All Pages - Final 11-05-2012

HUMAN RESOURCES POLICY MANUAL

Distribution:

Human Resources

1st November 2011

Sub : Human Resources Policy Manual I am pleased to present to you a fully revamped and updated version of our staff manual. This is a comprehensive collection of all our people practices governing the entire spectrum of employeremployee relationship. This supersedes all other versions of policies. Several new policies have been added with this release. To distinguish them from the old, these have been marked as Revision-0, while the existing policies bears the mark Revision-1. Whenever an existing policy has undergone a change, the same has been identified with the (1) sign in the right hand side border against the corresponding changed part. We acknowledge that human situations are unique and it is impossible to anticipate every scenario. It will be our endeavor to review these policies on an on going basis to ensure it always reflects current business requirements and practices. For a wider circulation of the policies, we have uploaded them on our intranet in the SPARK section. Limited copies have been circulated in print, and changes from time to time will be mailed to them for keeping the manual up to date. We would like all employees to use these entitlements with a sense of responsibility, and not as a matter of Right. The higher the entitlement, the higher is this responsibility. The Staff manual contents are not confidential to the employees, however it is not permitted to share it externally without prior approval. The Management reserves the right to make any changes as and when required, or even withdraw any of the schemes without prior notice. All the policies contained herein apply to employees in staff grades only unless specified otherwise. Best Regards,

Varghese Mathew Chief People Officer

HR Policy Manual

CONTENTS Rev Nos.

Page Nos.

A ORGANIZATION HISTORY, VALUES & GUIDING PRINCIPLES

A.1.0 Organization History ………………………………………...................... 0................ A-1

A.2.0 Vision Statement ………………………………………............................ 1................ A-4

A.3.0 Mission Statement …………………………………………...................... 1................ A-5

A.4.0 Quality, Health, Safety & Environment Policy …………….................... 1................ A-6

A.5.0 Customer Orientation ……………………………………........................ 0................ A-7

A.6.0 Human Resources - Philosophy & Approach …………......................... 0................ A-8

A.7.0 Behavioral Norms ……………….……………………….......................... 0................ A-9

B NEW EMPLOYEE ASSIMILATION

B.1.0 Joining & Induction ……………………………………........................... 1................ B-1

B.2.0 Induction Process .…………………………………………....................... 1.............. B-22

B.3.0 Probation & Confirmation Process ……...………………....................... 1.............. B-23

C TALENT ACQUISITION

C.1.0 Recruitment & Selection Policy ........................................................... 1................ C-1

C.1.1 Selection Committee . ............................................................................ 1................. C-2

C.1.2 Interview Travel Expenses Reimbursement ..………………….................... 0................. C-4

C.1.3 Training in Selection Skills ………………………………………................. 0................. C-4

C.1.4 Use of Psychometric Tests …………………………………........................ 0................. C-4

C.1.5 Salary Fixation ….................................................................................... 1................. C-5

C.1.6 Reference Check …………………………………………………................. 1................. C-5

C.1.7 Offer / Appointment Letters ................................................................... 0................. C-5

C.1.8 Medical Examination . ............................................................................ 1................. C-6

C.1.9 Engaging of Recruitment Consultants .................................................... 0................. C-6

C.2.0 Recruitment of Freshers . .................................................................... 1.............. C-11

C.2.1 Trainee Induction Program ..................................................................... 1............... C-12

C.2.2 Absorption in Service ............................................................................. 1............... C-13

C.2.3 Mentoring ............................................................................................. 1............... C-13

C.3.0 Employee Referral Scheme …………………………….......................... 1.............. C-14

C.4.0 Vocational Training . ........................................................................... 1.............. C-16

C.5.0 Appointment of Director’s Relatives ……………………....................... 1.............. C-17

C.6.0 Engaging of Retainers …………………………………........................... 1.............. C-17

C.7.0 Recruitment of Temporary / Project Based Employees …….................. 1.............. C-17

C.8.0 Internal Redeployment Policy ............................................................. 1.............. C-18

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D REMUNERATION & FACILITIES

D.1.0 Compensation Philosophy …………………………………..................... 1................ D-1

D.2.0 Components in Compensation (Cost to Company) . ........................... 1................ D-2

D.2.1 Monthly Components ............................................................................ 1................. D-2

D.2.2 Annual Components .............................................................................. 1................. D-4

D.2.3 Deferred Benefits ................................................................................... 1................. D-6

D.2.4 Grade Structure & Designation . ............................................................. 1................. D-8

D.2.5 Ready Reckoner – Grade-wise Perks ........................................................ 1................. D-9

D.3.0 Benefits & Facilities . ........................................................................... 1.............. D-10

D.3.1 Company Leased Accommodation ......................................................... 1............... D-10

D.3.2 Project In-charge Allowance . ................................................................. 1............... D-11

D.3.3 Outstation Site Living Expenses Reimbursement ..................................... 1............... D-12

D.3.4 Company Vehicle Schemes ..................................................................... 1............... D-15

D.3.5 Guidelines for New Promotees to C001-A for Vehicle Benefits ................ 1............... D-19

D.3.6 Additional Mileage Reimbursement . ...................................................... 1............... D-20

D.3.7 Residential Telephone Policy ................................................................... 1............... D-21

D.3.8 Mobile Phone Policy . ............................................................................. 1............... D-22

D.3.9 Corporate Credit Card Policy .................................................................. 1............... D-26

D.3.10 Employee Social . ................................................................................... 1............... D-27

D.3.11 Group Mediclaim Policy ......................................................................... 1............... D-29

D.3.12 Group Personal Accident Insurance Policy . ............................................. 1............... D-38

D.3.13 Regular Job Transfers ............................................................................. 1............... D-45

D.3.14 Temporary Transfer Allowance . .............................................................. 1............... D-47

D.3.15 Staff Accommodation & Facilities at Sites ............................................... 1............... D-48

D.3.16 Annual Health Check-up ........................................................................ 1............... D-50

D.4.0 Summary of Project Based Employee Benefits .................................... 1.............. D-51

E

ATTENDANCE & LEAVE RULES

E.1.0 Hours of Work & Holidays ………………………………......................... 1.................E-1

E.2.0 Leave Rules ……………………………………………….......................... 1.................E-2

E.3.0 Vacation Donation Program …………………………………………....... 1.................E-6

E.4.0 Education Leave & Aid ……………………………………....................... 0.................E-7

F

GRIEVANCE & DISCIPLINARY PROCEDURES

F.1.0

Un-Authorized Absenteeism ………………………………..................... 1.................F-1

F.2.0

Grievance Redressal ………………………………………........................ 1.................F-6

F.3.0

Sexual Harassment Policy …………………………………...................... 1.................F-8

CONTENTS

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F.4.0

Model Standing Order . ...................................................................... 0...............F-12

F.5.0

Disciplinary Norms . ............................................................................ 1...............F-14

G PERFORMANCE MANAGEMENT SYSTEM

G.1.0 Target Setting (KRA) & Review ………………………............................. 1................ G-1

G.2.0 Performance Appraisal System …………………………......................... 1................ G-3

G.2.1 Expert & Governance Functions .............................................................. 0.................G-4

G.2.2 Rating Pattern . ...................................................................................... 1.................G-5

G.2.3 Rating Distribution . ............................................................................... 1.................G-5

G.3.0 Increment Policy …………………………………………......................... 0.............. G-16

G.4.0 Promotion Policy ……………………………………................................ 0.............. G-17

G.4.1 Promotion Panel .................................................................................... 1...............G-18

G.5.0 Performance Bonus Scheme ………………………………..................... 1.............. G-21

G.6.0 Performance Improvement Plan (PIP) ……………………...................... 1.............. G-24

H WORK ETHICS

H.1.0 Equal Opportunity Policy .................................................................... 0................ H-1

H.2.0 Professional Integrity & Confidentiality of company information ....... 0................ H-2

H.3.0 Whistle Blower Policy ......................................................................... 0................ H-3

H.4.0 Serious Incident Reporting ................................................................. 0................ H-5

I

COMMUNICATION

I.1.0

SPARK ................................................................................................. 1................. I-1

I.2.0

ERP ..................................................................................................... 1................. I-2

I.3.0

Communication with Media / External World ..................................... 1................. I-2

I.4.0

We@SP - Corporate Quarterly Magazine ............................................ 1................. I-3

J

AWARDS & CELEBRATIONS

J.1.0

Long Service Awards …………………………………….......................... 1................. J-2

J.2.0

Best Project of the Year …………………………………......................... 1................. J-3

J.3.0

Best Region of the Year …………………………………......................... 1................. J-4

J.4.0

Best QMS Auditor of the Year ………………………….......................... 1................. J-5

J.5.0

Best Mentor of the Year …………………………………........................ 1................. J-6

J.6.0

Best Trainer of the Year …………………………………......................... 1................. J-7

J.7.0

Appreciation Awards .......................................................................... 1................. J-8

J.8.0

Felicitation of Meritorious Employee Children …………...................... 1................. J-9

J.9.0

Annual Day Celebrations …………………………………....................... 1............... J-11

CONTENTS

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K TRAVEL POLICY

K.1.0 Domestic Travel Policy ........................................................................ 1.................K-1

K.2.0 Foreign Travel Policy ........................................................................... 1.................K-5

L

DEVELOPMENT OPPORTUNITIES & ORG. DEVELOPMENT (OD) INITIATIVES

L.1.0 Training & Development ..................................................................... 1................. L-1

L.1.1

L.2.0 Distance Learning & Part-Time Studies ………………........................... 1................. L-5

L.3.0 High-Cost Training Programs .............................................................. 1................. L-7

L.4.0 Company Sponsored E-PGPM from NICMAR (Pune) ........................... 1................. L-8

L.5.0 Accelerated Leadership Development Program (ALDEP) ..................... 1................. L-9

L.6.0 Mentoring Program . .......................................................................... 1............... L-11

L.7.0 “SP-ONE” Program ............................................................................. 1............... L-15

L.8.0 Competency Mapping Exercise . ......................................................... 1............... L-16

L.9.0 Staff Meetings .................................................................................... 0............... L-29

Supervisory Training Centre – STC . ......................................................... 1..................L-4

M WELFARE MEASURES

M.1.0 Death Benevolent Scheme .................................................................. 1............... M-1

M.2.0 Corporate Social Responsibility (CSR) ................................................. 0............... M-4

N EXIT FORMALITIES AND FULL & FINAL SETTLEMENT

N.1.0 Notice Period ...................................................................................... 1................ N-1

N.2.0 Exit Interview . .................................................................................... 1................ N-2

N.3.0 Guidelines to Employees on Withdrawal of PF / Family Pension Accumulations ..................................................... 1................ N-8

N.4.0 Retirement & Separation Rules ........................................................... 1................ N-9

N.5.0 Full & Final Settlement Process ........................................................... 1.............. N-10

ORGANISATION HISTORY, VALUES & GUIDING PRINCIPLES

HR Policy Manual


A.1.0

ORGANIZATIONAL HISTORY

Shapoorji Pallonji & Co. Ltd. (SPCL) is one of the leading construction companies in India. It also has a significant presence in the overseas markets, especially in Middle East and Africa. It had a modest beginning as Littlewood Pallonji & Co. in 1865 and its first project was the reservoir at Malabar Hills, Mumbai, which went on to fulfill the water supply needs of the city for the next 100 years and more. Over the years, the company’s expertise has been repeatedly showcased through projects which invoked innovation and state-of-the art technology and of size beyond the capacity of most others, with the essential objective of customer satisfaction. SPCL’s repertoire includes civil and structural engineering masterpieces like factories, nuclear establishments, scientific & research establishments, stadia & auditoria, airports, hotels, hospitals, multi-storied towers, housing complexes, townships, water treatment plants, roads & expressways, power plants, and IT Parks.

Its Domestic operations are managed through a well-knit country wide network of Regional Offices and enjoy a Pan-India presence.

Today, SPCL employs over 5,500 dedicated and qualified workforce. Its major achievements include many firsts, such as : The first Indian construction company to enter the Middle East in the early 1970s to construct the palace for the Sultan of Oman. The first Indian construction company to earn the ISO 9001: 2008 Certification from Bureau Veritas India Ltd. The first Indian company to construct two, sixty-storied residential towers (The Imperial) in Mumbai. Construction of the country’s largest township for the economically weaker sections of society, in Kolkata, spread over 150 acres of land. The first Indian Construction Company to implement a fully integrated ERP system.

Contracting Construction is the major Business line for the Company. The Company has grown and expanded at an unparalleled pace in the last century to its present status.

Construction Business also has a major presence in the Overseas markets. It operates in Dubai, Abu Dhabi, Qatar, Bahrain, Saudi Arabia, Kenya, Algeria, Ghana, Gambia etc through a network of Companies registered in each country, and managed by the holding Company – SP International, head quartered in Dubai.

The Company has accelerated the momentum of its growth by diversifying into the related areas of Real Estate, Interiors and EPC business. Each of these Divisions of SPCL are today major players in their area.

Rev. No. 0 Issue Date: Nov 2011

A-1


A-2

HR Policy Manual

Real Estate Division (SP - RE) is associated with promoting & developing a number of prestigious projects across India. From the luxurious and tallest residential towers in India (60-storeyed, twin towers, Mumbai) to the largest Mass Housing Project in Asia (20,000 dwelling units in Kolkata), a series of large, integrated IT Parks in Pune, Chennai, Delhi, Kolkata, etc under the brand “SP Infocity”; and several housing and commercial property development, the offering has a wide range.

SP - EPC : With the vast experience gained over a long period of time in executing classical Buildings to Industrial projects to Power Plants and Design & Build Projects, the Company has forayed into the EPC arena. This Division focuses on delivery of Iron & Steel Plants and Allied Industrial Plants like Material Handling, Ore Beneficiation, Coal washeries; and Power Plants of varying capacities on Engineering, Procurement & Construction basis.

SP - CMG : A full-fledged, large scale business of providing world-class interiors and accessories is handled through the Construction Materials Group.



HR Policy Manual

The SP Group today is a conglomerate of several organizations, operating in a variety of fields and technologies, and continues its strive towards perfection, quality and commitment virtues. Some of the key group companies are:

AFCONS Infrastructure Ltd.

Infrastructure Projects

Forbes & Company Ltd.

Shipping, Logistic, Machine Tools

Forbes Technosys Ltd.

Business Automation, Vending Machines

Forvol International Services

Inbound and outbound tours, tailor-made tours for Corporate Sector and ticketing.

Eureka Forbes Ltd.

Water Treatment / Water Purifiers / Desalination Plants / Security Systems / Air Purifiers / Vacuum Cleaners

Sterling & Wilson Ltd / Sterling Generators Pvt. Ltd

Electromechanical, MEP Systems / DG Sets.

SP Fabricators Pvt. Ltd.

Facades, Cladding & Exterior Coatings

Gokak Textiles Ltd.

Textiles / Yarns

Next Gen Publishing Ltd.

Publishing

SP Infrastructure Capital Company Ltd.

Roads / Coal Mining / Ports / Power

SP AGRI Management Services Pvt. Ltd.

SP Agri Management Services Pvt. Ltd.

Agriculture (Ethiopia)


A-3


A.2.0

Vision Statement “Fostering an environment that helps in the creation of knowledge and its application to work. We seek to excel in all our business activities and strive to build Shapoorji Pallonji into a Creative Organization.”

SHAPOORJI PALLONJI & CO. LTD. Technology • Quality • Service

A-4


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A.3.0

Mission Statement “Shapoorji Pallonji & Co. Ltd will be the company of first choice In the Construction Industry. We shall be driven by our commitment to Customer Satisfaction.”

SHAPOORJI PALLONJI & CO. LTD. Technology • Quality • Service


A-5


HR Policy Manual

A.4.0

QUALITY, HEALTH, SAFETY & ENVIRONMENT POLICY

“We, at Shapoorji Pallonji Co. Ltd. believe that our long term business success depends on our ability to continually improve the quality of services, while protecting people and the environment. Hence, we are committed to meet the expectations of our customers and continuously strive to improve the effectiveness of our Quality, Health, Safety and Environment (QHSE) Management System. To achieve this goal, our impetus will be towards the following: Provision of safe working environment, prevention of injury, ill health and planning for enhanced emergency preparedness. Minimizing adverse impact of our activities to the environment. Optimal utilization of men, machine, finance and other resources. Devising planning systems for effective implementation. Strong organizational support through human resource development. Development of reliable vendors for a higher degree of Quality Assurance. Complying with contractual requirements. Communicating openly with stakeholders and making them aware on QHSE aspects. Compliance of applicable legal and other requirements.

S. P. MISTRY (Managing Director)

A-6


C. P. MISTRY (Managing Director)

HR Policy Manual


A.5.0

CUSTOMER ORIENTATION

The Company depends for its survival on its Customers. The Company believes that everyone can contribute to customer satisfaction. This policy lays down expectations in this regard from all employees.

Guidelines & Norms : Every employee in the organization, no matter in what function or level he / she is in, has a responsibility towards the Customer. Everyone is expected to provide the best possible service to the next person in the chain so that the ultimate service which we give to the customer is the best. Everyone is expected to see the person who requests his service as his Customer. In all situations, employees are expected to be courteous and responsive to the external as well as internal customers. Every communication is to be acknowledged at the earliest even if a specific response or decision may take a longer time. The deadline or target date for finishing a task or for giving a decision should be communicated along with the acknowledgement. Anyone, who has a problem, whether within the organization or outside, must be heard and helped out to the best of one’s ability. After action has been completed, a check for customer satisfaction must be undertaken, as far as possible. Every employee should ensure that commitments given to the Customer are honored and we do not try and short-change the Customer. In whatever we do, we should aim for highest quality and continuous improvement.


A-7


HR Policy Manual

A.6.0

HUMAN RESOURCES –PHILOSOPHY & APPROACH

We strongly believe that values which we cherish need to be stated because they represent for us a direction and an ideal towards which we must aim.

Our Human Resource endeavor will be to actively support all efforts towards improved profits, growth and success. Success is not confined to only monetary profits but comprehensively covers quality & excellence in all our operations, growth, customer goodwill and leadership in business. Such a well-rounded success brings with it a sense of well-being and high self-esteem in all employees. We respect all people. Our Company extends courtesy and shows respect for all the groups it deals with - customers, suppliers, government agencies and society at large. We expect managers to be sensitive to the training and achievement needs of their employees and to create an atmosphere where they can develop and grow. Mere attendance at any program does not ensure any change in behavior unless the employee is open and ready to take risks in trying out new behaviors, attitudes and ways of working. Individual technical skills and competence are essential but people also need to learn to work harmoniously in groups. If they do not, it is like a building with the best bricks which are not placed together suitably, leading to an unstable structure. We believe that the primary job of a Manager is to facilitate rather than control. The team that produces the best results is the one where the manager actively supports its members in their performance. We encourage teamwork between people, within a department and interdepartment. The Company’s interests must take precedence over any other loyalties. We would like each individual to work with a positive attitude that encourages ideas and look upon problems as opportunities and challenges. We are interested in results and not mere efforts or excuses. We expect persons to be totally accountable for their area of work. When an individual has done his best and still there is a mistake or a failure, we will not penalize. However, we are not tolerant of the same mistake being repeated. We would like that each individual be trusted and be governed by self-discipline rather than be constantly monitored by external control. Self-regulation and discipline are very important.

A-8



HR Policy Manual

A.7.0

BEHAVIOURAL NORMS

Objective :

An organisation is very often judged by the outside world on the basis of the behaviour of a single employee. Each employee is an SPCL ambassador; and thus has a responsibility to ensure that all his / her actions contribute to enhancing the Company’s image. Hence it is necessary to spell out a few essential behavioural norms.

Norms : Personal integrity is of paramount importance to us. We would like all our employees to totally dissociate themselves with dishonest dealings of all kinds. We will not tolerate personal gratification of any kind on the part of our employees from vendors, contractors or any other persons who have or who propose to have business dealings with SPCL other than customary small value gifts and articles during festive season. It is expected that criticism about a person or a section of the organization is shared only with people concerned, with a view to resolving the issue and not aired publicly to outsiders, customers, suppliers etc, as this is likely to undermine people’s faith in the Company. The supervisor must hold final responsibility for the failure of his / her subordinates in delegated tasks and not make them scapegoats for his / her personal protection. Sensitive and strategic information, to which an employee has access, must be shared with discretion so that it is not used against the overall interest of the organization. All entitlements permitted under the Company policy are expected to be used with a sense of responsibility and not as a matter of right, irrespective of need. The higher the entitlement, the higher is this responsibility. We are not against social drinking, but when it is done at Company functions or in Company transit houses or other Company premises, it is essential that sobriety is maintained. Lack of concern in this regard can cause unpleasantness and tarnish the Company’s image. The list of norms mentioned above is not exhaustive. In every situation all employees are expected to use their own discretion in deciding on a course of action which would enhance SPCL’s image as a responsive and responsible organization.


A-9

NEW EMPLOYEE ASSIMILATION


HR Policy Manual

B.1.0

JOINING & INDUCTION

Objective :

Every new employee who joins Shapoorji Pallonji should feel comfortable and welcomed to the organisation. HR ensures that the new employee’s joining formalities are done in a systematic manner and his / her basic needs are taken care of.

B.1.1

Joining Kit :

HR will keep the Joining Kit ready along with the copy of the offer letter made to the new employee. The Joining Kit will consist of the following documents : Joining Report Form (In triplicate) (HR#B.1.1 / F1) Check List for Induction (HR#B.1.1 / F2) Employee Data Form (HR#B.1.1 / F3) Provident Fund & Pension Scheme Membership Form (HR#B.1.1 / F4) ESI Membership Form (If applicable) (HR#B.1.1 / F5) Gratuity Nomination Form (HR#B.1.1 / F6) Payment of Wages Nomination Form (HR#B.1.1 / F7) Group Mediclaim Policy Nomination Form (HR#B.1.1 / F8) Bank Account opening Form (Available with Accounts) Superannuation Application Form (HR#B.1.1 / F9) (1)

Undertaking – Confidential information (HR#B.1.1 / F10)

The HR / Associate, on the day of joining itself will ensure that all joining formalities are completed by the new employee. All the fields in the Joining Report and the details in the Joining Kit are mandatory and must be filled in, completely.

Every new employee will fill the “Joining Report Form” in triplicate, which will be used by the HR Associate to generate the ERP No. for the new employee. This form has to be signed by the employee, HOD of the new employee, the concerned HR head and the HO HR Head before it is sent to Accounts for inclusion in the Payroll.


B-1

HR#B.1.1 / F1

Shapoorji Pallonji & Co. Ltd. JOINING REPORT (To be filled in by New Entrants & Transferred Employees) 1000 GF 08008 ERP No.: To: HR Department, Mumbai This is to confirm that I have joined (*) Shapoorji Pallonji & Co. Ltd., as per the following particulars: Name in Full: Grade: Date of Birth: Designation: Date of Joining (*): Appointment / Transfer Letter Ref & Date: Name of the Project / Department: Name of the Regional Office / Location: Employment Status

Probation

Regular

Trainee

Temporary

Retainership

Project Based

Previous Company’s Provident Fund A/c No: ________________________________________________ Previous Company’s Family Pension Fund A/c No: ___________________________________________ Salary Transfer: All employees will be required to open a Bank Account with IDBI (only) for the purpose of Salary transfer. If you are not an Account Holder in IDBI please fill up the Account Opening form, and forward it to your Regional Accountant. Employees From Mumbai Region should fill up the A/c Opening form and attach with this report. IDBI BANK A/c No.: In case of Transfer, (Region to Region), Please fill up the following: (*Employees transferred from one Region to another shall give the date of joining at the new Region & not the original date of joining the Company) 1.

Region from where transferred:

2.

Project / Location from where transferred:

3.

Last Date attended in the previous location: Name & Signature

EMPLOYEE

PM/RGM/HOD

RO - HR 1 of 1

HO - HR

HO - ACCOUNTS

HR#B.1.1 / F2

CHECKLIST FOR INDUCTION PROGRAMME Sr. No.

Description

Yes

1.

Issued Induction Manual

2.

Introduction of the company to the new comer (including History, Organisation chart and company’s Quality policy)

3.

On the job information viz. Duties and responsibilities, of the job training.

4.

Various information viz. working hours, leave rules, medical facilities, LTA, Conveyance and other benefits.

5.

Introduction to the colleagues and superiors in the department.

6.

Applicable clauses of ISO 9001 and ISO procedures

7.

Following forms are given :

No

N/A

a) Company’s Employment form b) Provident fund form c) E. S. I. Form d) Medical insurance form 8.

All queries if any, answered

9.

Follow up after five days.

SIGNATURE - SITE IN CHARGE / HOD

EMPLOYEES SIGNATURE

DATE 1000GF08015

1 of 1

HR#B.1.1 / F3

1000GF08009

SHAPOORJI PALLONJI & CO. LTD.

41/44 Minoo Desai Marg, Colaba, Mumbai - 400 005.

EMPLOYEE DATA FORM PH

O

TO

G

RA

PH

PERSONAL DATA Note : To be filled by the Employee in his / her own handwriting Surname Sex

First name

Date of Birth

M/F

DD

MM

Marital status

Middle name Religion

Previous name, If any

Nationality

Tick the category’ you belong to :

YY

OBC/BC/SC/ST/NT Passport No.

Passport Expiry Date

Countries Travelled

OPEN OTHERS ___________

MEDICAL DETAILS Blood Group Height (cm) Weight (kg) Power of Lens Left Eye Right Eye

LANGUAGE KNOWN Major illness/operation undergone (Indicate Language whether in last 3 yrs. fluent, fair or poor; underline Date of Operation mother tongue) No.of days Hospitalized

Speak

Read

Write

Physical Disability, If any ADDRESS DETAILS Present Address

Permanent Address

State

State

Pincode

Pincode

Tel / Cell

Tel / Cell

E-mail

E-mail

Emergency Contact

Name

Address

Relationship Tel / Cell E-mail

State

Pincode

FAMILY BACKGROUND (Details of parents /spouse /children) Name

Relationship

Occupation

Father Mother Spouse Son / Daughter Son / Daughter Son / Daughter 1 of 4

Dependent (Y/N)

Date of Birth

EDUCATIONAL QUALIFICATIONS (Starting with SSC) Qualification

Branch of Study

Year of passing

Name of School

Name of College/ University

Class/ Grade

*F/P/ C/D

(* F- Full time, P- Part time, C- Correspondence, D - Distance Learning)

EXTRA CURRICULAR ACTIVITIES Activity / sport

Year

Level of participation

Position held

Prizes won

MAJOR TRAINING UNDERGONE Name of the Training Course

Duration

Year

Institute / Organization

Place

Certificates Awarded

PAPERS PUBLISHED / PRESENTED Title

Name of the Seminar / Paper presented / Published

Date

SCHOLARSHIPS / MERIT AWARDS National

State / University / Board

2 of 4

College / School

3 of 4

Industry Type *

Industry Classification (@)

Function On joining

On leaving

Designation Reporting to on leaving Name & Designation From Date

To Date

Duration of Service

@Contracting Firm, Developer, Client, PMC; Others.

* Industrial - Factories, Power Stations, Treatment Plants, Buildings - Commercial, IT, Malls, Residential, Hospitality, Health Care, Roads & Infrastructure Projects; Others.

Company

PREVIOUS EXPERIENCE DETAILS

PROFESSIONAL MEMBERSHIP Institute Name

Status of Membership for positions held if any

Duration From

To

GENERAL INFORMATION Have you ever been employed by us or any of our Subsidiary / Associate Companies? If yes, give details:

Is any of your relatives employed by us or by any of our Subsidiary / Associate Companies.

Name

Position / Company.

Declaration under Section 314 of the Companies Act 1956 as amended 1974 hereby declare that I am not connected with any of the Directors of the company as his partner or his relative as defined under Section 6 of the Companies Act 1956. OR I hereby declare that I am Partner/Relative of Mr/Ms. _________________________ a Director of the Company. I declare that the information given above is true to the best of my knowledge. Any false or incorrect information furnished above will result in disciplinary action being taken against me including removal from the service.

