KDS Group is a renowned group in Bangladesh having diversified business activities like garments, Textiles, Accessories, Steel Technologies and many others. They have a total employee of around 8000 people. KDS Accessories Pioneering the linkage to the robust garment industry KDS has most comprehensive accessories offerings of widest range of products.
KDS Accessories Started the journey with a paper corrugating unit and branched into various other operational division for KDS group and achieved to become a market leader of Garment accessories sources in Bangladesh. The current annual revenue is more than approximately USD 9. 6 million which are being targeting at around USD 16 million after the necessary changes in strategies and structures by 2007. The following are the products of Accessories Division Labels To further strengthen the portfolio, KDS has recently bought stakes into one of the finest woven label producing units in the country.
The products out of their woven label plant display a high precision quality; expected out of the state of the art machines. To complement the woven label machines, they have their own printed label facility to make the package complete. Products All kinds of labels in nylon, satin printed labels in satin and nylon paper center, meter & straight fold: 200 PCS per minute. Packaging KDS is one of the first corrugators in Bangladesh and has excelled ever since. Their products has been setting standards in quality that others followed and often a KDS carton box is used as a bench mark.
Their products range from heavy duty cartons for garment and sea food exports to the fine boxes made of duplex board containing lingerie or boxes. Their total power supply is backed up by the in house power generators to ensure on time delivery every time. Products – 3 Ply, 5 Ply & 7 Ply Corrugated Boards making the right box for the right job. – Master Cartons, Inner Cartons and all other types. – Back Boards and neck Boards from Duplex Board. – Paper sources / Korea / Singapore / Canada / USA / Bangladesh Plastic Hangers
KDS has come a long way since manufacturing for other brands of hangers. With Kmart approving KDS for global distribution, they have set an example in the industry by being the only Asian Company in the world to have this status. We have achieved this based on the consistency in quality, services and being competitive in price. Products Full range of Kmart hangers colored size tabs clips Sewing Thread KDS Thread was the second sewing thread manufacturing unit in Bangladesh, now having more than 6 years of manufacturing experience.
Their yarn sources has remained reliable over the years thereby their quality has been consistent ever since. They have stood out clearly in the market with the range of their products and the quality which they attained by using world class European machines such as Theis for dyeing and SSM for coning. Products – 20/2 3000m 30/2 2500m 50/2 4000m – 20/3 2000m 40/2 4000m 60/2 5000m – 20/9 500m 40/3 3000m 60/3 2500m Offset & Printing Their elaborate printing facility adds to the range of products KDS offers in the package of garment accessories.
Having one of the most sophisticated set ups in Bangladesh, They have catered to a wide variety of products like tags, art works, printed packaging and tickets with barcodes and an extensive range of screen printing on all kind of fabric. Products All kinds of offset & screen printed material on fabric, paper and stickers, Pre-press designing & Processing, Exposing, Developing & Plate making machines. Poly Bags Also amongst the first few poly bag manufacturers, KDS has by far the biggest production capacities in Chittagong and one of the largest in Bangladesh.
The quality of their poly bags with respect to strength and clarity keeps the customers satisfied and the competitors away. KDS Poly bags have been used by vendors manufacturing for high quality buyers like NEXT & FILA apart from many more. They deliver with the shortest lead times due to high production capacity and self generated power supply to back up the regular source eliminating production loss |ORGANIZATIONAL MISSION STATEMENT | Vision
To be a global Trims Solution Company, which facilitates and adds considerable value to the business processes of customers providing innovative services and products of global standards and locally competitive pricing. In doing so, KDS endeavour to establish loyal and mutually rewarding relationship with customers, employees, associates and shareholders of the company. Mission – Lead through innovation & intelligence – Prioritize Customer satisfaction – Global quality – Local pricing – Optimal resource utility at all times – Optimal use of information & technology Continuous development & growth of human capital – Every action of every person to be sincere and profit oriented – Create environment that drives intelligence amongst all involved |GUIDING PRINCIPLES FOR EMPLOYEE POLICIES | Laws Of The Land THE COMPANY WILL RESPECT AND ABIDE BY THE LAWS OF THE LAND IN WHICH IT OPERATES. STATUTORY CHANGES, IF ANY, WILL AUTOMATICALLY SUPERSEDE THE POLICIES, IN CASE ANY AMENDMENT COMES WHICH DOES NOT CO-EXIST WITH POLICIES Equal Rights
KDS ACCESSORIES IS AN EQUAL OPPORTUNITY EMPLOYER AND IS COMMITTED TO TREATING JOB APPLICANTS AND EMPLOYEES EQUALLY IRRESPECTIVE OF COLOR, CREED, RACE, NATIONALITY OR ETHNIC ORIGIN, SEX, MARITAL STATUS, DISABILITY OR AGE. Unlawful discrimination will occur if a person is treated less favorably than others are treated in the same or similar circumstances. The Company will not permit any job applicant or employee to be placed at a disadvantage by requirements or conditions that have a disproportionately adverse effect on him or her and which cannot be shown to be relevant to job requirements. Merit will rule.
Employee Contribution THE COMPANY WILL VALUE EMPLOYEE CONTRIBUTION TOWARDS CORPORATE OBJECTIVES MADE POSSIBLE THROUGH FAIR MEANS CONSISTENT WITH ITS BELIEF IN INTEGRITY AND COLLABORATIVE EFFORT. Organization Structure THE COMPANY HAS STRUCTURALLY DESIGNED ITS ORGANIZATION FACILITATING SUPERIOR COMMUNICATION, RESPONSIVENESS AND MEANINGFUL WORK AT VARIOUS LEVELS. The company believes that its management structures define among other things, boundaries, not barriers and would encourage dialogue for clarity, collaboration and resource sharing across Functions / Departments /Groups/Businesses for organizational gain.
Compensation The company believes that its compensation structure must be such as to attract good talent at all levels at all times. While salary fixation for new recruits would be guided by internal benchmarks corresponding to good or excellent performers, particular circumstances of location, industry, specialization, skill, caliber, track record, etc. could necessitate deviations from such benchmarks by as much as 15-20% as acceptable depending on the job equivalency. In any case compensation at KDS Accessories is strictly confidential and all employees are required to maintain it so.
Career Planning THE COMPANY WOULD ENDEAVOR TO RETAIN ITS HIGH PERFORMERS AND THOSE WITH POTENTIAL THROUGH CAREFUL CAREER PLANNING, REWARDS THAT MOTIVATE CONTINUED HIGH PERFORMANCE, MEANINGFUL DEVELOPMENT INPUTS, OPPORTUNITIES FOR EXPRESSION AND GROWTH (I. E. IN GENERAL, THROUGH A CULTURE THAT DEMANDS, AND RECOGNIZES REWARDS). Rewards OUR REWARD SYSTEMS WOULD BE SUCH AS TO CLEARLY DISTINGUISH THE ACHIEVERS – THE HIGH PERFORMING EMPLOYEES FROM THE REST AND MOTIVATE EMPLOYEES AT ALL LEVELS TO CHALLENGE THEIR PREVIOUS BESTS.
