04.6 If any employee gets promoted to the next level will be eligible for medical as applicable to his/her new level from the date of promotion.

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EMPLOYEES PROVIDENT FUND SCHEME

(POLICY NO. 21)

21.01 Employee will be covered under the Employee’s PF and Miscellaneous Provisions Act 1952 and Employee’s Family Pension Scheme, 1971 and the rules framed there under.

21.01.1 Employee’s contribution i.e. 12% of the basic salary which will be deducted from employee’s salary as well as the employer’s contribution i.e. 12% of the basic salary shall be deposited in the individual’s P.F. account as per the above said Act.

21.01.2 All employees shall be covered under the act from the very first day of joining the Organisation.

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EMPLOYEES STATE INSURANCE SCHEME

(POLICY NO. 22)

22.01 Employees will be covered under ESI as per ESI Act 1948. The eligibility criteria will be effective as per the salary limit notified by ESIC.

22.02 The employer’s contribution is 4.75% of the salary and employee’s contribution towards ESI is 1.75% of the salary as per the above said Act.

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EFFICIENCY LOSS COMPENSATION

(POLICY NO. 23)

23.01 All possible efforts should be made to discourage overtime.

23.02 There is no Efficiency Loss Compensation for staff and drivers. However, Efficiency Loss Compensation will be paid to security Guards over and above 8 hrs of job and also Efficiency Loss Compensation shall be paid for working on off days.

23.03 Operators may only be allowed to work on Efficiency Loss Compensation to compensate the loss of hours on account of absence/leave or to increase the productivity over and above the level fixed by the time and motion study to have the optimum level of productivity.

23.04 The departmental head shall take decision, whom-so-ever he wants to allow to work on ot / night duty.

23.05 Two separate lists will be prepared by him. The first copy of this be sent to Security Guard for checking and the second copy to be sent to HRM for calculation purpose.

23.06 During the Efficiency Loss Compensation period, HRM person, production supervisor, quality supervisor, one duty manager( not below Level VI) must be available. 20:1 Operator: Staff ratio has to be maintained.

23.07 Female operators can do Efficiency Loss Compensation only upto 7.30 p.m.

23.08 Efficiency Loss Compensation should be allowed for only those operators who are on regular basis. There should not be any Efficiency Loss Compensation for any other category.

23.09 An Efficiency Loss Compensation register shall be maintained as per the factory’s Act and the rules framed there under.

23.10 The payment of the Efficiency Loss Compensation shall be prepared on or before the 3^rd of every month to be passed as per “AUTHORITY LIMITS ” and Efficiency Loss Compensation payment shall be released by 07^th of every month.

23.11 The calculation for the computation of Efficiency Loss Compensation payment shall be explained in person.

23.12 UNDER NO CIRCUMSTANCES THE NO. OF HOURS OF EFFICIENCY LOSS COMPENSATION SHOULD BE MORE THAN 50 IN A QUARTER FOR EACH OPERATOR.

23.13 The Efficiency Loss Compensation payment shall also attract the provisions of ESI Act.

23.14 ESI contribution on account of Efficiency Loss Compensation (employer/employee’s share) will be paid by the company.

23.15 The Efficiency Loss Compensation registers shall always be in the lock and key with the Head of the HRM Department.

23.16 Operator detained for extended night shift shall be entitled for dinner allowance of Rs.25.00. But this should be rare. If used frequently it will be considered as negative point.

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SHIFT OPERATION

(POLICY NO. 24)

24.01 The Units may have two & three shift operations. Following steps may be taken to have operations in each shift.

24.01.1 The shift timings shall be as follows.

3 Shift Timing : 06.00 AM – 02.30 PM

02.00 PM – 10.30 PM

10.00 PM – 06.30 AM

2 Shift Timing : 09.00 AM – 05.30 PM

09.00 PM – 05.30 AM

General shift 08.45 AM – 05.45 PM (Wherever 2nd Saturday is Off)

09.00AM -05.30 PM (Wherever 2nd Saturday is working)

24.01.2 If any unit is running extra shift, one person each from HRM, Production & Quality will be available. 20 : 1 ratio of Operator: Staff to be maintained.

24.02 Shift in-charge for each shift should be identified (not below Level VI) who will be the overall in-charge of the shift.

24.03 There will be a separate attendance register for each shift.

24.04 A shift wise register should be maintained which will be filled in by the each shift in-charge giving the details about the requirement needed/ any other communication which he intends to make to the SBU Head or the information which the shift in-charge wants to highlight.

24.05 Shift In-charge should also have an adequate imprest for emergency need which SBU Head will define.

24.06 First Aid Box must have the required medicines in each shift. The telephone numbers and addresses of the Doctors to be contacted for emergency need should also be available.

24.07 Proper lighting arrangement inside and outside the building.

24.08 Shift rotation can be done on weekly basis and the list of the operators/members and other staff required to come in each shift should be prepared and displayed on the Notice Board well in advance i.e. 7 days before.

24.09 As per the Labour Laws we are required to give atleast 21 days advance notice for starting the shift.

24.10 Regarding the other labour formalities to be completed like permission to be obtained from Labour Department or any other special records to be kept in each shift etc.. Unit HRM to ensure the legal compliance under the Laws.

24.11 Female employees not to be called in the second/ third shift.

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TRAVELLING NORMS ( INLAND )

(POLICY NO. 25)

25.01 PURPOSE

25.01.1 To streamline travelling rules.

25.02 SCOPE

25.02.1 These rules shall be applicable to all the units of N.K.MINDA Group.

25.03 PROCEDURE

25.03.1 DAYS FOR THE COMPUTATION OF D.A.

25.03.1.1 For computation of daily allowance, days will be calculated on the

Following basis :

5 – 7 hours – Half Day

8 – 24 hours – Full Day

25.03.2 DA

25.03.2.1 To meet the boarding and lodging expenses, this allowance is provided

to employees while on tour from their respective units.

25.03.2.2 Daily Allowance is a flat allowance when the employee makes his own arrangements for boarding and lodging and supports for expenses are not to be provided alongwith expense claim statement. Alternatively employees can stay in a paid accommodation (i.e. Hotel, Guest house, Rest house, Circuit house etc.) where the amount to be spent for boarding and lodging and amount to be allowable cannot exceed the specified amount mentioned against every category of employee at every location as specified in (Annexure – 29).

25.03.3 CATEGORY OF TOWNS

25.03.3.1 Towns have been categorized on the basis of their respective cost of living as given in the (Annexure – 29).

25.03.4 EXPLANATION TO “ANNEXURE – 29”

25.03.4.1 The following explanations are being given for the purpose of understanding the rules in its true sense:

25.03.4.2 In case of local conveyance the complete details of travelling ( i.e. indicating the names of places from—to ) is to be furnished.

25.03.4.3 DA has been fixed during the journey period as indicated in “Annexure-29”

25.03.4.4 10% of DA can be claimed without any supporting document, at all levels, subject to a maximum of Rs.100/- per day but within the overall limits to cover the incidental charges like tips etc. Lodging & DA would be clubbed together for entitlements at all levels.

25.03.4.5 No liquor will be permitted

25.03.4.6 All miscellaneous expenses would have to be approved by Departmental Head on the basis of supporting provided or otherwise depending upon the circumstances.

25.03.4.7 Level I to III employees will get their expenses (i.e. DA) without producing any documents / bills etc.

25.03.4.8 If the airfare is more than train fare at a maximum of 20%, HOD is authorized to sanction the same.

25.03.4.9 Domestic Air Travel : Tickets should be booked in discounted fare. Wherever full fare is paid, should be approved by SBU Head.

25.03.5 The ticket will be booked by the HRM department atleast 5 days in advance from the imprest allotted to individual employees for official trip. The ticket will be booked as per category of the employees or as asked by the concerned person who is going on tour but it should not exceed the limit as given in the “Annexure 29”.

25.03.6 The HRM department is responsible for booking the Air as well as the Train tickets.

25.03.7 The concerned official will hand over the air/train booking slip duly approved by competent authority to HRM department who in turn will make the payment to travel agent.

25.03.8 The Accounts department will make payment immediately as an imprest to the concerned person and adjust the same on submission of the travel expenses bills.

25.03.9 The Accounts department will make payment by cheque to the travel agency in respect of air booking.

25.03.10 In the event of any cancellation, not availing the ticket or any other reason the individual will immediately inform the Accounts department who shall raise a debit note to the travel agency and route it to the HRM department.

25.03.11 The amount for booking train tickets will be provided to the HRM department by the individual concerned. The bill in respect of train bookings will be handed over to the concerned person alongwith the ticket. The concerned person will claim the same alongwith his travel expenses.

25.03.12 IMPREST : When the employee concerned shall go on a tour, he will get an imprest, provided he has cleared all other earlier imprest taken for travel which is approved by his immediate superior

25.03.13 SUBMISSION OF BILLS : After returning from the tour, the employee concern must submit his claim within 4 days by filling a travel expense statement and all the supporting documents will be attached with the travel expense statement. Accounts department has to ensure that the settlement of bills/imprest is done before payment of his salary.

25.03.14 The following daily allowance has been fixed for traveling in the adjoining towns / cities viz. Faridabad, Ghaziabad, Gurgaon, etc. and beyond but return on same day and exceeding 6 hours journey, DA will be admissible without supporting document :

Level Amount

IV TO VI Rs. 60/-

I TO III Rs. 40/-

25.03.15 No Daily allowance to be claimed if this visit is to any of the N.K.Minda Group Unit.

25.03.16 Local Conveyance : The following rates per kilometer depending upon categories of vehicle, for local conveyance have been decided :

Car – Rs. 4.50 Per km. ( Level V & VI )

Scooter/ Motorcycle – Rs. 2.25 Per km. ( Level IV to VI )

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TRAVELLING NORMS ( OVERSEAS)

(POLICY NO. 26)

26.01 All proposals for foreign travel should have prior written approval of SBU Head, in the annexure 43 (A&B).

26.02 Table given below gives the details of entitlement :

DESIGNATION/LEVEL	LODGING (HOTEL) US $	DA(A) US $	DA(B) US $	DA(A+B)=C US $	MODE OF TRAVEL
DIR. / M.D.	———UNCLASSIFIED———				BUSINESS CLASS
LEVEL X & ABOVE	150	70	30	100	BUSINESS CLASS
LEVEL VII/VIII/IX	100	42	18	60	ECONOMY CLASS
OTHERS	75	35	15	50	ECONOMY CLASS

26.03 Above rates are applicable for Japan, USA, European Countries, Korea, Singapore, Hong Kong, Taiwan, China, South Africa, Indonesia and Thailand.

26.04 For countries other than mentioned above, 60% of the above tariff will be the entitlement

26.05 Lodging (Hotel) charges can be claimed on actuals, duly supported by bills, subject to the maximum of limits specified above.

26.06 All expenses other than Hotel, i.e. food, local conveyance etc. are to be met out of DA. Figures given under column DA (C) are total entitlement of DA and the figures mentioned under column DA (B) is 30% of the total entitlements of DA, which can be claimed without any supporting documents/bills. Upto 70% of total DA can be claimed with supporting bills. D.A. will be calculated for the actual stay in the foreign land. Partial DA will be calculated as per inland travel norms. Telephone, fax expenses can be claimed by producing cash receipts.

26.07 Ticket should be full fare in both economy and business class but whenever programme is fixed in advance, it should be made excursion. Airport tax will be borne by the company.

26.08 Whenever boarding and lodging is already paid or is free or is incurred by foreign company, 30% of total DA can be claimed to meet various out of pocket expenses.

26.09 Before leaving for Foreign country, a proposal to be prepare by Unit concerned giving all particulars regarding the Foreign visit, details about employees to be sent for approval of SBU Head as per “Annexure – 43(A&B)” , atleast 7 days in advance.

26.10 In case of any deviation for expenses, the same can be approved by SBU Head as per his Authority limits.

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VISITING CARDS

(POLICY NO. 27)

27.01 The company has standardized the visiting cards, the size of cards shall be as follows :

LENGTH : 90 MM

WIDTH : 52 MM

BORDER : 05 MM ( IN MINDA COLOUR)

27.02 ENTITLEMENT :

27.02.1 All the visiting cards will be get printed as per the size mentioned above

27.02.2 All Level V and above category of employees shall be entitled to have the visiting card in the company’s standardized prescribed design at the cost of the company.

27.02.3 In few of the cases Level IV may also be required to have the visiting cards, they may also have the visiting cards on need basis and HOD is authorized to approve the same on case to case basis.

27.03 The visiting card will be provided if needed only through the HRM department.

27.04 No body has got the right to get the visiting cards printed neither on his own expenses nor company’s expenses from outside and for a person more than one type of card will not be allowed.

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WHISTLE BLOWER POLICY

(POLICY NO. 28)

28.1 PURPOSE

28.1.1 Sharing of concern areas observed by any employee.

28.2 SCOPE

28.2.1 This policy is applicable to all the employees of N.K.Minda Group.

28.3 POLICY

28.3.1 An employee who observe an unethical or improper practice (not

necessarily a violation of law) shall be able to approach the Audit

Committee without necessarily informing their supervisors.

28.3.2 The Company will ensure that such employee, who approaches the Audit Committee to inform unethical or improper practices, if any, shall not be terminated unfairly.

28.3.3 The Company shall annually inform that it has not denied any employee access to its Audit Committee (in respect of matters involving alleged misconduct) and it has provided protection to such employees called as “whistle blowers” from unfair termination and other unfair or prejudicial employment practices.

The above such affirmation shall form a part of the Director Report on Corporate Governance, to be prepared alongwith the Annual Report.

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HOUSE TAKEN ON RENT / LEASE

(POLICY NO. 29)

29.01 PURPOSE

29.01.1 The company is required to take house on rent/lease for various executives.

29.02 SCOPE

29.02.1 This policy is applicable to all the employees designated in level VIII and above of all the units of the N.K.MINDA group.

29.03 PROCEDURE

29.03.1 The HRM Department shall look for a house/flat for an executive on the rent settled during the interview.

29.03.2 The electricity, water charges etc. shall be borne by the employee unless specifically settled that it will be reimbursed by the company.

29.03.3 All possible efforts shall be made to look for a house near the place of posting and in a good locality.

29.03.4 HRM department should make all possible efforts to look for a house having A class construction preferably newly built or recently renovated.