____________________

________________________

______________________________

Date

Place

Signature of the employee

For office use only (To be verified by Regional HR representative)

(To be signed by Corporate HR)

All documents have been verified by the undersigned and they are in line with what employee has mentioned.

Signature :

Signature :

Name:

Name:

4 of 4

HR#B.1.1 / F4

SHAPOORJI PALLONJI & CO. LTD. EMPLOYEES’ PROVIDENT FUND Form ‘A’( Form of Agreement & Declaration ) P.F.A/C No. : MH/BAN/19844/EXM/ P.S.95 A/c No.:MH/BAN/19844/EXM/ I HEREBY DECLARE THAT I have read the Rules & Regulations of the SHAPOORJI PALLONJI & CO. LTD. EMPLOYEES’ PROVIDENT FUND. And I agree to be bound by them and the amendments made therein from time to time. (To be filled in by Office) Dated __________________________ Day of _________________ 20 ___. NAME: Mr./Miss/Mrs. Fathers/Husbands NAME: SURNAME: PERMANENT ADDRESS*: ______________________________________________________________________ ______________________________________________________________________ LOCAL ADDRESS*:

______________________________________________________________________ ______________________________________________________________________

Date of Birth : Date Of Appointment : Date of Joining : Qualification : __________________________________________ Designation: ___________________________ I am a member of’ ** ______________________________________________________________________________ Provident Fund - Yes / No _________________________________________________ Family Pension Fund Scheme - Yes / No _______________________ Signature of Employee Witness (1) Full Name Address

: ______________________________________________________________________ : ______________________________________________________________________ ______________________________________________________________________

Occupation : _________________________________________ Signature : Witness (2) Full Name Address

: ______________________________________________________________________ : ______________________________________________________________________ ______________________________________________________________________

Occupation : _________________________________________ Signature : Rubber Stamp Containing Name & Address of : Regional Office

______________________ Authorised Signatories

Note : THIS ENTIRE FORM SHOULD BE FILLED IN BLOCK LETTERS EXCEPT FOR SIGNATURES * Address means Residential Address and not the Address of the Place of Work. ** Here mention the name of Provident Fund in which the applicant is a member of any Provident Fund before joining SHAPOORJI PALLONJI & CO. LTD. 1 of 2

FORM NO. 9 ( FPF ) (For Exempted Establishments Only) Declaration by a person taking up employment in an establishment in which the Employees’ Pension Scheme is in force I _____________________________________________________ son/wife/daughter of ___________________ (Name) do hereby solemnly declare that (a)

I was last employed in

__________________________________________________________________ __________________________________________________________________ __________________________________________________________________ (Name & full address of the establishment )

* and left service on ______________________________ (b)

I was member of ________________________________________________________________ Provident fund *and also of the Family Pension Fund 1971 From ______________________ to ______________________ *but also

Pension Fund 1995

From ______________________ to ______________________

and my account number was / were ___________________/___________________/___________________ (c)

I have/have not withdrawn the benefit accuring from the Family Pension Fund 1971 Pension Fund 1995

(d)

I have never been a member of any Provident Fund nor Family Pension Fund 1971 Pension Fund 1995

Date : _________________________

_______________________________ Signature or right / left hand thumb impression of the employee * Strike out whichever is not applicable Note : The principal employer should have this form filled up even in respect of employees to be employed by or through a contractor.

2 of 2

HR#B.1.1 / F4

FORM 2 (REVISED)

For Office use only

NOMINATION AND DECLARATION FORM FOR UNEXEMPTED/EXEMPTED ESTABLISHMENTS

Inward No. ___________________

Declaration and Nomination Form under the Employee’s Provident Funds & Employees’ Pension Scheme

Group No..___________________

(Paragraph 33 & 61(1) of the Employees’ Provident Fund Scheme, 1952 & paragraph 18 of the Employees’ Pension. Scheme, 1995)

Office At _____________________

1. Name (In Block letters) ________________________________________________________________________ 2. Father’s/Husband’s Name ______________________________________________________________________ 3. Date of Birth : _____________________________________________ 4. Sex: ___________________________ (Male/Female) 5. Marital Status: __________________________ 6. Provident Fund A/c. No.MH/19844/EXM./ _______________ (married/unmarried/widow/widower)

7. Address : Permanent

Pension Fund A/c. No.MH/19844/EXM./ ________________ E.D.L.I. A/c.

No.MH/19844/EXM./EDLI/ ____________

______________________________________________________________________________ ______________________________________________________________________________

Temporary

______________________________________________________________________________ ______________________________________________________________________________

PART-A (EPF) I hereby nominate the person(s)/cancel the nomination made by me previously and nominate the person(s), mentioned below to receive the amount standing to my credit in the Employees’ Provident Fund, in the event of my death :

Name of the Nominees

Address

1

2

Nominee’s relationship with the member

Date of Birth

3

4

Total amount or share of accumulations in Provident Fund to be paid to each nominee

If the nominee is a minor, name & relationship & address of the guardian who may receive the amount during the minority of nominee

5

6

1. *Certified that I have no family as defined in para 2(g) of the Employees’ Provident Fund Scheme, 1952 and should I acquire a family hereafter the above nomination should be deemed as cancelled. 2. *Certified that my father/mother is/are dependent upon me.

__________________________________ *Strike out whichever is not applicable.

_______________________________________ Signature or thumb impression of the subscriber (P.T.O.) 1 of 2

PART-B (EPS) Para 18 I hereby furnish below particulars of the members of my family who would be eligible to receive widow/children Pension in the event of my death. Sr. No. 1

Name 2

Name & Address of the family member Address 3

Date of Birth 4

Relationship with member 5

*Certified that I have no family, ‘as defined in para 2 (vii) of the Employees’ Pension Scheme, 1995 and should I acquire a family hereafter I shall furnish particulars thereon in the above form. I hereby nominate the following person for receiving the monthly widow pension (admissible under para 16 (2) (a) (i) & (ii)) in the event of my death without leaving any eligible family member for receiving pension. Name & Address of the nominee 1

Date of Birth 2

Relationship with the member 3

Date _____________________

____________________________________ *Strike out whichever is not applicable.

___________________________________________ Signature or thumb impression of the subscriber

CERTIFICATE BY EMPLOYER Certified that the above declaration and nomination has been signed/thumb impressed before me by Shri/Smt./Kum. _________________________________________________________________________________________________ employed in my establishment after he/she has read the entries/entries have been read over to him/her by me and got confirmed by him/her.

Place ________________________

_____________________________________ Signature of the employer or other Authorised Officer of the establishment

Designation ___________________________ Name & Address of the Factory/Establishment or Rubber Stamp thereof.

2 of 2

HR#B.1.1 / F5 ESIC MEMBERSHIP FORM EMPLOYMENT DETAILS Date of Joining

Name

ERP No

Location

PERSONAL DETAILS Date of Birth

Present Address

Marital Status

Gender

Permanent Address

Are you Disabled? (Y/N)

Residence Number

Mobile Number

State

Pin Code

E-mail ID

FAMILY DETAILS Name

Whether Relationship residing with Date of Birth with the the employee Employee (Y/N)

If NO, state the place of residence

DETAILS OF NOMINEE Name

Relationship with the Employee

Address

1 of 1

State & Pin Code

Mobile Number

Tel Number

HR#B.1.1 / F6

Form ‘F’ Nomination Form under the Payment of Gratuity To, The Head HR, Shapoorji Pallonji & Co. Ltd., Corporate HR Dept, Gresham House, 4th Floor, Sir PM Road, Fort. Mumbai 400 001

ERP No.

Name of the Employee: Mr./Ms. ___________________________________________________________________

•

I hereby nominate the person mentioned below to receive the Gratuity payable after my death as also the Gratuity standing to my credit in the event of my death before that amount has become payable or having become payable has not been paid and direct that the said amount of Gratuity shall be paid to the nominee

•

I hereby certify that that the person nominated is a member of my family within the meaning of clause (h) of Section 2 of the Payment of Gratuity Act 1972.

•

I hereby declare that I have no family within the meaning of clause (h) of Section 2 of the said Act (a) My Father / Mother / parents is / are not dependent on me. (b) My husband’s father / mother / parents is / are not dependent on me.

•

1 have excluded my husband from my family by a notice dated to the Controlling Authority in the terms of the proviso to clause (h) of Section 2 of the said Act..

•

Nomination made herein invalidates my previous nominations

NOMINEE’s Details Name of the Nominee Relationship with the employee Date of Birth / Age Proportion by which the Gratuity will be shared

100%

STATEMENT Name of the Employee Sex

Date of Appointment

Marital Status

Religion

Permanent Address

Place - Mumbai Date -

_______________________________ Signature of the Employee

Witnesses The Nomination signed before me No.

Name

1

Mr.

2

Mr.

Signature

1 of 1

HR#B.1.1 / F7

Form 1 Nomination and Declaration under the Payment of Wages Rules 2009 Name of the Employee

Mr./Ms.

Date of Birth

ERP No

Marital Status

Sex

Permanent Address

Temporary Address

Pin Code :

Pin Code :

I hereby nominate the person mentioned below to receive any amount due to me from the employer, in the event of my death.

Nominee’s Details Name Relationship

Amount of Share

100%

Date of Birth Nominees Address

1. Certified that I have no family and should I acquire a family hereafter, the above nomination shall be deemed as cancelled. 2. Certified that my father / mother is / are dependent upon me. 3. Strike out whichever is not applicable. Date :

Signature of the Employee

Certificate by the Employer Certified that the above Declaration and Nomination has been signed before me by Mr./Ms. ______________________ ________________________________________________________ . For Shapoorji Pallonji & Co. Ltd.

HR ASSOCIATE

1 of 1

HR#B.1.1 / F8

GROUP MEDICLAIM FORM Name of the Employee: __________________________________________________________________________ ERP No: _________________ Date of Joining : _______________________________________________________ Cadre: __________________ Designation: __________________________________________________________ Regional Office: _____________________ Project/Site: ________________________________________________ Details of Employee & Family Members to be covered under The Group Mediclaim Policy: Relation with the Employee *

Name

Date of Birth *

SELF Wife / Husband Son / Daughter Son / Daughter Father Mother * Please refer to the Note mentioned below

__________________________

_________________________

Employee’s Signature

(Human Resources)

Note:-

• • •

Only Spouse & Two Children upto the age of 21 years are covered in this policy. Parents coverage is applicable from Cadre E003 and above. Maximum entry Age limit: 90 years.

1 of 1

HR#B.1.1 / F9

FORM ‘A’ SUPERANNUATION APPLICATION FORM Application to the Trustees to join the Superannuation Scheme. I, _________________________________________________________________ acknowledge having read and understood the Rules which describe the terms of the Scheme arranged with the Life Insurance Corporation of India to provide benefits at my retirement from service. I now apply for admission as a Member of the Scheme on the terms laid down in the Rules. As evidence of age, I shall furnish to the Life Insurance Corporation of India _______________________________ immediately after my application for membership is approved by the Trustees. ____________________ Signature We certify that the above applicant has become eligible to be a Member of Shapoorji Pallonji & Company Limited Superannuation Scheme with effect from ______________________________________ .

For SHAPOORJI PALLONJI & CO. LTD.

Date:

FOR USE OF TRUSTEES The application is approved / not approved and the applicant be admitted / not admitted to the Scheme from ____________________________________________________________________.

____________________ Trustee/s

Date:

Approval of application communicated to the Member on ______________________________________________

1 of 2

FORM ‘B’ FORM FOR APPOINTMENT OF BENEFICIARY UNDER SUPERANNUATION SCHEME The Trustees, Shapoorji Pallonji & Co. Ltd., Superannuation Scheme, MUMBAI I, ________________________________________________________ the member of SHAPOORJI PALLONJI & COMPANY LIMITED SENIOR OFFICERS’ SUPERANNUATION SCHEME, hereby appoint in terms of the Rule headed “APPOINTMENTOF BENEFICIARY” in the Rules governing the Scheme my (relationship) ______________________ ____________________________________________named _______________________________ aged ______ years _____________ and whose address is __________________________________________________________ __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ as the person to whom the moneys payable under the Rules of the said Scheme shall be paid in the event of my death.

Signed at _________________ this ___________ day of _______________ 20 _______________

________________________ Signature ef Member Witnessed By : 1.

Signature

:

____________________________________

2.

Name

:

____________________________________

3.

Address

:

____________________________________ ____________________________________ ____________________________________

1.

Signature

:

____________________________________

2.

Name

:

____________________________________

3.

Address

:

____________________________________ ____________________________________ ____________________________________

2 of 2

HR# B.1.1 / F10

Date:

To CEO Shapoorji Pallonji & Co. Ltd Dear Sir, SUB: UNDERTAKING – CONFIDENTIAL INFORMATION I note that as per Company Policy, following are to be ensured while I am in the employment of the Company and after cessation of my employment with the Company. 1. I shall not divulge or utilize any confidential information belonging to the Company or any of its associate companies (including confidential information as to the formulae, processes and manufacturing methods, and confidential information as to the business and affairs of the Company) which may have come to my knowledge during my employment with the company or any of its associate companies, and that I shall, after my employment, take all reasonable precautions to keep all such information secret. 2. I shall not, without the consent of the company, retain or make originals or copies of letters, reports, drawings, calculations, specifications, formulae, licenses, agreements or other documents of whatever nature belonging to the Company or any if its associate companies or notes thereof, nor retain samples of specimen in which the Company or any of its associate Companies may be or may have been interested in and which have come into my possession by reason of my employment. If, on cessation of my employment, I am in possession of any originals or copies of letters, reports, drawings, calculations, specifications, formulae, licenses, agreements or other documents of whatever nature belonging to the company or any of its associate companies, or notes thereof, I shall deliver the same to the company, without being asked. 3. All Authorization / Power of Attorney, whether joint or several, issued by the Company in my favor shall stand revoked effective from date of my leaving. I shall therefore, immediately arrange to return all such documents / authorizations, both originals and copies, to my immediate manager. 4. I shall not divulge any information / data on the Project / s being exempted by the Company, where sharing of such information / data is precluded by a non-disclosure agreement with our clients. Yours faithfully,

(SIGNATURE OF EMPLOYEE) EMPLOYEE NAME :

Div. :

ERP NO. :

LOCATION :


HR Policy Manual

B.1.2

Documentation for Personnel Folder :

The following documents are essential to be obtained and verified with the originals from the new employee during the process of filling the form: SSC / HSC certificate for date of birth. Degree / Diploma certificate & Testimonials for Educational qualifications. Relieving certificate from last employer, where applicable. Passport, if available. Permanent A / c Number (PAN) Certificates of employment from all previous employers.

One copy of each of these documents, after verifying with the original and duly certified by the concerned HR Manager shall be retained in the Personnel folder of the employee.

B.1.3

Provident Fund Membership Form :

All new employees must fill the membership form for Provident Fund as per the prescribed form. It must be filled completely with details of previous employer’s PF & Family pension membership numbers and details of nominees of the new employee.

B.1.4

ESI Membership Form (If Applicable) :

Where the new employee is coverable under the ESI scheme, the concerned HR Associate has to ensure that the ESI form is filled and completed by the new employee. ESI membership registration is done on-line and hence it is essential to capture all relevant details on the day of joining of new employee.

Those who are drawing a monthly salary of less than Rs.15,000 / - is covered by ESI currently. HR will advise the new entrant where applicable.

B.1.5

New Employee Code :

When the new employee fills the Joining Form as mentioned above, the HR Associate will generate the ERP No. from the system and fill in the form as well as inform the unique number to the employee. This number will have to be quoted for all future transactions by the employee.


B-19


HR Policy Manual

B.1.6

Personnel File :

The HR Associate who is doing the joining formalities will be responsible to ensure that the following documents are available for preparing the personnel file of the employee : Updated CV of the employee Employee Data Form Interview Rating Form Recruitment Recommendation Summary Applicant Summary Copy of Appointment letter duly accepted by the employee Medical Report Three passport size photos All scanned document copies as listed in the joining kit Reference check reports

B-20

B.1.7

Temporary Accommodation for New Employees :

New employees who join from outstation and are eligible for ‘company leased accommodation’ need to be provided help in settling down. Therefore such employees may be provided temporary accommodation either in Company’s Guest House or in any Hotel as per the Domestic Travel policy entitlement, of the employee for a limited period not exceeding fourteen days on ‘bed & breakfast’ basis.

B.1.8

Identity Card / Access Card :

The Company has implemented in some locations / offices a biometric or other attendance access cards for entry. The HR Associate will accordingly issue the identity card to the new employee. All employees are expected to wear the identity cards on their person while in office.

B.1.9

Office Space / Desk Top PC / Laptop :

The HR Associate will organize suitable office space for the new employee at his / her place of posting and also arrange Desk Top PC or Laptop as per the requirement of the job / position. It is the responsibility of the new employee to keep the company property in proper and safe condition.



HR Policy Manual

B.1.10

E-mail Facility :

The HR Associate will arrange for creation of e-mail id for all new employees after generating the ERP no. through the IT Department, as applicable and intimate the same to the employee. The new employee upon creation of his / her e-mail id will be able to get SPARK access.

B.1.11

Visiting Cards :

HR / Departmental representative will arrange for Visiting cards, wherever applicable, for the new employee and make the cards available at the earliest. Employees who have to represent the company to outside world will be eligible.

B.1.12

Office Stationery :

HR / Departmental representative will arrange for the essential stationery for the new employee on the day of his / her joining such as – stapler, staple pins, pen, pencils, eraser, sharpener, etc.

B.1.13

Introduction of New Entrant :

HR / Departmental representative will introduce the new entrant to all the colleagues in the Department over a brief tea meeting, along with the HOD.

B.1.14

Updation of Personal Data : Employees must regularly update HR on any change in personal records such as upgradation of educational qualifications, changes in address, telephone number, marital status, number of dependents or changes in dependents and / or beneficiaries of PF, gratuity etc. The concerned employee shall send a written application to Corporate HR through the HOD for update of the personal records of the employee. All update requests must be supported by valid documents. A return mail confirming the update would be sent by the Corporate HR to the employee.


B-21


B-22

HR Policy Manual

B.2.0

INDUCTION PROCESS

Initial Induction :

The HR Associate will organize the initial Induction of every new employee and will arrange to get access to “e-induction” package. The employee will be able to get an exposure to company, organization structure, history, HR policies / procedure, entitlements, etc. To facilitate this process, all employees will join in established offices of the company, rather than directly at project sites. He / she will be given an overall orientation to the Company / RO / Dept, as well as a brief about the nature of the project, roles & responsibilities before being posted to project sites. The job related induction will be coordinated in consultation with the HOD.

For levels of General Managers and above, a formal announcement will be made across the organization with a brief introduction of the new employee by the Business Head. This will be co-ordinated by HR.

Group Induction :

After the Departmental / Regional induction, but within a period of two months, all employees joined at a particular RO / location will undergo a Group Induction. The focus will be more on Organizational level inputs with emphasis on our Organisation Culture, Beliefs, History & Evolution, Business Philosophy, People, Process capabilities, Opportunities, Future plans, etc.

HR will ensure that Group Induction is done in all locations every two month.

Induction is a very important and valuable entry process and is a big step in building a lasting and effective relationship.


(1)


HR Policy Manual

B.3.0

PROBATION & CONFIRMATION PROCESS

Objective:

The probation period is a period for mutual adjustment between the new employee and the organization. A formal performance assessment and feedback process will be followed for confirmation in service.

Eligibility & Coverage:

All new entrants to the organization in Grades upto and including C001-A will undergo a probation period of 6 months. Very senior executives in Grades C002 and above may be recruited directly as confirmed employees.

Policy :

(1)

Probation is a period of joint learning for the new employee and the organization. Ideas, suggestions and observations are to be mutually exchanged during this period. The departmental head, peers and others need to be sensitive and supportive to the new member of the team. The probationer must be constantly encouraged to learn and the immediate superior must keep in regular touch with him. Soon after the formal induction, the HOD will set targets for the new employee in consultation with him, and in achieving the same emphasis will be laid on team effort and collaboration which will over-ride competition.

Procedure : The probation period is normally for a period of 6 months from the date of joining. Those who join between the 1st and 14th will be confirmed effective 1st and those who join between the 15th and the last day of the month, will be confirmed effective 15th. The same appraisal forms as in Annual appraisal will be used for confirmation appraisal also. The HR Associate will study the appraisals and will revert to the HOD and to the employee wherever necessary. The HR Associate will also be available for joint counseling, if necessary. The appraisal discussions and the related documents form essential parts of the process of confirmation. While HR will ensure appraisals and confirmation in time, it cannot be done without the involvement of the HODs and the employee. Confirmation will not be automatic. Engineer Trainees, Management Trainees who have spent one year of successful training with us will be considered for direct confirmation on absorption.


B-23


HR Policy Manual

The probation period may be extended by 3 months at a time upto a maximum of 6 months through the issue of a letter under any of the following circumstances: a. Mutual adjustment between the probationer and the members of the team he has joined is not yet complete. b. The performance of the probationer is not upto the expected level. c. A mis-match between probationer’s values and organizational values. The confirmation letter will be handed over personally by the HOD along with the immediate superior. After getting a reasonable opportunity and feedback, if the probationer is found unpromising, the services will be terminated.

B.3.1

CONFIRMATION INCREMENT

All confirmations between April and December will be administered an increment, subject to following performance ratings:

B-24

(1)

A, A+

5% of CTC

A++ (Exceptional)

Upto 10% of CTC

Those getting confirmed during January to March will be covered for revision along with the annual revision due effective 1st April.


TALENT ACQUISITION

TALENT ACQUISITION

HR Policy Manual

C.1.0

RECRUITMENT & SELECTION POLICY

Objective :

When a need or opportunity arises for recruiting people into the organization from outside, we will do our best to ensure that we select people with appropriate skills, talent and values. We would like every new entrant to be an asset to the organization.

Wrong selection can be very costly to the organization. Hence great care needs to be exercised in recruitment.

Applicability : Employees at all levels.

Policy : All appointments will be based on a manpower sanction obtained from the Corporate and / or as per Tender provisions. All offers for appointments will be issued only by Human Resources. The Regional Head / HOD is expected to meet every selected candidate prior to offer. No offer will be made (for appointments in grades E003 and above) till the President and Head HR meets the candidate. MD and the CEO will meet candidates for all appointments in C002 and above. Spouses and other family members of employees may be employed on merit, if such appointments do not result in conflicting business / functional interests of the Company and of the family member already employed. Direct or indirect reporting relationship between family members will be avoided. However specific clearance from Head of HR to be taken in each instance.

(1)

Ex-employees may be considered for re-employment on a case-to-case basis. It will largely depend on the ex-employee’s past record, reasons for leaving, reasons for seeking re-entry and criticality of organizational need. Approval for such re-appointments will be obtained from Head HR in each case specifically. While re-employing an ex-employee, care will be taken to see how it will affect the careers of his former colleagues with the Company.

(1)

All new recruitments will be restricted to caderised grades only. Non-caderised employees are not covered by this Policy Manual, since their service terms are governed by specific wage settlements. All new entrants in the organization will be joining in their respective Regional Offices, or Head Office. On the day of joining they will meet the concerned HR staff to facilitate completion of all joining formalities, including transfer of Provident Fund, Superannuation, filling of nominations forms, etc.

(1)


C-1

TALENT ACQUISITION

HR Policy Manual

In respect of new entrants selected for posting outside RO, a short orientation program may be organized during such trips. Candidates referred by clients, government officials and employees of the company will be called for interviews and considered on merit only. Any exception in this regard will be decided by Head HR and Corporate. Based on our experience on expenditure of time versus value added, we may subcontract the preliminary recruitment process to a professional agency outside. The extent of outsourcing will depend on feasibility and expediency. However, an outside agency involvement will be an HR decision.

C.1.1

Selection Committee : The selection process will involve HODs / Regional Heads (where vacancy needs to be filled) and HR. In some cases HR may involve representatives of other related regions / functions. Interview panels will normally consist of not more than 3 members. We value the interview findings of each panel member. An assessment form will be provided to record the findings (sample copy attached). The panel members shall document their findings as part of the discipline which the system demands. Each Region has nominated few of their senior Managers to constitute a Regional Selection Committee. They have also been given specific training in selection skills. At least one member of the selection committee and HR will meet every shortlisted candidate before final selection. The panel will consist of members from at least one grade higher than the position being filled up, except for the HR manager. If a candidate is interviewed by two panels, care is to be taken to see that the second panel is not influenced by the opinions of the first one unless a specific second opinion is being sought. In case of a differing opinion between the panel members, HR will take the responsibility of resolving the same by bringing together all panel members before the final decision is taken. At least three candidates should be considered for each position. The interviews are to be a two-way process, in which not only the organization selects a candidate but also the candidate selects the organization to work for. In every case, a decision will be conveyed to the candidate within 4 weeks of interview. All employees are recruited as SP employees. As and when need arises, they may be transferred to any Region or subsidiary. Before transferring, a dialogue with employee will take place. It is our intention to provide informal and personalized attention to the candidates during the process of selection.

C-2


TALENT ACQUISITION

HR Policy Manual

In co-ordination with the panelists, the HR will ensure that the interviews are held on time, and that candidates are not made to wait inordinately. In fact, HR would commit themselves not to make any candidate wait beyond a certain time limit. Candidates will go back with a highly positive image of the organization if the interview is held at the time scheduled.

Procedure :

On receipt of the Manpower requisition, HR will take the following steps on elimination basis to identify potential candidates: a. Explore possibilities of inter-regional redeployment or relocation, by releasing an internal advertisement. b. Scrutinize data-bank jointly with the Indenter. c. Contact established recruitment agencies to identify and shortlist suitable candidates. d. Release an appointment advertisement in relevant dailies / periodicals with prior approval for the cost involved. Prior to raising a manpower requisition or initiating a recruitment, the indenter is expected to thoroughly examine all possibilities of internal redeployment within the Region / Department. Only after exhausting all options, a fresh recruitment will be resorted to. HR will organize preliminary interviews of potential candidates. The panel will consist of the immediate Manager concerned, and an HR Associate. Shortlisting and selection of candidates will be based on consensus of the panel members. The HR Associate will facilitate a consensus. The final interview (when there is more than one interview) will be conducted by the Regional Head / HOD, a Selection Committee member, and HR. At the final interview, the interviewers will communicate the expectations of the job and of the Organization to the candidate, and simultaneously discuss the expectations of the candidate. This process will help clarify issues and increase understanding, thereby facilitating an appropriate decision by both parties. HR will discuss the job and salary offer with the selected candidate. While discussing the offer, care will be taken to explain details of benefits and the compensation stack-up. Speedy antecedent verification and reference checks will be done by HR prior to issuing a formal appointment letter in all grades. On issuing the appointment letter, HR will communicate the same to the Regional Head / HOD, to prepare for the entrant’s welcome and induction.


C-3

TALENT ACQUISITION

C.1.2

HR Policy Manual

INTERVIEW TRAVEL EXPENSES REIMBURSEMENT

(1)

Outstation candidates called for interviews pertaining to : a) “N” grades, will be reimbursed II class rail or bus fare. b) “S”, “T” & “E001 – E002” grades will be reimbursed I class or II class AC rail fare. c) “E003”, “SM” & above grades will be reimbursed I class or II class AC rail fare, or Economy Air fare. d) All reimbursement will be against proof of travel and tickets. Exceptions to the above, if any, will be done with the prior approval of Head HR. Normally overnight stay will be on the individual’s account. However, if the Company requests a candidate to stay overnight, lodging and boarding expenses will be reimbursed within reasonable limits.

C.1.3

TRAINING IN SELECTION SKILLS

We believe that interview and selection skills can be sharpened and improved. We already have a fairly large group of professionals who are competent in identifying the right people through the personal interview process. We would like to supplement their skills and develop the same in others through training workshops. These training workshops apart from sharpening the interview skills, will focus on the interview process observations, use of selection tests, personality factors, psycho-social factors, etc, which affect work effectiveness and work relationships. Attending a selection skills workshop will be mandatory for all selection committee members.