PROMOTIONS ARE RECOGNITION OF CAPABILITIES AND CONSISTENT SUPERIOR PERFORMANCE AND IT WILL ALSO LARGELY DEPEND UPON THE REQUIREMENT OF THE COMPANY. THEY ARE NOT A REWARD FOR ISOLATED, SCATTERED (EVEN IF SIGNIFICANT) ACHIEVEMENTS OR TENURE ON A JOB. EMPLOYMENT |EMPLOYMENT STANDARDS | These policies define qualification standards for KDS job applicants. Standards of Employment ? National I. D Card All job applicants must have a valid Voter I. D. Card/Passport photocopy/ or an official Government Document proving Bangladesh citizenship. Physical Handicaps and other major physical limitations will be reviewed jointly by HR and Medical to determine the availability of suitable jobs, if any. ? Age The HEAD HR establishes minimum age requirements for Company employment in compliance with Bangladesh Labor and Workmen Law standard. Minimum age requirements are for all Bangladesh recruitment are 18. Normal retirement age for all employees is age 58 unless otherwise mutually agreed to between the employee and the Company. Employment offers to candidates age 58 or older require the approval of the concerned Business Head. ? Employment of Relatives
The Company permits the employment of relatives provided one relative does not directly supervise the other. Examples: • Husband/Wife • Parent/Child • Uncle/Nephew or Niece • Brother/Brother • Brother/Sister • Father-in-Law/Son or Daughter-in-Law • Brother-in-Law/Brother or Sister-in-Law ? Education The Head HR is responsible for establishing minimum education requirements for the Company upon the recommendation of the project heads. |GRADE STRUCTURE | Levels / Designation THE GRADE STRUCTURE IS AS FOLLOWS: CATEGORY |DESIGNATION | | |MD | | |DMD / DIRECTOR | |G1 – G3 |EXECUTIVE VICE PRESIDENT | |G1 – G3 |VICE PRESIDENT | |G1 – G3 |GENERAL MANAGER | |G1 – G3 |DY.
GENERAL MANAGER | |G1 – G3 |ASST. GENERAL MANAGER | |G1 – G3 |MANAGER | | G1 – G3 |DY. MANAGER | |G1 – G3 |ASST. MANAGER | |G1 – G3 |SR. EXECUTIVE | | G1- G3 |EXECUTIVE | |G1 – G3 |SR.
OFFICER | | G1- G3 |OFFICER | Source : HR Policy Manual |MANPOWER PLANNING POLICY | Objective Manpower Planning is a strategy for the acquisition, utilization and preservation of the Human Resources of an organization 0. To coordinate the requirements for and the availability of different types of employees in the organization. 1. To ensure that the organization has right kind of people at the right time. 2. To adjust the requirements to the available supply. Process: Forecasting future manpower requirements either in terms of mathematical projections of trends in the economy and development in the industry or of judgmental estimates based upon specific future plans. ? Inventorying present manpower resources and analyzing the degree to which these resources are employed optimally. ? Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy both quantitatively and qualitatively. ? Planning the necessary programmed of Recruitment, selection, training and development, motivation and compensation so that future manpower requirements will be met. STEP 1: Defining and Documenting the Corporate Objectives of KDS RESPONSIBILITY: Top Management STEP 2 :
Jobs to be identified: “What all is to be done” this question needs to be clearly answered. This step would enable to compartmentalise the jobs and various departments, which need to operate and need for a Departmental Head can be, established who could be responsible for all the activities of the said department. For existing units the departmental head needs to document the functions of his department. RESPONSIBILITY: Core Management team comprising of experienced senior managers. STEP 3: Job Descriptions to be documented. A standard job description format to be prepared by Human Resources and circulated to all the departmental heads who in turn would ask the actual jobholder to write down all his activities.
The department head would authorise the same and send it to HR for further actions. If the unit is new and the activities are not being carried out the department head in consultation with a HR representative will have to document the proposed job descriptions. Here, the accuracy of job descriptions would be based on the experience of the department head. RESPONSIBILITY: Department Head in consultation with HR Head STEP 4: After Job descriptions have been documented the next step is to document the job specifications. Job specifications would indicate minimum acceptable qualification the incumbent must possess to perform the job successfully. A standard job specification format to be prepared by HR
RESPONSIBILITY: Head-HR in consultation with respective departmental head. STEP 5 : The next stage would be to crystallize the department’s organization structure. The job description and the specifications documented would be aids to structure the department. One would know and be clear about jobs to be carried out and what levels of people to be engaged. A standard Organization Structure format to be prepared by HR RESPONSIBILITY: Head –HR in consultation with respective Departmental Heads. Fig. 1 : Flow Chart for Strategic Manpower Planning Policy STEP 6: The Department Organization Structure to be approved by Head of the Business or the process owners and linked to the organization structure of the company.
RESPONSIBILITY: Head- Human Resources. STEP 7: The next stage in Manpower Planning would call for taking in the stock of existing manpower and the skills available in the organization. Technically referred to as Skills Inventory of Human Resources. A standard Human Resource skill inventory format to b prepared by HR RESPONSIBILITY: Head-Manpower planning with assistance from M&OD and other departmental heads. STEP 8: Additional or Surplus Manpower is identified based on that future projections are made. RESPONSIBILITY: Head- Human Resources in consultation with respective Departmental Heads. STEP 9: Budgets are prepared for additional expenses.
RESPONSIBILITY: Head- HR in consultation with MD STEP 10: Manpower Plans to be prepared. HR to prepare the plans and the views of respective departmental heads to be taken into account. RESPONSIBILITY: Head- HR in consultation with respective departmental heads. STEP 11: The Manpower Plan to be approved by respective Business Heads. And finally by MD RESPONSIBILITY: Head – Human Resources STEP 12: Head Human Resource to initiate steps to meet Manpower Requirements as Recruitment, Selections, Transfers, Redeployment etc. RESPONSIBILITY: Head- HR |RECRUITMENT POLICY |
The Purpose TO HAVE A RECRUITMENT PROCESS THAT PROVIDES EQUAL OPPORTUNITY BASED ON MERIT AND IS PROCESS BASED AND TO ACQUIRE HIGH QUALITY TALENT AT THE OPTIMUM COST. The Process PERSONNEL REQUISITION PROCESS 0. THE HEADS OF THE DEPARTMENTS ARE REQUIRED TO GIVE THEIR BUDGET FOR PERSONNEL TO THE HRD DEPARTMENT IN THE BEGINNING OF THE FINANCIAL YEAR AND AS AND WHEN THE NEED ARISES, DEPENDING UPON THE EXPECTED INCREASE IN BUSINESS AND WORK LOAD. THIS SHOULD BE IN THE SPECIFIED FORMAT – “PERSONNEL REQUISITION FORMAT” (REFER ANNEXURE) 1. Any requisition without the PRF format will be returned back to the requisitioned for modification and resubmission. 2.