29.03.5 Before finalizing the house the HRM department should keep in view the following points :

29.03.5.1 The house/flat is properly white washed & painted.

29.03.5.2 The house does not need any repair.

29.03.5.3 Each bedroom has got proper almirahs for storage and all the rooms are properly ventilated.

29.03.5.4 All electrical fittings including bulbs, tubes and fans are fitted and are in working order.

29.03.6 The company will deposit 3 months rent as security to be adjusted in the last months of rent payable.

29.03.7 The company will pay upto 3 months rent as advance to be adjusted atleast 50% from the 1^st day of the month.

29.03.8 The company has Approved Agreement (Annexure – 30) which should be entered between the parties (company and the landlord).

29.03.9 The HRM department can take assistance from the broker for identifying a house and company shall pay upto 1 month rent as brokerage to broker only for once (i.e. 1^st time only) that too on production of proof of such payment to broker.

29.04. Many a times executives are requesting that a company lease be entertained even if a house is in the name of his mother/father/wife etc. In those cases following policy is framed :

29.04.1 The company will not have any objection for such lease.

29.04.2 In all such cases no advance should be paid and if there is any, concerned employee shall deposit the amount and only then the company shall issue the cheque as advance to the landlord.

29.04.3 The rent should be paid only after expiry of one month, which will be recovered from the executive’s salary.

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RESIDENTIAL TELEPHONE

(POLICY NO. 30)

30.01 ENTITLEMENT

30.01.1 Level IX and above.

30.01.2 Any other employee provided with telephone as a special case where his job demands to have telephone for office use subject to approval by SBU Head.

30.02 When an employee of above category joins, a telephone is to be provided by company at his/her residence. Concerned HRM Department shall book the telephone in employee’s name and shall ensure that the connection is provided within shortest time. If the employee leaves the organization within three years, he /she will retain the telephone & pay the cost of connection. If the employee serves the company for more than 3 years, then the telephone connection becomes the property of the individual.

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PERMANENT ITEM ISSUE

(POLICY NO. 31)

31.01 As and when any item is issued for the official use to any employee, the record should be maintained by each unit HRM department in his Personal file as well as Permanent Issue Register, where signature should be obtained to whomsoever it is issued.

31.02 As and when any employee who has been issued any item, leaves the company, a signature should be obtained by the HRM department before clearing full and final clearance form & will check the items issued to him as per the register and shall see that these have been received back in proper condition.

31.03 For Items like Laptop, LCD, Camera, etc. a Permanent Issue Card to be issued to the user and user to show card on gate while taking out such item.

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MAIL SYSTEM

(POLICY NO. 32)

32.01 This mail system has been designed to streamline the procedure resulting in prompt and efficient disposal of internal and postal mail receipt and dispatch.

32.02 SYSTEM

32.03 INTER UNIT MAIL RECEIPT AND DESPATCH

32.03.1 Departments of Switch Manesar are required to drop the Mail in a box

kept in HRM department by 5.00 p.m. everyday. The total Mail will be placed in a bag, which will go to Horn Division, Delhi everyday by Company vehicle.

32.03.2 Minda Impco & Mindarika is also required to drop the Mail of their unit

in the HRM department of Switch Manesar.

32.03.3 The bag containing Mail of Switch Wazirpur, Horn Division, Lighting Division, SML & MFL shall be delivered by the vehicle driver at Horn Division security gate.

32.03.4 The Mail shall be sent by HRM department of Horn Division to respective units through Company vehicle. The vehicle driver will deliver the same at Switch Manesar reception. The receptionist will segregate the mail for respective Units and the concern units will collect the same from Switch Manesar reception. For delivery of mails to Delhi the same procedures will be followed.

32.03.5 The Mail received from other units i.e. Switch Wazirpur, Lighting Division, SML & MFL shall be kept in the bag & the bag will be sent to Switch Manesar everyday by company vehicle.

32.03.6 For the Mail of Minda Impco & Mindarika, they have to send their office boys to collect the Mail from Switch-Manesar.

32.04 POSTAL MAIL RECEIPT

32.04.1 HRM will receive all the postal mail ordinary, registered, telegrams, post parcels or courier mail. If any mail is received at security gate, the security person at gate shall immediately forward it to HRM department.

32.04.2 The mail will be segregated in two categories :

(A) Personal Mail – Post cards, inland envelopes marked in

personal names.

(B) Official Mail – Others than above

32.04.3 The personal mail shall not be opened and the receipt stamp shall be put on the mail. The Office boys from HRM department shall distribute the personal mail to various staff members and the mail of operator category shall be kept along with Employee entrance gate.

32.04.4 The mail marked confidential shall not be opened and the receipt stamp should be put on the envelope only.

32.04.5 The government mail should be stamped for receipt on documents as well as envelopes. The envelopes of government mail should be attached to the mail.

32.04.6 The details of mail will be entered in inward Mail Register. UPC/Courier/Regd. Letter/Govt. Letters must be entered in Mail Register.

32.05 POSTAL MAIL DESPATCH

32.05.1 All the staff shall prepare the mail, shall leave it in the appropriate shelf of OUTWARD POSTAL MAIL TRAY kept in the HRM department. The mail should have the distinct address and mention of Regd., AD, through Courier, if so.

32.05.2 The mail particulars shall be entered in Outward Mail Register. Courier mail details shall be recorded in a separate register.

32.05.5 The Office boys from HRM department shall take the mail to post office everyday. He will obtain the receipts for Registered Letter/Parcel and hand over to HRM Department. The HRM Department will enter the postage charges in Outward Mail Register and attach the slip with the respective page for records.

32.05.6 The HRM department shall fix the courier service provider, the person from courier service will be handed over the mail and obtain the acknowledgement from him.

32.05.7 The courier company should be selected and standardized in view of their services and charges.

32.05.8 HRM will verify the Courier bills with Courier Mail Register before payment and the payment should be made only for the mail for which POD (Proof of Delivery) has been received. The Courier should be advised to raise monthly bills only those documents, for which POD has been received.

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SECURITY SYSTEM

(POLICY NO. 33)

33.01 Four persons to be available 24 hours in the factory.

33.02 Security gate shall be manned by minimum two security guards round the clock in the factory. Minimum one security guard of our appointment during night and day must be available in the Plant, even if the security is contracted outside. The guards should be competent to read and write and be alert and be available at all times at the gate.

33.03 The salient features of the system to be followed up by the person are as follows :-

33.03.1 To maintain all the Register such as:

a) Incoming Material Register (Annexure-31)

b) Outgoing Material Register (Annexure-32)

c) Returnable Material Register (Annexure-33)

d) Visitors Entry Register (Annexure-34)

e) Late coming Employees Register (Annexure-35)

f) Employees Outgoing Register (Annexure-36)

33.03.2 The security man at gate should see that the columns are neatly filled in and all the guidelines mentioned below are strictly followed.

33.03.3 In case of any problem, he should contact the HRM department immediately.

33.03.4 To check and monitor the entries of men and material at all times in proper register and with proper identity (affixing rubber stamp, fill entry, etc.). It is expected that he does not permit any stranger who is not able to express his identity or any person who is an ex-employee and has been separated from the company’s Roll for organizational reasons or currently in employment with competitors. He should also ensure that the men and material crossing the gate go in the right direction to the right place (rather than loitering around).

33.03.5 To issue visitors card as per the policy of the company.

33.03.6 He should have his activities chart displayed in Hindi in his work place and also have the specimen signatures of the Authorized Signatories with Gate Pass signing authority, emergency telephone nos. for communication at times of needs.

33.03.7 Operator leaving the factory premises before the closure of work shall give the Gate Pass to the security guard, duly authorized by his immediate superior, which he shall maintain in a clip with the details of exit filled in.

33.03.8 He will check all the employees irrespective of the level at the time of exit as a normal routine check. This activity has to be swift and thorough. Security guard has to be polite while checking.

33.03.9 He shall keep vigil of any gathering in and around the factory premises and keep the plant HRM head informed of his observations as to such gathering and the intent of such gathering. However, this is a broad gambit of vigilance which a HRM man should train a security guard. Since, it can not be defined in individuals but is legitimately an ongoing demand on a security guard. As a company safety norm for 24 hours (permanent) there should be minimum four persons available in the company.

33.03.10 To guide the visitors as well as the employee to park their vehicles at the place earmarked for such purposes. He should also ensure that there is no parking of any vehicle close to the gate and no visitor’s vehicle will be allowed inside the factory.

33.03.11 The Security Guard should guide the visitor that he should directly go to the Reception area. He should ensure that no visitor go to any other place except Reception.

33.03.12 The Receptionist will enquire on intercom from concerned official whether she should send him or not. The Receptionist should direct visitors to the concerned official’s place and also ensure that visitors go to the concerned department only and no other place.

33.03.13 Making rounds around the plant particularly after sunset.

33.03.14 Locking of all gates, doors and windows of office, shop floor etc. within the factory premises.

33.03.15 Switching off/on lights and fans as and when required after/before factory/ office hours.

33.03.16 Handle fire fighting equipment, Motor Pump, Generator or compressor.

33.03.17 Keep an overall idea/information about operators movement, which is against the interest of the company.

33.03.18 Keep company’s officials informed of any irregularities as and when noticed.

33.03.19 A list of all the persons falling under level IV and above should be made available with security HRM.

33.03.20 The factory/office /stores etc. premises should be locked and all the keys of the various departments should be kept in a box placed at security gate. This box should be locked and lock should be properly sealed by an employee not less than Level V. The authorized person under whose supervision the factory premise are to be opened should ensure that the seal of the key box is intact.

33.03.21 After normal working hours the factory premises will be kept opened only when an official not below Level IV stays back.

33.03.22 Wherever female employees are working a lady security guard will be placed.

33.04 GENERAL POINTS :

33.04.1 An authorized person from HRM department will come one hour before the schedule time and will get the premises charged in his presence. Sweepers should not be allowed to enter the premises unless an authorized person is present.

33.04.2 Any employee who comes early say 30 minutes will be allowed to enter the premises. Security should ensure that during this time they remain at their respective place of work/department.

33.04.3 While settling full and final account of any employee on his resignation or terminal, the security man should sign on the final settlement form after checking his register (Returnable Material Register) that nothing is recoverable from him.

33.04.4 Ex-employee of the organization should be allowed to enter in the premises, if accompanied by some employee with prior approval by Head – HRM.

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GIFTS RECEIVED FROM OUTSIDE PARTIES

(POLICY NO. 34)

34.01 It is the Corporate philosophy that no outside party should send gifts at the residence of our employee. It should be refused and politely be conveyed directly or indirectly to the outside party.

34.02 In view of the Indian customs, there is a practice to receive/ send gifts. The following systems will be followed :

34.02.1 The outside party may present sweet to the concerned employee but it should be received only in the office. If still any outside party visits the residence, it should be viewed negatively and respective employee should deposit the gift in the HRM or keep his SBU Head informed as to nature of such gift, who between them can decide appropriate use of it.

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CHECKING THE INCIDENCE OF DISLOYALTY TO COMPANY

(POLICY NO. 35)

35.01 It is the prime responsibility of Departmental Head to constantly keep an eye on the activities of his department and people. Those departments, where cash purchases or dealing with outside parties is involved, regular audit/vigilance should be done by Head of Department to identify such employees who indulge into malpractices.

35.02 Company policy is very clear that any employee, whose integrity is doubtful, has to leave the company immediately.

35.03 Whenever such an action is taken, the information is to be shared openly with all employees. Depending on the gravity of the situation, SBU Head can take decision to put the information on the notice board. Certain cases where adequate supporting data is available, SBU Head can consider making a Police Case.

35.04 Since the consequences are extreme, Departmental Head must take utmost precaution on the charges levied. It should not be based on hearsay but should have adequate supporting information or data.

35.05 It may also be mentioned here that merely mis-appropriation of cash or seeking favour from supplier or theft etc. are not the only cases of disloyalty to organization. It also includes misuse of company property, giving wrong information intentionally, false TA/DA, conveyance claim etc.

35.06 It is again reiterated that prime responsibility of running the affairs of the Department is with the Departmental Head. On case to case basis SBU Head, may nominate a senior person to go into the details and where it is concluded that Department Head was also negligent – this will go in his personal file also.

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GRIEVANCE HANDLING SYSTEM AND PROCEDURES

(POLICY NO. 36)

36.01 Any employee having any complaint / grievance should immediately contact his supervisor for its redressal.

36.02 It is the responsibility of the superior to listen to his complaint/ grievance and redress the same within 12 hours of the grievance.

36.03 If he is not able to redress his grievance and he wants to discuss the problem with his boss he may do so but whether it is possible to redress his grievance or not it must be communicated to the complainant accordingly within 24 hrs.

36.04 Employees not satisfied from the reply of the superior can submit his complaint in writing to the Departmental Head through his superior.

36.05 The superior should forward his complaint with his comments to the Departmental Head for decision and the departmental head should redress the complaint within 5 days from its receipt. If he so desires he may call the concerned complainant as well as his superior and communicate his decision. If it is not possible for him to take a decision, he may discuss the matter with the SBU Head.

36.06 The complainant if not satisfied with the decision of the departmental head, he may approach the SBU Head within 10 days.

36.07 The SBU Head will make all possible efforts to redress the grievance of the applicant and if he so desires, he may discuss the complaint with the Corporate Head of the Corporate Office.

36.08 Any action being taken to redress the complaint or if there is any delay in redressing the grievance, the employee must be communicated through his immediate boss.

36.09 Employees not satisfied with his complaint may raise the issue in the Open House at the Unit Level and if still not satisfied, he may raise the issue to Corporate HRM.

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FACTORY VISIT OF VISITORS

(POLICY NO. 37)

37.01 PURPOSE

37.01.1 To regularize the visitors who come from out side to visit the Unit.

37.02 SCOPE

All visitors entering into the N.K.Minda group company.

37.03 POLICY

37.03.1 Visitor will be issued a Visitor Card by the security department. After that he will approach the reception.

37.03.2 Receptionist will contact the concerned person to whom the visitor wants to meet and receptionist will either call the employee at the reception or send the visitor inside the office after getting confirmation from the employee.

37.03.3 The visitor shall display this card on his chest. On his return, he / she will have to return the same to the security guard.

37.03.4 In case visitor wishes to visit Shop Floor area. Permission from HRM Head will be required. Visitors to Design department are not allowed, except in case where accompanied by HOD & above.

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FURNITURE POLICY

(POLICY NO. 38)

38.01 PURPOSE

38.01.1 To ensure uniformity of furniture in the Unit.

38.02 SCOPE

38.02.1 Tables and chairs for all categories of staff.

38.02.2 Visitors Chairs.

38.02.3 Conference Room tables and chairs.

38.02.4 Training Room tables and chairs.

38.02.5 Shop floor discussion tables and chairs.

38.02.6 Filing and Drawing cabinets.

38.03 PROCEDURE

38.03.1 Each Unit to have its own policy for Furniture i.e. within the unit there should be uniformity of furniture. This shall be the responsibility of HRM.