C.1.4

USE OF PSYCHOMETRIC TESTS

Use of psychometric tools provide useful insights into various behavioral aspects of a candidate. It is important to ensure that: Every selection is made with utmost care. Use of psychometric tools will be used by us as a supplementary input in our selection decisions. Currently, we have obtained the license to use one such tool viz. Predictive Index (PI). PI is a unique tool based on proven behavioral science techniques. It is a simple checklist of adjectives and is easy to administer in 10-15 minutes. It gives a fair picture of an individual in work-related behaviors. All HR managers are required to administer the Predictive Index Checklist to all the interview candidates. However, it is mandatory for levels S002 and above. The Predictive Index report should be made available to the selection panel before final interview.

C-4


(1)

(1)

TALENT ACQUISITION

HR Policy Manual

C.1.5

SALARY FIXATION

In all cases, any commitment on Grade and Salary will be communicated by HR only. HR will generate the salary proposal keeping in mind the following guidelines: Maintaining internal parity by comparing qualification, age, experience and compensation with existing employees. Verifying the details given by the candidate of his / her existing remuneration. Any exception for fitment will require the approval of Head HR.

C.1.6

REFERENCE CHECK

At the time of interview when the candidate is filling the Applicant Summary Form, HR must ensure that the candidate provides at least two references, with telephone number, e-mail id and postal address. HR will conduct a reference check with them, and the offer shall be made subject to receiving favorable feedback from the referees.

In the event of selection of any candidate, earlier worked either in SPCL or any of our Group Companies, a specific reference check on his / her performance, reasons for leaving, integrity, etc will be carried out prior to appointment / job offer. A favourable feedback is a pre-requisite for all appointments. This will be recorded on the Interview Rating Form.

(1)

C.1.7

OFFER / APPOINTMENT LETTERS

(1)

As a final confirmation of our selection decision, we will issue an Offer / Appointment Letter which shall cover / be governed by the following: Position and Designation being offered. Place of posting. Date of Joining. Salary stack up with all benefits agreed. List of documents to be submitted by the candidate at the time of joining. Offer is subject to the candidate being found medically fit. Offer / Appointment Letters upto Grades C004 will be signed by the CPO / CEO. Offer / Appointment Letters for UNCL will be signed by the MD. A copy of the Offer / Appointment Letter shall be retained in HR duly accepted by the candidate.


C-5

TALENT ACQUISITION

HR Policy Manual

C.1.8

MEDICAL EXAMINATION

Once the candidate has accepted the offer letter, HR shall give a letter to the candidate to undergo pre-employment medical examination preferably from a doctor empanelled by us.

C.1.9

ENGAGING OF RECRUITMENT CONSULTANTS

Engaging of Recruitment Consultants will be centrally handled by Corporate HR through the process of empanelment. Once the terms of agreement is agreed, an empanelment letter is issued by Head HR. The following will form mandatory conditions in all contracts. The agency shall not source any candidate from SPCL, or its group Companies. A free replacement will be provided, in case of voluntary separation of the candidate placed, within 3 months of joining. The terms offered shall conform to the standard terms.

C-6

Regional HR may forward to Corporate HR empanelment requests of local agencies, if any, after assessing their expertise.

All payments to the recruitment agencies will be centrally made from HO, after Regional / Corporate HR approvals. The respective Regional share will be debited subsequently.


HR#C.1.0 / F1

ANNEXURE A SHAPOORJI PALLONJI & CO. LTD. INTERVIEW RATING FORM 1000GF08004 INTERVIEW OBSERVATIONS Name

Interview

Position

1st

Panel members

Date

2nd 3rd OBSERVATIONS FACTORS

Percentage

FACTORS

Very High

ACADEMIC PERFORMANCE SSC

PERSONAL TRAITS Appearance & Bearing

HSC

Intelligence / Mental alertness

Degree / Diploma

Maturity, Self Control

Post Graduation QUALITY OF ACADEMIC INSTITUTION ATTENDED

Very High

Low

Personal Orientation (Positive / Pleasant)

Diploma / Graduation Post Graduation

Initiative / Enthusiasm / Enterprise

QUALITY OF EXPERIENCE

Thoroughness / Attention to detail

JOB KNOWLEDGE / TECHNICAL EXPERTISE

Sensitivity to surroundings

MANAGERIAL / SUPERVISORY ABILITY

Self Confidence

PAST ACHIEVEMENTS

Communication / cogency Responsibility seeking Potential for adjustment to SPCL INTERVIEW PANEL Name

Signature

1. 2. 3. Expected date of Joining Location Salary (CTC) Grade Panel Observation Selected Shortlisted Databank Rejected

1 of 1

Current : Offered :

Low

HR#C.1.0 / F2 RECRUITMENT RECOMMENDATION SUMMARY Position Details Name : Position Offered : Location / Region :

Site :

Cadre :

CTC p.a.

Expected Date of Joining : New (N) or Replacement (R)

(If Replacement give Details)

Internal Parity Details: (Please give minimum 2 internal Equivalents) Name

Qualification / YOP

Designation

Total Exp.

Exp. in SPCL

CTC p.a.

Recruitment Commitment if any (Please Specify)

Please confirm whether you have verified all the Qualification, Experience Certificates & Testimonials

Yes

No

Please confirm whether you have verified the Salary declared with latest salary slip / Form 16.

Yes

No

Reference Checks (Kindly give Feedback on the Reference Checks done)

What Is the Current Revenue Per Staff & other Productivity Norms? Name & Signature

RO-HR

HOD/ Regional Head

HO-HR

Corp. Functional Head

Date: 1 of 1

Head-HR

Business Head

HR#C.1.0 / F3

APPLICANT SUMMARY Kindly fill up this form as accurately and comprehensively as possible.

Please affix recent photograph here.

Post Applied for: Source:

Referral

Consultant

Advertisement

Direct

Job Sites

Please Specify: Personal Details Full Name: Date of Birth:

Age:

Marital Status

Single

Married

Telephone No:

Gender

Male

Female

Mobile No:

Class

SC/ST

OBC

Email Id:

PAN No:

Widowed

Separated

Open

Nationality: Mailing Address (with Postal Code) Qualification Details Exam Passed

Specialization

Year of Passing

College/Institute

University/Board

Grade/ Percentage

*F/P/C/D

*F-Full time, P-Part Time, C-Correspondence, D-Distance Learning Employment History (Please start with your most recent employment) Designation Employer’s Name & Location

Function On Start

Total Experience (In Yrs.)

1 of 2

On Leaving

Period of Service (dd/mm/yy) From

To

Reporting Structure and Job Responsibility of your Current Role. Reporting Structure

Major Job Responsibilities

(Please draw two levels above & below your position, where applicable)

V

Your Position V

Mention your most Significant Career Achievements so far & areas of Special Expertise possessed by you.

Current/Last Salary and Perquisite Details. A)

Monthly

B)

Annual

C)

Perquisites

D)

Retiral

E)

Variable

Basic

DA

HRA

Conveyance

LTA

Medical

Bonus

Car

House

PF

Gratuity

Furnishing All

Special All

Total

SA

PLP

Gross per Month (A+B+C+D+E) (Abbr: DA- Dearness Allowance / SA-Superannuation / PLP-Performance Linked Pay)

Time required to Join (if selected):

Minimum Salary Expected.

Questionnaire

No

1)

Have you worked with SP Group Companies; In &.a past?

2)

Have you bow interviewed by any BPCL offices In Ow last 1 year?

3)

Are you covered by any service Bond ?

4)

Do you have any relatives In SPCL ?

5)

SPCL publishes an in house journal -We @ SP” every Ouarter, would you

Yes

If Yes, Details

be Interested to receive a copy in your mail, regardless of your selection? 6)

Have you ever been involved In a Criminal procedure?

References (Professionals only, relatives to be excluded) Sr. No.

Name

Company

Designation

E-mall Id

Telephone No.

1 2 I certify the Information contained in this application is True, Correct and Complete. I understand that, if employed, false ststements reported on this application may be considered sufficient cause for dismissal.

Signature of Applicant: ______________________

Date: ____________________

2 of 2

TALENT ACQUISITION

HR Policy Manual

C.2.0

RECRUITMENT OF FRESHERS

Objective :

The policy aims to ensure that fresh talent recruited directly from the Campus, are adequately trained not only with regards to job knowledge and skills but also with regard to development of an SP identity, before they are assigned to various regions.

Fresh talents are normally inducted in the following categories: Graduate Engineers (GET) Diploma Engineers (DET) Post Graduate Management Trainees (PGMT) Post Graduate Engineers (PGET) Post Graduate Diploma (PGDET-QS) Post Graduate Management Degree - MBA / MPM (MT) Graduate Accounts Trainees (GAT)

Policy & Procedure : The requirement of number of fresh trainees to be recruited every year is decided by the management in line with the Business plan. Based on the numbers required, colleges and institutes are identified by Corporate HR. Only those educational institutions with certain quality and reputation will be chosen for campus visits. Based on pre-determined criteria on the academic and extra curricular performance, the students are shortlisted for the campus interview. The students are given a formal presentation about the company, SP Group, the Organization Culture, Values, Products & Services, etc. as a part of the selection process. The students are selected for the final interview depending on their academic record, participation in extra curricular activities and performance in written tests on technical subjects and english language. Group discussions are conducted to assess communication skills, team skills and leadership qualities of the students. Group discussion is a non-elimination round. The students shortlisted based on the above criteria, attend the personal interview with the panelist (Technical + HR) for final selection.


C-11

TALENT ACQUISITION

HR Policy Manual

The final list of selected students is declared on Campus. Appointment letter is issued to the selected students within one month of the campus recruitment. Recruiting fresh entrants or those with less than 1 year outside experience directly on the job will be avoided. The training duration is typically one year, and the emphasis is on ‘on-the-job’ training. Training is designed to ensure adequate opportunity to develop well rounded functional knowledge & skills, identify their strength, and make meaningful career choices. We follow a structured training approach wherein the trainees are exposed to various modules covering our processes and technologies. Each trainee is evaluated and counseled periodically on his / her learning and progress by Corporate HR. The company regards these training schemes as major sources of quality manpower and considerable amount of time, money and resources in spent on this activity. As a practice, all trainees will be posted at project sites. A unique feature of the GET training is the project assignment competition. Group of GETs are given various projects for a threadbare analysis & study, covering all stages from tendering till project completion.

C-12

Each Region selects their best team and sends them for the company level final presentation to HO to a panel of senior management team. The best two teams are selected as the winner and the runner-up and is given a citation and cash prizes. Each batch of GETs look forward to this annual event and winning the competition is regarded as a coveted achievement.

C.2.1

TRAINEE INDUCTION PROGRAM

Corporate HR will design and conduct the Induction of all fresh entrants. The trainees will go through a systematic induction program where they would be given relevant information on all aspects of the company such as History of the company, Vision & Mission, Values & Culture, Organisation Capabilities & Processes, Products & Services, etc.

After the common induction, the trainees will be assigned to various Regions / Departments, where they will undergo further induction on the Region, Projects, People and the work schedule.


TALENT ACQUISITION

HR Policy Manual

C.2.2

ABSORPTION IN SERVICE

On satisfactory completion of the training period, the trainees are absorbed on the regular rolls of the Company. There will be a formal performance evaluation prior to absorption.

C.2.3

MENTORING

Mentoring is a fundamental form of human development where one person invests time, energy and personal know–how in assisting the growth and ability of another person. Mentors provide exceptional learning experiences for their mentees and work together to discover and develop the mentee’s talent and potential.

Each of our trainees are assigned to a mentor, who is a senior employee in the organization. For a detailed understanding of the mentoring process in the company, please refer to Policy L.6.0 in this manual.


C-13

TALENT ACQUISITION

HR Policy Manual

C.3.0

EMPLOYEE REFERRAL SCHEME

Objective :

To attract competent candidates through the reference of existing employees and to encourage the process by a monetary reward.

Procedure :

This policy is applicable to recruitment being carried out at all the locations of SPCL for all regular positions.

HR will organize to display all vacancies in SPARK & on notice boards.

Employees can send resumes of suitable candidates to HR associates by e-mail or hard copy.

Employees working in HR, and / or in decision making capacity in the selection process will not be covered by this scheme.

Only those candidates introduced to the company for the first time will be covered under the scheme. If the CV of the candidate is already available with the company, such cases will not be eligible.

The Scheme :

If the referred candidate is selected and joins SPCL, the employee who has referred the case will be paid a Referral reward, after two months of the candidate’s joining.

Temporary, Project based, Trainees and Retainership appointments will not be eligible for this reward.

Referral reward is based on the seniority of the candidates referred, and the current rates of reward is as below : Grade N&T

:

Rs. 5,000

Grade S

:

Rs. 7,500

Grade E

:

Rs.10,000

Grade SM

:

Rs.15,000

Grade C

:

Rs.20,000

Employees may claim the reward by submiting the enclosed form (HR#C.3.0 / F4) post approval.

C-14


HR#C.3.0 / F4

EMPLOYEE REFERRAL REWARD – APPROVAL FORM Name

Date :

:

Department :

Designation :

Region :

This refers to our Employee Referral Scheme. The following candidate/s referred by me has/have joined the organization as below

Name

Location

Designation

Cadre

Date of Joining

Hence I would like to avail of the following referral reward.

Rs. 5,000/- (N & T Grades)

Rs. 7,500/- (S Grades)

Rs. 10,000/- (E Grades)

Rs. 15,000/- (SM Grades)

Rs. 20,000/- (C Grades)

Kindly issue my reward cheque for Rs. ____________ in words (______________________________ _____________________________________) in my name __________________________________ _____________________________.

____________________

_________________________

____________________

Signature of Applicant

Signature of Regional Head

Signature of Head HR

cc: FKB 1 of 1

TALENT ACQUISITION

HR Policy Manual

C.4.0

VOCATIONAL TRAINING

Objective :

The company is committed to providing vocational training to students of educational institutes. The objective is to help them acquire practical exposure in our field. Apart from the goodwill this practice is bound to create, it will also provide us better visibility in the Campuses and among potential candidates.

Applicability :

Student apprentices & trainees undergoing studies in Engineering or Management disciplines.

Policy & Procedure : Suitable candidates will be identified for vocational training from among the students recommended by various institutes. An educational institution sponsorship, and industrial exposure being part of the curriculum requirement are pre-requisites for engagement. The period of training will be 1 week to 6 months depending on the specific requirements of the course. Each trainee will submit the project report to HR, and to the Guide, before submitting it to the College. The company does not undertake any liability during this period of training on account of personal safety, accident, etc. The candidate will observe the rules and regulations of the company and of the place of posting. Student trainees will not be paid any stipend. However, a nominal amount may be paid as Academic grant / Conveyance reimbursement in cases where the selection is done through a competitive interview.

C-16


TALENT ACQUISITION

HR Policy Manual

C.5.0

APPOINTMENT OF DIRECTOR’S RELATIVES

As per the provision of the Companies Act 1956, employment of a relative of a Director (Board Member) of the company requires certain legal compliances. HR will process cases, if any, in consultation with the Company Secretary.

C.6.0

ENGAGING OF RETAINERS

Retainers are engaged occasionally by the Company to meet specific work exigencies generally for short durations. Typically, profile of a Retainer is a senior professional with specialized expertise in his area. Such a contract could be fulltime or on parttime basis.

The terms of contract will be as per standard contract templates available in Corporate HR. All such contracts will be routed through HR.

C.7.0

RECRUITMENT OF TEMPORARY / PROJECT BASED EMPLOYEES

By the very nature of our Business, wherein we move from site to site, it becomes necessary to employ certain jobs on temporary basis for a given project. Such employment will automatically come to an end when the project is complete, or the job for which the appointment is made is complete. On the expiry of the tenure, full and final settlement of such employees will be made directly from the Region.

Since the appointment is for a particular project, their services are non-transferable from the project.

(1)


C-17

TALENT ACQUISITION

C.8.0

INTERNAL REDEPLOYMENT POLICY

Objective :

HR Policy Manual

To offer opportunity for internal candidates for their career growth and advancement through internal job transfers across Regions / Line of Businesses within SPCL. To optimize use of existing manpower by reallocation and redeployment for balancing between surplus groups and needy groups thereby reducing job loss.

Eligibility : All regular employees.

Policy & Procedures : All job openings in the Company will be internally advertised. These job postings will be made electronically, as well as in the form of hard copies in order to get the maximum reach, including project sites. Job postings will contain detailed job description and all other relevant data about special skills, location, etc. An interested employee may contact the indentor through his / her current HOD. Only if the right candidate is not available internally, recruitment from outside will be permitted. It is expected of the existing department to release an applicant once selected elsewhere. HR in consultation with the CEO will mediate in case of a disagreement, in the overall interest of the organization as well as the career prospects of the employee. There will be no changes in the designation / salary on moving between Regions and also between Businesses.

C-18


REMUNERATION & FACILITIES


HR Policy Manual

D.1.0

COMPENSATION PHILOSOPHY

Compensation is an important concern of the employee and hence the company would like to pay competitive salaries. We believe that people select a company not only for monetary gains and higher designations, but also for job satisfaction, growth potential, the values of the Company and its Culture.

Eligibility: All employees including Trainees, and Project based Staff.

Policy : As good corporate citizens, we would like to operate within the statutory provisions of compensation / benefits obtaining in the country. We will review compensation packages from time to time. The review will be based on region-cum-industry practice, on the functional specialization requirements, the market, cost of living index, and the capacity to pay, which is intrinsically dependent on our business performance. Salaries and grade changes would be based on past performance, responsibility level, experience, etc, and as such will be, as person specific as possible. At the same time, care will be taken to ensure reasonable parity across regions and across the organization. Salary fixation would be on cost to company (CTC) basis. CTC refers to the total cost that the organization is spending towards the employee including the Salary, Perks, Costs related to benefits, Retirals, Statutory Contributions, etc. HR must be involved in deciding the salary and the grade offered to the new recruits. This will be based on the comparison with majority of employees of his / her category, the individual’s qualifications and experience. When new companies are formed for new businesses, the salary structure of SPCL (in terms of salary components) will be followed. On certain occasions, deviations on case to case basis could be made. New employees may initially join on SPCL roll, with the understanding that they will be transferred to the new company once its activities pick-up.

(1)


D-1


HR Policy Manual

D.2.0

COMPONENTS IN COMPENSATION (COST TO COMPANY)

This policy outlines the salary elements which go into compensation and benefits packages of employees and the eligibility criteria applicable. The Compensation package will be reckoned on Cost to Company basis and broadly consists of the following components on Monthly, Annual and Deferred basis.

D.2.1

MONTHLY COMPONENTS : Basic Salary

Each employee is placed at a Basic in a given Grade. The Basic forms the base component for calculating other pay elements viz. HRA, PF, Medical Reimbursement, Superannuation and Gratuity. Revision in Basic will be a function of performance, criticality of job, experience, qualification and market value. House Rent Allowance The house rent allowance is linked to grade and basic salary (please refer to HR#D.2.5 for grade-wise HRA eligibility.) We also have a scheme where an employee can occupy a company leased family accommodation (CLA) in lieu of HRA with prior approval for certain Grades. Conveyance Allowance This allowance is meant to facilitate job effectiveness of employees by providing assistance for convenient commuting between Home / Office. This is a fixed, grade-wise component in the salary structure. Furnishing Allowance This is a balancing component in the salary structure, and the amount is determined on case to case basis. Ad-hoc Allowance This allowance is paid in the cases of company leased accommodation, as the difference between rent borne by company and actual HRA entitlement. On vacating the CLA, HRA will be reinstated, by merging the Ad-hoc allowance in HRA.

D-2



HR Policy Manual

Driver Salary Reimbursement Senior Management employees in Grades C01-A and above are reimbursed the expenses towards engaging a personal driver, for the performance of their duties. The following limits apply currently (revised effective 1 / 4 / 2011) :

Grade

Amount per month

C001-A

Rs.7,500 / -

An extra month’s salary will be reimbursed for every 12 months towards exgratia / bonus payment to the personal driver. Whenever, company provided driver is available, these reimbursements will not be applicable. In addition, the following elements also may form part of monthly components, contingent on instances, like : a) Project Incharge Allowance (PIA) b) Temporary Transfer Allowance c) Car EMI, and d) Car Maintenance Allowance Applicability of these payments is described in detail in the later part of this chapter.


D-3


D.2.2

HR Policy Manual

ANNUAL COMPONENTS : Leave Travel Assistance (LTA)

All confirmed employees are eligible to claim LTA. This is meant to be an assistance in the form of a subsidy on travel, when an employee and his family proceed on a holiday. Our policy provides LTA accumulation upto two years i.e. two years entitlement can be claimed together. Unclaimed LTA beyond two years will be paid to the employee by default.

Procedure :

1. An employee becomes eligible to claim LTA on his confirmation in service, though the benefit accrues from the date of joining.

2. Currently, April-March cycle is reckoned as the LTA year.

3. LTA will be paid when the employee claims it as per eligibility.

4. In case of new entrants, LTA is computed on pro-rata basis for incomplete or part of the year worked.

5. Similarly, in case of separating employees pro-rata entitlement will be arrived at, based on the number of months spent during the LTA year.

Tax exemption at source on LTA :

We allow exemption of LTA from tax, provided the conditions mentioned in Income tax Act are complied with by the employee. LTA is a tax-exempt benefit, twice in a block of four “Calendar Years” for travel anywhere in India, provided it complies with the provisions of the Income Tax Act, as below: A minimum of 7 days PL is availed. Each claim form should be accompanied with self-attested original tickets / bills / receipts. The claim form should be certified by the concerned muster roll incharge in confirmation of leave availed.

D-4

LTA can be claimed only to cover cost of travel of the employee and his / her family members (i.e. dependent spouse, not more than 2 dependent children and dependent parents) and it is compulsory that the employee should have travelled along with them. Incidental expenses incurred viz. food, lodging, local conveyance etc cannot be claimed as LTA.

Only on fulfillment of all above conditions, Company will allow permissible exemption of LTA and any balance (non exempted) amount will be taxed in the normal course.

In case of employee not furnishing the supporting documents, LTA will be treated as taxable.

The 4-year tax block has started in 2002 (current block is from year 2010 to 2013).



HR Policy Manual

Medical Reimbursement : a. All regular employees on the rolls of the company and confirmed in service are eligible for Medical reimbursement. b. The eligibility is restricted to 1 Basic Salary not exceeding Rs.15,000 / - per annum, for all grades. c. Employees will be eligible to claim reimbursement of medical expenses incurred by themselves and their family upto specified limits. Family for this purpose will include the employee, his / her spouse, dependent parents and dependent children upto the age of 21 years only. d. The reimbursement will cover treatment of the family by a registered medical practitioner of Allopathic, Homeopathic or Ayurvedic system of medicine. e. Medical reimbursement benefits are available to employees also while on domestic travel and on normal leave. However, the coverage does not extend to the period of study leave. f. Permissible Expenses are as follows: Consultation fees, Cost of drugs / medicines, Physiotherapy, Pregnancy and related conditions, Dental treatments / dentures, orthopaedic treatments, Optical treatment / spectacles, Diagnostic Tests, etc. g. Currently the company has the practice of reimbursing the expenses once a financial year. For new joinees, the reimbursement is on a pro–rata basis for a given financial year. The reimbursement is paid along with the salary of the month in which bills are submitted, and will be shown separately in the salary slip. All claims must be supported by bills in originals. h. Medical entitlement can be accumulated for a maximum period of two years with prior intimation to Accounts. Unclaimed reimbursement, beyond two years, without supporting bills will be paid to the employee by default and will be taxable. i. Trainees, Retainers and Project based employees are not eligible for this benefit. Bonus : The policy on Bonus operates within the framework and provisions of The Payment of Bonus Act and amendments made there under. Currently, employees drawing salary up to Rs.10,000 / - per month are eligible for coverage under the bonus act.


D-5


D.2.3

HR Policy Manual

DEFERRED BENEFITS : Provident Fund Scheme : a. Provident Fund is a mandatory contributory scheme of the Govt. of India under the Provident Fund & Misc. Provisions Act 1952, and is a retiral benefit. We have established a Trust under the name of “Shapoorji Pallonji Employees’ Provident Fund Trust” for all our regular employees, which is called the Exempted scheme. Employees in Grades N001 and above are covered by this trust. b. All other employees not covered under the exempted scheme, and the contract labor deployed by our sub-contractors who do not have their own PF code are covered under our code for un-exempted employees. c. All employees irrespective of their place of posting are covered centrally at Mumbai either under Exempted or Un-exempted schemes. d. Under PF Scheme, an employee contributes 12 % of his Basic salary towards PF contribution and the Company contributes an equal amount as Employer contribution. From the employer’s contribution 8.33% of salary upto Rs. 6,500 / - pm (currently) is credited towards Family Pension Scheme, and the balance to PF. e. Employees joining from other organizations have to give the details of their PF membership numbers in the previous company and fill the relevant form to get their accumulations transferred to our Trust. Similarly, employees leaving SPCL will be required to take up the issue with their next employer for transfer of their PF balance to the new account. New entrants without a PF account are required to fill up a PF Membership Form available with the Region / PF department. f. All separating employees, if they continue to work in any organization subsequently, where PF is applicable, are expected to transfer SPCL accumulation to the account of the new employer.

Only if the separating employee does not intend to continue working, he / she shall opt for PF withdrawal as per statutory rules. Superannuation Scheme : a. This is a scheme voluntarily introduced by the company for Grades C001 and above. For SPCL this scheme is managed by Life Insurance Corporation, and an individual account is maintained in the name of each eligible employee. This benefit forms a part of the employee’s total salary and hence part of the CTC. All eligible employees are required to fill the Superannuation form along with the Joining report and hand it over to HR for further processing. b. Currently the company contributes upto 15% of Basic salary not exceeding Rs.1.0 Lac annually towards superannuation. This is a non-contributory benefit, i.e. the employee does not contribute at all. The employee earns annual interest as declared by LIC from year to year on his / her annual balance in the Superannuation account.

D-6



HR Policy Manual

c. The scheme provides the employee with several options on resignation / retirement: i. In case of resignation, if the next employer does not have a similar scheme in operation, the employee can: Retain the amount with the insurance company till his or her retirement age (60 years) and then opt for pension. or If the employee wishes to opt out of the scheme before attaining the age of Superannuation which is 60 years, upto 1 / 3rd of the accrued balance is paid lumpsum subject to deduction of Income tax at source. On attaining the age of Superannuation the employee will get pension based on the remaining 2 / 3rd amount till death. On death of the retired employee, his or her nominee will be eligible for the entire principal amount. ii. In case of retirement, the employee can withdraw 1 / 3rd of the accrued corpus (non-taxable) and can get pension based on the 2 / 3rd amount till death. On death of the retired employee, his or her nominee will be eligible for the entire principal amount. The separating employee is required to submit an application to the HR department clearly stating the option chosen by him / her from the above. However, if the next employer has a superannuation scheme administered by LIC, the accumulations should be transferred to the new employer’s scheme. Gratuity : This is a retiral benefit, and is admissible only on resignation, retirement, or death subject to the following conditions: a. All our employees are covered under the scheme as per the Payment of Gratuity Act and amendments made thereunder. An employee who completes 5 years of continuous service (including the training period for the fresh entrants as trainees) in the company will be eligible to receive Gratuity. b. Gratuity is payable at the rate of 15 day’s last drawn salary (Basic) per year of service. For the purpose of calculating gratuity, one day’s salary is arrived at by dividing a month’s basic salary by 26 days. c. A separating employee will not be eligible for gratuity in case of termination resulting from disciplinary action, misconduct, theft, fraud, etc. d. Gratuity will be payable only on clearance of dues (including the dues for the Company sponsored Distance Learning / Part Time Studies) to the company. This clearance will be issued by Corporate HR during the Full and Final Settlement. e. Incase of death of an employee while in service, the legal heir / nominee will be eligible for this payment. Further, in death cases Gratuity is payable irrespective of no. of years of service of an employee in the organization.