PRF should be filled by the immediate superior of the vacant / new position and approved by the department head before sending it to the Human Resources Department. 3. The HRD Department will forward the duly completed PRF to the MD for ratification. 4. All PRF need the approval of the MD. 5. After ratification from the MD, the HR Department will take necessary action on the same. 6. HRD Department may maintain the records of all PRF’s. This will help in the process of future budgeting and recruitment of personnel. [pic] Fig. 2: Flow Chart for Strategic Recruitment Policy |SELECTION | Selection / Recruitment Process 7.
THE HRD DEPARTMENT WILL ARRANGE FOR THE REQUIRED RESOURCES THROUGH ? Advertisement, ? Contacts, ? External Consultants / Placement Agencies ? Campus Interviewing (if necessary) 8. HRD Department will also ensure that opportunity is given to internal candidates first based on 9. Approval by Immediate superior 10. Profile fit in the existing vacancy 11. Credibility in the present job 12. HRD Department will shortlist the candidates to be called for interviews from the collected database. The short listing will be done in consultation with the respective Heads of the Departments. 13. All candidates coming for interviews will have to fill an “Application Form” (refer Annexure). 14.
An Interview Panel will be formed for interviewing the candidates called by the HRD Department. The panel should ideally comprise of at least three personnel, of which one will be from the HRD Department. For Manager Levels and above (senior levels), the MD will also form a part of the panel. 15. The panel will give their recommendations. An “Interview Evaluation Sheet” (refer Annexure) shall be filled for all the persons short-listed. 16. The panel will take final decision after the interviews are over, on the basis of the Interview Evaluation Sheet. 17. In case a candidate is selected, the MD directly or on the recommendations of panel will give the approval, on the Interview Evaluation Sheet. 18.
The HRD Department will conduct a minimum of 2 “Reference Checks” (refer Annexure) and record the feedback in the specified format. The offer of employment is subject to receipt of satisfactory references. Fig. 3 : Flow Chart for Re-Employment Policy Salary Fitment Process HRD DEPARTMENT WILL THEN PREPARE A “FITMENT SHEET” ON THE BASIS OF THE COMPANY POLICY TO ENSURE INTERNAL PARITY IN TERMS OF COMPENSATION AND BENEFITS TO BE OFFERED TO THE SELECTED CANDIDATE. SALARY FITMENT WOULD BE BASED ON INTERNAL COMPARISONS AND JOB VALUE. Offer THE “OFFER LETTER” (REFER ANNEXURE) WILL BE SENT TO THE SELECTED CANDIDATES ON THE BASIS OF THE APPROVED FITMENT SHEET. THE OFFER WILL BE CLEARLY EXPLAINED TO THE CANDIDATE.
A CONFIRMATION WILL BE OBTAINED FROM THE CANDIDATE ABOUT ACCEPTANCE OF THE OFFER THROUGH HIS/HER SIGNATURE ON A DUPLICATE COPY OF THE OFFER LETTER. Appointment AT THE TIME OF JOINING THE EMPLOYEE WILL RECEIVE THE “APPOINTMENT LETTER” (REFER ANNEXURE), WHICH WILL INCLUDE DETAILS OF HIS TERMS AND CONDITIONS FOR EMPLOYMENT. In case of a Contractual Agreement a Contract will be signed between KDS Accessories and the candidate New Employee Orientation The HR Division administers comprehensive orientation programs. The programs provide information including but not limited to policies regarding work rules and procedures, compensation and benefits, general safety requirements, and general Company orientation such as history, organization, and training. ORIENTATION | The objective of this policy directive is to ensure that employees are provided with an appropriate orientation when someone is joining new in the organization. It is also the objective of this policy directive to ensure that orientation is provided in a consistent and timely fashion across government and that supervisors, employees and Head HR are aware of their orientation responsibilities The Procedure The following provides an outline of orientation activities for employees who have been newly appointed to KDS Accessories ?
Provide information on terms and conditions of employment; ? Provide information on standards of conduct and ethical behavior; ? Explain the significance of the Contract of Employment ? Provide the name, location and work telephone number of the HR personnel ? Provide information on maintaining a workplace free from harassment or discrimination; ? Provide information pertaining to pay, leave entitlements, medical , health and employee services ? Describe the probationary period; ? Identify the contribution or results expected of the employee; ?
Provide information on work procedures relating to the operation and administration of the workplace including hours of work and attendance reporting requirements; ? Explain safety and health procedures and emergency preparedness; |PROBATION, CONFIRMATION & TRANSFER | To closely monitor the performance of new employees and take developmental /corrective action at the initial stages itself. Employees will be on probation for a period of 6 months from the date of their appointment within the organization or as mentioned in their Appointment Letters. However for some special cases, direct confirmed employment may be considered.
If the management considers it necessary, the probation period can be extended by 3 months followed by 3 months more and if the employee’s performance were still not found satisfactory, the services of the employee would be discontinued. An employee on probation may be terminated from service for consistently poor performance or may resign from the Company without any notice period. Confirmation A PROBATIONER IS DEEMED TO BE CONFIRMED IN HIS/HER JOB ONLY WHEN THE HRD DEPARTMENT INTIMATES HIM OF THE SAME IN WRITING AND TILL SUCH TIME HE CONTINUES TO BE A PROBATIONER AND NO RIGHTS / ELIGIBILITIES OF A PERMANENT EMPLOYEE SHALL ACCRUE TO HIM. . Notice Period NOTICE PERIOD FOR ALL EMPLOYEES EMPLOYED, AFTER CONFIRMATION, WILL BE 3 MONTHS FROM THE DATE OF RESIGNATION.
IN CASE THE NOTICE PERIOD IS NOT SERVED, BASIC PAY IN LIEU OF THE NOTICE PERIOD WILL BE DEDUCTED OR PAID BY THE COMPANY, AS APPLICABLE. Miscellaneous 19. THE EMPLOYEES WOULD NOT BE ALLOWED TO LEAVE ANY ASSIGNMENT INCOMPLETE DESPITE THE FULL PERIOD OF NOTICE HAVING BEEN SERVED. 20. The resignation shall not take effect unless it is accepted in writing. 21. In normal circumstances, the Company does not waiver the notice period but in exceptional cases, the Company may, at its discretion, agree to release the employee before the expiry of the notice period. In such cases, Leave can be adjusted against the requisite notice period, at the discretion of the management. 22.