38.03.2 For any deviation, specific approval from MD to be obtained by the concerned unit.

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DELIGATION OF AUTHORITY

(POLICY NO. 39)

ITEM LEVEL OF AUTHORITY

39.01 Appointment Letter

Upto Level VI HRM Head

Level VII to Div. Head SBU Head

Business Head & Above MD

39.02 Warning Letter SBU / Departmental Head

39.03 Charge Sheet/Suspension Letter HRM Head

39.04 Compliance of ESI, PF & Factory’s Act HRM Head

and other Govt. Authorities under

Labour laws (Returns & Forms)

39.05 Gate Pass for out-going Immediate superior

39.06 Full & Final clearance of the employee Up to Head – SBU Head

Div. Head & Above – MD

39.07 Deduction of salary for unauthorized HRM Head on

Leave /absence recommendation of Deptt.

Head.

39.08 Discharge/Termination

– Operators SBU Head

– Staff SBU Head through Corp.Head

39.09 Nominations for Training programme ( External):

– SBU Heads MD

– All Others HOD/HRM Head/ SBU Head

39.10 Sanctioning leave Immediate Superior

39.11 Transfer SBU Head

39.12 Annual Increments

-Unit MMC MD

-Other than Unit MMC Corp. Head & SBU Head

39.13 Promotion letters

– Upto Level VIII SBU Head

– Level IX & above Corp. Head & MD

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TRANSFER POLICY

(POLICY NO. 40)

40.01.1 All the appointment letters, at all levels, in our group consists of “transfer” Clause.

40.01.2 Transfer within same company : In Group, within same company manpower could be considered for transfer from one location to another, should such need arise the following methodology be followed :

40.01.2.1 The receiving division should have a vacancy, which will suit to the incumbent’s exposure and profile.

40.01.2.2 In case of transfer of employee, the Inter Unit Transfer Format (Annexure – 37) will be filled in by Transferring Department/Functional Head by giving details about employee regarding his qualification, salary, level etc., reason of transfer, his present duties and responsibilities, etc. in the format duly signed by SBU Head & will send to the Unit HRM department. Then transferee Unit HRM department will give its comments and send the said format to the Unit where the transfer is to be effected for the approval of their SBU Head after getting the confirmation from the concerned SBU Head. Unit HRM will issue the transfer orders.

40.01.2.3 Transfer letter in writing shall be issued by the Unit HRM Head after concluding the date of transfer. It is desirable that the date of transfer should be first day of the month to avoid administrative inconvenience. The HRM department should parallel close the leave and other entitlements balance, like PF, Gratuity, Superannuation as of transfer date and send the consolidated statement to the new division in two days of the transfer along with the personal file as per Annexure – 38.

40.01.3 Inter-Company transfer (Inland), same procedure will be followed as mentioned in 40.01.2.1, 40.01.2.2 and 40.01.2.3, except following :

40.02.1 For all retiral liabilities towards gratuity, Superannuation (wherever applicable) the closing balances will be transferred to the new Company. And thereafter new Company will take care of these liabilities. The transferee company will complete the formalities of transfer of Gratuity, Superannuation.

40.02.2 All Leaves & Advances/Loans will be balanced as on date of transfer to new Company and thereafter-new company will take care of all future liabilities from his/her original date of joining. The transferee company will provide all the details to transferred company.

40.02.3 For all purposes, his / her date of joining in our Group / first Company will prevail for determining any seniority etc.

40.02.4 P.F. will be transferred to new Company.

40.02.5 In all cases personal file etc. will be maintained at new place only.

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SEPARATION PROCEDURE

(POLICY NO. 41)

41.01 RESIGNATION, ACCEPTANCE & FINAL CLEARANCE

41.01.1 Any employee leaving the organization should address his letter of resignation in writing to the immediate Superior.

41.01.2 The terms of relieving would be concluded in the mutual interest of the employee and Company by the Head of the Department in consultation with the concerned superiors and forwarded to the SBU Head with the recommendations and conclude terms of release. The notice period for release shall be as follows:-

41.01.2.1 For Head & Above – 3 months, for Member & Leader – 1 month. (15 days during probation period) and for operators – immediately. The notice period shall be on either side.

41.01.3 Up to Div. Head Waiver off/short fall in notice period or payment in lieu of notice period can be accepted subject to approval of SBU Head.

41.01.4 HRM department should be informed immediately on receipt of any resignation from any employee. Upon such information HRM department should inform Accounts/ Stores to control imprest and material issued and also arrange Exit interview with the Corporate HRM as per the policy of he company. The payroll for the employee should be tagged and payment should be made along with final settlement. In case of employee is undergoing 3 month notice period salary may be paid first 2 months with accepting authority’s clearance.

41.01.5 The final clearance form (Annexure – 39) should be floated by HRM department three days before with appropriate details through the employee for obtaining clearance from all concerned. Unit HRM will issue the acceptance of resignation (Annexure-60).

41.01.6 The clearing functional heads should conclude dues and put remark “No Dues/ Dues” recoverable in clear monetary value with communication to the employee.

41.01.7 The employee should deposit the clearance form to HRM department after step given above. It would be done by HRM department, if the employee is not present and has requested release of his dues by post.

41.01.8 HRM department to work out relevant details and forward the form to Accounts on the last working day before noon session. Accounts department to compute preferably with witnesses present.

41.01.9 Separation should be dealt with very carefully. Any separation upto

Member level should have SBU Head specific approval through Unit HRM. In case of Leader & above, Corp. Head’s specific approval is also required.

41.02 CALCULATIONS

41.02.1 EL– Total days worked till close (for operator) and nearest month (for staff) (Rounded off nearest 15 days) subject to maximum encashable limit as per Leave Policy. Basic of Staff means Basic only and for operator Basic means Basic + HRA.

41.02.2 GRATUITY– 15/26 X Last Drawn Basic X total years of service. This

shall be for employees, who have completed minimum service of 5 full years on Company’s service only.

41.02.3 Pro – rata LTA – Entitlement / 12 X Months Worked.

41.02.4 Medical – Pro-rata entitlement rounded off to nearest Month – against bills received.

41.02.5 Notice pay – shall be payable/ recoverable as the case may be in accordance with the remark/conclusion of the relieving authority. The pay for this shall be treated as Basic Salary of an employee. The days payable /recoverable should be clarified by HRM department after verifying the personal file.

41.02.6 Bonus – Shall be paid along with the final settlement at 8.33 % to all operators and staff whosoever qualifies for Bonus as per Bonus Act.

41.03 Such of those employees (Office boys, Drivers, Sweepers, and Guards) who have been provided with uniforms should be asked to deposit their uniforms before clearance of dues to HRM department as per policy.

41.04 SUBMISSION OF IDENTITY CARD :Such of those employees, who have been issued an Identity Card should be asked to deposit their Identity Card before clearance of dues to HRM department.

FULL & FINAL PAYMENT

In case of staff the payment has to be made through accounts payee cheque only. In case of operators, preferred mode of payment should be accounts payee cheque only however if the operator does not have a bank account then a bearer cheque should be issued in his / her name. Immediately after issuing the cheque to the operator, an employee from HRM / Accounts department should take the operator to the bank and get his / her payment & hand over to the operator. In case we have the slightest doubt about the operator intensions, in such cases the HRM department should get the final settlement of accounts in front of area inspector / Labour officer.

41.05 SERVICE CERTIFICATE : The company will provide a service certificate to all the staff member alongwith their clearance as per Annexure – 40.

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EXIT INTERVIEW

(POLICY NO. 42)

42.01 The company has the policy to conduct the Exit Interview for level IV and above.

42.02 As soon as a resignation is received, Unit HRM should contact Corporate HRM to fix the exit interview.

42.03 Detail should be filled in by the employee leaving the company as per “Annexure – 41”.

42.04 This form should be completed & signed by him.

42.05 Head Corp. HRM would conduct the exit interview to know the strength and weaknesses of the organization and also have an informal discussion on the improvement.

42.06 Head Corp. HRM would keep the SBU Head informed about the feedback received.

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PAYMENT OF GRATUITY

(POLICY NO. 43)

43.01 Gratuity shall be payable to an employee as per the payment of Gratuity Act, 1972 on the completion of his/her employment after he/she has rendered continuous service for not less than five years.

(a) On his superannuation, or

(b) On his retirement or

(d) On his death or

(e) Disablement due to accident or disease.

43.02 Provided that the completion of continuous service of five years shall not be necessary where the termination of the employment of any employee is due to death or disablement.

43.03 The present rate of Gratuity is maximum of Rs. 3.50 Lacs.

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TRAINING

POLICIES

TRAINING SYSTEM

(POLICY NO. 44)

44.01 Organization gets output because people perform tasks to desired standards. People can perform their tasks properly, if they understand the organization’s requirement and then apply the knowledge and skill, which they possess. Sometimes organization has to give additional knowledge and skill if the employee is fresh from Institute, sometimes it is needed because there are certain changes in the organization.

44.01.1 Annual Initiatives & Interventions Plan based training to be planned in following categories :

a) Training by Roles / functions

b) Training at Group level

c) Training at Unit Level

Compulsory no. of days for training per employee per year and type of training to be given to each category of employees has been fixed as follows :

Type of Training	Level
Type of Training	Head & Above	Leaders	Members	Operatos
Managerial	4 Days	2 Days	1 Day	X
Operational	2 Days	3 Days	2 Days	3 Days
Refresher & Awareness	X	1 Day	1 Day	X
Professional Conferences & Seminars	1 Day	1 Day	X	X
Industrial Visits	1 Day	1 Day	1 Day	X
Total Days	8 Days	8 Days	5 Days	3 Days
Professioal Body/Association Meetings	As & When (Must Attend)	As & When (Must Attend)	X	X

44.02 Training is a common terminology, which is used. But it can be divided into two broad segments.

MANAGERIAL TRAINING :Those inputs, which are designed to

improve the overall competence of the employees.

OPERATIONAL TRAINING : Those inputs, which prepare the

employee to upgrade his technical competency.

44.03 MANAGERIAL TRAINING

As mentioned earlier, these inputs improve the overall competence of the employee. The benefit of such inputs may not directly effect employee’s performance or department’s performance. For the overall cultural improvement of the organization, this input, at regular interval, across the board is essential.

44.03.1 Contents of such training are decided depending on the target employees. Faculty for these training would be internal & external. Training is effective, if internal data, related to the topic, is shared. Internal data should include, without hesitation, our success stories, our failures, etc.

44.04 OPERATIONAL TRAINING

44.04.1 As mentioned earlier these technical inputs prepare the employees to upgrade their technical competency by using these inputs.

44.04.2 Special training for selected employees to be organized by the concerned department with the help of Unit HRM, which may be extracted during annual performance appraisal exercise.

44.05 FOR ALL LEVELS, ORGANISING OF MANAGERIAL TRAINING, WHICH ARE COMMON IN ALL UNITS, IS THE RESPONSIBILITY OF CORPORATE HRM. SPECIFIC TRAINING RELATED TO UNIT, IS THE RESPONSIBILITY OF UNIT HRM.

44.6 EVALUATION OF THE EFFECTIVENESS OF TRAINING EFFORTS

44.06.1 Although it is very difficult to evaluate the direct benefits arising out of training efforts. However, it is possible to get a feel if the efforts are in correct direction or not.

44.6.1.1 Feedback taken from participants at the end of training session does help in evaluating the faculty, contents and administrative arrangement of the training programme.

44.6.2 Post training feedback is likely to give better picture about the relevance of training and its impact. The mechanism of this feed back will need action from both HRM department and also from the respective Head of the Department. There is a need to have a formal session where the employee after attending the training programme has discussion with his/her head of the Department. During this discussion certain action plan is identified and recorded. Departmental Head ensures that necessary support is extended to help the employee in achieving the action plan.

44.6.3 Unit HRM department will take feedback from respective Departments about the attitudinal changes noticed, if any, among the employees who have undergone training programme. (Annexure 42).

44.6.4 Monitoring of certain data will indicate the overall improvement in the functioning of the department. It is difficult to attribute improvement or deterioration on above parameters only due to Training interventions. But these are simple, basic parameters, which do reflect the Organizational Health.

44.6.5 It is the prime responsibility of HRM to plan and organize the training activities. However, effectiveness and success will depend on the involvement and support of all Members.

44.7 OPERATOR’S TRAINING

44.07.1 Operator’s training is the responsibility of respective Units. Unit HRM can identify internal faculty and should plan the training identified by unit concerned.

44.08 FOREIGN TRAINING

44.08.1 Employees may be required to visit Foreign Countries/Companies in connection with their training.

44.08.2 Before leaving for Foreign country, a proposal to be sent by Unit concerned giving all particulars regarding the Foreign visit, details about employees to be sent etc., duly signed by SBU Head as per “Annexure – 43(A&B)” to MD for approval, atleast 7 days in advance. As per authority limits, MD’s approval is required before leaving for foreign country.

44.08.3. Only after approval of MD, the employee can proceed for Foreign

Training.

44.08.4 After returning from foreign training, Employee has to fill the annexure 43(C) for the deployment of learning during his/ her foreign training.

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SERVICE AGREEMENT FOR FOREIGN TRAINING

(POLICY NO. 45)

45.01 Foreign training includes long-term placement with foreign collaborators for improvement of skills and increasing capabilities of shouldering higher responsibility. In addition, following will also constitute training visits :

45.01.1 JV Partners Programs/ Seminars.

45.01.2 Training & Development Seminars.

45.01.3 Any other Visits not covered in the category of Business visits.

45.02 Unit HRM is responsible for effective implementation of this policy.

45.03 In order to ensure that the training abroad is fully utilized all such employees who undergo training abroad, will be required to sign a service agreement bond (Annexure – 44 & Annexure-45) which would specify the minimum period for which the employee will served the company. In the event an employee does not comply with the conditions of service agreement bond, he will be required to pay the following amount:

PERIOD OF TRAINING	BOND* PERIOD	BOND AMOUNT
UPTO 01 MONTH	2 YEARS	RS 100000
UPTO 02 MONTH	3 YEARS	RS 150000
UPTO 03 MONTH	4 YEARS	RS 200000
MORE THAN 03 MONTHS	5 YEARS	RS 400000

* During the bond period, the notice period will be six months. After discontinuation of the bond period, the notice period will changed as per the designation of the person.