D-7


D.2.4

D-8

GRADE STRUCTURE & DESIGNATION : UC

CEO, Director

C004

Executive Vice President ,COO

C003-A

Senior Vice President

C003

Vice president

C002

General Manager ,Regional General Manager

C001-A

Additional General Manager

C001

Deputy General Manager

SM

Assistant General Manager

E003

Project Manager, Senior Manager

E002

Manager + (Function), Sr. Executive Secretary

E001

Deputy Manager + (Function) , Executive Secretary

S003

Senior Officer + (Function), Senior Secretary, Senior Engineer

S002

Engineer, Officer, Secretary, Draftsman.

S001

Assistant Engineer, Assistant Officer + (Function), Assistant Secretary, Jr. Draftsman, Assistant (Function)

T004

Senior Superintendent + (Function)

T003

Superintendent + (Function)

T002

Deputy Superintendent + (Function)

T001

General Foreman+ (Function)

N003

Senior Foreman + (Function), Sr. Assistant + (Function)

N002

Foreman + (Function), Assistant + (Function)

N001

Asst.Foreman + (Function)

N000

Watchmen / Peons


HR Policy Manual

(PM)

Basic

875

900

1,000

20%

20%

25%

60%

C001-A

CC

5,000

3,750

3,050

2,350

1,675

1,500

1,275

1,050

1,500

1,200

7,500

(+) Official STD + Roaming will be extra.

50,000

40,000

35,000

30,000

23,500

21,000

13,500

11,500

10,000

15,000

12,000

10,000

8,000

6,000

5,500

5,000

4,500

(PM)

(PM)

Allowance

(PM)

Reimb.

BONUS

If Basic < Rs. 3,500 per month,then (actual Basic* 20%; otherwie Rs. 700 per month (i.e. 8400 per annum)

MEDICAL

SAL

SHING

LTA (PA)

DRIVER

FURNI-

SITE ALLOWANCE - Applicable to employees based at project sites only.

( * ) - Please refer to policy for applicablility

50%

C001

40%

40%

40%

30%

30%

25%

40%

35%

1,100

850

20%

30%

740

20%

50%

Approx. 35% of Gross CTC per month (excluding committed bonus, if any)

SM

E003

E002

E001

S003

S002

S001

T004

T003

T002

T001

N003

N002

N001

Allowance

Salary)

CONVEYANCE

NA

HRA

= 1 monthly Basic (not exceeding 15,000 pa)

(% of

* Individual Specific

GRADES

N000

BASIC

PF

12% of monthly Basic

ANNUATION

SUPER

RETIRALS

NA 15% of monthly Basic, not exceeding Rs. 8333 per month (i.e. 1.00 lac per annum)

ANNUAL

MUMBAI & DELHI only) (PM) 1,500 1,500 1,500 1,500 2,250 2,500 2,500 2,500 2,250 2,500 2,500 2,500 2,500 2,500 2,500

Mumbai/ Delhi) (PM) 500 500 500 500 750 1,000 1,000 1,000 750 1,000 1,000 1,000 1,000 1,500 1,500

2,500

3,500

3,000

(For

(other than

2,000

SITE Allowance

SITE Allowance

1,500 1,500 1,500 1,500 2,000 2,500

4,000 4,000 4,000 4,000 4,000 4,000

15,000

15,000

12,500

10,000

7,500

12,000

12,000

12,000

10,000

10,000

7,500

7,500

7,500

4,000

4,000

4,000

Reimb

Allowance

Allowance

7,000

7,000

6,000

5,000

4,000

3,500

3,000

2,500

2,000

3,500

3,000

Site Living

OUTSTATION

TEMP. TRANSFER

PROJECT

1200 +

1200 +

800

600

600

600

500

500

500

600

600

600

600

NA

NA

NA

NA

Reimb.

MOBILE

* CONDITIONAL (Per month) INCHARGE

NA

MONTHLY

ALLOWANCE (on Regular

REIMB.

12,000

4,000

(1)

Transfer)

Job

DISTURBANCE

CAR MAINT/

EMI

As of 12/2011

CAR

NA

HR# D.2.5 GRADE WISE PERKS (Ready Reckoner)

NA

D.2.5

25% of Basic for 6 months for all Grades


HR Policy Manual

D.3.0

BENEFITS & FACILITIES

D.3.1

COMPANY LEASED ACCOMMODATION

Objective :

To provide assistance for reasonably and comfortable family accommodation to new or existing employees.

Eligibility & Coverage :

The Company leased family accommodation is selectively considered based on contractual commitment, need, merit & business reasons for employees in Grades E2 & above, in lieu of HRA.

General Guidelines : a. For the new entrants the decision on Company Leased Accommodation / HRA is taken during the finalization of terms. b. For the existing employees, a formal request is to be submitted to Corp HR through Regional / Departmental Head. c. If approved by Head HR, the request shall be passed on to Admin. Dept. to locate a house, and finalize terms. To identify a suitable accommodation, either the employee can assist the Admin Department or the Admin Department may do the same as per entitlements. In either case, Admin Department shall discuss / agree on the terms and conditions with house owners. d. Deposit payable will be borne by the company, as per company norms. e. Those enjoying Company Leased Accommodation facility will not be entitled for HRA. f. If the actual rent borne is more than the HRA, the additional amount will have to be borne by the employee. Conversely, if the actual rent is less than the HRA, the remaining amount will be paid as “Ad-hoc Allowance” in the salary.

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HR Policy Manual

D.3.2

PROJECT IN-CHARGE ALLOWANCE (PIA)

Objective :

Project In-charge allowance is paid to an employee as an incentive for taking independent charge of a project, and ensuring its timely completion within the budget.

Eligibility :

All regular employees from E002 to C001-A, holding independent charge of a project, and fulfilling certain Project Performance Parameters.

Policy & Procedure :

(1)

This is a performance-linked, grade allowance applicable to those holding independent charge of a project at any given point of time. This allowance will be withdrawn, on the employee ceasing to perform the role of Project Incharge. The following amount would be applicable : Sr. No.

Grade

Amount Rs. per month

1

E002

7500

2

E003

10000

3

SM

12500

4

C001

15000

5

C01-A

15000

Only one person per project will be entitled for the allowance. The Region will send in an application to HO HR, duly approved by Regional Head, clearly recommending the employee, the project, and the effective date from which the allowance is to be paid. A specific letter will be issued for all approved cases from HO HR. After the project completion, the Region will inform the HO HR in writing duly approved by the Regional Head for withdrawal of the allowance.

(1)

PIA was hitherto paid on a monthly basis. However, it is now decided to make this payment on a 3-monthly basis. The Q1 payment will be made along with the salary of July, Q2 in October and so on. Those not on the rolls of the company as of the last day of the payment month will not be eligible for this payment for the entire preceding 3 months.

(1)

PIA henceforth, will not be reflected in the appointment letter. However, being a substantial benefit, the same will be offered in the salary stack-up, where applicable with qualifying conditions.


D-11


HR Policy Manual

In case of non-availability of an appropriate size of project in line with the level & seniority of the employee, he will be offered options in other regions. Refusal to accept such a transfer will render an employee liable for forfeiting PIA.

(1)

Payment of PIA is subject to the following conditions : Achievement of atleast 80% of the planned project turnover, or Maintain profitability margin (% of profit) at the planned levels.

The Quarterly performance report will be taken as the basis. Those not achieving the above performance levels on a quarterly basis will not be eligible for PIA, for the next quarter.

D.3.3

OUTSTATION SITE LIVING EXPENSES REIMBURSEMENT (OSLR)

Objective :

For business reasons employees are at times required to be posted at site locations away from their regular place of posting. This allowance is paid to employees posted at sites away from the ROs to motivate them to take assignments in project areas which are generally in remote areas, and not having the usual comforts / facilities of a City.

Eligibility: All employees upto grade C001-A including all trainees and PB.

Procedure : Based on the location of the project site and the distance from RO, the Regional Head would recommend the sites to be covered to HO HR. This reimbursement is payable over and above the current emoluments. The amount applicable will be as per the following table:

D-12


Sr. No.

Grade

Reimbursement (`. Per Month)

1

N and PB

1500

2

S001 / T001 / Trainees

2000

3

S002 / T002

2500

4

S003 / T003

3000

5

E001 / T004

3500

6

E002

4000

7

E003

5000

8

SM

6000

9

C001 / C01-A

7000

(1)

HR Policy Manual


All employees recruited locally and / or hailing from the Project location are not entitled to this reimbursement. This reimbursement will cease to be paid when transferred out of such sites. The reimbursement is calculated on a monthly basis and payable for the actual number of days present. Any leave duration for a period beyond 3 days in a month would be treated as non-payment days and would not qualify for the reimbursement. The Site Accountant shall reimburse the payment on the last working day of the month against submission of a voucher (format attached HR#D.3.3 / F1) duly verified by the Project Manager.


D-13

HR# D.3.3/F1

Outstation Site Living Expense Reimbursement Declaration-cum-Voucher

Employee Name : __________________________________________

Location : _______________________

Designation : ______________________________________________

ERP No.: _______________________

Particulars

Rs.

Expenses incurred @ Rs. ___________ per day x No. of days present ____________ ___________ at ________________________________________________________ ___________________________________________________site. (In words : Rupees _____________________________________________________ )

Normal Region of posting : _______________________________________________ Current place of posting : _________________________________________________

Signature : Employee

Date:

Authorized Signatory


HR Policy Manual

D.3.4

COMPANY VEHICLE SCHEMES

Objective :

The policy aims at balancing cost and business efficiencies, with a focus to provide our senior employees, who are representatives of our business externally, two attractive schemes with regard to commuting facilities, for discharge of official duties.

D.3.4.1

Scheme - 1 : Employee Vehicle Scheme (EVS)

Employees in grades E003 to C001 are covered by EVS, as per the following value limits: Sr. No.

Grade

Value Limit (Ex-Showroom price)

1

E003 / SM

4.00 Lacs

2

C001

6.00 Lacs

All confirmed employees in the above Grades are eligible to apply. The scheme will operate within an overall annual budget. Employees with functional needs will be given priority in allocation. An initial contribution @ 20% of the cost of vehicle will be paid by the employee. The vehicle will remain in the name of the company for the scheme period. An employee can exercise the buy-back option after a minimum of 3 years in the scheme. However, entitlement for a subsequent vehicle will be after a period of 6 years. In case of change of entitlement due to promotion, this period shall be reduced to 4 years. Before applying for a new vehicle, existing vehicle will be bought back by the employee at the applicable WDV. Premature withdrawal is not permitted, i.e. without completing the minimum duration of 3 years in the scheme. In case of default, employee will be charged interest @ 15% per annum on the cost financed by the company, from date of purchase of vehicle till date of leaving.

(2)

Conveyance Reimbursement / Allowance @ Rs. 6,000 / - per month will be paid to those allotted an EVS vehicle. No other expenses for fuel / maintenance will be applicable. However, the Insurance premiums will be borne by the company. Additional mileage, if any, incurred on official travel will be reimbursed extra at applicable rates. (For details refer to D.3.6) An employee may opt for a vehicle costing higher than the grade limit, subject to a maximum of 50% of the Grade ceiling, and subject to making the full differential payment upfront. At the time of buying back, depreciation will be considered on the total cost of the vehicle.

(1)


D-15


D.3.4.2

HR Policy Manual

Scheme - 2 : Company Owned & Maintained Vehicles : (COMV) Senior Management employees in Grades C001-A and above are eligible for a company owned and maintained vehicle (COMV). The value limit for various grades will be as below: C001-A

C002

C003

C003-A

6.5 Lacs

7.0 Lacs

8.0 Lacs

9.5 Lacs

C004

UNCL

Discretion Discretion of MD of MD

Regional Heads not below the rank of Vice Presidents will be eligible for an enhanced limit of Rs. 9.5 lakhs. Entitlement for subsequent vehicle will be after a minimum period of 4 years. All outgoings on account of running, maintenance, taxes insurance etc, will be borne by the Company. In this scheme, it will not be an automatic choice to transfer the vehicle to its user. This will be purely based on management discretion and for consideration. Those desirous of buying a higher value vehicle than the limits prescribed may do so (subject to a ceiling of 50%) by paying the entire differential upfront. A vehicle purchased under this option will be transferred to the user after adjusting the initial payment made, on completion of a minimum period of 4 years.

(1)

In such cases, if the employee separates from the company without completing atleast 4 years service, the differential amount paid shall stand forfeited.

(1)

The employee will be expected to make adequate arrangements for their own transport whenever the vehicle is having its routine servicing done. However, when repairs are anticipated to take longer than 24 hours, taxi fare would be reimbursed. Before any major repairs are carried out, prior approval of estimate should be obtained from Admin & Regional / Business Head. Any bill for major repairs without prior approval will not be reimbursed by Accounts. Entitlement for a subsequent vehicle either in the same scheme or conversion to EMI scheme (see details in 3.4.3 below) will be after a minimum period of 4 years, from date of car purchase / allotment. Employees who have a car under the EVS Scheme, on becoming eligible for COMV, can opt for one, only after completing the EVS Scheme term of minimum 4 years.

D-16


(1)


HR Policy Manual

D.3.4.3

EMI Scheme : Under this scheme, an employee uses his own car in lieu of company owned and maintained car scheme (COMV). Employees, otherwise eligible for a COMV but not allotted one, for budget reasons will also be covered by this scheme. The grade-wise entitlement will be as below:

Grade

EMI Allowance Amt (Rs / per month)

Repairs / Maintenance (Rs / per month)

Fuel

C001-A

12,000 / -

4000 / -

Actual

The above payments would be made subject to the employee using his own vehicle. The employee will have complete option of choosing the model, brand, value, etc, while payment will be as per Grade eligibility. The grade-wise EMI allowance amounts mentioned above, is payable in salary only, and will be subject to Income tax. Repair, maintenance and insurance expenses of the car will be the responsibility of the employee. The amounts mentioned above, towards the same, can be claimed either as a reimbursement (against supporting bills upto the said limit) or in salary; based on employee choice communicated to HR. The employee would not be able to change this choice for 12 months, once a choice has been exercised. Fuel expenses would be reimbursed at actuals. In addition, one-time fixed registration charges will be reimbursed to the employee as under, in case a new vehicle is purchased after joining the Company. Grade

Registration (One-time)

C001-A

41,000 / -

Incase the employee separates within a period of 3 years, the registration charges reimbursed will be recovered for the uncovered duration, on pro-rata basis. Retirement and death cases would be exempted from recovery.

(1)

Existing employees who have already been provided with company owned and maintained car may exercise the EMI option, after completing a minimum period of 4 years from the date of car purchase / allotment.


D-17


D.3.4.4

HR Policy Manual

General : Employees provided with Company owned and maintained car or EMI scheme would be required to have the vehicle at their disposal for official purpose whenever required. In keeping with our Safety policy mandate, while driving to work, all employees must completely adhere to traffic regulations and ensure that the vehicle is in safe and road worthy condition. Any fines / penalty due to non-compliance of traffic regulation will be borne by the employee. In the event that the employee is absent from work for an extended period without approval, he / she would not be entitled for any reimbursement towards fuel and maintenance, for the said period.

(1)

All employees are expected to ensure proper maintenance and upkeep of the vehicles, being Company property. An amount of Rs. 350 / - per month will be reimbursed towards washing charges for vehicles under COMV.

(1)

Toll Charges – All employees in Grades C001-A and above will be eligible for reimbursement of Toll charges en-route office / residence.

(1)

Parking Charges – All expenses incurred for business purpose on parking will be reimbursed. In the event of death in service, absconding, retirement etc, of an employee who was covered under COMV, appropriate action should be taken to surrender the car back to the company and the same should be recorded in the Clearance certificate and approved by Admin. In-charge.

D-18



HR Policy Manual

D.3.5

GUIDELINES FOR NEW PROMOTEES TO C001-A FOR VEHICLE RELATED BENEFITS Company Car :

Company owned and maintained car facility applies from this grade onwards. a. Promotees to C001-A, who do not have a vehicle under Employee Vehicle Scheme can opt for COMV (Company Owned n Maintained Vehicle) or the EMI Scheme. COMV approvals will be subject to finance availability. Alternatively, possibility of allotting an existing car from the pool will be explored. b. Those who have a vehicle under EVS can opt for COMV / EMI after completing a minimum of 4 years in EVS. c. In either EVS or EMI cases, maintenance expenses will be borne by the Company subject to a maximum of Rs 4,000/- pm effective the promotion date. EVS cases, however, will have an option of either a fixed maintenance allowance, or claiming the expenses as a reimbursement upto Rs. 4000/pm. d. Fuel expenses will be reimbursed extra at actuals, within reasonable limits. The fixed conveyance allowance/reimbursement would therefore stand withdrawn. e. Till a specific option is conveyed to HR, conveyance allowance at the earlier rate, and maintenance allowance at the rate of Rs. 4000/- pm will be paid, post promotion to C001-A. f. Those who have been provided exclusive use of company arranged vehicles will not be eligible for EMI / COMV until the vehicle is discontinued. Driver Salary Reimbursement : Driver salary reimbursement is applicable to this grade for engaging the services of a personal driver. However, in cases where a company provided driver is already existing, driver salary will not be applicable additionally.


D-19


HR Policy Manual

D.3.6

ADDITIONAL MILEAGE REIMBURSEMENT

Objective :

Mileage reimbursement is meant to encourage mobility for work effectiveness. This policy lays down certain guidelines, limits and procedures to regulate such reimbursement.

Coverage :

All Executive Cadre employees traveling on official work using own 4-wheeler or those with vehicle under the EVS scheme.

Policy & Procedures : We encourage the use of safe, dependable and economical transport. Those who have availed of the EVS facility should use their own vehicle for business travel. Those who have their own personal vehicle are also advised to use the same. Employees who travel in their car for official work beyond the radius of 5kms from the place of work will be reimbursed mileage expenses at the revised rate mentioned below : Type of Vehicle

Present / km

Revised / km

Cars

Rs.7.30

Rs.9.00

2 Wheelers

-

Rs. 3.75

Mileage reimbursement on a monthly basis must be claimed by filling up the details of local travel. The claims must be authorized by the HOD / RH and submitted to Accounts Department. Additional mileage usage for outstation trips must be restricted to occasions when more than two people are travelling together, and with prior approval of HOD.

D-20


(1)


HR Policy Manual

D.3.7

RESIDENTIAL TELEPHONE POLICY

Objective :

To define guidelines for eligibility for Telephone facilities at residences of employees so as to enable better communication and response in the performance of their duties.

Eligibility :

Employees in Grade C002 and above. Mobile phones have emerged as a more convenient alternative for communication, and hence entitlement of residential telephones / reimbursement is being restricted to C002 and above from now.

Policy & Procedures :

(1)

In case of company-owned telephone, charges under OYT, installation fees and instrument rental charges will be borne by the Company. Where the telephone is owned by the employee, only the rental charges according to the specified limits will be paid by the Company. Expenses for personal, STD and ISD calls will be payable by the employee.

Maximum Reimbursable Expenses : Sr. No. Grade

Limit for Reimbursement Per Month

1

General Manager (C002)

Rental + Rs.600 / -

2

Vice President (C003) Rental + Rs.600 / -

3

Sr. Vice President (C003-A)

Rental + Rs.700 / -

4

EVP / COO (C004)

Rental + Rs.700 / -

5

CEOs / Directors / Business Heads (UNCL)

Actuals

Eligible employees shall apply for the facility through the HOD. Reimbursement will be made only for the approved telephone facility. Claims for reimbursement of rental and call charges should be supported by bills in original.


D-21


HR Policy Manual

D.3.8

MOBILE PHONE POLICY

Objective : To improve accessibility and effectiveness of employees by better availability. To provide guidelines for uniform application of policies of entitlement, reimbursement and cost effectiveness.

Eligibility :

Employees who are required to be largely mobile for the performance of their job and also need to remain accessible, and / or are required to operate from multiple locations will be eligible for this facility.

D.3.8.1

Reimbursement scheme : Employees in the following grades, who have frequent official use of a Mobile phone, and has been specifically approved by HR, will be entitled to the following reimbursement : Sr. No.

Grade

Limits incl.Rental (Actual Upto)

1

S Grades

Max Rs.500 pm

2

E & T Grades

Max Rs.600 pm

3

SM

Max Rs.800 pm

This reimbursement scheme will have no provision for providing the Mobile instrument / handset by the Company. The employees are required to make their own arrangement for the handsets. The reimbursement has to be supported by bills. The eligible employees may send their applications as per form attached (HR#D.3.8 / F2) to HO HR through HOD. HR will issue a letter to those who have been approved for reimbursement. On a monthly basis, those approved will forward their original mobile bills duly approved by the HOD and claim the reimbursement from the HO or RO as applicable. This payment will not be made from the site.

D-22



HR Policy Manual

D.3.8.2

Company Billing : Applicable to employees in grades C001 and above. In this scheme, Company will also provide the handsets. It is the sole responsibility of the user to properly maintain the handset. Company will not replace any handset within three years of purchase. The Company will enter into a tie-up with an appropriate service provider and all cases under this category will be covered by such an arrangement. The following limits will apply for home-station billing and STD / roaming charges : Sr. No.

Grade

Expenses Limit Per Month

1

C001 / C001-A / C002 / C003

1200

2

C003-A / C004

1500

3

UNCL

Actuals

The above limits apply to home-station billing. Official STD and Roaming service charges will be reimbursed extra, within reasonable limits. The bills will be directly settled by the Company, based on user certification, if within the above limits. Specific approval of HOD is required, in case the limit is exceeded. All personal ISD / STD call charges will be identified and marked for payment recovery, by the user.

D.3.8.3

International Roaming Facility :

In case of International travel, wherever Company has its offices, such offices will provide a local sim card / cell phone. For other places the company provides local sim cards of the country visited, through operators such as Matrix. Sufficient advance intimation needs to be given to IT Dept. for the same.

International roaming will be activated on restrictive basis for short duration overseas travel, or to those who have frequent Overseas business contacts, with specific approval from the CEO / Business Head. This being an expensive option, will be resorted to restrictively.


D-23


HR Policy Manual

D.3.8.4

General Guidelines :

Approving authorities are to ensure that in each case there is a genuine business need or other benefit to the organization. Criteria under which staff may be allocated mobile phones includes, but are not limited to : A requirement to undertake frequent out-of-office duties, including travel. A requirement to be on call. Limited access to a fixed phone (e.g. outdoor staff). Client services, productivity or efficiency will be improved. The use of mobile phones is cost effective.

D-24

Mobile users are to return the mobile phone and sim card to their Superiors upon concluding employment with the organization, or when the phone is no longer required.

D.3.8.5

Number Transferability :

The company may accept request for transfer of a given Mobile No. to its user at its sole discretion.


(1)

HR#D.3.8 / F2

REQUISITION FOR MOBILE PHONE REIMBURSEMENT To: Human Resources Emp. No. ___________ Grade ___________ From: ______________________________

DOJ _______________ Location __________ Designation ____________________________

I would request you to please provide me mobile phone facility as per policy. 1

Reimbursement scheme

2

Company Billing with Handset (Please go through entitlements as per policy and tick appropriately)

Describe specific Functional need, viz 1. A requirement to undertake frequent out-of-office duties, including travel. 2. A requirement to be on call. 3. Limited access to a fixed phone (eg. Outdoor staff) 4. Client services, productivity, or efficiency will be improved. Recommendation by Superior / HOD along with justification :-

Immediate Superior Approval : (i)

(Recommended by ) Director for HO & RGM for Regions

Your request has been approved for fixed reimbursement upto Rs. _________________________ per month/ under scheme

1/2

above effective _________ (ii) Your request has not been approved.

Date ____________________________

____________________________ Head/Human Resources

cc: Indenter | HR | Accounts

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HR Policy Manual

D.3.9

CORPORATE CREDIT CARD POLICY

Objective :

Corporate Credit Card is a convenient tool given to senior executives who travel frequently on work.

Eligibility :

Employees in Grade C003 and above are entitled to a Corporate Credit Card. Business Head and Head HR may approve deviations, if any, based on the functional need of an employee.

Policy & Procedures : The company will tie-up with a service provider and extend this facility. Currently, our tie-up is with HDFC Bank. Entrance fees and Annual Fees of the membership will be paid by the Company. Head HR in consultation with the Business Heads will approve the grant of Corporate Credit Card. The Credit Card should be used for Business related expenses only, and as far as possible should not be used for personal purposes. On receipt of the bills from the Credit Card Company, the employee will verify the bill for payment with all supporting bills by way of proof and forward it to the Accounts Department, for payment within stipulated time-line. In case any personal expense is incurred on the card, the same should be clearly identified in the monthly statement and a cheque for the amount in the name of “Shapoorji Pallonji & Co. Ltd.” should be attached along with the monthly credit card statement. In case of any penal charges on account of late payment, the same shall be borne by the employee where the bills were not submitted on time.

D-26



HR Policy Manual

D.3.10

EMPLOYEE SOCIAL

Objective :

To provide opportunities for employees in a Department to meet informally and develop better interpersonal relationships and camaraderie.

Eligibility : All employees including Trainees and PBs

Policy & Procedure : Each Department is eligible to have an informal gathering once in six months. Regional Heads and HODs will take personal interest in organizing and participating in these Socials. Company will subsidize the expenses of such Socials upto Rs.500 / - per employee, per social, effective Financial Year 2010-11. This subsidy may be accumulated upto a maximum period of one year, i.e. 2 socials only, beyond which the entitlement will lapse, for the unclaimed period. Highlights and photographs of the Social may be sent to the Editors of We @ SP for coverage. This subsidy will be covered by the Regional / Departmental budget (@ Rs.1000/- per employee per annum) and claimed vide the attached format. (HR#D.3.10 / F3) It is preferred that RHs and PMs take interest in organizing these meetings at the initial stages of the project team formation, which will facilitate better team integration. It is mandatory that all the employees of a Dept. attend the Social together. Payment will be made to the Dept. as a whole and not to individuals. Very small Depts many join up with other Depts. Respective Regional HR will be the co-ordinators. The RH / HOD will authorize disbursement of subsidy within the frame work of the policy.


D-27

HR#D.3.10 / F3

CLAIM FOR EMPLOYEES SOCIAL

1.

Name of Department/Project/Region

: ___________________________________

2.

Social for the period

: ___________________________________

3.

No. of persons in the Location/Department : ___________________________________

4.

No. of persons who attended the function

: ___________________________________

5.

Total expenses incurred

: ___________________________________

6.

Maximum allowable

: ___________________________________

7.

Rs. _________ per head x number of persons attended or actuals, if less.

: ___________________________________

Date : ___________________________

___________________________________ (Signature of RH / HOD)

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HR Policy Manual

D.3.11

GROUP MEDICLAIM POLICY

Objective :

The company is providing mediclaim insurance coverage to all employees to assist them in their hospitalization needs. Premium for the same is borne by the company.

D.3.11.1 Eligibility :

This policy is applicable to all regular employees. The maximum reimbursable limits for various grades are as follows : Sr. No.

Grade

Limit Per Annum

Coverage

1

Non Caderised employees

Rs. 75,000/-

Self & family

2

N001, N002, N003, S001, S002 & T001

Rs. 75,000/-

Self & family

3

S003, E001, E002, T002, T003, T004

Rs. 1,00,000/-

Self & family

4

E003, SM, C001, C001-A & C002

Rs. 1,50,000/-

Self, family & dependent parents.

5

C003 & Above

Rs. 2,00,000/-

Self, family & dependent parents

Floater Facility :

A unique feature of the scheme obtained by us is the ‘floater’ facility. In case the claim in a particular year exceeds the limit shown above, by applying the floater option, the effective maximum limit would stand enhanced as below, subject to certain overall restrictions : Sr. No.

Particular

Floater Limit

1

All slabs upto Sr. No. 4 (above)

Rs. 4.00 lakhs, per family, per annum

2

Grades C003 & above

Rs. 8.00 lakhs., per family, per annum


This policy shall be governed by the following guidelines :

(1)

Family includes employee, spouse and two dependent children upto the age of 21 years.