No notice of termination is required to be given to employees who are guilty of gross misconduct. A committee comprising of MD, Head of HRD and the Head of the concerned Department will decide the nature of misconduct and whether it merits termination. Transfer ALL CONFIRMED EMPLOYEE COULD BE TRANSFERRED FROM ONE LOCATION TO ANOTHER WITHIN THE GROUP ANYWHERE IN BANGLADESH OR ABROAD. HOWEVER THESE TRANSFERS IF MADE OUTSIDE KDS ACCESSORIES TO OTHER GROUP COMPANIES, SHOULD BE TREATED AS A TOTAL RELOCATION TO THE ASSIGNED UNIT WITH ITS INDIVIDUAL FUNCTIONING AND GOVERNING POLICIES. |BUSINESS ETHICS POLICY | The Company’s Policy on Business Ethics
The Company shall maintain the highest ethical and legal standards in the conduct of its business; it shall conduct business with strict regard for what is right and proper; it shall be honest and straightforward in all of its dealings; and it should avoid all situations that might give even the appearance of being unethical or illegal. The books and records of the Company shall be kept in a complete and accurate manner, one that fairly reflects the activities of the Company. Any willful omission or falsification of Company records will be regarded as a serious violation of Company policy. The Company’s confidential and proprietary business information shall be safeguarded and utilized only in keeping with the best interests of the Company, its obligations to third parties, and the highest ethical and legal standards. Such information shall not be disclosed to third parties without prior approval of a duly authorized member of Company Management.
In all situations, including those where there are no clear legal constraints, the Company’s business shall be conducted in such a manner that neither the Company nor any of its directors, officers, or employees would be embarrassed if the full facts were disclosed. All employees of the Company are to discharge their duties and responsibilities in a manner consistent with these policies and consistent with all applicable laws of any country in which they perform work for the Company. The officers and other supervisory personnel of the Company are to set an example of the highest ethical and legal conduct, both in appearance and in fact. The Company requires candor and honesty of its officers and employees at all levels to assure compliance with these policies.
All employees are required to read and acknowledge their understanding of the above guidelines and agree to strictly abide by them Examples of Actions that Are Strictly Prohibited Selling, giving, or disclosing the Company’s confidential and proprietary business information prepared for internal use to other companies or outsiders for personal gain or other unauthorized purposes, or without prior approval of a duly authorized member of Company Management. Using the Company’s confidential and proprietary business information for personal gain or other unauthorized purposes. Purchasing property on the basis of inside information for the purpose of selling or leasing it to the Company at a profit.
Accepting gifts or free or discounted services from an individual or organization doing or seeking to do business with the Company, its subsidiaries or affiliates. All such gifts and services offered to an employee or family member must be reported to the employee’s supervisor who shall contact HR Department for appropriate action. Any question of whether a gift or service received by or offered to the employee or family member violates the Company’s business ethics policy must be likewise reported for decision or resolution by Personnel Department. Examples of Actions that Do Not Present Ethical Problems Participation in civic affairs which does not adversely affect the proper performance of an employee’s job or the Company’s public image and relations with the Government.
Employees purchasing vehicles or equipment or materials from Reclamation on open bid basis and selling such items for profit. Employees accepting reasonable business entertainment, such as a business meal. Complimentary gift items like Calendars or diaries etc |RE-EMPLOYMENT POLICY | The Purpose FORMER EMPLOYEES ARE ELIGIBLE FOR RE-EMPLOYMENT IF THEY ARE QUALIFIED AND MEET ALL OF THE EMPLOYMENT STANDARDS APPLICABLE TO NEW HIRES. IT COVERS ALL THE EMPLOYEES OF THE COMPANY WHO SEEKS REAPPOINTMENT WITHIN The Procedure ? THE FOLLOWING REQUIREMENTS MUST BE SATISFIED: ? The overall performance review at the time of termination must show satisfactory performance; The candidate must not have been terminated “for cause”; and ? The reason for the candidate’s prior termination must be acceptable to the Company. ? Former employees applying for re-employment must meet all the employment standards ? A former employee may be considered for reinstatement only when any of the following conditions are met: ? An employee who was terminated for unauthorized absence is ? able to establish to the Company’s satisfaction that the absence ? was beyond employee’s control. ? A former employee will only be reinstated if a job opening exists for which he/she is qualified. ? All such reinstatements require the approval of the employee’s HOD and the concurrence of the MD. | |SEPARATION | The term “Separation” pertains to removal of the name of a regular employee from the company rolls. To make the process of separation as smooth as possible for the Company as well as the employees. Notice Period AFTER CONFIRMATION: 3 MONTH’S NOTICE PERIOD. Waiver of notice period is subject to management discretion. Notice period can also be adjusted against unutilized PL, at the discretion of the management. Reasons for Separation ? RESIGNATION ? Termination ? Retirement ? Death ? Abandonment of Service
The Procedure RESIGNATION An employee will have to give the required notice or will have to remit the basic salary in lieu of the notice period on resigning from the Company. When an employee wishes to terminate his/her employment with the company, he/she needs to inform the reporting officer. A written notice of his/her intention to leave and, if agreed, the date of his/her last working day in the office must also be provided. The appointing authority/HOD only can acknowledge the letter of resignation. On receipt of the letter, the respective Head of Department will provide details of procedures that need to be completed prior to leaving the company.
For example, salary and other benefits, return of the Company’s property etc. The employees need to get the No-Dues Certificate duly filled in and send it to the HRD Department before his/her full and final settlement will be done. Exit Interview Process To help improve existing processes and work environment by understanding the reasons for employee attrition Any employee who resigns from the company must undergo an exit interview by his / her Manager and HRD department. The exit Interview must be an objective process with a view to understanding the root cause for the attrition and translating the same into a Process improvement opportunity.
On receiving the letter of resignation from an employee and on its acceptance, the Manager must provide an employee with an “Exit Interview Form”. This process should be completed within 7 days of acceptance of the resignation. Termination Termination of service is a conscious act on the part of the company and generally results from a disciplinary action, except where it is the termination or non-renewal of a contract of employment for a specific period. The services of any employee may be terminated only after approval from the Head of Department, and the MD. Termination of service may be through: Termination or non-renewal of specific term contract. Discharge from the services of the company (as per terms of contract). Dismissal of services:
The HRD department will handle all cases of termination of service and will ensure compliance with all legal formalities while undertaking these actions, in co-ordination with concerned HOD No notice of termination is required to be given to employees who are guilty of gross misconduct. A committee comprising of MD, Head of HRD, and the Head of the concerned Department will decide the nature of misconduct and whether it merits termination. Abandonment of Services Abandonment of services occurs when an employee keeps away from duty without sanction for a period of 10 days. In such cases, the employee’s name will be struck off from the rolls of the company.
The following procedure will be followed in all cases of abandonment of service: Whenever the unauthorized absence of an employee comes to notice, a communication will be addressed to him/her, asking him/her to rejoin duty within a specified time. This will be followed up at reasonable intervals by two more communications asking the employee to rejoin duty (if he/she has not reported by then). The second and third communication should clearly indicate that absence will lead to a loss of lien on his employment and he/she will be deemed to have voluntarily abandoned the services of the company. All communications should be from the Head of HRD.