45.04 In case an employee leaves the services of the organisation during the bond period he has to give the notice period of six months and he is also prohibited from joining any of our competitors for a period of 3 years after leaving the employment of the Company. To this effect he has to sign an amendment in the terms of appointment as per Annexure – 45.

45.05 For each duration of foreign training, a fresh bond will be signed. The subsequent bond(s) will be concurrent to the first one so that the employee serves the differential periods, after the completion of minimum service stipulated in the first Indemnity Bond.

45.06 This policy is applicable to all the employees irrespective to levels (but not applicable to visits pertaining to inspections/ selection of machinery’s or technical discussions etc.)

45.07 HRM Department will get the agreement / undertaking executed by the employee. Necessary noting will be made in the personal file of the employee.

45.08 Whosoever is sent for foreign training, on his return, he will impart training to other relevant departments/employees. He will take minimum 6 training sessions in a year. The training imparted by him to be considered in his performance appraisal. On his return from training, he will send proposed training schedule to HRM for approval and co-ordination.

45.09 He should make a detailed report / manual of his training which should be kept in the library and can be referred by other employees.

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III

PERFORMANCE APPRAISAL

POLICIES

PERFORMANCE APPRAISAL – STAFF

(POLICY NO. 46)

46.01 Cost of non-conformance, as in case of product, is a very critical parameter. Similarly for human beings cost of non-conformance is extremely high. Annual Appraisal is one tool to define the performance level of each employee and it should be monitored regularly. Eventually it is the sum total of employee’s performance, which decides the performance of the organization.

46.02 From organization’s point of view, each employee has a cost and in return he/she is expected to contribute towards achieving departmental / organizational targets. Through annual appraisal, we set individual targets (tasks) and finally evaluate individual performance against these mutually agreed criteria.

46.03 From employee point of view, it is important that clear targets/goals are decided so that he/she can make action plans, if needed demand resources. Whereas money is considered to be the biggest motivator, but this alone can not infuse enthusiasm in an employee to give his/her best. Clear target and regular feedback on performance can keep an employee charged.

46.04 We have a structured system of doing performance appraisal. This is an annual exercise, but a half yearly appraisal is also done and marks against the MPCP, Behaviour, Committment & Best are given. The ratings will be also done for half yearly appraisal.

46.05 In our appraisal system, the evaluation of an individual is divided into four parts i.e. MPCP, Behaviour, Committment & Best rating.

For the appraisal, following break-up of marks shall be followed :

MPCP	BEHAVIOUR EXHIBITED	BEST	Commitment Rating
40	20	20	20

46.07 INCREMENTS

46.07.1 In order to award increments, Unit Rating will be done by Corp. office, using following criterion :

QPCDSM – 65 MARKS

CUSTOMER SATISFACTION SCORE – 15 MARKS

EMPLOYEE ENGAGEMENT SCORE – 15 MARKS

NEW BUSINESS – 05 MARKS

———–

TOTAL 100 MARKS

———–

46.07.2 During a particular year, in case a unit obtains less than 60% marks, 25% of increment amount of each staff will be retained & rest 75% of increment amount will be released w.e.f. April salary.

46.07.3 During next year Unit Rating, if unit is able to obtain 70% or above marks, then 25% increment amount, which was withheld in the previous year, would be released w.e.f. April of previous year as an arrear.

46.08 At the end of appraisal process, an employee gets the following rating based upon his performance :

OUTSTANDING (OS)

VERY GOOD (VG)

GOOD (G)

AVERAGE* (AVG.)

* In case of Average rating of an employee, he will be communicated that he / she should improve his/ her performance within next six months. After six months, his/her performance appraisal should be done again. In case he/she does not improve, he / she should be separated from the organization.

46.09 After appraisal process increment will be awarded to each employee as per the rates / policy decided by management every year.

46.10 Increments for all the eligible employees shall be declared effective 1st April every year. Corporate HRM to define each year parameters and release the schedule for affecting the increments.

46.11 For all employees a performance appraisal form shall be completed by as per procedure & forwarded the same to the HRM through their Department Head. For all employees(except 2^nd line), form (annexure-48) shall be filled and for 2^nd line employees form(annexure48A) should be filled in. For Half yearly appraisal form (annexure47) to be filled and rating will also be given.

46.12 It is the responsibility of the concerned employee to fill the MPCP/ achievement sheet for the appraisal year as well as the MPCP which he is going to perform in the next appraisal year attached with the appraisal form. After filling the above, he should approach his superior for getting himself appraised.

46.13 Appraising authority after reviewing each employee working should call individually and details of his MPCP finalized for the next appraisal year as well as strength and weakness should be discussed which should be mutually be acceptable and specify the planned programme for his development as well as to over come his area of improvement be mentioned. This should be signed by the concerned employee as well as by the appraiser.

46.14 While discussing his area of improvements and strengths, the task undertaken and the performance achieved by him for the period of appraisal year should be kept in view (it is presumed that each staff must have been assigned specific task for the appraisal year).

46.15 The Functional Head & Unit HRM Representative must also be present for appraising / sanctioning increments for the employees connected with their departments at the unit.

46.16 PROCEDURE TO COMPUTE INCREMENTS AND ITS ELIGIBILITY

46.16.1 Employee who have completed one year of service as on 31^st March shall be given increment for the full year.

46.16.2 Employees who have not completed one year of service but have joined in the appraisal year shall be given increment proportionately e.g. if annual increment is sanctioned Rs. 600 p.m. and he is having a service of only 8 months he will be given an increment of Rs 400/- p.m.

46.16.3 No increment shall be given to those employees who have joined from 1^st January of an appraisal year their review for increments will be done only in April next year.

46.17 Management gives lot of importance to the attendance and punctuality. Following weightage to be given while recommending the increments/promotion.

46.17.1 EFFECTIVE DATES OF INCREMENTS FOR STAFF

46.17.2 If an employee’s attendance (including authorized leaves & holidays) is 260 & above days of working, the increments will be effective from 1^st April. The logic of arriving at 260 days is as follows:

Total days in a year 365 Days

Total weekly off 52 Days

Maximum Holidays 10 Days

Casual Leave 7 Days

Sick Leave 7 Days

Earn leave 26 Days

____________

102 Days

—————– 365 – 102 = 263 Days

46.17.3 If an employee has attended between 240-259 days, the increment will be effective from 1^st July.

46.17.4 If an employee’s attendance is less than 240 days, no increment will be given.

46.17.5 Wherever 2^nd Saturday is Off, 12 days be reduced for entitlement for increment of each employee.

46.18 INCREMENT ORDER

46.18.1 Once the increment has been sanctioned, the Unit HRM Department shall send the photocopy of the increment sheet to Accounts Department for preparing the salary.

46.18.2 The increment letters will be issued to all staff( Annexure 62-A & B ).

46.18 Wherever, if the increment Nil, the concerned employees should be

explained and again be guided to overcome his weakness as mentioned earlier. It should be said to him that he can definitely look forward to have better increment and promotion provided there is an improvement in his performance. This must be arranged in an informal and cordial atmosphere.

46.19 Retention of key people:

46.20.1. Key people means those who consistently get OS/VG ratings. These

key employees should be recognized at various forums i.e. MMC meetings, annual days etc. In case of consistent OS performance in continuous 2 years, a special reward should be given consisting of 5 days Company sponsored family tour anywhere in India as per the travelling norms applicable to his/ her level.

46.20.2 Units to keep constant watch on these key employees for their

marketability & upgradation of compensation such that it is always comparable in the market. Unit HRM to prepare career growth plan for consistent OS employee. Minimum one key employee should be nominated for outbound training programme at national/international level.

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PROMOTION POLICY FOR STAFF

(POLICY NO. 47)

47.1 Promotion is way of recognition of an employee’s contribution for the company & his ability to shoulder additional responsibilities. It also helps organization to fill higher level vacancies through internal resources. Through promotions, an employee gets a feedback that his contribution to organization is not going unnoticed. Promotion leads to better / higher designation, which satisfies his / her growth needs.

47.02 Promotion should always accompany additional / higher responsibility. Thus four factors would be considered:

i. Development of his Second in Command

ii. Potential / Capability to take higher responsibility

iii. Performance in the existing level

iv. Experience i.e. a minimum period spent in the existing level

As per the growth chart, following emerges :

Category of Employee

Min. no. of years to be spent in a level

Min. years to reach Level IX

L-IV

L-V

L-VI

L-VII

L-VIII

Level IV

DET

GET/ET/MBA

—

CA / CS ICWA/

—

Exception is possible only in case of recruitment of experienced person. This exception is restricted to only first promotion, after considering the relevance of past experience and initial fitment.

47.03 Since performance is one of the key factor for determining eligibility of employees for consideration for promotion. It is important to link performance rating with promotion.

47.03.1 As per the rating received by an employee on conclusion of appraisal process, he / she will earn points as per following details

RATING POINTS

OUTSTANDING 20

VERY GOOD 15

GOOD 10

47.03.2 Points earned by an employee over years shall be added. Employee shall be eligible for consideration for promotion, when he / she has accumulated points as per following table :

LEVEL	MINIMUM POINTS REQUIRED
IV TO V	60
V TO VI	60
VI TO VII	60
VII TO VIII	60
VIII TO IX	60

Merely earning the requisite points does not entitles an employee for automatic promotion.

47.03.3 In case of any promotion for Leader & above, unit to ensure availability of his / her second in command.

For Head & above promotions, selection procedure to be followed i.e. interview by a panel consisting of concerned SBU Head alongwith another SBU Head & Corp. Head. Only then they will recommend to MD for approval.

47.03.4 Track record i.e.- points earned for promotion of the employee has to be a part of green sheet & promotion recommendation form.

47.04 HRM will prepare list of all such cases, who have been recommended for promotion (level IV & above). These cases will be put up before the committee consisting of Business Head, Corporate Head, Corporate Business Head for approval as per Annexure – 49.

47.04 Promotions will be considered only during April, when appraisal process is completed. No case will be reviewed during the year.

47.05 In the case of promotion. Promotion letter will be issued as per Annexure – 50 to level IV and above, which will be signed by concerned authority and this letter shall be issued in person by the Departmental Head.

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PERFORMANCE APPRAISAL, INCREMENTS & PROMOTION OF OPERATORS (POLICY NO. 48)

48.01 REGULAR OPERATORS

48.01.1 The Department wise statement shall be prepared by the Unit HRM Department for all the regular employees.

48.01.2 Rating shall be recommended by his immediate superior and will be approved by Departmental Head. The rating should be done in the performance appraisal form as per Annexure – 51. Each Operator must sign on the Appraisal Form.

48.01.3 The rate of increment and the effective date shall be based on the rating as per the policy of the company.

48.02 Effective dates of increment for operators :

48.02.1 If an employee’s attendance is 260 & above days of working, the increments will be effective from 1^st April.

48.02.2 If an employee’s attendance is between 240-259 days, the increment will be effective from 1^st July.

48.02.3 If an employee’s attendance is less than 240 days, no increment will be given.

48.03 OTHER POINTS

48.03.1 If a person is promoted and his level is upgraded then the benefits applicable to his category shall automatically be given but no additional payments shall be made and the salary structure will be modified accordingly as per the new level.

48.04 Once the increments are approved, the photocopy of the statement shall be sent to accounts for the preparation of salary.

48.05 No increment letter shall be issued to these categories of employees.

48.06 PROMOTION (From Level III to IV)

48.06.1 Promotion is way of reward & recognition of an employee’s good performance and contribution for the company & his ability to shoulder higher responsibilities. It also helps organization to fill supervisory level vacancies through internal resources. Through promotions, an employee gets a feedback that his contribution to organization is not going unnoticed. Promotion leads to better / higher designation, which satisfies his / her growth needs.

48.06.2 Promotion in this category must always accompany higher responsibility. Thus following factors would be considered:

i. Vacancy exists for such position

ii. Ability to supervise the process and people

iii. Potential / Capability to take higher responsibility

iv. Performance in the existing level

48.06.3 Since performance is one of the key factor for determining eligibility of employees for consideration for promotion. It is important to link performance rating with promotion.

48.06.4 Concerned Unit HRM will prepare list of all such cases, which have been recommended for promotion (level III to IV). These cases will be put up before the SBU Head for approval (Annexure – 49).

48.06.5 Promotions will be considered only during April, when appraisal process is completed. No case will be reviewed during the year.

48.06.6 In the case of promotion. Promotion letter will be issued (Annexure – 50) which will be signed by SBU Head and this letter shall be issued in person by the Departmental Head.

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WELFARE

POLICIES

CAR SCHEME (LEVEL VII & ABOVE)

(POLICY NO. 49)

49.01 PURPOSE

49.01.1 The Company has a policy that level VII & above categories of employees are entitled to company’s car.

49.02 SCOPE

49.02.1 This policy is applicable to all units of the N.K. Minda Group.

49.03 SCOPE

49.03.1 Level VII and above category of employees of the Company shall be entitled for a Company maintained car as under:

Category/Level	Entitlement(including accessories)	46 Additional Permissible Amount (over & above entitlement)
Level VII	Any car not exceeding Rs. 2.50 Lacs and accessories not exceeding Rs. 10,000/-	Upto Rs. 1.25 Lacs
Level VIII	Any car not exceeding Rs. 4.00 Lacs and accessories not exceeding Rs. 10,000/-	Upto Rs. 2.00 Lacs
Level IX	Any car not exceeding Rs. 6.00 Lacs and accessories not exceeding Rs. 10,000/-	Upto Rs. 2.50 Lacs
Level X	Any car not exceeding Rs. 7.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver	Upto Rs. 3.00 Lacs
Level XI	Any car not exceeding Rs. 8.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver	Upto Rs. 3.50 Lacs
Level XII	Any car not exceeding Rs. 10.00 Lacs and accessories not exceeding Rs. 12000/- plus Driver	Upto Rs. 4.00 Lacs

NOTE: Employee can opt for any car other than MUV

49.03.2 The Company would provide car within the entitlement limit mentioned above against each category on ex-showroom price, however Insurance & Road tax will be extra.. However, employee would have the option to opt for a car, cost of which exceeds his entitlement but such excess amount not to exceed additional permissible amount as mentioned above.

49.03.2.1 There are different registration charges in various states. Hence, for car purchased outside Delhi, the entitlement is increased by an amount equivalent to difference between registration charges wherever applicable at the state/place of purchase vis-à-vis Delhi.

49.03.3 The Company will pay for the total value of the car including upto additional permissible amount and such total value would be the “Purchase value” of the car. However, a sum equivalent to 2.5% of the additional amount paid by the company would be deducted from concerned employee’s salary every month during the use of such vehicle by him/her i.e.- 48 months.