D-29


HR Policy Manual

Dependent parents are covered from Grades E003 & above. Maximum entry age limit is 90 years. No medical check-up is required for employee and their dependents in all age groups while joining the scheme. Maternity benefit is not covered under the scheme. Retainers / Consultants, Project based employees, employees covered under Employee State Insurance Act (ESIC), and those engaged as Trainees, would not be covered under this policy. All benefits under this scheme will be subject to terms & conditions laid down by the Insurance Company from time to time.

D.3.11.2 Benefits :

The Mediclaim policy provides hospitalization expenses for illness, disease sustained under the following heads of expenses, which are reasonably and necessarily incurred by or on behalf of Insured person: Room Rent, Boarding expenses as provided by the Hospital / Nursing Home. Nursing Expenses. Surgeon, Anaesthetist, Medical Practitioner, Consultants, Specialists fees. Anaesthesia, Blood, Oxygen, Operation theatre charges, Surgical Appliances, Medicines & Drug charges, Diagnostic materials and X-ray, Dialysis, Chemotherapy, Radiotherapy, etc. Key Definitions as Mentioned in the Policy Document : 1. Hospital / Nursing Home : means any institution within India, established for indoor care and treatment of sickness, injuries and which has been registered either as a Hospital or Nursing Home with the local authorities and is under the supervision of a registered and qualified medical practitioner OR complies with the minimum criteria as under: i. Must have minimum of 10 in-patient beds if located in towns having population upto 10 lacs or 15 in-patient beds if located in other towns. ii. Fully equipped operation theatre of its own, wherever surgical operations are carried out. iii. Fully qualified nursing staff under its employment round the clock. iv. Fully qualified Doctor(s) should be in-charge round the clock. v. Maintains daily medical record for each of its patients. For purpose of this definition, the term “Hospital / Nursing Home” shall not include an establishment, which is a place of rest, a place for the aged, a place for drug addicts or a place for alcoholics, a hotel or any other similar place.

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2. Day Care Procedure: means the course of medical treatment / surgical procedure in specialized Day Care Centre which enables the insured to be discharged on the same day. The requirement of minimum number of beds will be waived, provided other conditions are met. 3. Maternity Benefit Expenses: means treatment taken in Hospital / Nursing home arising out of pregnancy, child birth including caesarean section. Terms of Policy : a. The policy aims at providing reimbursement of Hospitalization / Nursing Home / Day Care Centre expenses (as defined) incurred by the employee in India, upon advise of a duly qualified medical practitioner, towards treatment of illness / disease / accident / injury. b. Relevant medical expenses incurred 30 days pre & 60 days post hospitalization towards a particular illness / disease / accident / injury, will be considered as a part of hospitalization claim. c. The policy also provides for coverage of pre-existing disease / condition, prior to joining the policy, subject to certain conditions. d. Minimum 24 hours of consecutive hospitalization is compulsory, to claim reimbursement. However the limit of 24 hrs will not be applicable for the following surgeries / procedures, due to advancement of medical technology. Anti – Rabies Vaccination

Hysterectomy

Appendectomy

Inguinal / Ventral / Umbilical / Femoral Hernia repair

Coronary Angiography / Angioplasty

Lithotripsy (Kidney Stone removal)

Perenteral Chemotherapy

Dental Surgery following an accident

Piles / Fistula

Dilation & Curettage (D&C) of cervix

Prostate

Eye surgery (not for aesthetic improvement)

Radiotherapy

Fracture / dislocation excluding hairline fracture

Sinusitis

Gastro intestinal tract system

Stone in Gall Bladder, Pancreas and Bile Duct

Haemo-Dialysis

Tonsillectomy

Hydrocele

Urinary Tract System


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However it is imperative that treatment is sought at a ‘Hospital / Nursing home / Day care centre’, as defined. It is obligatory on the part of the employee to provide correct information regarding the name and age of his / her family members to HR, at the time of joining. The employee should check the veracity of the bills to ensure that he / she has been charged only for the treatment given. Any false claims made by the employee would attract disciplinary action against the employee.

D.3.11.3 Procedure for Settlement of Claims : In case of hospitalization, the concerned employee should inform the Insurance Department (Mumbai) in writing, immediately through the Regional Head / HOD, as a preliminary intimation of claim. All claims should be submitted to the Insurance Department within 10 days from the date of discharge from hospital. Employees, who fail to comply with the given time frame, stand the risk of his / her reimbursements being denied. The claim form (HR#D.3.11.3 / F4) should be submitted along with all prescriptions, reports, bills / invoices, discharge card etc. in “ORIGINAL”, to the Insurance Department (Mumbai). Any bills submitted not in original, will not be reimbursed.

D.3.11.4 Exclusions :

The Policy will not reimburse expenses incurred by the insured, in connection with or in respect of the following: Maternity benefit expenses except abdominal operation for extra uterine pregnancy (Ectopic pregnancy), which is proved by submission of ultra sonographic report and certification by Gynaecologist that it is life threatening. Routine Health Check-ups. Naturopathy Treatment. War / Invasion, act of foreign enemy, War like operations, Ionising radiation, contamination by radio activity by any nuclear fuel or waste. Circumcision, cosmetic or aesthetic treatment, plastic surgery unless required to treat injury or illness. Vaccination & Inoculations. Cost of braces, equipment or external prosthetic devices, non-durable implants, eye glasses, cost of spectacles and contact lenses, hearing aids including cochlear implants, durable medical equipments.

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All types of dental treatment except arising out of an accident. Convalescence, general debility, run-down condition or rest cure, obesity treatment and its complications, congenital external disease / defects or anomalies, treatment relating to all psychiatric and psychosomatic disorders, infertility, sterility, use of intoxicating drugs / alcohol, use of tobacco leading to cancer. Bodily injury or sickness due to willful or deliberate exposure to danger (except in an attempt to save human life), intentional self-inflicted injury, suicide attempt or threat arising out of non-adherence to any medical advice. Treatment of any bodily injury sustained whilst or as a result of active participation in any hazardous sport of any kind. Treatment of any bodily injury sustained whilst or as a result of participating in any criminal act. Sexually transmitted disease, any condition directly or indirectly caused due to or associated with Human T-Cell Lymphotropatropic Virus Type III or Lymphotropathy Associated Virus (LAV) or the Mutants Derivative or Variation Deficiency Syndrome or any syndrome or condition of a similar kind commonly referred to as AIDS. Diagnostic, X-Ray or Laboratory examination not consistent with or incidental to the diagnosis of positive existence and treatment of any ailment, sickness or injury for which confinement is required at a Hospital / Nursing Home. Vitamins and tonics unless forming part of treatment for injury or disease as certified by the attending physician. Instrument used in treatment of Sleep Apnoea Syndrome (CPAP) and Continuous Peritoneal Ambulatory Dialysis (CPAD) and Oxygen Concentrator for Bronchial Asthmatic conditions. Genetic Disorders and stem cell implantation / surgery. Domiciliary Treatment. Treatment outside India. Experimental and Unproven treatment. Change of treatment from one system to another unless recommended by the Consultant / Hospital under whom treatment is taken. All non-medical expenses including convenience time for personal comfort such as telephone, television, Aya, Private Nursing / Barber or beauty services, diet charges, baby food, cosmetics, tissue paper, diapers, sanitary pads, toiletry, items etc. Guest services and other similar incidental expenses. Service charges or any other charges levied by hospital, except registration / admission charges. It is advised that employees get in touch with the Insurance Department, Mumbai for exact entitlement and applicability for each case.


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D.3.11.5 Withdrawal of Cashless Facility :

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The Company had introduced a cashless facility under the group mediclaim policy in June 2009. However, the introduction of service tax to the service providers, and the experience of highly inflated claims have made this facility unviable. Therefore, with effect from 15 November 2010, the Company has discontinued the cashless facility and continue only with reimbursement scheme through mediclaim policy. Employees are advised to keep themselves prepared for medical emergencies. Wherever required and considered appropriate, the company will assist the employee by giving a temporary advance for hospitalization.


HR#D.3.11.3 / F4

The New India Assurance Company Limited

Registered & Head Office: New India Assurance Building, 87, M.G. Road, Fort, Mumbai - 400 001. HOSPITALISATION AND DOMICILIARY HOSPITALISATION BENEFIT POLICY

Claim

CLAIM FORM Issuance of this form does not amount to admission of any liability of under the policy on the part of the insurers Please give the following information correctly and completely to enable us process your claim promptly. If the claim is under Personal Accident Insurance, please complete a Personal Accident Claim Form. All dates to be entered as Date / Month / Year 1. Name of the Insured: (in whose name policy is issued)

SURNAME

2. Details of the Insured person (in respect of whom claim is made)

INITIALS : _____________________________

(a) Name & Relationship with the Insured

: _____________________________

(b) Present Completed Age

: _____________________________

(c) Occupation

: _____________________________

(d) Residential Address

: _____________________________

3. Policy Number (in Full)

: _____________________________

4. Nature of Disease/Illness contracted or injury sustained : _____________________________ 5. Date on which injury was sustained/Disease Or illness first detected

: _____________________________

6. (a) Name and Address of attending

: _____________________________

Medical Practitioner

: _____________________________ Pin Code _____________________ State/ U. Territory ______________

(b) Qualification & Telephone No.

: _____________________________

(c) Registration No.

: _____________________________

(d) Name & Address of the Hospital/Nursing Home / Clinic

: _____________________________ Pin Code _____________________ State / U. Territory ______________

(b) Date of Admission

: _____________________________

(c) Date of Discharge

: _____________________________

8. If the Claim is for Domiciliary Hospitalisation, Please indicate (a) Date of Commencement of treatment

: _____________________________

(b) Date of Completion of treatment

: _____________________________

(c) Name & Address of attending Medical

: _____________________________ 1 of 3

Practitioner

: ____________________________________ Pin Code ____________________________ State/U.Territory _______________________

(d) Telephone No.

: ____________________________________

(e) Registration No.

: ____________________________________

9. Are you at present covered under any other similar type of scheme like P.A. Cancer Insurance, Mediclaim (Individual or Group), Health Insurance, etc. If Yes. Please give particulars of each (a) Is this the first year of coverage under Mediclaim Policy? Yes / No. If no, since when have you been continuously insured under Mediclaim Policy. Give details (b) (i) Is this the first claim under this policy ?

Yes/No

(ii) If no, please quote Previous claim number and details In support of the above claim, I enclose the following original documents (Please indicated by) 1. Bill, Receipt and Discharge certificate / card from the Hospital. 2. Cash Memos from the Hospitals (s) / Chemists (s), supported by proper prescriptions. 3. Receipt and Pathological test reports from Pathologist supported by the note from the attending Medical Practitioner / Surgeon recommending such Pathological tests. 4. Surgeon’s certificate stating nature of operation performed and Surgeons’ bill and receipt. 5. Attending Doctor’s/ Consultant’s/ Specialist’s / Anesthetist’s bill and receipt, and certificate regarding diagnosis. 6. In case of Domiciliary Hospitalisation, receipt from a qualified nurse who attended the patient at his/her residence duly supported by a certificate from attending Medical Practitioner. 7. Certificate from attending Medical Practitioner giving reasons for allowing treatment at home. 8. Certificate from attending Medical Practitioner / Surgeon that the patient is fully cured. Summary of expenses incurred for which original bills / receipts / cash memos are enclosed. Total of Hospital Bill

Rs. __________________________________

Consultant’s /Surgeon’s /Anesthetist’s Fees

Rs. __________________________________

Diagnostics Tests

Rs. __________________________________ 2 of 3

Medicines purchased from chemists

Rs. __________________________________

Other expenses not included above

Rs. __________________________________

Grand Total

Rs. __________________________________

I hereby warrant the truth of the foregoing particulars in every respect and I agree that if I have made or shall make any false or untrue statement, suppression or concealment, my right to claim reimbursement of the said expenses shall be absolutely forfeited. I further declare that, in respect of the above treatment, no benefits are admissible under any other Medical Scheme or Insurance. I ALSO CONSENT AND AUTHORISE THE THIRD PARTY ADMINISTRATOR TO SEEK MEDICAL INFORMATION FROM ANY HOSPITAL / MEDICAL PRACTITIONER WHO HAS AT ANY TIME ATTENDED ON ME. I authorize TPA to make payment of the claim admissible as per terms, conditions and limitations of the policy to the hospital on my behalf for full and final settlement of hospital bills. I also authorize TPA to receive payment from insurance company as reimbursement of hospital bills incurred on my treatment.

Dated at ________________________ this _______________ day of______________ 2003

Signature of the Claimant

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D.3.12

GROUP PERSONAL ACCIDENT INSURANCE POLICY

Objective :

The company is providing personal accident insurance coverage to all Caderised & project based employees under the aforesaid scheme and the premium for the same is borne by the company. The grade-wise coverage is given hereunder : Sr. No Grade

Sum Insured (Rs)

1

NC, N000 to N003, All PB, All Trainees

3,00,000 / -

2

S1 to S3, T1 to T4

3,75,000 / -

3

E001 to E003, SM

4,50,000 / -

4

C001 to C004

6,00,000 / -

5

UC

7,50,000 / -

The policy provides for payment equivalent to the Capital sum insured for death or a percentage thereof for disablement of an insured person due to an accident. The features of the scheme are as under :

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a.

Age Limit

Upto 70 Years

b.

Coverage

Worldwide

c.

Time

24 Hours

d.

Period

Annual on Renewable basis


HR Policy Manual

Benefits : Sr. No 16.4.1 16.4.2

16.4.3 16.4.4 16.4.5

Description

% of Capital Sum Insured Death 100 % Loss of sight(both eyes) 100% Loss of Two Limbs 100% Loss of one Limb & One Eye 100% Loss of Sight of one eye 50% Loss of one Limb 50% Permanent Total & absolute Disablement other than 100% named above Permanent Partial Disablement (PPD) % OF Capital sum insured as under : Loss of Toes–All 20% Great both Phalanxes 5% Great –one Phalanx 2% Other than Great, if more than 1% One Toe lost–each Loss of Hearing –both Ears 50% Loss of Hearing – One Ear 15% Loss of Speech 50% Loss of 4 Fingers & Thumb of One hand 40% Loss of Four Fingers 35% Loss of Thumb both Phalanges 25% Loss of Thumb One Phalange 10% Loss of Index Finger-Three Phalanges 10% Loss of Index Finger-Two Phalanges 8% Loss of Index Finger-One Phalange 4% Loss of Middle Finger-Three Phalanges 6% Loss of Middle Finger-Two Phalanges 4% Loss of Middle Finger –One Phalange 2% Loss of Ring Finger-Three Phalanges 5% Loss of Ring Finger-Two Phalanges 4% Loss of Ring Finger-One Phalange 2% Loss of Little Finger-Three Phalanges 4% Loss of Little Finger-Two Phalanges 3% Loss of Little Finger-One phalange 2% Loss of Metacarpals 3% First or Second(Additional) Third, Fourth or Fifth(Additional) 2% Any Other Permanent Partial Disablement % as assessed by Doctor Temporary Total Disablement(TTD) At the Rate per 1% of CSI OR Week Rs.5000 / whichever is lower.


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Special Benefits in Addition to Capital Sum Insured : Sr. No

Description

% of Capital Sum Insured

1

In the event of death of insured person outside his / her home, transportation cost for carriage of dead body to home Including funeral charges is payable

2% of CSI OR Rs. 2500/whichever is lower

2

Ambulance charges for transportation of Insured person to hospital following accident which result in liability being admitted by Insurance Company as per Table of benefits

Rs. 1000/- per Insured person any one accident or actual expense whichever is lower

3

Educational Fund : In the event of Death, Permanent Total Disablement as per table of benefits of Insured person, the Insurance Company will approve compensation towards Education Fund for Dependent children as below : For One child upto age of 23 yrs

10% of CSI subject to max Rs.5000/-

For More than One children upto age of 10% of CSI subject to max 23 yrs Rs.10000/ Medical Bills : In case of an accident claim the employee is also entitled to medical expense reimbursement as shown hereunder, over and above the Temporary Total Disablement Compensation. Sr. No

Description

1

10% of CSI

2

40% OF Temporary Total Disablement or

3

Actual Incurred Bills

% of Capital Sum Insured

whichever is less

Exclusions : The policy does not cover death, injury or disablement resulting from : a. Service on duty with Armed Forces. b. Intentional self-injury, suicide or attempted suicide, insanity, venereal diseases, AIDS or influence of intoxicating drinks or drugs. c. Medical or Surgical expenses (except where such treatment is rendered necessary within the scope of the policy).

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d. Aviation other than a passenger (fare paying or otherwise) in a licensed standard type of aircraft anywhere in the world. e. Nuclear radiation or Nuclear weapons material. f. Any consequence of war, invasion, act of foreign enemy, hostilities (whether war is declared or not), civil war, rebellion, revolution, insurrection, mutiny, military or usurped power, seizure, capture, arrests, kinds, etc. g. Child birth, pregnancy or other physical causes peculiar to female sex. h. Whilst committed any breach of laws with criminal intent.

D.3.12.1 Claim Procedure:

In case of an accident the concerned employee should inform the Corporate Insurance Department at Mumbai within two days from the date of accident through his / her Regional Head / Department Head as a preliminary intimation of claim.

The following documents are required to be submitted along with any claim, strictly within one month from resumption of duty. Claim form duly completed. (HR#D.3.12.1 / F5) Employer’s certificate for leave of absence. Fitness certificate from the Doctor. Original medical bills, cash memos, receipts along with prescriptions. X-Ray films, reports, if any. FIR in case of accidental death, if applicable. All pathological reports, if any. Discharge card, if hospitalized. Other relevant documents, if required by the Insurance Company.

On receipt of the aforesaid documents the Insurance Department will submit the said claim to the Insurance Company for settlement. In case the employee is not able to resume duties for a longer period, i.e. say three to four months due to accidental injury, he / she should obtain the concerned treating Doctors certificate to keep the claim alive.


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HR#D.3.12.1 / F5

The New India Assurance Company Limited

Regd. & Head Office : New India Assurance Bldg., 87, Mahatma Gandhi Road, Fort, Mumbai - 400 001. The issue to this form is not to be taken as an admission of Liability Personal Accident Insurance Claim Form (Particulars of Accident) Policy No. _______________________ Branch /Unit ______________________ Claim No. TO BE COMPLETED BY THE INSURED 1. (a) Name of the Insured [in full] ________________________________________________________________ (b) Name of the injured Person ________________________________________________________________ (c) Address in full __________________________________________________________________________ (d) Profession or occupation __________________________________________________________________ (e) Age at last birthday ______________________________________________________________________ 2. Policy No.

Sum Insured

Table of Cover

Period

i) ii) iii) 3

a) Date of the accident? (b) Time of accident? (c) Where it happened? (d) Name and address of witness

4

How did the accident occur ?

5.

Nature of injury received (If to limb or eye state whether rightor left)

6.

(a) Nature of disablement (b) Extent of disablement Confined to bed

[from ______________________To _________________)

Confined to house

[from ______________________To _________________)

(c) Present state of incapacity 7.

Name and address of surgeon inattendance

8.

(a) Where and when can a Medical Officer of the Company visit you, if necessary ? (b) Name of nearest railway stationand distance therefrom

9.

(a) Are you insured in any other officeor offices granting compensationfor accident (b) If so state name and address of company or companies andamount of insurance 1 of 3

I hereqy declare that the foregoing statements are made by rnyself and are true in all respect and that I have not attempted to conceal from the Company anything which it ought to be made acquainted and also that I have not abstained from any usual occupation longer than absolutely necessary and I agree that if I have made, or in any further declaration the Company may require, shall make any false or fraudulent statement or any suppression, concealment or untrue averment whatever, the Policy shall be void and my right to compensation forfeited and am willing, if required to make a Statutory Declaration before a Justice of the Peace of the truth of the whole of the foregoing statement or any other statement I may make a connection with this claim. Witness: Name _________________________________

Signature of the Insured _____________________

Signature ______________________________

Date :

Date __________________________________ Address _______________________________ _____________________________________ CERTIFIED TO BE FILLED UP AND SIGNED BY AN EYE WITNESS TO THE ACCIDENT I hereby certify that I was present when the Accident occurred to Mr. ________________________________________ On the _____________________________________ day of ___________20_____ in the manner stated by him over leaf, that it was caused by ___________________________________________which * was / was not his willful act and that he * was/was not under the influence of intoxicating liquor at the time. Signature _________________________________ Address __________________________________ _________________________________________ *Strike out which is not applicable

Occupation _______________________________ Date : MEDICAL CERTIFICATE

Claims must be Supported by medical Evidence furnished by the Insured and at his expense. 1. (a) Name of Claimant

(b) Sex

2. (b) Nature and cause of accident (b) If to eye or limb, state left or right (c) Whether the appearance of the Injuries are consistentwith the account given of the accident. 3. Date on which you first attended Claimant for this injury 4. Has Claimant been totally prevented from attendingto any portion of his business ? If so how long ? 1. Is Claimant suffering from any disease or illness apart From his injury and is there any illness by circumstances Which may tend to retard recovery? If so, give particulars? 2. Present Condition 7. How long from the happening of the Accident do you consider Total disablement will last ? 2 of 3

(c) Age

Having personally examined the above named Insured I certify that the above statements are correct and that the injured person is necessarily disabled by the Accident referred to

Signature _________________________________

Name & Qualification _________________________________________________________________ Address ___________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Date : REMARKS FOR EXTRA DETAILS

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D.3.13

REGULAR JOB TRANSFERS

Objective :

Regular job transfers are primarily for the following reasons: To meet the overall growing business interest of the Company which reflect the increasing market / customer needs. To provide for employees’ career / professional growth, and To give employees parallel job assignments in different functional areas, thus providing scope for employee’s lateral growth.

Eligibility & Coverage : All regular employees.

Policy & Procedure : All transfers will be business need-based. Transfers, as a practice, will not attract promotion or salary revision. It will be ensured that the transferred employee does not go out of pocket or lose monetarily on account of his transfer. The need for a transfer will be discussed between the departmental head and the employee; a final decision jointly arrived at by the RH / HOD and the HR will be binding on the employee. The employee will be given sufficient time to plan for his relocation, when the transfer involves moving from one city / town to another. A transferred employee, along with his family, where applicable will be provided with temporary accommodation at the new location for a maximum period of 14 days. Hotel stay entitlements will be as per domestic travel policy. Boarding expenses, however, will be borne by the employee. On relocation, the employee will be eligible for Company’s assistance in the following areas: a. Travel and transport; b. Disturbance allowance; c. Locating suitable accommodation.

Travel & Transport : The employee, spouse, children and parents living with the employee will be eligible for reimbursement of travel to the new location at actuals. The class of travel will be as applicable to the employee under the Domestic Travel Policy.


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Reimbursement of transportation expenses will be at actuals within reasonable limits. This will include packing, loading, transportation, Insurance, octroi, taxes, unloading and unpacking. The cost will be borne by the RO to which the transfer takes place.

The following guidelines shall be followed : a. A prior approval of the total estimated expenses will be obtained from RH / HOD & HR.

b. Wherever feasible, an approved transporter of the company will be used.

c. Atleast two quotes should be attached with the estimate.

d. Maximum entitlement is restricted to one full truck load.

e. The feasibility and economy of transporting or driving down employees’s vehicle where applicable, will be ascertained prior to the final course of action.

f. Respective Administration Manager will be consulted on selection and negotiation with transporters.

Disturbance Allowance : Transferred employees will be eligible for Disturbance Allowance of 25% of Basic for a period of 6 months. In case of change in Basic, disturbance allowance will be paid as per the revised figures from the effective date of change. This allowance will be disbursed along with the monthly salary of the employee. Payment of disturbance allowance will apply to only where the transfers are initiated by the Company. Individuals who seek transfers for their own convenience will not be entitled to the above compensation. Disturbance allowance will apply uniformly to CLA and HRA cases. Instances of one-time shifting of an entire business operation from one location to another will not be covered by this policy.

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Locating Suitable Accommodation :

Arranging residential accommodation is primarily the responsibility of the employee. However, the Administration Dept / Regional Office will assist the employee in locating a suitable place and sign a contract with landlord on behalf of the employee. CLA entitlement will be as applicable to the grade and Company’s policy.


(1)


HR Policy Manual

D.3.14

TEMPORARY TRANSFER ALLOWANCE

Objective :

For meeting work exigencies it will become necessary to temporarily transfer employees between Regions. This policy is intended to encourage such interregional moves.

Applicability : All employees

Policy & Procedures : A grade-based Transfer Allowance will be paid, for a maximum period of 12 months or till the duration of the temporary posting, whichever is earlier, as per the table given below : Sr. No

Grades

Amount Rs. PM

1

All ‘N’, ‘T’ & S001

4,000/-

2

S2, S3 & E1

7,500/-

3

E002 / E003

10,000/-

4

SM & above

12,000/-

(1)

(1)

Will be applicable when employees are transferred for business needs, initiated by the Company, from one Region to another. The transfer allowance is payable for a maximum period of 12 months in the new Region or till the return to the original place of posting whichever is earlier. Transfer allowance will not be applicable when the employee returns to his / her original place of posting. Accommodation at the new place of posting will be provided on “shared” basis. If family accommodation is provided, HRA will not be applicable. Travel entitlements to the place of posting will be as per Domestic Travel Policy.


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D.3.15

STAFF ACCOMMODATION & FACILITIES AT SITES

Objective :

The objective of this policy is to assist employees posted at the various project sites of the company with reasonably comfortable accommodation and thus reduce hardship and inconvenience.

Eligibility : Employees in Grades E003 and above may be provided family status accommodation at project sites. Employees in N, T, S to E002 grades, as well as Trainees & PB employees posted at project sites may be provided bachelor status accommodation on shared basis.

General guidelines :

HRA as applicable will continue to be paid, in case of bachelor accommodation. However, if family accommodation is provided, HRA will not be applicable. Furniture :

Reasonable living comfort shall be ensured in the site accommodation. Typically the following items shall be provided : a. For Bachelor status i. Single Bed. ii. Steel / Wooden wardrobe 6’x3’, with mirror. iii. Mattress with pillow. iv. Two bed sheets, pillow covers. v. One study table, Executive chair per bedroom. vi. One 4’x 4’ dinning table with four chairs per apartment. vii. One cane sofa set & centre table in living room. viii. Curtains. ix. Geyser. x. Water purifier. xi. One TV per apartment with cable connection. xii. One Refrigerator per apartment. Bachelor status accommodation on the above basis may also be provided to office-based (non-site) employees at the discretion of the Company.

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(1)


HR Policy Manual

b. For Family status i. Two Beds with mattresses. ii. Bed sheets, pillow. iii. Curtains. iv. Two steel / wooden wardrobes. v. One study table / executive chair per bedroom. vi. One dinning table with four chairs. vii. One caned sofa set & Coffee table in living room. viii. One Refrigerator per apartment. ix. One TV in living room. x. One dressing table. xi. Geyser. xii. Water purifier. Electricity charges at the bachelor status site accommodation will be borne by the company.

(1)

Mess Facility : a. The Company will provide basic facilities for running a mess at such rented accommodations. b. Facility of Cook – the salary of the cook will be reimbursed by the company. c. Basic utensils, gas connection required for running a mess will be provided by the company. d. Provisions for running the mess including the consumption of gas will be arranged and borne by individuals occupying the accommodation and the costs shared between themselves. Transportation : In case the site accommodation is located at a place where public transport is not available, the company will provide shared transport facility from staff accommodation to and fro site.


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D.3.16

ANNUAL HEALTH CHECK-UP

The company strongly advocates regular health check-up for all its employees. Employees in Grades C001 and above will be covered for reimbursement of the annual check-up expenses, within the following limits :

C001 / C001A

-

Rs. 5,000

C002 – C004

-

Rs. 7,000

UNCL

-

Actuals

Tests will be conducted as per standard Health check-up menu of reputed hospitals, or with the hospitals tied-up by the company. The scope will cover investigative tests, and not treatment of any kind.

Company may ask the medical examination results for its records. HR will coordinate this activity.



HR Policy Manual

D.4.0

SUMMARY OF PROJECT BASED EMPLOYEE BENEFITS

The Company has to engage employees for specific projects and for specific time duration. Hence, it is desirable that the benefits available to them are formalized through a common policy across all sites.