Communications should be in writing. Normally a telegram with a confirmation copy both by registered post as well as recorded delivery should be sent. The communications should be sent to the recorded address of the individual given either in the leave application or in his/her personal file. Copies may be sent to any other address known to the company. Accounts department should be advised to ensure that no payments of any kind are made to the individual or his/her representative during this period. COMPENSATION & BENEFITS |MEDICAL BENEFIT SCHEMES | Medical Benefits
THE OBJECTIVE OF THE SCHEME IS TO PROVIDE FINANCIAL ASSISTANCE TO MEET THE MEDICAL EXPENSES OF THE EMPLOYEES / DEPENDANTS. ALL CONFIRMED EMPLOYEES OF THE COMPANY COVERED UNDER THIS MANUAL ARE ELIGIBLE FOR MEDICAL BENEFITS. The expenditure incurred by an employee / charges paid on conducting tests / on the purchase of medicines or aids (viz. Hearing, Visual Dental etc. ), doctor’s fees tests conducted etc. and in the hospital / nursing homes as an outpatient or inpatient (excluding food and beverages expenses) For receiving the medical reimbursements, the claim should be submitted on the prescribed form duly supported by cash memos / receipts / bills etc. RETIRAL BENEFITS | CONTRIBUTORY Provident Fund The objective of Retiral benefits is to provide social security or a safety net to an employee when the person is superannuated. All employees of the Company in the grades of Officer and above are eligible for this scheme. 10% of Basic (as per the Provident Fund Act) contributed monthly by the employee and equivalent amount by the company. Benefit The entire accumulation in the fund to the credit of an employee plus applicable interest is available to the employee on retirement or separation in the form of a lump sum or a pension.
The company contribution will be effective only if the person works for 5 years in the company from the date of joining Withdrawals Loans can be availed from the Provident Fund accumulation within a limit of maximum 80% of employee contribution.. Gratuity A minimum of 5 years service in the company from the date of joining entitles them for gratuity. It is entirely funded by the company. Benefit On retirement or separation, an eligible employee gets gratuity ? For 5 years of continuous service – 5 times of last drawn gross salary ? For 7 years of continuous service – 7 times of last drawn gross salary plus one fourth = 7 x ( 1 + ? ) ? For 10 years of continuous service – 10 times of last drawn gross salary plus one half = 10 x ( 1 + 1/2) STAFF EMERGENCY LOANS SCHEME | To help the employee meet financial constraints in the following circumstances: 23. Marriage of self / Son / Daughter / Sister. 24. Death/Prolonged illness of dependants. 25. Any other unforeseen eventuality, the genuineness of which has to be established to the satisfaction of the Management. Disbursement of the loan will be the sole discretion of the management and shall depend on financial health of the Company and the availability of the corpus earmarked for this purpose. The Procedure 26. An employee can take another loan only when the full and final EMI of his last loan is paid previous loan is paid by him/her. 27.
All employees need prior recommendation for their loan from their Department Head on the Loan Application Form and forward it to the HRD Department for processing. The HRD Department should send the same to the MD for approval in case it is not within the power of HRD. After approval the HRD Department will make entries in loans account and forward the same to the Accounts Department. The application has to be accompanied with a proof of financial liability. Loan Amount 28. Entitlement shall not be automatic but shall be at the sole discretion of the management, would largely depend upon financial position of the company and shall not exceed 2 month’s gross salary. Recovery of Loan 29.
The loan will be adjusted in monthly installments of Tk 500 (Or at 5% of the loan amount , whichever is higher 30. The deduction of EMI will be from the month next to the month in which the loan is given. Loan Sanction 31. Heads of Departments shall initially validate the loan application of their departmental employees. While validating the loans the HOD must evaluate the genuinity of the case, above mentioned conditions and should be very discreet in sanctioning the loans. 32. If there is any requirement for a loan that does not fall within the above criteria, the same may be forwarded by the HOD, with recommendations and specific requirements for making exception and for considering by the Head HR. 33.
HRD will have the authority to disapprove any such forwarded loan application. |COMPANY CARS ALLOTTED TO EMPLOYEES | The objective is to provide a means of transport to all the senior employees of the company. Driver Reimbursement 34. Driver is allotted as per grade structure 35. The drivers are to be engaged by the company itself Fuel Reimbursement Fuel is paid at actual as per the limits assigned for each grade. |MARRIAGE GIFT POLICY | To motivate all the employees and to make them feel part of the organization.
All permanent employees of the company are eligible for this scheme. All the employees will remain entitled to get Tk 5000 on the occasion of his/her marriage. |LEAVE RULES | Types of Leave 0. ANNUAL LEAVE (AL): ANNUAL LEAVE IS AVAILABLE TO EMPLOYEES TO PROVIDE OPPORTUNITY FOR REST, RELAXATION, HOLIDAYS ETC. 1. General Leave (GL): General leave can be availed by an employee to attend to unforeseen events/exigencies 2. Privilege Leave (PL): This leave will be fully at a discretion of MD 3. Late Start Day 4. Maternity Leave 5. Leave Without Pay (LWP) |DISCIPLINE POLICY |
Integrity is the rock upon which KDS Accessories builds its business success – its quality products and services, its forthright relations with customers and suppliers, ultimately its winning competitive record KDS Accessories quest for competitive excellence begins and ends with its commitment to ethical conduct. The Employee Conduct and Discipline Rules include the Integrity Policy and Discipline Rules. This also covers policies relating to Inventions & Improvements, Payments / Gifts and Moonlighting. The specified grades of employees otherwise are covered under the Company’s Certified Standing Orders for Workmen, the breach of which shall make the employees liable for disciplinary action. The KDS Accessories Integrity Policy Every employee is required to make a personal commitment to comply with the Company’s Code of Conduct. 6.
Obey the applicable law / regulations governing our business conduct worldwide. 7. Be honest, fair and trustworthy in all activities and relationships. 8. Avoid all conflicts of interest between work and personal affairs. 9. Foster an environment in which equal opportunity extends to every member of the KDS Accessories community. 10. Strive to create a safe workplace and to protect the environment. 11. Through leadership at all levels, sustain a culture where ethical conduct is recognized, valued and exemplified by all employees. 12. KDS Accessories Code of Conduct is expressed in greater detail in ‘Integrity: The Spirit and the Letter of our Commitment’. Employee Conduct – Discipline I.
The employee shall serve the Company honestly, faithfully and diligently, always act in the best interest of the Company, abide strictly by the rules and regulations in force from time to time, maintain good conduct and discipline and generally conduct himself/herself in line with the Integrity policy. II. Misconduct: Acts of Misconduct that are breaches of discipline are given below. Some examples of Breach in Discipline are as follows: 13. Smoking within ‘No Smoking’ zones 14. Theft, fraud or dishonesty in connection with the Company 15. Taking or giving of bribes or an illegal gratification whatsoever in connection with the Company or in the employee’s own interest 16. Willful insubordination or disobedience of any reasonable order of a superior 17.