49.03.3.1 Part of pay of that concerned employee to be reduced to the extent of monthly recovery.

49.03.3.2 For the ease of operation etc., firstly the LTA entitlement of that particular employee should be reduced. In case LTA amount is not sufficient the balance can be deducted from any of the remaining part of pay entitlements.

49.03.3.3 In case the monthly amount to be recovered is less than the monthly LTA of that particular employee, then one way is to recover the amount in 48 months and monthly LTA of that particular employee to be reduced to that extent. Balance LTA to be given as per present rules.

49.03.3.4 Proper records ( in separate register ) to be maintained by the Accounts department showing month wise recovery made ( employee wise ).

49.03.3.5 When the total amount is duly recovered from the employee ( in 48 months or before ) the monthly recovery amount to be added back to his/ her salary.

49.03.4 Under the car policy, car will remain the property of company. In case the employee has opted for the car other than the entitlement, even then the vehicle will belong to the company.

49.03.5 Any additional fitment of accessories over prescribed limit shall be borne by the concerned allottee.

49.03.6 In case of breakdown of car, Level VII and above concerned shall plan possibility to join other Level VII & above to commute.

49.03.7 The car shall be maintained by the company on actual expenses incurred subject to details of logbook maintained as per format given below. The insurance of the car shall be to the account of the company.

DATE	KM READING	QUANTITY OF PETROL (LTRS)	AMOUNT (RS)

49.03.8 No major repair shall be permitted during the fourth year, however maintenance would be permitted with a limit of Rs. 10,000/- maximum during fourth year.

49.03.9 On completion of 4 years from the date of allotment of the car, the car shall be sold to the allottee at 20% of the basic entitlement or car cost whichever is lower (including ST if any).

49.03.10 Sales Tax to be levied on the amount of sale at the rates persisting at the time of sale of vehicle.

49.03.11 20% of the basic entitlement, which will be recovered from the employee concerned is inclusive of sales tax, this means sales tax will be borne by the Company.

49.03.12 If Level VII and above is allotted an existing old car (which shall however not be more than one year old car) he/she shall be eligible to buy as per the above norms i.e. on the car becoming 5 years old. He shall be eligible to buy it at 10% of the basic entitlement or car cost whichever is lower (including ST if any).

49.03.13 As per the Income Tax Rule, if a car is transferred to the employee at a value by considering depreciation @ 20% p.a. / 10% p.a. as the case may be, then there will not be any perquisite. However, if the transfer value is lower than the value so arrived by applying 20% / 10% depreciation, then such difference will be treated as taxable perquisite of the employee.

49.04 In case, employee leaves the services of the company before completing four years under the scheme, employee will have to compulsorily buy the car by making the payment given under. In case employee does not opt to buy the car, the company reserves the right to sell the car in the open market and recover the amount outstanding against the same from the proceeds of the sale. Any surplus from the proceeds of the sale will be paid to the employee and in case of any deficit; the same will have to be paid by employee and may be recovered from his full and final settlement of account.

Period	WDV as per I-T rule (Dep. 20%)	Transfer Value (On which car will be sold) Ref. Note*	Difference (For Perk Value)
During 1st 4 months	100	100%	0
I Year (4 – 12 months)	80	80%	0
II Year (12 – 24 months)	64	60%	4
III Year (24 – 36 months)	51.20	40%	11.20
IV Year (36 – 48 months)	40.96	25%	15.96

Note : Above % are % of Entitlement amount as per level.

49.05 If the employment conditions of an employee change, so as to alter his car eligibility, the employee may want to avail the new car as per the new entitlement. In such a case, the company has option to change car or defer it till due in normal course. When company decides to change (instead defer), concerned employee has to buy existing car, as per above %.

49.06 SBU Head to approve the sale of old car to User. On such a sale of the car, the allottee shall be entitled for a new car again for the cycle of 4 years.

49.07 Any allottee leaves the company who has been allotted Car has to compulsorily buy the car as per the table 49.04 & get the car transferred from Company before processing final settlement. Full & Final settlement payment will not be made to individual, unless he/she provides receipt of RTO for transfer of vehicle.

49.08 The intention of the above scheme is to provide a quality perk to the allottee and reward him/her with a right to dispose off or retain the 4 years old car (presumably used optimum by the company in that period) at his discretion for his tenure of 4 years continuous service put in.

49.09 Any deviation in the above as one time measure can be done by M.D. at his sole discretion to sort out discrepancies due to old car / late allotment of car, etc.

49.10 At the time of receiving the car, allottee has to fill the form of Taking Over of Company’ s Car (Annexure – 52A) & Car Option Form ( Annexure – 52B) that he has received the car with all accessories and with proper documents. This form will be filed in the service file of the employee, one copy will be given to him and the original copy will remain with the HRM Department.

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VEHICLE LOAN – INTEREST REIMBURSEMENT SCHEME

(POLICY NO. 50)

50.01 PURPOSE

50.01.1 The policy aims to facilitate employees to procure a vehicle with reimbursement of interest amount by the organization.

50.02 SCOPE

50.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

50.03 PROCEDURE

50.03.1 The entitlement for the reimbursement of 100 % interest amount of loan shall be as per the amount mentioned against each category :

CATEGORY	MAXIMUM LOAN AMOUNT CAN BE AVAILED FROM BANKS / FINANCIAL INSTITUTION	MINIMUM SERVICE REQUIRED
Level IV	35,000/- or 80% of the cost of two wheeler, whichever is lower	1 Year
Level V	2,00,000/- or 80% of the cost of car, whichever is lower (In case Level V employee wish to buy two wheeler, he/she can avail the loan as per clause applicable to level IV)	1 Year
Level VI	2,50,000/- or 80% of the cost of car, whichever is lower (In case Level VI employee wish to buy two wheeler, he/she can avail the loan as per clause applicable to level IV)	1 Year

50.03.2 The eligible employee can get the vehicle financed through the finance company, as per the norms mentioned in the above table. Installment will be paid by the employee, the company will pay interest part of the loan. Employee will ensure that Interest rate charged by the finance company should be negotiated and not more than prevailing market rate of interest.

50.03.3 Reimbursement of interest amount will be as per following criteria :

50.3.3.1 Loan amount will not be more than prescribed limit. If loan amount is more than prescribe limit, reimbursement of interest will be done on the basis of prescribed limit.

50.03.4 The duration of loan period will not be more than 36 months.

50.03.5 Interest subsidy that is given to individual is liable for taxation. Employee has to bear tax in this regard.

50.03.6 The concerned employee will intimate to Accounts Department, who will consider the value of perquisites while computing his taxable salary.

50.03.7 If promoted during the course of the loan, employee should complete current cycle and go for enhanced finance upon completion of the cycle only.

50.03.8 Employees who leave their service from the Group, prior to the repayment of the entire loan, reimbursement of interest amount will only applicable till the time he/she works for the organization.

50.03.9 It will be the responsibility of the concerned employee to bear the total cost towards the petrol and maintenance etc. and he will be entitled to the rates per km. for using his vehicle for official purpose as per the policy of the company.

50.03.10 For getting the reimbursement of interest of loan sanctioned, the concerned employee shall be making the application as per the Annexure – 53 A and B to his Departmental Head who will recommend the same to the HRM Department. The Accounts Department shall counter sign the recommendation as per the policy of the company and there after it will go to SBU Head for approval.

50.03.11 Employee can claim reimbursement of interest of loan either quarterly, half yearly or annually on submission of finance company statement clearly showing interest amount.

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LOAN & ADVANCE

(POLICY NO. 51)

51.01 PURPOSE

51.01.1 An employee advance /loan is a cash assistance given to an employee while he is in need of money due to unavoidable circumstances in his personal front. As a broad guideline the following reasons may be observed under the gambit of exigencies :

51.01.1.1 Marriage. (Self, dependent brothers/ sisters/ daughter/son).

51.01.1.2 Hospitalization of self/ dependent family members.

51.01.1.3 Ceremonies in the house of specific nature cause due to death of any first line family member.

51.01.1.4 Any other miscellaneous reason of grave nature/calamity that has caused a need for cash assistance to the employee with which the immediate superior is satisfied and has found the employee to be genuine and reasonable in his request.

51.02 SCOPE

51.02.1 This policy is applicable to all units of N.K.MINDA Group.

51.03 POLICY

51.03.1 An advance / loan can be granted to any employee who approach for loan / advance in writing addressed to his immediate superior. The immediate superior should put it up with his recommendation to the approving authority clearly stating his conclusive decision alongwith logic for such a decision.

51.03.2 Employee claiming a loan /advance shall be granted an amount which should as follows:

a)	Employee with 6 months & below employment in the Company	No loan is allowed but salary advance may be allowed which shall be deducted on immediate pay day.
b)	Employee with 6 months to 5 years employment in the company	2 months Basic + HRA Maximum
c)	Employee with 5 years and above employment in he company	3 months Basic + HRA Maximum

51.03.3 In case of 51.03.2 (b & c), amount will be deducted in ten (10) equally monthly installments.

51.04 A salary advance would mean an immediate need for cash to the employee for his personal need depending on his monthly salary due for logical reasons like his proceeding on leave till the pay day etc. This amount shall be granted as an advance, which shall, however, be adjusted against salary payable on the immediate pay day succeeding such a payment.

51.04.1 Salary advance will be paid on the basis of working days. The same are given as under, if,

A	Working day are	25 & above will get 80% amount of his salary
B	Working days are	20 to 24 will get 60% amount of his salary
C	Working days are	15 to 19 will get 40% amount of his salary.

51.05 As per the Income Tax Rule, interest free loan exceeding to Rs.20000/- if given to an employee then it will be treated as perquisite and will be part of taxable salary of the employee.

51.05.1 In view of the above the loan exceeding to Rs.20000/- is given to an employee, then the perquisite value will be calculated by applying the following interest rates on reducing monthly outstanding balance or such other rates as may be prescribed under Income Tax Act / Rule, from time to time :

Purpose of the Loan Rate of Interest (p.a.)

Marriage (refer 51.01.1.1) 13%

Hospitalisation (refer 51.01.1.2) NIL

Ceremony at House (refer 51.01.1.3) 13%

Housing – Construction / Purchase 10%

(Not for repair)

Others (Including Housing loan for repair) 13%

51.06 The above guideline shall remain as a thumb rule for the recommending authorities to decide loan requests from employees, which comes from time to time. However, it shall not become an entitlement of every employee to gain a loan / advance from the company every year and no employee would, however, be granted a loan / advance if he has not completed six months time of his last installments of deduction of his last drawn loan /advance. It is in any case expected from the recommending authorities that they prudently discriminate the genuine need and the unreasonable demands and put up their recommendation appropriately. While the upper limits have been mentioned the need based real approving authority for the above loan / advance shall be minimum of SBU Head. Deviations from the above guidelines, if any, shall be done only by MD.

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FESTIVAL HOLIDAYS

(POLICY NO. 52)

52.01 The company has the policy to declare 9 no. of festival holidays.

52.02 Following will be the standard festival holidays to be followed in all the units :

LIST OF HOLIDAYS
S.N.	OCCASION	DATE & MONTH
1	REPUBLIC DAY	26 JANUARY
2	HOLI
3	INDEPENDENCE DAY	15 AUGUST
4	RAKSHA BHANDHAN
5	JANAMASHTMI
6	GANDHI JAYANTI	2 OCTOBER
7	DUSSEHRA
8	DIWALI
9	VISHWAKARMA DAY

52.03 SUBSTITUTE HOLIDAYS

52.03.1 The substitute holidays are declared as per the following policy :

52.03.1.1 Holidays falling on weekly off days are substituted by declaring any other holiday.

52.03.1.2 The communication for declaring substitute holidays should preferably be given atleast 10 days in advance.

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UNIFORM

(POLICY NO. 53)

53.01 PURPOSE

53.01.1 This policy has been laid down to bring similarity among all the employees and to maintain uniformity.

53.02 SCOPE

53.02.1 This policy will be applicable to all Units of N.K.Minda Group. This covers all permanent employees i.e. Staff & Operators. However, temporary employees will be issued two aprons (no uniform), colour of the apron can be decided by unit.

53.03 POLICY

53.03.1 Each Unit can have different Uniform, however, within the Unit colour code, pattern, brand must be common.

53.04 SUMMER UNIFORM

53.04.1 Each employee will be provided two sets of summer uniform every year consisting of trousers & shirts. All new joinees will be given three sets of Uniform & if Company changes the colour/ pattern also.

53.04.2 The cloth will be provided by the company and stitching charges upto Rs. 500/- for two sets of uniform will also be borne by the company.

53.04.3 SBU Head may decide whether the logo of the company should be available on the uniform including shirt, jacket, cap etc for identity.

53.05 WINTER UNIFORM

53.05.1 WINTER UNIFORM : On joining, new employees will get one Sweater & one Jacket or two Jackets as the case may be. After that employee will get one Sweater or one Jacket every year. There will be no deduction of difference between Jacket & Sweater from employees.

53.06 Operators working in the Maintenance, Power Coating, Press Shop Deptt shall also be provided one piece of Apron along with uniform, which they can wear on need basis as required.

53.07 It is expected that all the employees shall be wearing shoe preferably black.

53.08 The uniform shall be given to the above category of employees from the date of joining.

53.09 The summer uniform shall be issued by 1^st April every year, winter uniform shall be issued by 1^st October every year.

53.10 All employees shall come on duty in the above said uniform and it should be neat & clean. Employees should wear uniform while visiting other units and outside for official purposes.

53.11 HRM Department of the respective units as well as the Departmental Head shall be responsible to check and ensure about the wearing of uniform in each case.

53.12 The HRM Department of the concerned unit shall purchase the cloth and shall issue the same to employee.

53.13 No deduction to be made against Uniform, from employees who are leaving the Organisation.

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MOBILE POLICY

(POLICY NO. 54)

54.0 PURPOSE

54.1 To have fast & better communication within the group.

54.2 SCOPE

54.2.1 This policy is applicable to all the units of N.K.Minda Group.

54.3 POLICY

54.3.1 Head & above category of Employees are eligible for cellphone. For other category of employees cellphone may be provided depending on the nature of work i.e. need to be in constant contact and mobility, with special approval of SBU Head.

54.3.2 The maximum price of handset is limited to Rs.10,000/- in case of Head & above category of employees, Rs.6,000/- in case of Leader and Rs. 3500/- in case of Member.

54.3.3 Unit HRM Dept. is responsible to obtain cellphone take over form (Annexure-57) and the same will be filed in the personal file of the user.