Gist of Benefits :

D.4.1

Leave :

Employees engaged on Project Based employment will be eligible for the following leaves : Sr. No.

Leave

Duration

1

Sick Leave

5 days per annum

2

Casual Leave

5 days per annum

3

Privilege Leave

@1 day for every 20 days worked

The above entitlement is on an annual basis and the availing will be based on prorata basis. These leaves will neither be carried forward nor encashed and therefore, must be availed during the tenure of the appointment.

D.4.2

Accommodation :

Project Based Employees will be eligible for shared, bachelor accommodation, wherever such facilities are provided by company. HRA will be paid, as applicable.

D.4.3

Salary Structure for PB :

The Compensation will consist of the following : Basic Salary : The Basic salary will be approximately 35% of the gross salary. HRA – will be 10% of the Basic salary. Conveyance allowance will be on the basis of the following slabs :

PB – 1 : Rs.1050/- p.m. PB – 2 : Rs.1500/- p.m. PB – 3 : Rs.1675/- p.m. Bonus will be paid as per Payment of Bonus Act. Provident Fund – They will be covered under the Employees’ Provident Fund and Employee Pension Scheme as per the statute and will be members of our unexempted PF Scheme.


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Furnishing Allowance – Gross salary as agreed, less distributed in all components above will be paid as Furnishing Allowance, as a monthly component.

D-52

D.4.4

Performance Bonus :

PB employees will be covered by the Performance Bonus Scheme as applicable to the respective Region / Project, and as per scheme provisions.

D.4.5

Annual Increment :

PB employees will also be entitled for Annual Salary Revision subject to their completing 1 year at the given project. The revision will be effective the anniversary date and subject to performance. Refer to Appraisal form enclosed HR#D.4.4.5/ F4.

D.4.6

Transportation :

PB employees may avail the common transport facility, if provided by the company to other employees, and subject to availability.

D.4.7

Group Personal Accident Policy :

The Company is providing Personal Accident Insurance coverage to all Caderised & Project Based employees, the premium for the same is borne by the Company in lieu of Workmen Compensation benefit.

D.4.8

ESIC :

If ESIC is applicable to the Project location, PB employees will also be covered under the scheme. The coverage limit for ESIC is Salary (Basic + HRA + Conveyance + Furnishing Allowance) upto Rs.15,000/- per month.


HR#D.4.5 / F4

Shapoorji Pallonji & Co. Ltd

1000GF08010

PERFORMANCE APPRAISAL FORM FOR RETAINERS / PROJECT BASED EMPLOYEES Rating Scale - The Rating Pattern is as below: A++ The Employee has achieved exceptionally high standards of performance consistently. Has high growth potential. A+

Consistent High performer with high level of energy, initiative, and contributions.

A

Performance large by as per role expectations.

B

Performance needs substantial improvement. Needs constant guidance to meet role responsibilities.

Employee Name :

Emp. No.:

Designation :

Dept. / Site:

Name of Appraiser/s :

Location :

Date of Joining :

Review Period :

A.

Emp. Grade :

Self-Appraisal: Describe in brief your major achievements during the year. (To be filled in by the Appraisee)

Rtg. Scale ‘B’ to ‘A++’ Low

High

SELF APSR

1 of 2

Describe in brief your major achivement during the year (Contd.) (To be filled in by in Appraisee)

Rig Scale ‘B’ to A++’ Low High Self

APSR

B. Please describe in brief the Strength & Areas of Improovement of this Employee, including the Appraiser feedback to him / her. Strength

Areas of Improvement

C. Justification for Renewal / Re-appointment, and specific recommendations:

New Project Name: _____________________________

Grade / Salary (Current): _____________________________

Recommended Duration: ________________________

Raise Recommendated: _____________________________

Regional Head

Human Resources

Corporate

Name & Signature

Name & Signature

Name & Signature

2 of 2

Attendance & Leave Rules


HR Policy Manual

E.1.0

HOURS OF WORK & HOLIDAYS Hours of Work at Mumbai Offices :

The Company’s Head Offices at Mumbai will observe the following timings : Weekly Offs

Saturdays and Sundays

Working Hours

10.00 am to 6.15 pm

Lunch Break

45 Minutes

Flexi-Timings : HO offices allow a one hour flexi-timing on either side of the day to meet any personal exigencies of employees in a restrictive manner. For eg. those who wish to start early can report at 9 am and leave at 5.15 pm and so on. The normal number of hours has to be filled on the same day. However, a specific written permission from the HOD is required. Electronic Attendance Machines are provided in all offices. All employees are required to swipe their attendance card on Entry & Exit. Those in grades C003 & above may assign swiping of cards to their secretaries. It is a serious misconduct to swipe the attendance card belonging to any other employee, except under specific authorisation as above. Hours of Work at Regional Offices : Regional offices observe all Sundays, and 2nd & 4th Saturdays as weekly offs. All ROs work between 8.30 / 9.30 am and 5.30 / 6.00 pm with 30 minutes lunch break. Paid Holidays : Total of 10 days will be observed as paid holidays in a year. Statutory holidays like Republic Day (26 / 1), Independence Day (15 / 8) and the State Day of the respective states will be mandatorily covered in the 10 days. The remaining days will be decided in the beginning of each year based on local customs and festivals in different parts of the country. Block closures (too many holidays together prefixed / suffixed with weekly offs) shall be avoided as this will keep us out of contact with our customers for too long.


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HR Policy Manual

E.2.0

LEAVE RULES

Objective :

To provide guidelines on Leave entitlements and its administration uniformly across the organization.

Eligibility & Coverage : All employees.

E.2.1

Privilege Leave (PL) : All regular employees are eligible for PL @ 21 days per annum, accrued @1.75 days per month of service. However, probationers will be eligible to avail PL only after confirmation of service, barring exceptional circumstances. PL will not accrue during a Leave Without Pay duration. PL can be accumulated up to 63 days for all grades. Leave beyond this limit will lapse automatically. Availing of PL must be planned in advance and sanction from HOD must be obtained at least 15 days prior to commencement of leave. A minimum of 3 days PL has to be taken at a time, and not more than 3 times in a year. Every Department will prepare a leave plan in the beginning of the year, ensuring that proper back-up is available for the employee proceeding on leave and that the work and customer interest is not sacrificed. Leave of any kind is not permitted to be encashed in the Company while in service. However, the PL standing to one’s credit and those accrued for the current year will be encashed either on separation or on retirement. (Example – PL credit on Leave card = 60 days, worked for six months in the year of leaving, the total encashable leave will be = 60 + 10.5 = 70.5 days). Leave encashment will be applicable on the Basic salary only. Per day rate will be worked out by dividing the monthly Basic by 22 days for all employees. Intervening weekly offs and paid holidays during an “approved and with full pay” leave period will not be treated as leave. PL will be availed only for actual working days.

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HR Policy Manual

E.2.2

Sick Leave (SL) : All confirmed employees will be eligible for SL @ 10 days per annum. SL will not be applicable during Probation period. On Confirmation, SL will be credited on pro-rata basis for the remaining months in the year in advance.

Example - Leave Cycle : April to March, if confirmation date is, say 1st October, SL will be credited for the period 1st October to 31st March, i.e. for six months which on pro-rata basis comes to 5 days. SL can be accumulated for a maximum of 90 days. SL will not be encashed either in service or on separation. SL cannot be set-off against shortfall in the notice period. Certificate should be produced from Registered Medical Practitioner for availing of SL beyond 3 days at a time. Those covered by ESI Act will be eligible for SL @ 5 days per annum.

E.2.3

Casual Leave (CL) : All confirmed employees will be eligible for CL @ 7 days per annum. CL will not be applicable during Probation period. Crediting of CL on confirmation will be on the same basis as that of SL, as above. CL cannot be accumulated or encashed at any time. A maximum of 3 days CL can be granted at a time. CL will be credited in two installments @ 4 days in April and 3 days in October.

E.2.4

Maternity Leave (ML) : Maternity leave will be governed by the provisions of the Maternity Benefit Act or the ESI Act, as applicable. The statutory provisions provide for Maternity leave upto 3 calendar months (12 weeks) over and above the PL entitlements. Since the entitlements are on ‘calendar’ month basis, the intervening weekly offs / paid holidays will also be counted as leave during the maternity leave period. Employees covered under the ESI Act shall claim the benefit including leave from ESIC, and will not be entitled for Maternity leave from the company. A woman employee shall be entitled to Maternity Benefit provided she works for not less than 80 days in the 12 months immediately preceding the expected date of delivery.


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HR Policy Manual

An additional period of absence is permitted subject to maximum of 1 month for illness arising out of pregnancy. The total leave period of 12 weeks shall be availed in such a way that 6 weeks each be on either side of the expected date of delivery.

E.2.5

General Guidelines : The leave administration cycle followed by us is April to March. This is on account of the statutory requirements of making liability provisions in the balance sheet. The leave cards of all employees will be updated to reflect leave positions as of 1st April every year. If an employee leaves early or reports late for a duration of 2 hours and above, the same shall be regularized with a half day leave, and a full day leave if the duration is more than 4 hours. All new entrants joining the organisation will be issued a leave card regardless of grade or entitlement for recording all leaves of absence. All leaves availed, whether against entitlement with pay or without pay, have to be entered in the card and approved by the reporting superior. During probation period, a special leave of 3 days will be granted to all employees to meet personal exigencies in the absence of SL and CL. Un-availed balance of this special leave will lapse on confirmation. An employee will not be eligible to avail any long duration leave while serving notice period. Any exception to this will be approved by the Head HR. All leave must be planned and availed in a manner not conflicting with other colleagues and work exigencies. All leave must be availed with prior approval of the superior, barring exceptional emergencies. It is mandatory to intimate the office about one’s absence on the very same day of absence, where an unplanned absence has occurred. Absence without intimation for more than 3 days at a time will activate disciplinary action.

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HR Policy Manual

E.2.6

Leave Entitlements :

Following will be the annual entitlement of leaves for various categories of staff employees : Sr. No

Category

SL

CL

PL

Special Leave

1

Probationers

Nil

Nil

Yes

3

2

Confirmed Employees

10

7

21

Nil

3

Project Based

5

5

@ 1 day for every 20 days

Nil

4

GET / DET / PGMT / GAT,etc

10

7

NIL

Nil

NIL

@ 1 day for every 20 days

7

5

Retainers

NIL

Note : For those covered by ESIC, the Sick leave entitlement will stand reduced to 5 days per annum.


E-5


HR Policy Manual

E.3.0

VACATION DONATION PROGRAM

Objective :

The intent of this program is to encourage employees reaching out to colleagues in need as a voluntary act of camaraderie and team-spirit.

Applicability : All regular employees.

Policy & Procedure : The policy allows employees to “donate” part of their Privilege Leave (PL) to a colleague in need, as an act of care and kindness. Only PLs are allowed to be donated. An employee can donate upto 50% of PL to one’s credit at any given point of time. Recipients & donors may approach HR for the same. The receiving employee has to use up the donated leave for an immediate need. This will be purely a voluntary act with no favours expected in return. The donation is expected to be made without any solicitation. The direct reports of an employee will not be eligible to donate to his / her immediate Superior. Unused donated leaves, if any will be forfeited and not returned to the donor. Leave donation to an employee who is undergoing any disciplinary proceedings / mis-conduct is not permitted. The policy aims at ‘reaching out’ to a colleague in need and will have to be implemented in this spirit always.

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HR Policy Manual

E.4.0

EDUCATIONAL LEAVE & AID

Objective :

The objective of this policy is to help in processing employee requests for educational aid and long duration leave of one year or more to acquire higher educational qualification. It recognizes that attainment of higher education is likely to help the employee acquire more knowledge, skill and self-confidence. Higher education is also likely to lead to development of higher capabilities which could be of benefit not only to the employee but also to the organization.

Applicability :

All regular employees with atleast 3 years in-company experience are eligible for educational leave.

E.4.1

Educational Leave : Preference will be given to high performers in the sanction of Educational leave. Before Educational leave is sanctioned, the quality of the course chosen will be carefully considered along with its relevance to the organization. Educational leave will be considered as leave without pay. No allowances will be applicable, including HRA, conveyance, LTA, incentive and privilege leave during the period of Educational leave. On successful completion of the course, the employee may be absorbed in the organization where a suitable opening exists. If the performance of the applicant is consistently above average prior to his / her proceeding on Educational leave, he / she may be taken back in the next higher grade in the organization. If his / her study has been relevant to the organization and if during the absence most of his / her peers with comparable performance have moved up, he / she may be taken in the higher grade. However, depending on the degree and the institution attended, at times a total restructuring of the package might be warranted. The employee on Educational leave would be required to rejoin the organization within a month after completion of the Educational leave, failing which the company may review his / her continuing on company’s rolls.

Procedure : The employee desirous of taking Educational leave may, through his HOD / RH, make an application giving the following information: a. The course of study and institution / college where he has obtained admission.


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HR Policy Manual

b. Letter of admission obtained. c. Duration of the course of study and date of commencement and completion of the course. d. Benefits that the course is expected to bring to the employee and to the organization. HR will discuss his application with the CEO and jointly decide on leave sanction. The main consideration for sanction would be the career plan for the employee and the relevance of the course to his / her career plan. HR will issue to him / her letter within 15 days stating whether or not his / her Educational leave is sanctioned. On being sanctioned Educational leave, the employee would have to first obtain all clearances as per the standard exit format available with HR, and dues, if any, must be settled before actually proceeding on leave. One month prior to the completion of the course, the employee must write to HR informing about his / her proposed date of resuming duties with the Company. HR will then find out the appropriate job in which the employee could be placed on resuming. HR will inform the employee in writing about the job, the Region / function, the grade and salary in which the employee will be placed on his / her return to the company. The employee will enter into a formal contract with the company on approval of his / her case. Maximum Educational leave will be restricted to two years.

E.4.2

Financial Support : Depending on the relevance of the course chosen, and the merit of the candidate, Management at its discretion may : a. Grant an Educational loan not exceeding Rs. 3.00 lakhs (subject to 75% of the annual course fee) or b. Extend Company guarantee to the same extent to an external lending agency. The loan will carry no interest, if the employee resumes post-studies as scheduled, and work for a minimum period of 3 years in the organization. The recovery (without interest) will be commenced on the employee joining back. In case, the requisite 3 year term is not fulfilled by the employee, or he / she does not fulfill the contract conditions, he / she will return the entire loan balance, along with interest calculated from the loan disbursement date @ 12%. On completion of the 3-year term, the employee will be paid back 50% of the loan amount as a one-time education grant.

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HR Policy Manual

F.1.0

UN-AUTHORIZED ABSENTEEISM If any employee absents himself / herself from work without information for 3 consecutive days, the HOD will issue a letter of absence to the employee as per draft format (HR#F.1.0 / AB / F1) attached. If the employee has still not reported post seven days after issuing letter AB / F1, RO HR will issue a Show Cause Notice to the employee as per draft format (HR#F.1.0 / AB / F2) attached. If the absenting employee responds to the Show Cause Notice, RO HR has to check the past history of absenteeism and issue a Warning letter in consultation with Corporate HR; or if the employee has not responded to the Show Cause Notice, a second Show Cause as per the same format of HR#F.1.0 / AB / F2 may be issued in consultation with Corporate HR. In case the employee has not responded to the second Show Cause after lapse of 21 days then the RO HR will forward all correspondence to Corporate HR and they will issue a service abandonment letter as per format (HR#F.1.0 / AB / F3) to the employee.

Disciplinary Process Flow Chart :

Please refer to attached flow chart (HR#F.1.0 / F4) for unauthorized absenteeism cases and follow the same for all defaulting employees in consultation with HO HR.


F-1

HR#F.1.0 / AB / F1

Date _________________ (By REGD POST / UCP)

Mr / Ms.__________________________________ _________________________________________ _________________________________________ _________________________________________

Sub: Absence from Duty It is observed from our records that you are absenting yourself from the duty with effect from _______________ ________________________ without any prior sanction of leave or intimation to us. You are hereby called upon to resume duties immediately and explain to our satisfaction in writing, reasons for remaining absent unauthorisedly.

For Shapoorji Pallonji & Co. Ltd.,

Project Manager cc Regional HR

{1st LETTER – ON LETTER HEAD ON 3 DAYS’ CONTINUOUS ABSENCE}

1 of 1

HR#F.1.0 / AB / F2


Mr / Ms.__________________________________ _________________________________________ _________________________________________ _________________________________________

Sub. Unauthorised Absenteeism – Show Cause Notice This has reference to our letter dated _____________________________ vide which we had requested you to resume your duties immediately. We have neither received any communication from you nor you have resumed your duties till date. Your continued absenteeism is hampering the progress of the work assigned to you. You are hereby called upon to Show Cause as to why disciplinary action should not be taken against you. Your explanation should reach us along with necessary documentary evidence, within seven days from the receipt of this Notice, failing which it will be presumed that you have no explanation to offer and we shall proceed with disciplinary action as deemed fit. For Shapoorji Pallonji & Co. Ltd.,

Regional Head cc Regional HR cc HO HR

{2nd LETTER – ON LETTER HEAD ON 10 DAYS’ CONTINUOUS ABSENCE}

1 of 1

HR#F.1.0 / AB / F3


Mr / Ms.__________________________________ _________________________________________ _________________________________________ _________________________________________ (Permanent Address)

Sub. Unauthorised Absenteeism – Abandonment of Service This has reference to our Letter dated ________________ and Show Cause Notice dated __________________. We had requested you to resume duties and explain reasons for your unauthorised absence. You have neither resumed your duties nor submitted any explanation. Your continued absence is hampering the progress of work assigned to you. Under the circumstances we are left with no option but to assume that you are no more interested to work with us. We are therefore striking off your name from the Company’s roll with effect from today on the ground of abandonment of service. Please contact the HR Dept to collect your legal dues, if any. For Shapoorji Pallonji & Co. Ltd.,

Chief People Officer

{FINAL LETTER AFTER SHOW CAUSE NOTICE with a copy to RO HR}

1 of 1

HR#F.1.0 / F4 DISCIPLINARY PROCESS FLOW CHART FOR UNAUTHORISED ABSENTISEEIM TIME FRAME/ REMARKS Site Admin.to inform Project Mgr abt. employees absenting for 3 consecutive days w/o information/notice Joint Consultation of Proj. Mgr. & RO HR

W Letter issued to absenting employee by Project Mgr. "immediately" (As per draft attached AB/1)

W Has the empl. reported to work?

Yes

No

7 days lapsed

W Yes

W Inform RO HR

Is explanation satisfactory?

W

W

"Verbally " warn the employee not to repeat in future

Show Cause Letter sent to employee by RO HR (Draft AB/2)

W 14 days lapsed

Yes

W

Has the empl. reported to work /Responded with documentary evidence?

Employee is allowed to join back

No Joint Consultation of RGM & RO HR

W

W

Proj. Mgr. reports the matter to RO HR

W

W

Check past history of Absenteeism

W RO HR to issue one more Show Cause letter (Draft AB/2)

W Issue written warning/ appropriate action in consultation with HO HR

21 days lapsed

W Action reported to HO HR

W Yes

Has the empl. reported to work /Responded with documentary evidence?

No

Note: RO HR to record all actions in personnel file of employee RO HR to send a Monthly reportof “AB/1&2” cases to Corp. HR by 7th of subsequent month.

W Inform HO HR Joint Consultation of RGM & RO HR

W

Abandonment letter issued by Corp. HR if unauthorised absenteeism continues despite above, for more than 30 days (Draft AB/3)

30 days lapsed


HR Policy Manual

F.2.0

GRIEVANCE REDRESSAL

Grievances may be real or imagined, but in either case, it is essential that the grievance is brought to light, discussed and the matter resolved to the satisfaction of all concerned. Failure to do so will only result in the grievance becoming a worsening source of conflict and eventually ending in a far more serious problem.

Objective :

It is the policy of the Company to redress grievances of employees as satisfactorily and speedily as possible.

Policy & Procedure : The Grievance procedure is aimed at resolving work related grievances within the organization as fairly and as swiftly as possible. Grievances are feelings of injustice or dissatisfaction affecting an employee. This procedure is not used for appeals against disciplinary action. Those will be governed by the Disciplinary Procedure Code. This procedure is not to be used for the resolution of issues related to performance appraisal, promotion, increment, etc. Employees may lodge grievances without fear of victimisation. Grievances should be resolved at the lowest possible level within the company. Employees lodging grievances have the right to be represented by fellow employee of his / her choice. Records will be kept of all statements and decisions.

F.2.1 The Grievance procedure will be implemented as follows :

F-6

Step 1 : Immediate Superior

a. In step-1 the employee must discuss his grievance with his / her immediate superior or the latter’s superior in the event of a grievance against an immediate superior.

b. The superior must endeavour to solve the problem within three (3) working days and inform the employee.

c. Should the employee not be satisfied with the outcome, he may proceed to step-2.


(1)


HR Policy Manual

Step 2 : Head of Department

a. The employee gives his / her grievances in writing, with all relevant details to the HOD. He may be assisted by the HR in completing the form.

b. The HOD shall endeavour to solve the problem within three (3) working days and inform the employee.

c. Should the employee not be satisfied with the outcome, he may proceed to step 3.

Step 3 : Grievance Hearing

a. The matter is referred to the CEO / President / CPO together with all relevant written information.

b. The CEO / President / CPO shall convene a grievance hearing and attempt to resolve the matter within a period of ten (10) working days. A decision taken at this level shall be final.

F.2.2 Procedure to be followed by a Group of Employees

If a grievance to be raised affects not one employee, but a group, then a spokesman for the Group, accompanied (if he / she so wishes) by a delegation of not more than five (5) of the employees concerned, should proceed with step 2, as for an individual grievance.


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HR Policy Manual

F.3.0

SEXUAL HARASSMENT POLICY

Objective :

Shapoorji Pallonji & Co Ltd (SPCL) is an equal employment opportunity employer and is committed to provide a safe and conducive work environment that enable employees to work without fear of prejudice, gender bias and sexual harassment. In an effort to promote and protect the well being of all employees at work place, the organization has laid down the following guidelines to deal with any act that is detrimental to an employee’s dignity in a fair and time bound manner. It firmly believes that sexual harassment at work place or other than work place if involving employees is a grave offence and is, therefore, punishable.

Applicability : This policy applies to all the employees on the rolls of the company, including those on deputation, training, contract, temporary, etc. It is also deemed to be incorporated in the service conditions of each of the employees.

Effective Date : This policy has come into effect from 1 May 2010.

F.3.1

Definition : Sexual Harassment is defined as any unwelcome sexually determined behavior whether direct or implied. This will include physical contact or advances, demand or request for sexual favours, sexually coloured remarks, showing pornography or any other unwelcome physical, verbal or non-verbal conduct of sexual nature. Sexual Harassment may vary in form depending on circumstances. It may consist of, but not limited to any of the following : i. Transmitting any message by mail, telephone, letters etc which is abusive, lewd or blatantly sexual in nature. ii. Seeking favours either explicitly or implicitly in return for employment, promotion, examination or evaluation of a person towards any company activity. iii. Inappropriate comments about dress, appearance or physique. iv. Making of abusive or offensive gestures including leering and whistling. v. Physical confinement against one’s will and any other act likely to violate ones privacy. vi. Actual Sexual assault. vii. Eve teasing and taunts, sexually charged jokes or remarks and behavior, which have sexually oriented innuendos.

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HR Policy Manual

viii. Any pervasive pattern of behavior which makes an employee uncomfortable, insecure or feels humiliated or disadvantaged on the basis of gender differentiation. It is important to note that harassment is often defined by the way the recipient feels, rather than by the intent of the person causing the offence. It cannot, therefore, be excused or justified by claiming that it was unintentional or humorous. The implications of harassment are serious and the organization will take appropriate disciplinary action against the accused.

F.3.2

Complaint Mechanism : Complaints Committee :

In our endeavor to deal with issues of sexual harassment in a more focused manner and take action against erring employees to its logical conclusion, a Central Complaints Committee has been constituted at the Corporate office. The Members of the committee are as follows :

Ms. Sunita Khanna

-

Chairperson

Ms. Roshen Nentin

-

Member

Mr. Debasis Mitra

-

Member

Ms. Delia Miranda

-

Member

Ms. Shikha Banerjee

-

Member Secretary

i. Quorum of three members is required to be present for the proceeding to take place. The quorum shall include the Chairperson and at least one lady member. ii. The CPO will be the competent authority to appoint / remove / replace / the members of the Central Complaints Committee. iii. Investigations will be done in conjunction with the Regional / Departmental Head of the concerned employee and HR.

F.3.3

Guidelines to Employees Before Raising a Complaint : If you are being harassed, tell the accused that his / her behavior is un-welcome and ask him / her to stop. Keep a record of incidents (date, time, location, possible witness, what happened, your response etc). It is not mandatory to have a record of events to file a complaint, but a record can strengthen your case and help you remember the details over time. If after requesting the accused to stop his / her behavior, the harassment still continues, report the complaint as per the Redressal Procedure.


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F.3.4

HR Policy Manual

Redressal Procedure : Any person aggrieved shall put up a written complaint before the Central Complaints Committee at the earliest point in time, but in any case, within 10 (ten) days from the date of occurrence of the alleged incident. The written complaint should be sent in a sealed envelope marked to the attention of “The Chairperson of the Central Complaints Committee” C / o Corporate HR Department. Complaints can also be forwarded to the following e-mail id of the Chairperson - [email protected] At the first meeting the Committee members shall hear the complainant and shall record her / his allegations. The Member Secretary will maintain a register to endorse the complaints received by it and keep the contents confidential, except to use the same for discrete / explicit investigations. The complaint shall be specific and should contain all the material and relevant documents concerning the incident including the name of the accused. The Central Complaints Committee will hold a meeting with the Complainant and the Accused (separately) within 10 (ten) days of the receipt of the complaint. The Central Complaints Committee will document the minutes of such meetings along with any documentary proofs submitted by both – the Complainant and the Accused. If the complaint does not fall under the purview of Sexual Harassment or the complaint does not mean an offence of Sexual Harassment, the same would be dropped after recording the reasons thereof. If the complaint is under the purview of Sexual Harassment, then a formal enquiry into the alleged complaint shall be conducted by the Central Complaints Committee. The enquiry may be discrete or explicit. The Central Complaints Committee shall prepare and hand over the statement of charges against the person who is accused and give him / her an opportunity to submit a written explanation within 7 (seven) days of the receipt of the same. Similarly, the Complainant shall be provided a copy of the written explanation submitted by the Accused. If the Complainant or the Accused, desires any witness / es to be called, they shall communicate in writing to the Central Complaints Committee the names of witness / es whom they propose to call. The Central Complaints Committee shall call upon all witness / es mentioned by both the parties. The Central Complaints Committee shall provide every reasonable opportunity to the Complainant and the Accused, for putting forward and defending their respective case. If the Complainant or the Accused desires to tender documents by way of evidence, they shall supply the copies to the Central Complaints Committee and shall affix their signatures on the same.

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The Central Complaints Committee shall ordinarily arrive at its conclusion and submit its findings and recommendations for suitable disciplinary action within 45 (forty five) days of the receipt of complaint, to the CPO. Based on the recommendations of the Central Complaints Committee and the gravity of misconduct, the CPO will initiate appropriate action which could range from a verbal warning to even disengagement from services. Such action will be documented and maintained in both the Complainant and the Accused person’s personnel files along with the Central Committee report.

F.3.5

Other General Issues to be Considered : In case the Complaint is found to be false or ill-motivated, the Complainant shall be liable for appropriate disciplinary action. Where Sexual Harassment occurs to a SPCL employee as a result of an act or omission by any third party or outsider, while on official duty, the Company will take all necessary and reasonable steps to assist the affected person in terms of support and preventive action. The Member Secretary shall analyze and put up an annual report on all complaints of this nature to the CPO for further appropriate action. In case the Central Complaints Committee finds that the complaint amounts to criminal offence coverable under the Indian Penal Code, then the Committee will inform the CPO who will initiate appropriate action with relevant authority and provide full details and support.