Drunkenness, fighting or riotous, disorderly or indecent behavior while on duty or at the place of work 18. Habitual neglect of work 19. Use of indecent language 20. Use of indecent gestures 21. Sleeping on duty 22. Disrespectful behavior to the fellow associates 23. Misuse of Company property 24. Intentionally damaging Company property 25. Public conduct detrimental to the Company image 26. Continuous absence without permission and without satisfactory cause for more than ten days 27. Giving false information regarding one’s name, age, father’s name, qualification or previous service at the time of the employment 28. Leaving work without permission or sufficient reason 29. Threatening, abusing or assaulting any superior or co-associate 30.
Disclosing to any unauthorized person of any confidential information in regard to the working or process of the Company which may come into the possession of the employee in course of his work 31. Failure to adhere to the Information Security Policy of the Company Please note this is just an illustrative list and not an exhaustive one. Any breach of discipline by the employee will lead to disciplinary action. Moonlighting No employee can, without prior consent of the Company, engage in any other employment or business. Inventions and Improvements All inventions, new specifications of rolls, systems developments and enhancements in the manufacturing processes made by employees in the course of their employment belong to the Company, which reserves complete freedom o decide what action, if any, should be taken in respect of any such invention, improvement, development or enhancement. Payments Employees shall not under any circumstance, whether directly or indirectly, receive or accept for benefit – any commission, rebate, discount, gratification or profit from any person or Organization having business transactions or competition or clash of interest with the Company. Dress Code At the Office all male employees are expected to adhere to the formal dress code on working days, which includes formal shirts, trousers and shoes and neck ties. Ladies will be dressed appropriately in “saris” or “salwar kameez”. TRAINING & DEVELOPMENT TRAINING POLICY | The Purpose TO PROVIDE OPPORTUNITIES FOR AND ENCOURAGE ALL EMPLOYEES TO PARTICIPATE IN ACTIVITIES, WHICH WILL ENHANCE THEIR SPECIFIC JOB SKILLS AND THEIR OVERALL PROFESSIONAL STRENGTHS, AS WELL AS THEIR PERSONAL DEVELOPMENT. A TRAINING OBJECTIVE IS THE SPECIFIC KNOWLEDGE, SKILLS, OR ATTITUDES THAT THE TRAINEES NEED TO GAIN FROM THE TRAINING INITIATIVE. Technical Skills /Conceptual Skills and Behavioral Skills Technical skills or the Conceptual skills include job knowledge, methods and technologies. These skills are a must for each and every employee for successful completion of his/her job.
Behavioral skills encompasses the area like ability tocommunicate, the interpersonal abilities, and the capacity to build relationships with clients as well as people within the organization Training Process PHASE A: HOW TO PLAN TRAINING Phase B: Methods Of Training & Implementation Phase C: Evaluation Of Training- How to plan Training Every organization should know how it should perform in order to be successful. Only then an organization can impart relevant training to its employees to fulfill its needs and realize the goals. In any organization needs identification is the first step in the training systems model and can be conducted at three levels. Organizational Analysis, Operation Analysis, Person Analysis.
Training programs in all organization requires this three-phased analysis but this will definitely benefit organizations facing human resource problems. Organizational Analysis This involves identifying and gathering information regarding the operational activities within the organization, analyzing them and successive reporting of that to the training decision maker. The main purpose of doing this is to disclose major problem areas within the organization that may indicate a need for training Operations Analysis This analysis helps to identify and record the specific behavior required accomplishing various tasks. Through this data collected it enables the training personnel in creating programs focusing on the right way to perform a job. Individual Analysis
Individual analysis refers to identifying the characteristics and capabilities of the employees, collecting, synthesizing and analyzing data and finally reporting the findings to the decision makers and the training designers. The purpose of such analysis is two fold (1) Who currently needs training (2) what skills, knowledge, abilities and attitudes need to be strengthened. This is done with the view to bridge the gap between the desired and actual performance. Individual analysis data may be collected in the following way Advisory committee Advisory Committees are comprised of the various levels of management across different functional areas to determine the usefulness of a particular training program pertaining to a problem and establish training priorities Assessment Centers
This is primarily used for selection process and requires the participants to go through a series of tests both technical and behavioral to determine their knowledge base and for the purpose of ascertaining their strengths and weaknesses. Satisfaction surveys These surveys are used to determine the satisfaction level within the organization and helps in identifying the training need areas. Group Discussions This method involves meeting with employees of a specific work area with a benefit of having their emotional commitment towards training. Questionnaires The training need in the organization is identified through the responses from the questionnaires.
The questions ranging from the skill set requirement, it’s usefulness and the employee’s perception of training. Skills Test In skill oriented jobs test of skills are required to identify training needs. These tests are job related and measure those skills and abilities required for successful job performance. Observation of behaviors Trainers or supervisors may directly observe employees behaviour to identify training needs Performance Appraisal This is most important and regularly used method for individual analysis. A job related performance appraisal system would highlight the strength and weaknesses in the employee performance and eventually design a training program based on the need.
Different organization maintains detail records of employee performance on a regular basis and thereby streamline the training programs depending upon the current trends and requirements in the organization. Exit Interviews A high turnover rate may spell organizational problems and the need for training. The validity of exit interviews depends on skills of the interviewers and honest feedback from the employees. Different Methods Of Training & Implementation Based on the analysis of existence of any performance gap amongst the employees and also on the basis of identified developmental needs the organization designs Training programme. Different types of training programmes yield different results, so considerable amount of effort is required to ascertain the type and methods of training programme required depending upon specific requirements.
On the Job Training These types of program involve job related instructions from the seniors, or an experienced coworker. This involves Job Rotation, Lateral promotion, Enlarged and enriched job responsibilities; Apprentice Training, Coaching, and mentoring and Committee assignments. This is applicable to employees of all levels. Job Rotation It refers to the placing of an employee to different similar type of jobs for a certain period of time. Duration of time will depend upon the level of the employee, for junior level it may cover a short period of few weeks while for the seniors it can be some definite assignments ranging few months or more.