54.3.4 Employee can replace the handset once in two years, subject to handset is beyond repair. The old handset will be returned to GA dept. Each dept. should take necessary budget for handsets and monthly bill.

54.3.5 In case mobile is lost or damaged by the user before two years, he will have to purchase handset by himself and after two years he would be entitled for new handset as per policy.

54.3.6 Use of Mobile – No operator is allowed to use mobile at the work place. In case they bring mobile, the same to be kept in the locker provided to them.

54.3.7 The cost of cellphone would be budgeted as Revenue expenditure and would have to be budgeted. As it is not treated as Capital item, no CIJ is required for this. However, the quantity record of cellphones will have to be maintained and for this purpose a confirmation from each employee will be required as on December 31 of each year.

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FAMILY PLANNING INCENTIVE SCHEME

(POLICY NO. 55)

55.01 OBJECTIVE

55.01.1 The scheme is being introduced with a view to encourage the operators of the company to pursue small family norms.

55.02 SCOPE

55.02.1 This policy will be applicable to all Units of N.K.Minda Group. The scheme shall cover all regular operators of the company who have put in at least 2 years of service in the company and are in the age group of 25 to 45 years.

55.03 ELIGIBILITY

55.03.1 The incentive is admissible to the employee subject to the fulfillment of the following conditions of eligibility :

55.03.1.1 The employee and the spouse of the employee must be with in the ‘Reproductive’ age group. In case of a male employee, this would mean that he should not be over 45 years of age and his wife should not be over 40 years of age. In the case of a female employee, she must not be over 40 years of age and her husband must not be over 45 years of age.

55.03.1.2 Only one of the couple is eligible for grant of incentive at their option even when both of them under go sterilization operation.

55.04 INCENTIVES

55.04.1 Employee having upto two children will get cash reward of Rs.1000/- if he/she undergoes a family planning operation. The award is also permissible if the spouse of the employee undergoes the operation.

55.04.2 Cash reward of Rs. 2,000/- will be awarded, if the employee or his/her spouse undergo family planning operation, if the two children’s are daughters.

55.04.3 A cash reward of Rs. 500/- will be given to those employees who maintain minimum difference of three years between first and second child.

55.05 PROCEDURE FOR GRANT OF INCENTIVE

55.05.1 An employee may apply in the prescribed application form as at “Annexure – 55”, through proper channel for the grant of incentive to the HRM Department along with the requisite certificate (s) from the prescribed authorities, as mentioned in para 55.06.1 The HRM department will process and issue the sanction order.

55.06 COMPETENT AUTHORITY

55.06.1 In order to be eligible for the benefit under this scheme, the sterilization certificate should be issued by an authorized central authority of the hospital. Where this is not possible, the sterilization certificate issued by the Central Government for the purpose is sufficient. If the employee or his/her spouse undergo sterilization operation in a Private Nursing Home/Private Hospital is also eligible to

get incentive provided he or she produces a certificate from the concerned Nursing Home/Hospital duly countersigned by the Civil Surgeon/ District Medical Officer/Authorized Medical Officer (CGHS).

55.07 In addition to the cash reward, employee will be eligible for two days special casual leave, for the day of operation and next day for rest and recovery. These leaves are applicable even if his/her spouse undergoes the operation.

55.08 Combination of special casual leaves granted in connection with planning with other regular leave is permissible.

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MEDICLAIM POLICY

(POLICY NO. 56)

56.01 OBJECTIVE

56.01.1 Group Mediclaim Insurance policy is a welfare policy, which shall enable the employees to claim reimbursement of expenses in case of hospitalization for illness/diseases or injury sustained.

56.02 SCOPE

56.02.1 This policy is applicable to all the units of N.K.Ninda group.

56.03 Company shall acquire the policy in respect of all employees.

56.04 POLICY

56.04.1 This policy will be taken on the date of joining itself. Company will deposit an advance amount with Insurance company for inclusion of new joinees. On the day of joining, Unit HRM will intimate Insurance company for inclusion of new employee in mediclaim insurance from day one. Company will take floater policy including Maternity benefits having child care coverage for all employees, other than covered under ESI. Once an Employee is out of ESI scheme, company will immediately take the Mediclaim policy. Floater policy means all family members will be covered under the same amount collectively and not individually. The meaning of family is self, spouse and children. No other family members/ dependents of the employees will be included in the policy. If insurance company allows inclusion of any member at extra premium, the additional premium will be borne by the employee.

56.04.2 In case employee is already having Mediclaim policy, is exempted under this scheme subject to submission of copy of policy to the concerned HRM Head and he is entitled for reimbursement of the amount against the same as per his entitlement of premium amount.

56.05 APPLICABILITY

56.05.1 This policy shall be applicable through out the country.

56.06 GENRERAL POINTS

56.06.1 HRM will be responsible for all the activities related to Mediclaim i.e. information about illness to settlement of the claim, updation of employee’s list etc.

56.07 The sum insured in the different categories shall be as under :

S.N.	CATEGORY	SUM INSURED
1.	Level VIII & above	Rs. 1,50,000
2	Level VI & VII	Rs. 1,00,000
3	Upto Level V	Rs. 75,000

56.08 CLAIM

56.08.1 Preliminary notice of claim with particulars relating to policy number, name of insured person in respect of whom claim is made, nature of illness/injury name and address of the attending medical practitioner / hospital/ nursing home should be given to the insurance company within seven days from the date of hospitalization/injury/death .

56.09 PROCEDURE

56.09.1 Policy will be taken in the Company’s name on the behalf of the employees, the premium shall be paid by the company.

56.09.2 In case employee Leaves Company during the policy period, he/she can get it renewed himself/herself in order to maintain the continuity of the policy. However in this case he/she will not be eligible for advantage of discount.

56.09.3 After taking this policy, employee can avail the weekly benefits of accident insurance policy also side by side.

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ACCIDENT INSURANCE POLICY

(POLICY NO. 57)

57.01 PURPOSE

57.01.1 To take insurance cover for the employees under Group Accident Insurance Policy.

57.01.2 To provide monetary benefit in case of accident.

57.02 SCOPE

57.02.1 This policy is applicable for all the employees of N.K.Minda Group including those who are covered in ESI scheme. In case employee is already having Accident Insurance policy, is exempted under this scheme subject to submission of copy of policy to the concerned HRM Head and he is entitled for reimbursement of the amount against the same as per his entitlement of premium amount.

57.03 POLICY

57.03.1 This policy is applicable to the following categories of employees as per the amount mentioned against each category. The benefits under the above said scheme shall be available as under :

S.N.	CATEGORY	AMOUNT
1	Level VI & above	Rs. 5,00,000/-
2	Level V	Rs. 3,00,000/-
3	Level – II to IV	Rs. 2,00,000/-
4	Level – I	Rs. 1,00,000/-

57.03.2 The company will take the policy in its own name. The premium of the policy shall be borne by the company.

57.03.3 Processing of claims : Bills and claims of any employee should be submitted in appropriate form with enclosure to HRM department for interface & conclusion with Insurance company to result in reimbursement of claim. Any employee wish to make a claim should obtain blank claim form from HRM department and intimation as to accident should always be made to HRM as and when such accident occurs.

57.04 The administration of this scheme is the responsibility of the HRM Department.

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ADARSHNIDHI (DEATH RELIEF SECHEME)

(POLICY NO. 58)

58.01 PURPOSE

58.01.1 In the event of unfortunate demise of a fellow employee, other employees will contribute a token amount to be given to the next of kin of the deceased employee. This scheme would not only provide a monetary support to the deceased employee’s family but would also convey a message that all employees belong to a family and show concern for each other.

58.02 SCOPE

58.02.1 This policy is applicable to all the unit of N.K.MINDA Group.

58.03 SCHEME

58.03.1 Token amount of contribution shall be as follows:

LEVELS	AMOUNT (Rs)
UPTO III	25
IV	75
V	150
VI	250
VII	400
VIII	600
IX	1000
X & ABOVE	2000

58.03.2 50% of the total amount of contribution received from the employees shall be contributed by the organization and then cheque will be released by Corporate Finance department.

58.04 The scheme will be operative in the following way :

58.04.1 The employees will be asked to submit a declaration form as per “Annexure – 56”. In this form the employee would convey his willingness to be member and would authorize recovery of his/her contribution from the salary. The declaration form would also have a column where the employee will mention the nominee.

58.04.2 As soon as the information about the death of an employee is received. HRM Department will inform the Account Department to recover the contribution from the next salary. Rs. 30,000/- would be given to the nominee immediately on death of individual by the parent company. Balance amount will be paid as per policy.

58.04.3 The cheque should be delivered by the Unit HRM Head along with a condolence letter from the SBU Head.

58.04.4 In case of operators the cheque will not be delivered directly to their nominees. Unit HRM will open an MIS A/c (monthly Income Scheme) in the name of the nominee in the post office near his/her residence. The cheque will be deposited in that account and the nominee will get monthly interest on that amount.

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DEPARTMENTAL GET TOGETHER

(POLICY NO. 59)

59.01 PURPOSE

59.01.1 To improve team building among the employees.

59.02 SCOPE

59.02.1 This policy is applicable to all the units of the N.K.Minda Group.

59.03 PROCEDURE

59.03.1 Departmental Head should organize a get–togather of his department twice a year.

59.03.2 100% expenses or Rs. 400/- per person twice in a year will be borne by the Company( whichever is lower).

59.03.3 SBU Head to monitor whether such get-togethers can be organized inter / intra department.

59.03.4 Budget provision to be made by respective Departments.

59.03.5 Each SBU head to ensure atleast one meeting with his MMC’s family members in a year.

59.03.6 Units may organize atleast one picnic with all Employees and one cultural programme involving operators/ organized by operators in a year.

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DIWALI – GIFTS, SWEETS AND BONUS

(POLICY NO. 60)

60.01 PROCEDURE FOR THE PURCHASE OF GIFTS / SWEETS & ITS DISTRIBUTION

60.01.1 The company has the policy to give gift to all the employees irrespective of level including Temporary employees and drivers attached to employees. The Employees through contractor will be given only sweets.

60.01.2 Cost of the gift should not exceed Rs. 400/- per employee

60.01.3 The sweets amounting to Rs. 150/- per employee to be distributed to all the employees.

60.01.4 The items to be decided for distribution of gift to all the units will be decided by the committee to be decided before Diwali.

60.01.5 The responsibility to purchase the gift rests with the committee.

60.01.6 Each Unit should submit the nos. of gifts atleast 30 days in advance from the date of the distribution.

60.01.7 The sweets shall also be decided by the above said committee.

60.01.8 The cost of gifts/sweet shall be borne by each unit.

60.02 DISTRIBUTION OF BONUS

60.02.1 The bonus wherever applicable will be distributed along with the gifts and sweets.

60.02.2 Rs. 101/- to be given to the employees as “Shagun” who are exempted from Bonus limit.

60.02.3 An employee who is working with in a unit where the bonus is not applicable, he may be entitled to have an ex-gratia payment equivalent to the amount declared at the previous unit from where he was transferred only in the first year.

60.02.4 It is also the policy of the company that the bonus will be paid to employees only after the accounts are finalized and bonus declared by the management.

60.02.5 For employees (Staff and Operator) leaving the company before the declaration of bonus, the bonus shall be settled at the time of his settlement of account if the bonus is applicable.

60.03 DIWALI GREETING CARD

60.03.1 The company has the policy to send Diwali Greeting Card to the important persons who comes into the contact of the company.

60.03.2 Each unit should send their requirement to Switch – Marketing Deptt, which will get the same purchased in bulk and distribute to the Indenting Units atleast 20 days before the Diwali Day.

60.03.3 The cost of these Diwali cards shall be borne by concerned unit.

60.04 Family get together : A Family get together of group MMC and their 2^nd Line on Diwali to be organized by Corporate HRM.

Similarly a Family get together of Unit MMC and their 2^nd Line on Diwali to be organized by Unit HRM.

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ANNUAL DAY CELEBRATION

(POLICY NO. 61)

61.01 ANNUAL FUNCTION

61.01.1 The objective of celebrating Annual Day is to give recognition to all the employees of the unit for their contribution. This opportunity is to be utilized for honouring the recipients of service awards, attendance awards or any other such honour. Efforts are to be made such that every member of the team gets the opportunity to interact with Senior Management Staff and is also able to participate in the celebration.

61.01.2 The celebration is to be from one of the following options :

61.01.2.1 A picnic with all the employees. Destination should be such that the bus journey is not more than 2 hours one way.

61.01.2.2 A Pooja ceremony to be organized in the unit on the day of Annual day celebration.

61.01.2.3 A cultural programme to be organized in such a way that employee’s participation is ensured.

61.01.3 No working day is to be lost due to Annual Day celebration. If Pooja or Cultural evening is planned on the actual date of Annual Day, maximum 2 hours Production /Office hours loss is permitted. If picnic is to be planned, it should be on a Sunday/Holiday.

61.01.4 During the Annual Day which are being celebrated, following awards /Prizes are also distributed.

a. Best Operator – skill wise (min. 5 skills)

b. Best Line of the year

61.02 ATTENDANCE AWARD: The company has policy to recognize the employees who are best in their attendance and the best 3 employees are selected on the basis of their attendance in the company and given certificates along with gifts. The procedure for counting the no. of days of attendance is the actual full day presence.

61.03 LONG SERVICE AWARD: The company has the policy to distribute award to all those employees who have completed the following no. of years of service in any of group company. They are distributed the long service award mentioned against each category.

YEAR	AWARD	APPROX. WEIGHT OF MOMENTO
05 YEARS	SILVER MOMENTO	100 Grams
10 YEARS	SILVER MOMENTO	200 Grams
15 YEARS	SILVER MOMENTO	350 Grams
20 YEARS	SILVER MOMENTO	500 Grams
25 YEARS & ABOVE	SILVEL MOMENTO	600 Grams

61.03.1 SILVER Momento can be given with the MINDA logo and tenure of his service in Minda inscribed on the same plus a Certificate signed by the Chairman/M.D. highlighting the contribution made by the employee.

61.03.2 Photographs of those persons who will be awarded with Long Service Award is to be displayed on the notice board atleast one month in advance from the date of annual day of the unit concerned.

61.03.3 During Annual Day Function, families of Employees served more than 10 Years and above will be invited. Further it is at discretion of SBU Head to invite family of Unit MMC Members.

61.03.4 Whenever Units are located in same complex ( for e.g.- Switch Manesar, Corporate, Minda Impco) Annual day will be celebrated jointly.