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HR Policy Manual

F.4.0

MODEL STANDING ORDER

Objective :

To clarify and provide awareness on model standing order provisions amongst employees, as applicable to them.

Eligibility & Coverage :

Model Standing Order (Industrial Employment – Standing Order) Act 1946, are applicable to all employees in SPCL.

List of Misconducts :

Any of the following acts and omissions on the part of an employee shall amount to Misconduct. (These are relevant abstracts quoted from statutory provisions dealing with Employee Discipline.) Willful insubordination or disobedience, whether or not in combination with another, of any lawful and reasonable order of a superior. Going on an illegal strike or abetting, inciting, instigating or acting in furtherance thereof. Willful slowing down in performance of work or abetment or instigation thereof. Theft, fraud or dishonesty in connection with the employer’s business or property or the theft of property of another employee within the premises of the company. Taking or giving bribes or any illegal gratification. Habitual absence without leave, or absence without leave for more than 10 consecutive days or overstaying the sanctioned leave without sufficient grounds or proper satisfactory explanation. Late attendance on not less than three occasions in a month. Habitual breach of any Standing Order or any law applicable to the company or any rules made thereunder. Collection without the permission of the Management, of any money within the premises of the company except as sanctioned by any law for the time being in force. Engaging in trade within the premises of the company / establishment. Drunkenness, riotous, disorderly or indecent behavior on the premises of the company / establishment. Commission of any act subversive of discipline and good behavior on the premises of the company / establishment.

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HR Policy Manual


Habitual neglect of work, or gross or habitual negligence. Habitual breach of any rules or instruction for the maintenance and running of any Department, or the maintenance of the cleanliness of any portion of the company. Habitual commission of any act or omission for which a fine may be imposed under the Payment of Wages Act, 1936. Canvassing for union membership, or the collection of union dues within the premises of the establishment, except in accordance with any law or with the permission of the Management. Willful damage to work-in-process or to any property of the company. Holding meetings inside the premises of the company without the previous permission of the Management or except in accordance with provisions of any law for the time being in force. Disclosing to any unauthorized person any information in regard to the processes of the company which may come into possession of the employee in the course of his work. Gambling within the premises of the company / establishment. Smoking, spitting or chewing tobacco in the premises of the company where it is prohibited by the employer. Failure to observe safety instruction notified by the employer or interference with any safety device or equipment installed within the company. Distributing or exhibiting within the premises of the company hand-bills, pamplets, posters and such other things or causing to be displayed by means of signs or writing or other visible representation on any matter without previous sanction of the Management. Refusal to accept a charge-sheet, order or other communication served in accordance with these Standing Orders. Unauthorised possession of any lethal weapon in the company / establishment.


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F-14

HR Policy Manual

F.5.0

DISCIPLINARY NORMS

The company expects all its employees to maintain exemplary standards of behavior while at work.

All employees are required to observe the disciplinary norms of the company meticulously. Violation of the norms will be construed as an act of misconduct and can result in disciplinary action.

The Company shall have the right to dismiss or discharge an employee from the services of the company without any compensation whatsoever, should he / she be found guilty of breach of any service agreement, insobriety, addiction to drugs, dishonesty, neglect of duty or conduct described in more detail in the Model Standing Order in Policy F.4.0 considered detrimental to the interests of the Company.

An employee is liable to be dismissed / discharged if any basic information provided by him in the application form at the time of recruitment is found to be false or misleading.


Performance Management SYSTEM

Performance Management

HR Policy Manual

G.1.0

TARGET SETTING (KRA) & REVIEW

Target setting is expected to effectively communicate the Organizational / Regional / Departmental Goals, and to channelise the energies of employees to achieve the same.

Eligibility : All regular Employees.

Policy : The Company encourages all employees to set Performance targets in the beginning of each year. However, KRA setting is mandatory for all employees in Grade E002 and above. The target / KRA set for each individual in a group would sum upto the business target for a Region / function, thereby bringing in an alignment between Organization target and the individual KRAs. Target setting and Review being a participative process would lead to developing a Performance oriented culture in the organization. The practice or the process of setting KRAs and periodic reviews, which includes resource planning, is an integral part of a Manager’s job.

Procedure : KRAs shall be set at the beginning of the financial year, mandatorily for employees in Grade E002 & above. All KRAs shall be reviewed half-yearly, and the mid-year review will be completed by end October. Driving this process to its logical completion, on a continuous basis, will be the primary responsibility of Business HR. KRA shall be set jointly with the employee’s immediate Superior, in a participative manner. KRA setting being a supportive process, will start with a review of results achieved against previous targets. The accent should not be on fault-finding, but on what was achieved and what could not be achieved, leading to identifying supports, resources and targets for the next six months. In case team targets are set, it is advisable to decide on the responsibility holder and the secondary responsibility holder for each target. Since targets are mutually agreed between the employee and his superior, there is greater ownership, and hence, certainty of accomplishment. Setting and periodical reviews of targets help the employee to reflect and plan for mid-term corrections where required. An easily accomplishable target does not stretch oneself thereby not utilising one’s full potential. At the same time, targets are to be realistic and achievable.


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HR Policy Manual

KRAs should consist of Business goals as well as Developmental goals. Improvements in systems / processes / productivity, automation, self-development initiatives like Learning / Training targets, etc are examples of developmental targets. While business goals relate to Order booking, Invoicing, PBT, etc. “Learning targets” essentially are those where an employee wishes to add to his existing levels of Knowledge, Skills & Attitude. While the term “Training targets” is used with the meaning of employee commitment towards imparting training to others in the company. Weightage will be assigned to Training contributions, while at the moment, there will be no weightage for Learning targets. Target setting when practiced, should largely eliminate the adhocism in Performance evaluation. At the end of the year, it is very likely that disagreement on the performance rating is minimum. Audit of Targets : Targets once set, need to be audited by HODs with reference to the following : a. The targets are set in line with the employee’s position (grade) and related role expectations. Many a times it could happen that lighter targets are set for “low” performers while stiffer targets are set for employees with high potential. Though setting of stiff targets can challenge employees, due consideration should be given to this factor while evaluating performance. b. It should be seen that targets of all individual employees add upto the Region’s targets. c. There would be a possibility of mid-term revisions of targets in view of changed internal or external circumstances. Such changes in targets need to be documented. KRA forms duly completed will be retained with the employee, which will act as a constant guide.

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HR Policy Manual

G.2.0

PERFORMANCE APRAISAL SYSTEM

Objective :

The Performance Appraisal and Development Process (PADP) is a managerial and organizational process that helps in reviewing / improving the performance and capabilities of individuals, teams and the organization as a whole. It promotes a performance culture in the organization through proper linkages between performance and rewards.

Defining the performance measurement criteria (KRA) is a vital aspect of the entire process.

Applicability : Applicable to all regular employees.

Policy : Performance appraisal in SPCL is an open system and is meant to be a humane process requiring sensitivity and skill on the part of the appraiser. We recognize that there is an element of subjectivity in any appraisal system and no one can be totally objective in appraising. However, the more data-based and informed this subjectivity is, and the more sensitively it is exercised, the better is likely to be the outcome of the appraisal exercise. Our appraisal system also underlines introspection, as a powerful means of growth. The self-appraisal therefore assumes great importance. PADP in SPCL is geared towards an open mutual exploration of the performance, between the appraiser and the appraisee. Apart from being a process for performance evaluation and feedback, it is also an important vehicle for development. We recognize that appraisal will be effective only if the feedback given does not come as a surprise at the end of the year. Round the year communication and feedback between an employee and his / her supervisor are essential. We have identified 10 generic managerial competencies as most relevant and critical for a successful career in SPCL, after considerable discussions internally. In order to help the employees be aware of these competencies and also to help them imbibe these on a continuous basis, these have been incorporated into the appraisal form for annual review and feedback.

Procedure :

Performance appraisal is an annual event which takes place soon after the end of the financial year. The appraisee first goes through the process of Self Appraisal (Refer annexure HR#G.2.0 /F1). The appraisee is expected to reflect on the performance period gone by and write down his / her major achievements. He / she should also give himself / herself a rating as per the rating pattern described in the form.


G-3


In the following step, both the appraiser and the appraisee should engage in a focused discussion wherein they concentrate not just on the appraisee’s performance in the past year but also set targets (KRAs) for the current year. Discussions between the appraisee and his / her appraiser should highlight achievements and shortfalls, against the set KRAs of the past year. Developmental areas for the appraisee should be identified and the appraisee should be given opportunities by way of training etc, to work towards improvement in the ensuing year.

Employees in Technical / Administrative support roles will use the two-page form (Refer annexure HR#G.2.0 /F2). All employees in grade ‘N’ and those in ‘S’ who are primarily performing a support role will have to fill-up form HR#G.2.0 /F2. Other employees in ‘S’ and those in grades ‘E’ & ‘C’ will use the form HR#G.2.0 /F1.

The appraiser can give his / her recommendations for salary revision, rationalization and final rating. The appraiser will not make any verbal commitments to the appraisee. All decisions related to salary revision, and promotions will be implemented by HR in consultation with Business Head.

In case, there are sharp differences of opinion about one’s appraisal, the appraiser may arrange a meeting between the appraisee, the appraiser and the reviewer to try and resolve the difference. In such a situation the reviewer’s decision will be final and binding.

Increments will be awarded to employees only if the appraisal form is duly completed and signed by the Appraiser, HOD & Regional Head concerned. Revision letters once finalized and announced will not be changed.

G.2.1

Expert & Governance Functions :

In the matrix structure that we follow, various functional heads in the ROs also have a reporting relationship with their HO functional heads. Performance feedback from the HO functional heads will be taken into account in case of all such employees. However, the RO view will have a higher weightage since they are more involved in the day-to-day priorities of the Region, in respect of expert functions. Respective RO functional heads will ensure that the same process is followed in respect of employees reporting to them functionally, within the whole Region. The functions covered by this definition of Expert functions, are : PMV Construction Methods Contracts Administration IT & Systems Admin. LRD

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HR Policy Manual


(1)


HR Policy Manual

The following functions are reckoned as “Governance functions” by the company: Finance & Accounts HR Safety, and Quality

The appraisal and career decisions of employees in these functions will be primarily governed by their HO Heads, with inputs from Regional Head.

G.2.2

Rating Pattern :

The company follows the following 4-scale performance rating pattern:

A++

The Employee has achieved exceptionally high standards of performance consistently. An acknowledged performer with high visibility across the Company. Has very high growth potential.

A+

Consistent good performance with high level of energy, initiative, and contributions.

A

Performance largely as per role expectations.

B

Performance needs considerable improvement. Needs constant guidance to meet role responsibilities.

G.2.3

Rating Distribution :

We follow the normal distribution (bell curve) approach for the purpose of rating distribution. This approach is based on the finding in social sciences that most human phenomena tend to distribute along a bell shaped curve (normal distribution). This helps in identifying and differentiating between high and low performing employees.

As an overall guideline, we have set the following percentage limit for the different ratings :

A++

-

Not exceeding 15% of the population.

A+

-

Not exceeding 50% of the population.

A

-

Not less than 25% of the population.

B

-

Not less than 10% of the population.

(1)


G-5

HR#G.2.0 / F1


1000GF08010

PERFORMANCE APPRAISAL & DEVELOPMENT PROCESS Performance Appraisal is a very potent managerial and organizational process. Our appraisal system is designed to reflect various facets of employee involvement (not only restricted to functional areas, but capturing employee contributions in its entirety), use this process to communicate issues, of paramount organisational importance viz. systems, processes, current thinking & direction, etc. and factored all these into the appraisal process for Review and Reward. The system underlines introspection as a powerful means of growth. The Self Appraisal therefore assumes great importance. It is also geared towards an open exploration between the Appraiser and the Appraisee on performance, and an important vehicle for development. It is a very special and focused session between the Appraiser and the Appraisee concentrating not only on the Performance of the past year but also setting Targets for the next year. The Performance Management System should enable employees to contribute at optimum levels through a continual and cyclical process of Goal Setting, Feedback, Rewards and Competency Enhancement. Dedicated learning efforts are required for Growth, Development and Competency building. An additional tear off sheet has been attached to the appraisal form to facilitate finalization of KRAs for the coming year which will be mandatory for all employees in Grade E002 and above. Thus, it is a powerful tool of two-way communication for performance and development underlining our focus to create Developmental Opportunity as a crucial SP Value Proposition. Employee Name :

Emp. No.:

Designation :

Dept. / Site

Name of Appraiser / s :

Location :

Date of Joining :

Due Date of Confirmation :

Review Period :

(In case of Probationers only)

Emp. Grade :

Guidelines To Employee The Self Appraisal is meant to facilitate the total appraisal process. Your Manager will treat this as an input to your appraisal. Please be informative and candid in your response to the questions. Guidelines To Appraiser Ensure that you have prepared yourself thoroughly for the appraisal, covering the entire performance period. Do not let only recent happenings influence your assessment. Incorporate feedback from internal customers wherever possible. Try not to allow personal prejudices to influence your appraisal. Support the assessment with as much data as possible. Assess the level of achievement keeping in mind the normal performance standards required of the job and position. Please study the Job Description Manual available with the Regional Head and used in the Competency Mapping Exercise for a better understanding of the Key Responsibilities & Activities of each position. Rating Scale - The Rating pattern has been changed as below: A++

The Employee has achieved exceptionally high standards of performance consistently. An acknowledged performer with high Visibility across the Company. Has very high growth potential.

A+


A

Performance largely as per role expectations.

B

Performance needs considerable improvement. Needs constant guidance to meet role responsibilities. 1 of 8

PART-I: EMPLOYEE OBJECTIVES AND RESULTS CURRENT REVIEW PERIOD A.

FUNCTIONAL

What have been your major achievements during the period under review? Indicate specific indexes of performance relevant to your function. Rtg. Scale ‘B’ to ‘A++’ Low

High

SELF APSR

2 of 8

B.

ORGANISATION BUILDING INITIATIVES: SELF APSR

(i)

Customer Satisfaction, Quality & Safety are 3 major areas, as an organization we have committed to make substantial improvements. Please describe your contributions in these areas, and the results achieved.

(ii) Specific feedback from Site Visit Reports of Senior Management Members on the areas of House Keeping, Company Assets Protection / Maintenance, Image Management initiatives at sites etc. (iii) Are you a Mentor to the fresh entrants? Describe your contribution and names of your Mentees. Would you like to play a more active role in the Company’s Mentoring Program ?

C.

MANAGERIAL COMPETENCIES: (This section is not mandatory for Administrative and Technical support staff:)

The following 10 Competencies have been identified as most relevant, and commonly applying to maximum jobs in the company. We believe that developing and applying these competencies on the job is critical to successful performance, as well as to building a strong career with SPCL. Please review these in great detail with employees, and the areas of improvement are to be covered as Training & Developmental needs. SELF APSR 1

Learning Orientation Learns from past experience, seeks feedback, updates knowledge base and is open to change. Coaches and Trains others.

2

Customer Focus Identifies the customer both external and internal. Understands and owns responsibility for meeting their needs. Guides customers considering the parameters like Cost and Quality.

3

Communication Clarity in spoken and written communication. Has listening skills and is receptive to negative feedback. Is assertive to get the results and shows empathy.

4

Quality Consciousness Adheres to quality standards, quality assurance plans and systems voluntarily, without supervision. Seeks and ensures committed quality standards, acquires the image of a “Quality Person”.

5

Leadership Takes initiative and charge, acts with self belief, self confidence. Empathies, appreciates and motivates. Walks the talk, leads by example, and has high visibility and is approachable. Accepts challenges. Demonstrates fairness. Communicates like a leader. 3 of 8

SELF APSR 6

Interpersonal Skills Relates well with others. Is trustworthy, sensitive to others and respectful. Maintains confidentiality. Accepts constructive criticism.

7

Human Resource Management Adheres to HR processes. Promotes good employee relations. Clarifies performance expectations. Motivates others. Sets timely goals and reviews them. Fair in Reward and Recognition. Attracts & Retains capable employees.

8

Target Orientation (Goal & Plan Orientation) Plans, organizes and allocates resources for achieving targeted completion, productivity and quality parameters. Does contingency planning to ensure that targets are achieved.

9

Process Based Working Comprehends the upstream / downstream linkages of work flows. Can define work flow processes, following PDCA (Plan. Do, Check. Act) cycle. Encourages & uses ERP to its potential.

10 Teamwork Teamplayer to achieve team / organizational objectives. D. Reflect where you fell short of your own expectations?

E. List the key factors that Facilitate, and Constrain your effectiveness ?

F.

Facilitating :

Constraining :

What specific Organisational support you would require for further improving your performance and effectiveness?

Any other Comments?

4 of 8

G. Please describe in brief the Strengths & Areas of Improvement of this Employee, including the Appraiser feedback to him / her. Strengths

Areas of Improvement

H. My appraisal has been discussed with me, and I am satisfied /not satisfied with the process.

Date: _____________________ Employee _________________________

(Time Spent: ________________ )

(To be signed ONLY after the Appraisal discussions) Specific recommendations for Confirmation, Salary Revision, Salary Rationalisation & Final Rating (A++, A+, A, B) (Not to be discussed with the Employee). Final Rating Promotion

If recommended for promotion, please justify. ......................................................................................................................................................................................................... ......................................................................................................................................................................................................... ......................................................................................................................................................................................................... .........................................................................................................................................................................................................

Appraiser Name & Signature

Reviewer / HOD Name & Signature

Human Resources Name & Signature

Corporate Name & Signature

NB : Regional Managers of Service functions like QC, Purchase, Stores, Accounts, HR, PMV, etc. will consult with their respective HO Functional Heads, and will give the inputs to the RGMs before Final Rating is decided. 5 of 8

PART-II: EMPLOYEE TRAINING & DEVELOPMENT Emp. Name :

Emp. No. :

Emp. Grade :

Qualification :

Designation :

Location :

Based on the appraisal discussions, please identify appropriate training need for this employee. Training is imparted for improving performance in the current job, as well as the to take up higher level of responsibilities. Please explain to employee that this is not an automatic confirmation for sponsorship. POTENTIAL TRAINING OPPORTUNITIES This section provides an INDICATIVE list of training opportunities that may be offered during the year. Please review the list and indicate those courses that would support the development of the employee. When determining the appropriate training, it may be helpful to refer to Competency Mapping sheets (where done) and the KRAs for the next year. A. Communication Skill Business Writing Presentation Skill Negotiation Skill

C. Environmental Control and Safety Safety Awareness Awareness to EMS 14001 Emergency Evacuation House Keeping

E. Project Management Project Management (Basic) Projects Management (Adv.) Planning in Projects Contract Management Commercial Risk Management Costing in Construction

B. Managerial Skill Basic Leadership Skill Team Building Interpersonal Skill Conflict Management Client Relationship Time Management Finance for Non Finance Performance Management Interviewing & Selection Skills HR for Non HR Contract Labour Management Goal Setting MDP-I MDP-II

D. Functional Quantity Surveying Quality Control Plant / Machinery Management Form Work Concrete Technology Quality Management Finishes Store / Logistics Effective Purchase Claim Management Tendering & Estimation Land Surveying Billing in Construction

F. Computer Skills ERP0 Excel - Basic Excel - Advanced M S Projects Primaverra Auto Cad Word Powerpoint Any Other :

• Qualitative Comments on Training needs identified !

Employee Name & Signature


Reviewer / HOD Name & Signature 6 of 8

HR Signature

7 of 8

Designation :

Qualification :

Location :

Emp. Grade :

O

Goals

Achievements

Review Remarks

Please identify 3-4 most significant Targets for this Employee. O Be specific and quantitative in fixing and measuring of targets. Sum of individuals’ targets should add up to the Region’s Targets and the sum of Regions’, the Company’s. O Do include atleast one Process Improvement target wherever possible. Review the performance of the Region / Dept. critically and identify those factors which were “Value Destroyers” as areas for process improvement. O A stretched target always helps the employee to learn & grow. O This document will be reviewed on a quarterly basis and will form the basis for next year’s appraisal. O One copy to be retained with the employee.

Emp. No.

Emp. Name :

PART III - KEN RESULT AREAS (Mandatory for Grades E002 & Above)

8 of 8

Achievements

Employees Name & Signature


Reviewer Name & Signature

Overall comments of the Reviewer on Target v/s Actual, at the end of the year.

Goals

Human Resources Name & Signature


Review Remarks

HR#G.2.0 / F2


1000GF08010

PERFORMANCE APPRAISAL - REVIEW FORM (This form is applicable to All Technical & Administrative Support Staff) A++

The Employee has achieved exceptionally high standards of performance consistently. An acknowledged performer with high Visibility across the Company. Has very high growth potential.

A+


A

Performance as per role expectations and completely satisfactory. Belongs to the majority group of employees.

B

Performance needs improvement. Needs constant guidance to meet role responsibilities.

Employee Name :

Emp. No.:

Designation :

Dept. / Site

Name of Appraiser / s :

Location :

Date of Joining :

Due Date of Confirmation :

Review Period :

(In case of Probationers only)

A.

Self-Appraisal: Describe in brief your major achievements during the year. (To be filled in by the Appraisee)

Emp. Grade :

Rtg. Scale ‘B’ to ‘A++’ Low

High

SELF APSR

1 of 2

B.

Qualitative Parameters:

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Quality and Quantity of output. Accuracy of the output. Work related Knowledge. Initiative and willingness to take additional responsibilities. Attitude towards work. Attitude towards colleagues / organisation. Ability to grasp and understand work instructions. Ability to create work systems and automate routine tasks. Ability to get along with people. Ability to get work done through others. Customer orientation. Job/Task Ownership - setting & fulfilling commitments. Initiative to improve and learn. Language Proficiency - Written / Oral. Innovation & Creativity. Cost consciousness, control of wastages. Ability to develop on given ideas, and go into details. Punctuality and Discipline. Ethics / Values / Safety Awareness / Integrity. Overall ‘Dependableness’ -(Task assigned is Task completed)

C.

General:

Remarks in support of the Ratings, if any

Strengths

Fractional Quality Control Plant / Machinery Management Form Work Concrete Technology Quality Management System / ISO Finishes Store Management Effective Purchase Land Surveying Computer Skills Secretarial Course Time Management

Employee Name & Signature

APSR Rig.

Areas of Improvements

D. Please select maximum three training needs : (I)

SELF Rig.

(ii)

Please specify If any other

Communication Skills Spoken English Letter writing

(iii) Environmental Control and Safety Safety Awareness Emergency Evacuation 5S / House Keeping


.................................................................................... .................................................................................... .................................................................................... .................................................................................... .................................................................................... .................................................................................... .................................................................................... .................................................................................... .................................................................................... ....................................................................................

Reviewer Name & Signature

Recommendations :

Human Resources Name & Signature Final Rating Promotion

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HR Policy Manual

G.3.0

INCREMENT POLICY

Objective :

The company’s increment policy is aimed at linking up employee rewards to business performance and to distinguish between and differentially reward different levels of individual performance, thereby recognizing and challenging individuals as well as business to work towards higher performance.

Applicability : All confirmed employees as of 1st April.

Policy : Our annual increments are effective 1st April, covering the performance period of April-March cycle. Appraisal discussions will be held with every employee and recommendations forwarded to HR before the due date. Based on the performance, an employee could be rated as

i. A++ ii. A+ iii. A iv. B The ratings will be for the performance during the period under review only. Increments and promotions will be determined by the annual performance rating. Cases rated as ‘B’ may not be administered any increment. Peformance Improvement Plan (PIP-refer to G.6.0) process will be initiated for those rated ‘B’ in an annual performance evaluation exercise, or those identified to be needing major improvement.

(1)

Two consecutive ‘B’ rating will warrant employee separation from the organization.

(1)

There will be a percentage restriction on the number of cases coverable under “A++” & “A+” rating. The quantum of increment will be as per guidelines issued year to year, based on business performance and market salary. A raise of 5% of CTC is reckoned as normal increment. Promotions undoubtedly will be a function of performance rating and is not subject to any percentage ceiling. Salary revisions and promotions for levels upto and including C001 will be jointly decided by the President / CEO & CPO. Promotions from C001 to C001-A and upward; performance evaluation and revision for Grades C001-A & above will be done with the approval of the Group MD.

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HR Policy Manual

G.4.0

PROMOTION POLICY

Objective :

This policy gives basic criteria to be kept in mind while considering a promotion. It also provides a set of steps, which need to be taken while screening a case for promotion.


Policy : Promotion is a very special form of reward which is to be exercised with care and discretion. Promotion should, as far as possible, be accompanied by increased range and depth of responsibility, with an increase in the leadership role of the employee. Promotion should not be given merely for making a person feel good or for equalizing with others. There are other forms of rewards which are possible, including lateral movement. The basis for recommending a promotion should be the aggregate effect of the following: a. Past performance record. b. Performance in the present job. c. Potential of the employee for success at the higher level. d. Presently latent knowledge and skills possessed by the employee which could be used at the higher level. e. Peer level acceptance. One-time high performance (flash in the pan) would not justify a promotion. Consistently high level of performance over a period of time is essential. Promotions in consecutive years will not be entertained. If necessary, development programs should precede promotion. When an employee is sent for such a program, he / she should be given feedback as to the reason for his / her being nominated for the program. All promotions will be by one level at a time. No employee should be promoted to a level at which he becomes inefficient as this would harm both the employee and the organization.


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G.4.1

HR Policy Manual

Promotion Panel : All promotions to Grades E003 and above will be met by an HO panel. The promotion recommendation form has to be filled in for all such cases and forwarded to HR in advance. The panel decision will be final and will be communicated to the recommending authority. Promotions to grade C001-A and above, are to be reviewed by the Group MD.

Procedure : Recommendations for promotion are to be made in the prescribed form. (HR#G.4.0 / F3). The proposal must be routed through the HOD / RH to HR. HR would go into the merits of each case and discuss it with the concerned HOD / RH. For promotions to E003 and above, HR will set up the panel and organize the promotion interview. The panel’s recommendations for Grades C001 to C001-A and above will be taken up with the Group MD for his final decision by HR. Promotions of employees in Grades upto E002 would be jointly decided by the concerned Business Head and HR.

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(1)

HR#G.4.0 / F3

RECOMMENDATION FORM FOR PROMOTION (Please ensure that the appraisal form is available for discussions while processing this recommendation) Name

RO/Dept

Present Grade

No of yrs in present grade

Date of joining

Exp in SPCL

Qualifications / year of passing

Total Experience

Overall Performance Rating for the last 5 years Year

A++

A+

Please describe the nature of present responsibility

Describe 3-4 significant contributions of the incumbent

1 of 2

A

B

Describe the proposed job enlargement / additional responsibilities after promotion.

Consequences of non – Promotion?

Complete profiles/Equivalent and their Grade/etc.

Final Decision Comment

Promoted / Not Promoted 2 of 2


HR Policy Manual

G. 5.0 PERFORMANCE BONUS SCHEME

Objective :

Our Performance Bonus Scheme is meant to encourage employee involvement and ownership in the process of achieving better business results and to make employees partners in progress by providing suitable rewards.

Eligibility : All Employees (Regular, PB & Trainees).


Different Business Groups in the organization are likely to declare Bonus schemes apt to their Businesses. A formal scheme has been implemented for the Construction Business (Domestic only) effective FY 2006-07. The features provided below relate to this scheme :

This scheme provides for certain minimum threshold level of performance to be eligible for Performance Bonus.

These thresholds are determined based on the following parameters. The figures indicate weightages of each of the parameter. Performance Parameters & Weightage :

Profitability

- 60%

Order Booking - 25% Invoicing

- 15%

Qualifying Threshold : a. Business as a whole should achieve a minimum of 65% of Performance against the parameters above. And b. Region should achieve atleast 70% on the above parameters. Else c. Region by itself should achieve 100% or more.


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HR Policy Manual

Bonus Kitty : On qualifying based on the above parameters, following percentages of Regional Profit will be set aside as the Performance bonus kitty, for a given year: Performance Slab

Business + RO Qualified

Only RO Qualified

70 – 80 %

2.5% of Profit at RO level, minus 3.5% of turnover for overheads & working capital cost.