This helps the employees to broaden their job knowledge in diverse fields. Lateral promotion Employees in middle to senior level management experience job rotation in the form of lateral promotion, which means a shift of responsibilities lasting one or more years. This is done with a view to expose the senior employee towards general management and competency development. Enlarged and Enriched Job Responsibilities An employee learns more about the job and cultivates his / her sovereignty through added job responsibilities. With an increase in the work area an employee can be tested and this also acts as a motivational tool for each one to perform better towards achieving the organizational goal. Apprentice Training
This is a combination of classroom and on the job training. Coaching In an organization the supervisors assumes the role of a coach to the employee by providing information on the organizational role, means towards achieving them and supplies constant feedback on the gap if exists in achieving such goals. Mentoring It refers to an exceptional manager providing guidance to the juniors in their professional development. Mentorship can be both formal and informal. Many organizations have formal mentor program. In case of informal mentorship it is the understanding between a senior and a junior employee and the judgment the senior has towards the junior. Project Teams / Committee assignments
Committees are formed to solve certain problems, plan for the future and discuss on the issues critical to the organization. An employee serving in a committee enhances his / her participating and decision making abilities and widens up the organizational vision, more involvement in the issues of the management and improves the relationships among the work group. Away from the job training This involves the training programs conducted away from the employees immediate work area. This can again be of two types 32. In-house programs conducted within the organizations own training facility either by the internal training facilitator or by external consultants 33.
Off- site programs held outside conducted and organized by a professional organization or a training Firm. A variety of training methods are used for imparting such type of training. Video Tapes / VCDs The use of videotapes is maximum due to its convenience in using and sharing ideas and issues, especially those involving technical and behavioral skills. Lecture This is an important and popular means of delivering training to a large group of people on a specific topic in a timely manner. It’s shortcomings lies in the fact that it is a one-way means of communication. Though, nowadays-interactive sessions are introduced for open discussions between the speakers and the trainees. Conference/ Discussion
Organizational goals and problems towards achieving such goals are discussed in Conference / discussions with permitting a dialogue between the trainer and the trainees, which helps in heightening the motivational level by immediate feedback. Technology based systems The interactive video disc/ CD and other computer-based learning’s are becoming more and more popular with improved technology and declined price. These are very cost effective and more number of people can learn at a shorter period of time and with a steady pace. This also has the benefit of a globalised standard across locations. Case Study A case study is a written description of a real life problem linked with the function of the organization.
This is a very accepted method as the trainees can analyze the problem and can present their own recommendations, thereby enhancing their problem solving and analyzing skills. They also become exposed to the group decision-making effort and the group dynamics. Role-playing Participants play the role of the people involved in a particular organizational problem, with certain data in their hands. The primary objective of this is to analyze interpersonal skills and human relationship management. Attempts must be made to make the situation realistic Management Games These are designed to replicate conditions actually exists in an organization and usually involve competitive terms among the participating teams in planning and control on matters related to sales, finance, strategies etc.
The ultimate objective of such games are to make the participants learn about the group dynamics, solving problems in a group, communication patterns, confrontation facing in implementing some ideas. Assessment Center It is a technique that requires managers to participate in activities designed to identify their job related strengths and weaknesses. It is used as a tool to identify new managers as well as a developmental tool for new managers. Membership in professional Organization/ Association Membership in professional associations develops employees in various ways through the participation in monthly meetings conventions etc. by means of exchange of ideas, and discussing common problems. Behavior Modeling A classroom oriented techniques generally used to teach problem solving skills to the first level managers.
In this process the topic is first introduced by the trainer a model of effective leadership behavior is illustrated, the trainees discuss on the model and practice on it using role-playing and finally received feedback from the trainers. Subscription to Professional Periodicals / Journals The Library should contain Professional Periodicals / Journals which may be used to employees for updating their knowledge in respective areas / general management. Open House Presentation The employee of Second / Third level should be encouraged to make presentation related to their areas to Staff across the functions, as a mode of training and bringing in better Communication Skills and Articulation. Training Implementation A Training implementation brings trainees, the trainer together.
It is constructed to design the Training plan for a particular subject during a certain time frame. More and more precision on the topics and the time taken will result in a successful Training program. A detailed co-ordination is required with the trainers for a full proof plan. Evaluation of Training The Training program is required to be evaluated to determine whether the purpose with which it was imparted was accomplished. This is a very important task as it has the involvement of both time and money and the employees who get the training are expected to perform in a desired fashion. Training evaluation can be done on a four level study. Participants Reaction
In the training process each employee conceive opinions and attitudes towards the overall effectiveness of the program. At this level a Feed Back questionnaire is filled up by each and every participants stating their individual views regarding the content of the training program, the relevance of the subject with the operations of the organization, the skill of the trainer. On the basis of the overall review the programs quality is judged. This gives a very subjective response. Learning Curve of the Participants This level is assessed by testing an employee simultaneously before and after the program, with the expectation that his / her knowledge base will be higher after the program.
If it is possible to conduct a test on the subject matter of the training then such an evaluation is possible otherwise this process is not valid. In case of training in different behavioral skills it is difficult to ascertain the effectiveness through a test. Change in the participant’s behavior Participants are expected to learn a skill or knowledge that results in a positive change in his job performance. But unlike the other two processes this level requites time, as until and unless the learning is put into efforts it is difficult to judge the contribution of training. Effectiveness in organizational goals Training is subject to result in a better and more effective organization.
This level ascertains the impact of training on the overall productivity, better work place, better achievement of the organizational goals in terms of values and mission, decrease in manpower turnover and many others. In practical terms it is very difficult to associate the organizational goals to the acquired learning of an individual. To sum up it can be suggested to write down the measurable objectives during the assessment phase and evaluate that after training has been completed. PERFORMANCE APPRAISAL |REVIEW AND SALARY INCREASE | Management reviews the performance of each employee assigned to a whole job at least once a year to determine his/her performance category. The review considers job performance, and potential for promotion.
This review is used in planning the merit increases for the following year. | | |MERIT INCREASES | Merit increase Guidelines for administering merit increases are developed annually for all employees Eligibility criterion for a Merit Increase The employee’s performance category conforms to the Merit Increase guidelines; The amount of the merit increase plus the base salary will not exceed the maximum of the salary range. Where the merit increase is limited by the range maximum,
The employee is not scheduled for voluntary or involuntary termination or retirement within three months of the effective date of the merit increase, with the exception that an employee leaving the Company due to a Company-initiated age 58 separation is eligible for an earned merit increase in accordance with normal guidelines, provided the separation is not scheduled within one month of the merit increase effective date. Factors influencing merit increase Performance, as indicated by an employee’s relative ranking versus peers with the same performance category rating. Pay for the job, as indicated by the position of the employee’s salary in the range and pay versus peers with more or less experience and higher or lower qualifications. Plans for promotion, which reduce the need to adjust merits as an employee’s salary approaches the maximum of his current range.
Economic and business conditions, the business scenario of the economy as well as the business performance of KDS Accessories FIG 4: HR Score Cards GRIEVANCE REDRESSAL The Purpose TO PROVIDE A FORMALIZED MEANS OF EXPRESSING DISSATISFACTION. To take corrective measures in a rational & objective way. To maintain a conducive work environment. The Span ALL EMPLOYEES OF THE COMPANY COVERED UNDER THIS MANUAL ARE ELIGIBLE FOR GRIEVANCE REDRESSAL. The Responsibilities The Head of HR after consulting with the MD is responsible for developing and implementing the Grievance Redressal Policy Policy 36. THE GRIEVANCE PROCEDURE IS SO DESIGNED TO SUPPLEMENT THE EXISTING STATUTORY PROVISIONS. 37.