61.04 LUCKY DRAW

61.04.1 During the Annual Day, Lucky Draw to be held and where the name of all the employees should be in a box and a operator preferably oldest one, should come on the stage and take out the 3 slips from the box and the 1^st , 2^nd , and 3^rd luckies be awarded.

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FESTIVAL CELEBRATIONS

(POLICY NO. 62)

62.01 NEW YEAR

62.01.1 Sweets should be distributed on 1^st January every year to all employees.

62.02 LOHRMI FESTIVAL

62.02.1 On Lohri festival sweets (preferably ground nuts and rewaries) to be distributed to all the employees in the evening at the close of the working hrs.

62.03 AKADSI FESTIVAL

62.03.1 On Akadsi traditional Prasad (preferably Lassi, Musk Melon and Mango) to be distributed to all the employees.

62.04 MANGALWAR

62.04.1 An employee to be sent to the temple for “Bhog” and distribute the “Prasad” to each and every employee of the Company including the guests who are present at the reception as well as in the office.

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POLICY ON RE-INDUCTION / RE-RECRUITMENT OF EMPLOYEES

(POLICY NO. 63)

Employees are the best ambassadors of the organization even after they leave. In today’s market conditions where the professionals with right skills and attitude are scarce, it makes sense to rehire the ex-employees on selective basis. The company has the benefit of having known the performance and cultural fitment in the organization.

But there must be some guidelines and same be included in the HRM policy manual.

63.01 GUIDELINES for RE-INDUCTION

63.01.1 The former Employee may be considered for Re-induction in cases where :

63.01.1.1 He/she left on an amicable note

63.01.1.2 His/her past performance/rating of last 3 years, before leaving us preferably be “very good” or above.

63.01.1.3 Has settled his dues and has not breached the contract terms in terms of confidentiality etc.

63.01.2 He/she must have made valuable/good contributions in his/her areas.

63.01.3 He/she must now be considered as a good professional with high competence

63.01.4 To watch out that he will not upset the internal equity or do not pay him higher then others who have stayed with the organization. Unless he has acquired a rare skill which others do not have.

63.02 Therefore, the factors to be considered while Re-induction should be:

63.02.1 Past Performance

63.02.2 Competence, and

63.02.3 Expertise in certain areas.

63.02.4 Need of the organization, to re-induct.

63.02.5 The former employee must not have left/departed on bad note, to say that; there was nothing adverse against him/her in terms of integrity, discipline, behavior etc.

63.02.6 Re-induction must be against an existing approved vacancy. The period of leaving should not be a major point. At any given point of time, if the former Employee can do value addition, should be considered for Re-induction.

63.03 PROCEDURE

63.03.1 Before making rehire decision a prior written approval on given format (Annexure “46”) from MD through Corporate HRM be obtained.

63.03.1 If an employee rejoins he/she will be re-recruited with normal average increment for the period based on his last ratings i.e. at a level/grade he/she would have reached had he continued in the organization.

63.04 Such cases should be very limited and need based only, with justifiable reasons. Re-induction should be in exceptional cases only.

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MARRIAGE GIFT

(POLICY NO. 64)

64.01 There shall be a Company gift on self-marriage of the employee of any level, who gets married. The terms shall be as follows.

64.02 Gift shall be of worth Rs. 2100/- ( Cash or in kind).

64.03 The employee should be a permanent employee of the company. (includes probationers and trainees)

64.04 The concerned department head of such an employee who is getting married shall ensure that the gift is presented to him/her. The voucher pertaining to the same shall be authorized by the department head. The voucher should be accompanied with the marriage invitation copy in all possible cases.

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HRM FUNCTION

(POLICY NO. 65)

65.01 PURPOSE

65.01.1 This policy has been laid down to clarify the role of HRM Function.

65.02 SCOPE

65.02.1 This policy is applicable to all the units of the N.K.MINDA Group.

65.03 POLICY

65.03.1 With the perspective to have defined role of HRM following roles have been defined for these functions.

65.03.2 In all the units, HRM function will be headed by one person. The day to day HRM will be looked after by Units individually. At Corporate, all the policies and guidelines will be framed in consultation with unit HRM. In case of any support, unit may refer to Corporate HRM.

65.03.3 Role of HRM department

Adherence to HRM Policies

Recruitment & Induction – Staff

Personal Files – Staff

HRM Policy formulation & implementation

Training & Development – Staff & Operators

Performance Appraisal – Staff & Operators

Manpower Planning – Staff

Employee Engagement Survey

Competence Mapping & Improvement – Staff

Career Planning

Communication (Magazine etc.)

Emotional Support to People

Reward & Recognition

Exit Interview – Analysis and Action Plan

Employee Retention Strategies

Improve Team Building

Work Culture and Environment

Contribution to Society

Open House

Get-Together/Unit Address/Birthday Celebration, etc.

Mentoring

Job Rotation, Enlargement & Enrichment

Internal Customer Rating

Adherence to HRM Policies

Recruitment & Induction – Operators

Personal Files – Operators

Payroll HRM – For all employees except CPR

Statutory Compliances (PF, ESI, Factory Act, Pollution, Country Town Planning, Fire, Electricity, Contract Labour, Employment Exchange, etc.)

Labour Cases

Annual Day Celebration

Security

Canteen

Transportation & travel arrangement

Uniform

Insurance (Mediclaim & Accident etc.) for all employees

Time Office for all employees

Upkeep & house keeping of unit premises

Telecom Systems – Telephone, Mobile, Fax, etc.

Office facilities (Furniture, AC, Lights, Fans, etc.)

Front Office & Mail Systems

Risk Management Systems

Employee Safety

Disciplinary administration and Grievance Handling related to facilities

Employee Separation

Welfare – Loan, Advances, vehicle loan, etc.

Car, Mobile, Laptop

Rest Room

Formulation & Approval of Standing Order.

Guest House administration

Liasoning with Govt. authorities

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CANTEEN POLICY

(POLICY NO. 66)

66.01 PURPOSE/ SCOPE

66.01.1 This policy has been laid down to provide the food and tea at the work place for all, where the canteen facility is available.

66.01.2 Company will provide the Food at the specified place for all where the canteen is available.

66.01.3 The food will be subsidized by the company.

66.02 DISTRIBUTION OF TEA

66.02.1 Company shall provide tea two times in a day.

66.02.2 Tea will be served to all the employees at the specified place decided by the HRM.

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NEW YEAR DIARY

(POLICY NO. 67)

67.01 ENTITLEMENT

67.01.1 All the level IV and above employees are distributed the standardized Company’s diary as follows:

67.01.1.1 Level VI and above – Diary having their names printed on it.

67.01.1.2 Employees at the level of IV & V are distributed the standardized diary for their official use only.

67.02 Appointment Diary (Planner) is distributed to all the Level VI and above.

67.03 In no circumstances this diary should be given to outsiders.

67.04 DISTRIBUTION OF DIARY

67.04.1 Switch Division HRM department will be responsible for making its arrangements and distributing the same to each unit.

67.05 Cost of these diaries shall be borne by each unit.

67.06 Each Unit should send their requirement by 15^th November to Switch Division HRM department.

67.07 Switch Division HRM department should see that the diaries are sent to the respective unit by 20^th December and the Unit HRM department should distribute the diaries to employees by 25^th December, every year.

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MENTORING

(POLICY NO. 68)

68.01 PURPOSE

68.01.1 This policy has been laid down to facilitate the employees to grow with the organization by support and guidance of senior members of the organization.

68.02 SCOPE

68.02.1 This policy is applicable to all the units of the N.K.Minda Group.

68.03 POLICY

68.03.1 Each member of Group MMC to become Mentor of one GET & one Fast Track employee of his unit. Each Unit MMC Member/ SBU Heads/ MD will also become Mentor for Trainees recruited through Campus.

68.03.2 All the Trainees recruited through Campus will have one Mentor for initial 2 years.

68.03.3 Mentor to be in a different function / department.

68.04 Meeting with Trainee : Mentor’s first meeting with the Mentee should be introductory. How they can contact each other and be available as and when required.

68.05 Frequency and Timing of Meeting :Meeting between Mentor and Mentee should be held atleast for 2 hours once in a month.

68.06 It is also advised that the Mentor has one lunch or dinner outside office with Mentee once in six months. This will give the opportunity to Mentee and Mentor to understand each other more better.

68.07 During Performance Appraisal of Mentee, Mentor will not participate.

68.08 Benefits of Mentoring :

Mentoring creates empowered people.
It generates people’s goodwill.
A development culture settles in the organisation.
There may be a higher employee retention.
Core values of the organisation may be passed from generation to generation.

68.09 MENTOR

68.09.1 Counseling is part of the role of Mentor. Mentor essentially helps the Mentee to deal more effectively with such subjective and personal questions as “Where am I going with my life?”, “My career?”, “What is that I really want?”, “What is the worse and best of life that I have experienced so far?” etc.

Thus a Mentor needs to possess both Counseling and Coaching skills. A mentor needs to make himself available for the Mentee, not for dealing all his problems and frustrations, but available enough to help him over issues related to his growth in the organization.

68.10 MENTEE

68.10.1 For a mentoring relationship to be successful, both individuals need to possess certain personal qualities. Mentee must be open minded and willing to learn. They should also be prepared to consider their weaknesses and be able to develop a high level of self-awareness.

68.11 WHAT DO MENTORS DO?

68.11.1 Most successful mentoring relationships go through four phases:

Establishing Rapport (Initiation)
Direction Setting (Getting Established)
Progress Making (Development)
Moving On (Finalizing /Maintenance)

Each of the phases has its own tasks.

68.12 Establishing Rapport

Tasks: During this time the Mentor and the Mentee will :

Exchange views on what the relationship is and is not
Agree a way of working together
Set up a way of calling meetings, frequency, duration, location

68.13 Direction Setting

Tasks: The Mentor and Mentee will :

Learn about the Mentee’s style of learning
Think through the implications of their style for how they will work together
Diagnose needs
Determine learner’s goals and initial needs
Set objective measures
Identify priority areas for work
Clarify focus of their work
Begin work

68.14 Progress Making

Tasks: Now the Mentor and Mentee will:

Create a forum for progressing the Mentee’s issues
Use each other’s expertise as agreed
Establish a means for reviewing progress and adapt the process in the light of this review
Identify new issues and ways of working that are required
Be ready for the evolution of the relationship

68.15 Moving On

Tasks: Now the Mentor and the Mentee will:

Allow the relationship to evolve
Move to maintenance
Review what can be taken and used in other contexts

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JOB ROTATION POLICY

(POLICY NO. 69)

69.1 PURPOSE

69.1.1 It has been felt that most of the senior executives are continuing with the same functions and for the same product range / SBU, which is limiting their exposure and vision just to their own SBU.

69.1.2 Job Rotation is to give these members an insight of the working of other departments / functions, which will make them versatile and also help them in understanding the problems being faced by their counterparts. This will also help in building a strong second line.

69.1.3 As it is expected that the vision of an executive placed at that level should be of organizational level and not limited to his department / Unit / SBU. By introduction of this policy, this concern can also be addressed.

69.2 SCOPE

69.2.1. This policy is applicable for MD’s MMC and Unit MMC members.

69.3 POLICY

69.3.1 Every year minimum one rotation from MD’s MMC as well as from Unit MMC member.

69.3.2 Executives who have spent more than three years in a particular Department / Division could only be moved to another Department / Division, where he / she should remain for minimum three years.

69.3.3 For smooth take over of the department, overlapping period of minimum two months shall be given to the executive.

69.3.4 While rotating an employee, he / she will be extended all possible help to acclimatize himself with the new department / division and necessary training inputs with respect to various key aspects like commercial, technical, legal etc. shall be arranged.

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CASH SECURITY SYSTEM

(POLICY NO. 70)

70.01	PURPOSE:
70.01.1	To have a standard written & specified procedure for cash disbursement.
70.02	SCOPE: This procedure will be applicable to all the Units of N. K. Minda Group.
70.03	PROCEDURE: The following procedure has been laid down.
70.03.1	The Cashier shall responsible for the cash disbursing, verification & its tallying with the day book at the close of business on every day.
70.03.2	The cashier shall be responsible for any variance in the cash and controlling its key and shall hand over its duplicate key under safe custody of Unit Finance Head.
70.03.2.1	Physical verification will be carried out by UFH twice in a month.
70.03.2.2	The cash payments will be made on the basis of rounded off to the nearest rupee.
70.03.3	It is prime responsibility of the cashier to get exchanged the soiled notes once in a month and at the time of exchanging the soiled notes he has to make details of each and every currency alongwith number of the notes in the letter head of the company duly signed by the authorised signatory and torn notes should be pasted.
70.03.4	The Cashier shall be responsible for maintaining day book (Manual/ Computer generated) on daily basis / on disbursement day, after making the payments of a day and shall enter all the vouchers in the day book consisting voucher number and whom amount is paid and shall tally with the physical cash available with him and shall make a detail of cash lying in the cash box on daily basis/ disbursement day.
70.03.5	The cashier shall make payment on days as approved by SBU Head (maximum 3 days in a week) and in case of Corporate Office the payment shall be made twice in a week, first payment shall be made on Tuesday and second payment shall be made on Saturday. The time of cash disbursement shall be fixed by Unit Finance Head/Business Head.
70.03.6	Before making any payments the cashier shall verify the correctness of vouchers and approval as per authority norms for all the vouchers which are to be paid and shall allot the correct account head on which amount to be booked and shall mention narration and voucher number started from 1^st day of financial year as per the serial number.
70.03.6.1	Cashier should ensure proper and adequate supports with the voucher before making any payment. In case of Bill stating cash/credit than, Cash Receipt of vender must be there as a proof of cash payment.
70.03.7	The Unit Finance Head and SBU Head shall decide to keep the minimum cash for smooth functioning of the organisation.
70.03.8	After making the payment he shall put a stamp that is called “PAID” stamp on every voucher which is paid and entered in the day book and shall monitor serially started from 1^st day of the financial year and shall call the Binder after close of every quarter for voucher binding and other records of the organisation.
70.03.9	The cashier shall affix revenue stamp of one rupee in the case of cash transactions of the value of which exceeds one thousand rupees.
70.03.10	The cashier shall make credit entry in the respective account when he receive the cash from the employee.
70.03.11	The cashier is responsible to maintain staff advance control register, imprest control register, and part of the salary register, whenever he will make the payment of aforesaid nature of expenses he shall make an entry in the respective control register of individual a/c accordingly. The imprest account must be brought to nil quarterly (30^th June, 30th Sept, 31^st Dec. & 31st March)
70.03.12	The cashier is also responsible for checking of the payroll and its scrutinizing and disbursement of the salary in time or as per salary procedure.
70.03.13	The cashier is responsible for adequate insurance coverage of cash i.e. cash in safe, cash in transit, transit within limit, Fidelity of the person handling cash, cash in safe for fire and responsible for its renewal timely (extracted for ready reference is mentioned in para 3.13.1. & 3.13.2.).
70.03.13.1	CASH IN SAFE: Adequate coverage of insurance must be done to ensure that the total cash in safe is under insurance coverage and actual amount kept in safe does not exceed the insured limit. Whenever the cash is withdrawn for specific purpose say wages, than policy for that period to be enhanced by that amount.
70.03.13.2	CASH IN TRANSIT: The coverage of insurance in respect of cash in transit should be taken till the amount is disbursed at the office and the amount in transit should also be within the limit. Whenever cash is withdrawn it should be entered in a Register kept with cashier to know about utilized value as well as the pending insurance cover for in transit. When the amount is inadequate next policy is to be taken. The above insurance policies in respect of cash should also cover fidelity of the person handling cash and coverage of the person handling imprest.
70.03.13.3	For Cash withdrawal, Company’s Car will be preferably used irrespective of the amount of Cash withdrawal. The person who will be withdrawing the cash be changed i.e. same person should not withdraw cash from the Bank. Atleast two persons must go to the Branch to withdraw the cash if amount is more than Rs.1.00 Lacs and UFH to ensure only those persons to withdrawal of cash whose names are furnished with the insurance company to avoid any claim loss, if any.
70.03.14	The cashier shall make plan for cash withdrawal on every day as per cash plan and in case of falling bank holiday, he shall withdraw the cash well in advance. Whenever cashier proceeds on leave he shall inform to his immediate superior well in advance and shall handover the cash appearing in the day book before proceeding on leave.
70.03.15	No payment shall be made in cash a sum exceeding twenty thousand rupees, if any payment is more than twenty thousand rupees the cashier shall make an account payee cheque or demand draft drawn on a Bank in such cases.
70.03.16	The cashier shall keep all the important documents such as Fixed Deposit Receipts issued by Banks.