The procedure would ensure a sense of fair play & justice to all the employees 38. The procedure would be simple enough to be understood by every employee with as few steps as possible. 39. Speedy settlement of a grievance would be the cornerstone of the Grievance Policy. The Procedure 40. IF AN EMPLOYEE HAS A PROBLEM REGARDING EMPLOYMENT, IT IS THE AIM OF KDS ACCESSORIES THAT IT SHOULD BE RESOLVED FAIRLY AND PROMPTLY. THE PURPOSE OF THE GRIEVANCE PROCEDURE IS TO ENSURE THAT IN SUCH CIRCUMSTANCES EMPLOYEES HAVE THE OPPORTUNITY TO DISCUSS THE PROBLEM, AND TO FIND A MUTUALLY AGREEABLE SOLUTION. 41. The time limits suggested in the procedure may be varied, by mutual greement, to allow further investigation of a problem or because of work commitments. 42. In many cases problems can be resolved quickly through informal discussion. When a problem occurs the first step should be to approach immediate superior or the person to whom an employee is normally responsible. That person may need to consult others who may be of help in finding a solution. KDS Accessories expects that most problems can be solved in this manner. 43. Only if informal discussion has been tried, and has failed to bring about a satisfactory solution, should the more formal procedure described below be used. This formal procedure has three stages. Stage 1 44.
An employee should write formally to his/her manager setting out the problem and the actions taken so far to resolve the matter. He should also state in his/her letter that it is a formal grievance. The manager will investigate possible solutions, consulting with colleagues where appropriate, and obtaining authorization for appropriate action, if required. 45. The Manager should arrange to meet the concerned employee within three working days of receiving the formal letter to discuss the problem, and a possible solution. Any solution proposed will be recorded and given to the concerned employee within two working days of this meeting or as soon thereafter as is practicable.
Stage 2 46. If the employee is dissatisfied with the outcome of Stage 1 he/she can write again, to the department head to which he/she usually reports, within five working days of his/her receipt of the proposed solution. Further, give the reasons for unhappiness with the proposal. 47. The department head will arrange to meet the concerned employee as soon as practicable to discuss the situation with a view to agreeing a solution. The outcome of this meeting will be communicated to the concerned employee in writing within ten working days, or as soon as is practicable. 48. This may be used to appeal against disciplinary action taken. Stage 3 49.
In the event the employee is still dissatisfied with the outcome, he/she may have a final right to appeal to the Grievance Committee which is constituted of multi – functional employees who are nominated annually by the company. He must again write with his/her reasons. Send the letter, together with copies of all correspondence, to the Grievance Committee. 50. The Grievance Committee will arrange to meet the concerned employee to discuss the problem and actions taken so far. Again this will be with a view to reach an agreement on how the problem can be resolved. The Grievance Committee will communicate the outcome of this review in writing to employee concerned within ten working days of the meeting, or as soon thereafter as is practicable. 51.
If the grievance concerns a disciplinary matter, notes with regard to the content of the meeting will be taken and signed by everyone present at the meeting. A copy of these notes will be placed on the personnel file of the concerned employee. 52. All decisions arising from this meeting will be final and there is no further ‘right of appeal’ within the company. SAFETY AND HEALTH POLICY |SECURITY FIRE & SAFETY GUIDELINES | Every Manager and employee has a responsibility to ensure that confidential information; valuable equipment and materials are adequately secured at all times.
Security, Fire & Safety Guidelines Security In order to obtain a high standard of security awareness the following basic rules will apply to all personnel: 53. Right of Search – The Company reserves to itself the right to request employees leaving or entering its premises to disclose to the Security Supervisor or other Senior Manager or Company authorized personnel the contents of any container, including articles of clothing carried by them or the contents of any vehicle in their charge on the Company premises. The right to have a third party present on the spot will always be granted. Security guards while leaving the factory premises will search all the employees. 54.
Right of Access – No person without proper ID will be allowed on the Company premises, and Security has the right to question any such person moving without authorized ID identification at any time. 55. Private Property – The Company will not accept liability for the custody of or loss or damage to an employee’s property of any kind whatsoever, including motor vehicles, and clothing brought on to the Company’s premises or car parking areas. All such items placed in areas provided for the employee’s convenience will be at the sole risk of the employee concerned. Fire Any action we take when we first notice fire can either prevent or perpetuate the destruction of property and injury to people. It is crucial for us to be amiliar with the basic fire fighting procedures and also be aware of the location of firefighting equipment in the building. Duties of person discovering fire / Instructions to all Employees on hearing the Fire Alarm: i) Any member who spots a fire or smoke no matter big or small should – ii) Not panic. Remain calm – clear thinking is essential in an emergency iii)Raise vocal alarm and immediately inform telephone operator at the appropriate number. iv) Shut off fuel supply and nearest electric supply, but not the lights. v) Attack fire if possible, taking help of any other person present. If unsure on what to do or how to use fire extinguisher then do not tackle the fire.
Immediately evacuate the area and proceed towards front gate. vi) Once out of the premises, under no circumstances re-enter the building until authorized by the Manager / Shift In charge supervising the fire fighting arrangements. MEDICAL FACILITIES AVAILABLE 36. FIRST AID BOXES ARE KEPT AT VARIOUS PLACES TO MEET ANY EMERGENCY. 37. After any accident the victim is taken to the District head Quarter Hospital at bales war in case any further treatment is required. 38. On joining every employees undergo a medical checkup. Periodic medical checks up programmes are conducted to take care of the health aspect of the employees. |HEALTH & SAFETY AT WORK |
The Company shall ensure as far as practicable, the health, safety and welfare at work of all its employees and conduct its business in such a manner as not to expose persons to any risks that may affect their health and safety. The Company regards its health and safety responsibilities as equal to any other and therefore, will expect the cooperation of all employees. Safety Committee A Safety Committee comprising of Production Head of various units and the Factory head, Manager Maintenance, HR Head and other members deemed fit is constituted. It meets every month, documents, it minutes / actions and review overall Safety arrangements / needs and takes steps for further improvements. The Procedure EACH LEVEL OF MANAGEMENT SHALL, SO FAR AS IS REASONABLY PRACTICABLE, PROVIDE AND MAINTAIN: 56.
Company equipment and systems of work that are safe & without risks to health; 57. Adequate arrangements for ensuring the absence of risk to health in the handling, storage and transport of articles and substances; 58. Sufficient information, instructions, training and supervision to ensure all employees avoid hazards and contribute positively to their health and safety at work; 59. A safe place of work without risk to health and means of access that are safe and without risks; 60. A working environment that is safe and without risks to health; 61. Adequate facilities and arrangements for the welfare of employees at work; 62. Handling of heavy and / or special equipment by authorized personnel only.