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LAPTOP POLICY

(Policy No. 71)

71.01 PURPOSE

71.01.1 To meet the requirement of fast & better communication, employees may need to use information and data readily available all the times.

71.01.2 Laptops are required to be given to employee who needs to move frequently for official purposes.

71.02 SCOPE

This policy is applicable to all the units of N.K.Minda Group.

71.03 POLICY

71.03.1 Senior employees required to move frequently and requiring information and data easily available with them all the time. Hence it is decided that employees of Level IX & above are entitled for laptop, subject to their function require the same.

71.03.2 The configuration of Laptop will be finalized by Head – Group IT.

71.03.3 Above category of employees can purchase any Laptop as per following limit.

Business Head : Up to Rs. 1.30 Lacs

Level IX & Above : Up to Rs. 1.00 Lacs

Depending upon the nature of the job, MD may approved laptop for other level of employees also, however, cost of such laptop should not exceed Rs. 60,000/-.

71.03.4 On issuing the Laptop to employee, unit HRM to obtain company asset take over form (Annexure – 54) and the same will be filed in the personal file of the user.

71.03.5 As technology is changing fast, laptops are also required to be updated regularly. Laptop can be replaced once in three years depending on the recommendation of Group IT department. In such case old laptop can be sold to the supplier in buy back scheme.

71.03.6 IT dept. will ensure that Insurance policy for Laptop is taken at the time of purchasing the laptop.

71.03.7 The quantity record will have to be maintained and for that purpose a confirmation has to be taken from each Laptop allottee by December 31 every year.

71.03.8 The Laptop would be budgeted under Capital items and CIJ has to be put up to MD for approval.

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OPEN HOUSE

(Policy No. 72)

72.01 PURPOSE

72.01.1 To meet the all staff members on regular basis to have better interaction with them.

72.02 SCOPE

This policy is applicable to all the units of N.K.Minda Group.

72.03 POLICY

72.03.1 Quarterly Open House shall be planned for 2^nd Line of SBU Head for his Unit.

72.03.2 Yearly Open House shall be planned for 2^nd Line of MD by Corporate HRM.

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EXECUTIVE HEALTH CHECK UP(LEVEL-VIII & above)

(Policy No. 73)

73.01 PURPOSE

73.01.1 For Medical check up of Level VIII & above employees.

73.02 SCOPE

73.02.1 This policy is applicable to all the units of N.K. MINDA Group.

73.03 POLICY

73.03.1 Corporate HRM will identify Hospital & Scheme for Annual Check up. Unit HRM will co-ordiante the activity.

73.03.2 Provision of the budget will be taken care by Unit HRM.

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CREDIT CARD( L IX & ABOVE)

(Policy No. 74)

74.01 PURPOSE

74.01.1 To provide credit card for Level IX & above Employees.

74.02 SCOPE

This policy is applicable to all the units of N.K.Minda Group.

74.03 POLICY

74.03.1 Provide Visa/ Master credit card to employees. The annual subscription charges will be borne by Company.

74.03.2 Providing credit card will be the responsibility of Unit HRM department.

74.03.3 To use the credit card while on tour or for official purpose.

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SUPERANNUATION POLICY( LEVEL IX & ABOVE)- AS APPLICABLE

( POLICY NO. 75 )

75.01 SCOPE

75.01.1 This policy is applicable to all the units (as applicable) of the N.K.MINDA Group.

75.01.2 To applicable to all employees Level – IX & above.

75.02 PROCEDURE

75.02.1 15% of basic salary will be contributed in individual account on monthly basis. This contribution will be transferred to the Superannuation Trust.

75.02.2 Employees will get statement of accounts from respective accounts department of Units on yearly basis.

75.02.3 At the time of retirement or in case of separation (by any other reason) the employee become eligible to claim pension from LIC. In addition he also has the immediate option to get1/3^rd of total outstanding amount by way of commuted pension. For claiming of the same the Employees or his/ her legal heir has to fill up the forms available with Unit HRM.

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IMPORTANT DECISIONS TAKEN DURING HRM POLICY REVIEW:

1. For any achievement, Gifts will be common for Staff and operators, same Diwali policy will be followed. SBU Head to decide the amount, however, amount should not exceed the Diwali Gift amount.

2. Decided that no plant will run on holidays. In case of emergency the written permission to be taken from Corporate Business Head / Corporate HRM dept. SBU Head is responsible for taking approval.

3. The deduction of Canteen amount for Operators will be Rs. 100/- per month, and there will be no change for staff deduction.

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ANNEXURES LIST

S.No.	Description	Annexure No.	Policy Reference	File Type
1	Adarshnidhi Declaration Form	56	58.04.1	Word
2	Application for Family Planning Incentive	55	55.05.1	Word
3	Application for Part Time Operator	22	04.03.2.1	Word
4	Application for Vehicle Loan interest reimbursement approval form	53 (A & B)	50.03.10	Word
5	Appointment Letter of Trainees	03	01.04	Word
6	Appointment Letter of Trainees(After Confirmation)	05	01.04.1	Word
7	Appointment Letter of Operators	58	03.04.6	Word
8	Appointment Letter of Temporary Operators	59	04.03.02.1	Word
9	Appointment Letters( Level IV to IX )	12 (A to E)	02.08.4	Word
10	Appraisal Form – Operators	51	48.01.2	Excel
11	Appraisal Form (Half Yearly)	47	46.11	Excel
12	A. Appraisal Form (Yearly) B. 2^nd Line check list	48 48A	46.11 46.11	Excel Excel
13	Assessment of Probationer	23	05.02.1	Word
14	Bank transfer letter for Wages	61	18.03.2.1	Word
15	Bond Agreement – Foreign Training	44	45.03	Word
16	Car Take Over Form	52( A & B )	49.10	A-Word B-Excel
17	Confirmation Letter of Staff	24	05.04.3	Word
18	Declaration from Reference – Operator	20	03.04.2	Word
19	Employees Outgoing Register Format	36	33.03.1	Word
20	Exit Interview Form	41	42.03	Word
21	Extension Letter of Probation	25	05.04.3	Word
22	Feedback of new entrant	26	08.03.2	Excel
23	Final Clearance Form	39	41.01.6	Excel
24	Foreign Travel/ Training Approval Form	43(A & B)	26.09 44.08.2	Excel
25	Foreign Training-Deployment status	43(C)	44.08.4	Excel
26	Incoming Material Register Format	31	33.03.1	Excel
S.No.	Description	Annexure No.	Policy Reference	File Type
27	Induction Check List	17	02.10.3	Word
28	Induction Feed Back Form	19	02.10.4	Word
29	Induction Form	18	02.10.3	Excel
30	Inter Unit Transfer Form	37	40.01.2.2	Excel
31	Increment Letter	62-A&B	46.18.2	Word
32	Interview Evaluation Form Level IV,V & VI	07	02.08.1	Word
33	Interview Evaluation Form Level VII-IX	08	02.08.1	Word
34	Interview Evaluation Form Level X & Above	09	02.08.1	Word
35	Interview Evaluation of Operator	21	03.04.7	Word
36	Late Coming Employees Register Format	35	33.03.1	Word
37	Lease Agreement	30	29.03.8	Word
38	Leave Card	27	13.03.1	Word
39	Letter for Reference Checking	13	02.09.4	Word
40	Manpower Requisition Form	06	02.06.1	Excel
41	Offer Letter	10	02.08.2	Word
42	Offer Letter of Trainees	01	01.03.3	Word
43	Outgoing Material Register Format	32	33.03.1	Word
44	Performance Report of Trainee during training	04	01.04.1	Word
45	Performance Review of Trainees	02	01.03.4	Word
46	Personal file Check List Staff & Operator	28 (A&B)	16.03.1	Excel
47	Promotion Letter	50	47.06	Word
48	Recommendation for Promotion	49	47.04	Excel
49	Re-recruitment/ Re-induction Form	46	63.03.1	Word
50	Reference Checking from last Employer	15	02.09.6	Word
51	Reminder for reference Checking	14	02.09.5	Word
52	Reminder for reference checking from last employer	16	02.09.7	Word
53	Resignation Acceptance letter	60	41.01.5	Word
54	Returnable Material Register Format	33	33.03.1	Word
55	Salary Break up Form	11	02.08.3	Word
S.No.	Description	Annexure No.	Policy Reference	File Type
56	Service/ Experience Certification	40	41.05	Word
57	Taking Over of Company Cellphone	57	54.3.3	Word
58	Taking over of Company Asset	54	71.03.4	Word
59	Terms Amendment in Appointment – Foreign Training	45	45.03	Word
60	Training Feed Back cum evaluation form from individual and from Superior	42	44.06.3	Excel
61	Transfer Details Form	38	40.01.2.3	Excel
62	Travelling Norms – Inland	29	25.03.2.2	Word
63	Visitors Entry Register Format	34	33.03.1	Word

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Posted by Hrformats - January 4, 2012 at 6:52 AM

Categories: HR Tags: HR Manual, HR Policy

Performance Appraisal Procedure

PERFORMANCE APPRAISAL PROCESS / PROCEDURE

I / PURPOSE OF PROCEDURE:

• Provide an opportunity for the manager and his/her supervisor to set mutual objectives.
• Provide a fair and effective means for making personnel decisions.
• Recognize the importance of the manager’s contribution to institutional success.
• Provide a forum for open discussion of the manager’s individual strengths and for the identification of areas where improvement is needed.
• Improve the performance of the manager and, consequently, of the unit administered.
• Enhance the credibility of the management process, including the process by which decisions are made, in the eyes of those affected by the process.

II / SCOPE OF PROCEDURE:

• Apply for the evaluation of the entire company.

III / DEFINITIONS:

• No.

IV / CONTENTS OF PROCEDURE:

1. Identify performance criteria:

• The number of appraisal criteria for each position is from 3 – 10 criteria.
• The standards set should be clear, easily understandable and in measurable terms
• The appraisal criteria can be changed but must be the authority for approval and must be implemented for the relevant level before applying.
• HR department and managers/ supervisor will set up weight of each criteria and must be approved directors.

2. Communicating performance criteria:

• HR department should inform this procedure to all level of management and employees.
• The employees should be informed and the standards should be clearly explained in order to help them understanding their roles and to know what exactly is expected from them.
• Performance criteria should also be communicated to the appraisers or the evaluators and if required.

3. Measuring performance

Prepare.

HR dept should prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc – anything pertaining to performance and achievement.

Inform the appraisee:

• To ensure the appraisee is informed of a suitable time and place and clarify purpose and type of appraisal.
• Give the appraisee the chance to assemble data and relevant performance and achievement records and materials.

Review and measure

HR dept and managers / supervisors review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one.

Agree an action plan

• An overall plan should be agreed with the appraisee, which should take account of the job responsibilities and review strengths and weaknesses.
• The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic.

4. Comparing with desired criteria

• The actual performance is compared with the desired or performance criteria.
• The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance.

5. Discussing results

The result of the appraisal should be communicated and discussed with the employees.

• The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance.
• The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.
• The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus.

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Posted by Hrformats - July 15, 2011 at 4:20 AM

Categories: Compensation and Benefits, Performance management Tags: Performance Appraisal Procedure

Performance Appraisal Procedure

PERFORMANCE APPRAISAL PROCESS / PROCEDURE

I / PURPOSE OF PROCEDURE:

II / SCOPE OF PROCEDURE:

• Apply for the evaluation of the entire company.

III / DEFINITIONS:

• No.

IV / CONTENTS OF PROCEDURE:

1. Identify performance criteria:

2. Communicating performance criteria:

3. Measuring performance

Prepare.

HR dept should prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc – anything pertaining to performance and achievement.

Inform the appraisee:

Review and measure

HR dept and managers / supervisors review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one.

Agree an action plan

4. Comparing with desired criteria

5. Discussing results

The result of the appraisal should be communicated and discussed with the employees.

Click Here To Download Performance Appraisal Procedure

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Posted by Hrformats - July 13, 2011 at 10:44 AM

Categories: Compensation and Benefits, Performance management Tags: Appraisal Procedure, Performance

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Performance Appraisal Procedure

I / PURPOSE OF PROCEDURE:

II / SCOPE OF PROCEDURE:

III / DEFINITIONS:

IV / CONTENTS OF PROCEDURE:

Performance Appraisal Procedure

I / PURPOSE OF PROCEDURE:

II / SCOPE OF PROCEDURE:

III / DEFINITIONS:

IV / CONTENTS OF PROCEDURE:

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