NA

80 – 85%

4% -do-

NA

85 – 90%

5% -do-

NA

90 – 95%

6% -do-

NA

95 – 100%

7% -do-

NA

100 – 110%

8% -do-

4%

< 110%

9% -do-

5%

Distribution of Bonus : Distribution to individual employees will be on the following basis. a. Employee Performance Rating (on a scale of 10). b. Project Performance Rating (Based on profitability projects are classified to level 1 to 6). c. Grade weightage (pre-decided) to reflect seniority. General Guidelines : a. “Active Service” – Status where no notice of resignation given as of 30th June of the year. Employees will not be eligible if he / she has submitted resignation from the service as of 30th June even if the employee was on the roll for the entire financial year gone by. b. Retirement Cases – On pro-rata basis / even if not on roll on 30th June. c. For all Resigned cases even after 30th June, performance bonus payment will be at the sole discretion of the Management. d. Employee performance rating at upto “2” (on a scale of 10) will not be eligible for Performance Bonus. e. Performance Bonus committed at the time of joining will be within the norms of this scheme from Year–2. For the first year the committed bonus will be paid subject to, and on completion of 12 months service. f. For grades E003 onwards, of the total amount payable 2 / 3rd will be paid immediately, while the remaining 1 / 3rd will be paid in two equal installments over the subsequent two years, subject to being on the rolls in “Active service” as of 31st March of the respective year and certain performance conditions. g. First year committed bonus will be paid without deferment.

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HR Policy Manual


h. Those qualifying for the Year-3 payment of the Performance Bonus will also qualify for an extra 25% of the retained amount. This will become due only in Year-3. i. Project Performance for Regional Office employees will be reckoned as average of all projects in the Region. (Wtd Avg of all projects). j. Performance bonus will be applicable on a pro-rata basis for the duration of service in a financial year. k. Management may change, modify, cancel any part of this scheme at its sole discretion, any time.


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HR Policy Manual

G.6.0

PERFORMANCE IMPROVEMENT PLAN (PIP)

Objective :

We believe that every employee has potential and can be successful in their positions. However, when the performance of an employee is out of alignment with the work expectations of his / her position, it is important that we have a planned, systematic & focused approach towards performance improvement.

The purpose of this policy is to: Ensure that employees who are failing to meet acceptable standards of performance are offered necessary support and guidance to improve. Enable the Appraiser to provide a higher degree of clarity about specific performance expectations from an under performing employee, and Provide a framework for effective and collaborative handling of poor performance.

Applicability :

Any employee rated “B” during Confirmation / Annual Appraisals or those identified to be needing performance support.


The Performance Improvement Plan is a written tool available to address performance deficiencies identified in the appraisal process; and outline time-bound strategies for improvement. The intent of this plan is to help the employee to be successful in their job in a collaborative way. The company believes that no employee would like to perform unsatisfactorily. It is important to study the circumstances of the case in-depth, before initiating the PIP plan. PIP is designed with performance enhancement in mind, not as a way to weed the employee out. Therefore, the key to using a PIP correctly is to be honest in its application. Collaboration and Communication are essential between all who are involved in supporting PIP. Maintaining appropriate level of confidentiality is core to this process While the organization will do everything possible to help an employee perform his best, it is equally the employee’s responsibility to make the required effort; the company would like to be supportive but not tolerant of deliberate or unacceptable level of performance. Various support mechanisms viz. mentoring, counseling, training, re-deployment etc will be explored to assist the employee, to meet the agreed standard of performance.

G-24



HR Policy Manual

Misconduct, integrity cases or any behavior amounting to disciplinary action will be beyond the scope of this policy.

Process : In the Performance Appraisal, employees who have been rated “B” would be initiated into the Performance Improvement Plan. Regional HR will issue a letter (as per Annexure HR#G.6.0 /F4) to the employee intimating him about the program. On a mutually agreed date, the First meeting of PIP will be scheduled between the employee, his immediate Appraiser and Regional HR. At this meeting, the Appraiser will discuss the need for such a plan and review areas where the employee is not meeting performance expectations. Certain areas that need focus are mentioned below: a. The employee should be aware of their performance deficiency and should be provided an opportunity to respond. Appraiser may reflect on what the employee has to say and then may give constructive feedback in circumstances where work standards could have been improved. b. The employee should be given consideration to undertake appropriate Training and development and other such opportunities. c. The employee needs to understand the Expectations of his role and responsibilities. Discussing this will help the employee make his role and objective clearer. d. It should be seen that the employee has all the required Resources to undertake the role, if not then the problem may be a resource one and not performance related. e. There could also be obstacles preventing good performance. Look at ways to remove Obstacles. This may involve: talking to other people, improving awareness, providing information, obtaining more equipment, clarifying expectations and creating new systems or processes. f. The employee has a reasonable level of Job satisfaction. Employees who are over qualified or have been in the same position for a long time may not find their job challenging any more. In such cases the Appraiser must consider the option of career counseling for the employee. The Appraiser and the employee will together develop the Performance Improvement Plan (as per Annexure HR#G.6.0 /F5). The PIP will summarize the following: a. Sets appropriate Performance standards for the employee to meet. b. To set a reasonable timeframe to monitor the employee’s progress against these performance standards, providing them with the opportunity to improve performance.


G-25


HR Policy Manual

c. Provide Support to assist the employee to meet the expectations and objectives set in the PIP which may include, but is not limited to, training, counseling, close supervision and / or guidance. d. Allocates a time for Review. The time period should be determined by the task(s) to be completed, the complexity of the improvement needed and the skill development needs of the employee Every opportunity should be provided to the employee to bring improvement ideas and / or strategies to the meeting. Once the plan has been finalized, the plan is then used as the basis for formal review meetings between the Appraiser, the employee and the Regional HR. At least two formal review meetings should take place during each cycle to discuss and review outcomes. In the two Review Meetings, the Appraiser and the Regional-HR, should give constructive Feedback on the employee’s performance while a PIP is in process. It is equally important to give the employee an opportunity to share their perceptions on their PIP progress. The appraiser needs to be fair and openminded. First Review Meeting - A review meeting will be held to review progress and to determine whether an acceptable standard of work has been reached. If performance is considered to be acceptable the Appraiser will acknowledge this, encourage the employee to sustain this level of performance and continue to monitor the situation. If the performance remains unacceptable, the Appraiser will give written details and seek a further response from the employee. And the same details would be continued in Performance Improvement Plan (as per Annexure HR#G.6.0 /F5). Second Review Meeting - This meeting will be held between employee, his immediate Appraiser and Regional HR. Final Review Meeting will be held to review progress and to determine, whether an acceptable standard of work has been reached. If performance is considered to be acceptable, the manager must recognize and acknowledge this achievement by giving a formal Appreciation Letter and provide positive reinforcement. If the performance remains unacceptable despite the support and assistance that has been provided, the Appraiser and the Regional HR after a detailed and mutual discussion put a recommendation to Head- Corp HR for Outplacement on the grounds of Performance of the employee. The First and Second review meetings will take place with a gap of 3 months, and the total PIP cycle will be completed in 6 months. Any recommendation for extension of the PIP duration will be considered as indecision and will not be accepted. In the event of two consecutive “B” rating, even where the PIP is not followed, Outplacement Process would be initiated by HR.

G-26


HR# G.6.0 / F4

INITIATION INTO PERFORMANCE IMPROVEMENT PLAN

Dear Sir / Madam. This communication is further to the performance review discussion between you and your immediate Superior. Following this, it has been found that your performance has not been upto the required standard / expectations. We would like to offer you our support in terms of specific feedback, clarity of deliverables, role & responsibilities, or any other deficiency that you feel necessary to address; through the process of PIP (Performance Improvement Plan). You will be evaluated on your performance by your immediate Superior and HR twice during the PIP period with a gap of 3 months. All evaluations and outcomes will be shared with you. It is expected that your performance comes upto the Management expectations, failing which the provisions of our PIP policy will apply.

Yours faithfully, For SHAPOORJI PALLONJI & CO. LTD. REGIONAL HEAD

Performance Rating - 3 yrs

Grade :

Name :

Signatures :

Date :

2nd Review Comments (Final Decision)

Date :

1st Review Comments, with improvements observed, if any.

Date :

Signatures :

Signatures :

Superior :

Employee :

HR :

Areas of Improvement (describe candidly on time-lines, quantum/quality of output, relationship, knowledge, integrity, leadership acumen, outlook towards work, growth aspirations, influencing ability, peer/subordinate respect, etc. by the immediate Superior).

Experience in Company :

Educational Qualification :

Total Experience :

Designation:

Name :

PERFORMANCE IMPROVEMENT PLAN (PIP)

HR#G.6.0 / F5

WORK ETHICS

Work Ethics

HR Policy Manual

H.1.0

EQUAL OPPORTUNITY POLICY

Objective :

The application of the Equal Opportunity Policy aims to eliminate discrimination in employment on the grounds of age, gender, disability, race, colour, nationality or religion. It also aims to comply with equal opportunity legislations as applicable, and to follow good management practices.

Policy Guidelines : The Company is an equal opportunity employer in all respects in its business. It expects its employees to treat both genders equally while dealing with them in their respective areas of operations. The Company does not distinguish between caste, creed, colour or race. It expects all its employees to treat everyone with the same dignity and respect. The Company believes in ‘equal wages for equal work for both genders’ and it expects its employees to follow the same while doing their operations. The Company believes in performance and merit. It expects its Managers and Superiors to follow objective assessment of employees in their work performance. All policies and practices of the company will be applied equally to all employees.


H-1

Work Ethics

HR Policy Manual

H.2.0

PROFESSIONAL INTEGRITY AND CONFIDENTIALITY OF COMPANY INFORMATION

Objective :

We expect total professional integrity from every employee. Each employee must be fully aware of his responsibility and be committed to the company’s policy and principles of ethical practices. He / she must adhere to total confidentiality in respect of all company matters they deal with.

Policy Guidelines : It is the responsibility of individual employees to keep all company property and information given to him / her in the course of their employment, confidential and safe. Any disclosure of any sensitive / important information to any outside person or company without authorisation is liable to be treated as an act of indiscipline and may result in legal action by the company. Any document or company property entrusted to an individual employee in good faith by the superiors is to be preserved and kept carefully. Any leakage of such document or information by the employee will have serious consequences if it is proved to be against the interest of the company. All employees are engaged by the company on full-time basis. No employee shall carry on any business / trade / part-time employment / consultancy etc, for remuneration, while he / she is employed with the company. Involvement with social sector, professional bodies, educational institutions etc, outside the working hours is permitted with prior approval from the CEO. Every employee is committed to ensure that none of the proprietary information, data, process, technology, etc of the company shall be used in any manner detrimental to the interest of SPCL, even after cessation of their employment with the company. The company shall be at liberty to take appropriate legal recourse in case of any violation. Every employee will be required to sign an undertaking as per annexure HR / B1.1 / A and comply with the same.

H-2


Work Ethics

HR Policy Manual

H.3.0

WHISTLE BLOWER POLICY

Objective :

To provide a mechanism to employees to report any unethical, improper practices or any wrongful conduct they observe in the company.

Applicability :

All employees of the Company. The Protected Disclosure will be in relation to matters concerning the Company.

H.3.1

Definitions : 1. “Protected Disclosure” means any communication made in good faith that discloses or demonstrates information that may evidence unethical or improper activity. 2. “Whistle Blower” means an employee making a protected disclosure under this policy.

Policy & Procedures : Any employee may report on any unethical or wrongful practices, or conduct they have observed in the company. The whistle blower’s role is that of a reporting party with reliable information. They are not required or expected to act as investigators or finders of facts nor would they determine the appropriate corrective or remedial action that may be warranted in a given case. While it will be ensured that genuine whistle blowers are accorded complete protection from any kind of unfair treatment as herein set out, any abuse of this protection will warrant disciplinary action. Whistle blowers, who make any protected disclosures, which have been subsequently found to be malafide or malicious or whistle blowers who make 3 or more protected disclosures, which have been subsequently found to be frivolous, baseless or reported otherwise than in good faith, will be disqualified from reporting further protected disclosures under this policy. All protected disclosures in respect of all matters should be addressed to the Group Managing Director (MD), directly. Appropriate care will be taken to keep the identity of the Whistle Blower confidential. Protected Disclosure should preferably be reported, in writing, so as to ensure a clear understanding of the issues raised and should either be typed or written in a legible handwriting in English, Hindi or in the regional language of the place of employment of the Whistle Blower.


H-3

Work Ethics

HR Policy Manual

The Protected Disclosure should be forwarded under a covering letter which shall bear the identity of the whistle blower. Protected Disclosures should be factual and not speculative or in the nature of a conclusion, and should contain as much specific information as possible to allow for proper assessment of the nature and extent of the concern. We expect those bringing up such issues to have the conviction to be bold enough to state their identity. We do not encourage or entertain anonymous information.

H-4

Investigation Procedure :

All protected disclosures reported under this policy will be thoroughly investigated under the authorization of the Group MD.


Work Ethics

HR Policy Manual

H.4.0

SERIOUS INCIDENT REPORTING

Objective :

The objective of the policy is to define a communication process and assign responsibilities to various officials in the company in case of any untoward, major happenings in or around the company or its establishments.

Following will constitute (but not exhaustive) the list of events / incidents which shall be reported to higher management. Any “incident” where any statutory authorities has issued any “summons” or any “warrant” in the name of any official of the company. Any “incident” where any statutory authority has “arrested” any of our employee or any of our sub-contactor employee for violation of any law or rule in connection with the work of the company. Any “incident” of “theft” or “pilferage” or “financial misappropriation” involving any of our employees or any of our sub-contractor employees. Any “natural disasters” involving flood, earthquake, landslide, cyclone, lightning, fire etc. which may have affected our work sites or equipment or employees or contract labour or client labour etc. needs to be reported to all concerned. Any accident at site / office / labour camp resulting in serious injuries, loss of life and / or damage to company property. Any employee unrest / violence / strike call which are likely to threaten peaceful working.

In all the above instances, it shall be the responsibility of the concerned HOD / RH to inform the CEO / President / CPO at HO instantly, but not later than 24 hours of the occurrence of the incident. HOD / RHs are requested to issue guidelines to their employees to ensure necessary communication flow to them.


H-5

COMMUNICATION

COMMUNICATION

HR Policy Manual

I.1.0

SHAPOORJI PALLONJI ARCHIVE OF RESEARCH AND KNOWLEDGE (SPARK)

SPARK is an interactive intranet portal, which documents all innovations made by the Company. This enhances the overall efficiency of the Company. SPARK allows a constant & instant exchange of ideas and information amongst Shapoorji Pallonji employees across the world.

Each and every employee of the Company is eligible to have a user id on SPARK. It allows you to : Open up a channel of information between all Regions. To promote a continuous flow of knowledge and thought processes throughout the Company. Besides, SPARK is also a repertoire of information and data on a variety of topics: a. Location of ROs and sites with contact numbers / addresses. b. ISO Policy Manual and procedures. c. Health, Safety & Environment Policy. d. Human Resources Policy Manual. e. Best Practices, the section where all the innovations of the company is recorded. f. Lessons Learnt, In-house Training calendar, Organisation news, Happenings & Announcements, etc.

Accessing SPARK : If Used from Internet :

URL is - www.spspark.com

IP Address is - 202.134.193.162

Through Intranet :

URL is - http: / / spark.com

IP Address is - 192.168.1.4

Process of Login :

After logging on to the website it is mandatory for first-time users to sign up as a New User. The SPARK ID is generated after the Emp. No & SP email id are created. Please contact the concerned HR Associate for assistance.


I-1

COMMUNICATION

HR Policy Manual

I.2.0

ENTERPRISE RESOURCE PLANNING (ERP)

Shapoorji Pallonji & Co. Ltd. is one of the first Construction companies, which has an ERP in place.

It is an integrated information system that serves all departments within an enterprise. The ERP system includes software modules for Tendering, Planning, Execution, Accounts, Purchase & Stores, Human Resources, Payroll, Client Billing and Control Estimate. It helps minimize costs, maximize service, performance and information quality. Immediate data flows between modules and avoid duplication of data. It generates instant company-wise information across various modules. It helps in streamlining systems and procedures within the organization.

Access to ERP is given to certain specific personnel according to the job profile.

I.3.0

COMMUNICATION WITH MEDIA / EXTERNAL WORLD

The SPCL group activities have spread far and wide all over the country, and beyond. Employees at various locations / construction sites are likely to be approached by Media / Press for information etc. It is, therefore, felt necessary to have guidelines in this respect for all employees.

Policy Guidelines : No employee is permitted to interact with the media on behalf of the company, unless written, prior permission is obtained from the MD. All media matters related to the company’s business shall be released after due approval of the MD. In the event of any accident / mishap / incident at any location / site, it will be dealt with by the Regional Head, in consultation with HO. Any social event arranged by any Region or location can be publicized but it should be vetted by the HO. No employee shall ever give out information / data on the project where SPCL is a contractor, as we are bound by a non-disclosure agreement with our clients, as well as by our business ethics. Any violation of this policy shall be termed as a serious offence, leading to immediate termination from service. In case employees have any queries or doubts on a matter they intend to circulate or post, they are advised to discuss with HO.

I-2


HR Policy Manual

COMMUNICATION

I.4.0

We@SP- CORPORATE QUARTERLY MAGAZINE

We@SP is our in-house publication, brought out on a quarterly basis. This was launched in April 1999 with the objective of reaching out to the employees as an avenue of Knowledge Management - a forum for an open exchange of ideas / information, business news and major happenings in the organization.

Issues from January 2008 onwards are regularly uploaded on our Knowledge Management website - SPARK.


I-3

AWARDS & CELEBRATIONS

Awards & Celebrations

HR Policy Manual

INTRODUCTION

Recognising and appreciating exemplary efforts of employees at individual as well as group levels are critical to maintaining high spirits and morale in the Organisation. All initiatives rolled out in the company have to be implemented through people. Contributions of different individuals and groups will vary and differ based on the rigor, passion and commitment displayed by the team members. Aiming for excellence and achieving it is the hall-mark of champions. Such efforts also need special merit and recognition for the inspirational effect it will have on other employees.

In SPCL, we encourage this process and place in the hands of RHs & HODs, the following tools :


J-1


HR Policy Manual

J.1.0

LONG SERVICE AWARDS

The Company would like to acknowledge and appreciate the contributions of our long-serving employees.

Policy & Procedure : Every employee completing a minimum of 10 years of continuous service in the Company, and thereafter at the interval of every 5 years will be covered for a felicitation.

(1)

All felicitations will be held in a get-together of employees, on the Annual Day or at such functions at RO / HO. Felicitation of 10, 15 and 20 year cases will be held at the Regional / Departmental level. Those with 25 years and above will be invited to HO and felicitated in the hands of the Managing Director. Travel and stay arrangements at HO will be organized by the Company. They are also permitted to travel by Air from their place of posting to HO & back (from locations outside Maharashtra regardless of their travel policy entitlements). All felicitants will be given a shawl, a memento and a citation : Sr. No.

Service Period

Memento

1

10 years of continuous service Silver Salver (125 gms)

2


3

20 years of continuous service Silver Salver (125gms)

4

25 years of continuous service Gold memento of 10 gms + Silver Salver of 125 gms

5


6

35 years of continuous service Gold memento of 10 gms + Silver Salver of 125 gms

7


Since the additional stages have been introduced this year, those who have completed the landmark of 15, 20 and 30 years last year also have been covered for felicitation in 2011.

J-2


(1)


HR Policy Manual

J.2.0

BEST PROJECT OF THE YEAR

The Company has initiated a ‘Best Project Award’ from the year 2008-09 to instill a competitive spirit among the project teams across regions. This is an annual award given to the best project, based on various criteria and a selection process.

Trophy & Commendatory Citation :

The prize for the best project will be a Trophy; a memento, a Commendatory citation, and a cash award for each of the project team members. The name of the Project Manager and the Region will be engraved on the Trophy. The cash award amount will be decided based on the project value.

Eligibility : Projects have to be completed during respective financial year. Project value should not be less than 50 Cr. Each region can nominate one entry as their best project on the basis of scores obtained. One project will finally be selected as the Best Project of the year on a National basis from all regional entries.

Exclusion :

Any project which has had a fatal accident will not be covered for Best Project, regardless of its performance.

Selection Criteria :

The following criteria will be considered for evaluation, and the weightage for each are indicated against the criteria : Sr. No.

Particulars

%

1

Profit

20%

2

Sales / Invoicing

15%

3

Safety

10%

4

Client Satisfaction

10%

5

Productivity

10%

6

Wastage

10%

7

Cost of Quality

7.5%

8

Delivery / On time Performance

7.5%

9

Receivable

5%

10

Leadership, Training, Organization Building Initiative

5%

Total

100%


J-3


J.3.0

BEST REGION OF THE YEAR

We have been declaring one Region every year as the Best Region based on their business performance. It has now become a coveted achievement for a Region to be a winner of this award. This policy lays down uniform criteria for evaluation. Regions must keep doing a self evaluation of their performance on these parameters in every Regional performance meetings. This will ensure that the right focus is maintained and appropriate course correction is made along the way.

Selection Process :

The selection will be done by a Corporate Committee, who will choose the Best region based on overall performance on each of the criteria.

Trophy & Commendation :

The selected Region will be given a Trophy and a Commendatory message from the MD.

Selection Criteria :

The selection criteria are as below, along with the weightage for each : Sr. No.

J-4

HR Policy Manual


Particulars

%

1

Order Booking

20%

2

Profit

15%

3

Sales / Invoicing

15%

4

Receivable

10%

5

Leadership, Training, Organization Building Initiative

10%

6

Safety

7.5%

7

Productivity

7.5%

8

Client Satisfaction

7.5%

9

Wastage

7.5%

Total

100%


HR Policy Manual

J.4.0

BEST QMS AUDITOR OF THE YEAR

We would like to identify and appreciate the efforts of internal quality auditors who have made a positive impact by diligently conducting audits and submitting appropriate and actionable reports on time.

Applicability :

All internal QMS Auditors who have conducted at least three (3) audits in the year. ISO Cell members are not eligible.

Nominations :

The QMS Department will nominate the best 3 Auditors, and a Corporate committee will select 1 employee as the Best Auditor of the year.

Selection Criteria : Number of Audits conducted vs. scheduled. Audits conducted on time. Clarity, conciseness and actionableness of audit reports with appropriate ISO clauses and evidences. Report submission to Site & HO within 3 days. Auditing for Product Conformity (Minimum 5 samples per audit of different areas). Trail followed for every finding process Suggestion given for the ‘Observations’ & ‘NCR’ raised. (Auditor to attach a supplement to an audit report for the Suggestions).

Award:

The winners will be felicitated at the HO Annual Day function, with an appropriate prize and a citation in the hands of our Managing Director.


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HR Policy Manual

J.5.0

BEST MENTOR OF THE YEAR

Mentoring is regarded as an important career development strategy. The Mentor is performing a crucial role of organization development by nurturing and developing young / new entrants to make a long and successful career in the organization. There must be adequate appreciation of this contribution of the mentors.

Applicability : All employees performing a mentoring role.

Selection of Best Mentor :

The Best Mentor of the year will be selected based on the following criteria as experienced by Mentees. Accessibility & approachability of the Mentor. Passion and keenness of the Mentor. Experience with regards to uninterrupted time & attention. Ability of the Mentor to relate with the issues raised. Experience on obtaining solutions and getting different perspectives. Experience on getting guidance for training, career choices etc. Experience in getting to know the culture dimension, DO’s & DON’Ts in the organization. No. of meetings with the Mentor.

J-6

Awards :

Based on the quarterly selection of best mentors by Regions, one mentor who has made the maximum impact in the mentoring process will be selected by a corporate committee to be the Best Mentor of the year.

The winner will be felicitated at the HO Annual Day function with an appropriate prize and citation, in the hands of our Managing Director.



HR Policy Manual

J.6.0

BEST TRAINER OF THE YEAR

We wish to improve the process of in-house training and knowledge dissemination by encouraging and rewarding the efforts of the internal faculty members.

Policy :

In line with the Vision statement, SPCL endeavors to enhance the knowledge and competency levels of its employees through continuous skill development and training. Training programs are held on various subjects – Behavioural and Technical – across Regions.

Procedure :

The technical training programs are largely conducted by in-house trainers. These are Senior Mangers in the company who have developed domain expertise through years of experience in the field and are especially conversant with the company’s processes.

The trainers undertake the programs on a voluntary basis in addition to their existing responsibilities. The assignment involves travel and arduous preparation for the presentation.

In an initiative to recognize the toil and effort put in by the trainer to enhance the skills of the employees, the company has instituted an annual award for the “BEST TRAINER”. The award comprises a Citation recognizing the achievement and an appropriate prize. The award is presented by the Managing Director during the company’s Annual Day function at HO.

The “Best Trainer” is finalized by a panel comprising The President (Construction), Chief People Officer and the Head of Technical Training Department.

The selection would be based on the following criteria : Number of training programs conducted Compliance with the calendar Feedback from the participants Effectiveness of the training Quality of content Passion & commitment to the process.


J-7


HR Policy Manual

J.7.0

APPRECIATION AWARD

Policy :

Annual performance review & reward system takes care of the consolidated performance of the employee once a year. There are several instances where employees achieve short-term goals and important tasks which are critical and with strict deadlines. Such contributions at times go unacknowledged due to the annual process being far away or rewarded after a long gap. There should therefore be a process available to capture such one-time achievements and reward them immediately after the accomplishment. Such acknowledgement will be greatly appreciated and will serve as an example to others.

Scheme : We, therefore, introduce an Appreciation Award, for such one-time accomplishment which requires the employee to go beyond the normal call of duty and at the same time important for the organization meeting a tight deadline, making a process improvement, bagging or support to bag a breakthrough contract, creative problem solving initiatives, cost saving etc. These are some illustrative examples which will merit an Appreciation award. The amount involved will be within the range of Rs.5,000 / - to Rs.15,000 / - per occasion. One can get as many awards as the performance demands. We would like all HODs to make use of this facility and also wish to propose a dedicated budget of Rs.500 / - per person per annum towards this. Each award will go with a citation from the Regional Head & GM-HR, stating clearly the achievement. All cases will be approved by Regional Head and Head HR. For those who would like these rewards to be more frequent and at the same time stay within budget, the rewards can be of smaller values or in kind. For example, vouchers for family dinner / movies (“night-on-town”) etc. Unutilized budget will be forfeited at the end of the financial year. The objective is to create exemplary effect and raise the level of performance across the organization. It is important not to fall into the following traps while implementing this : a. Ordinary efforts, not likely to be seen / appreciated by team members should not be covered. b. If there is a team involvement in the task accomplished, the whole team should be covered rather than one or two individuals.

J-8



HR Policy Manual

J.8.0

FELICITATION OF MERITORIOUS EMPLOYEE CHILDREN

The Company would like to encourage children of SP Group employees’ achieving meritorious positions in the Board examinations by awarding prizes to them.

Coverage : All regular employees (includes non-Cadre also)

Policy : A merit prize would be awarded to SP employees’ children securing 90% and above in Class - X and 80% and above in Class - XII board examinations. The amount will be : a. CLASS – X : Rs. 5000/b. CLASS – XII : Rs. 7500/ Documentary proof of the student’s rank in the examination must be submitted with the application within two months of declaration of the results. The prize is given for performance in the final examination and not for intermediate examinations held during the year or for any second attempts.

Procedure : The application for merit prize or those who qualify as per this policy is to be made by the concerned employee of SP Group on the prescribed application form along with the attested copy of the marksheet. Specimen copy of the application form is attached as HR#J.8.0 / F1 (Also available on SPARK). The completed application form is to be forwarded through the HOD to HR.


J-9

HR#J.8.0 / F1

APPLICATION FOR FELICITATION OF SP GROUP EMPLOYEES’ CHILDREN 1.

Name of Employee : ________________________________________________________ (As appearing in pay slip)

2.

ERP No. _____________Grade ______________ Location _________________________

3.

Date of Joining _____________________________

4.

Child’s full name ___________________________________________________________

5.

Rank Obtained ____________________Standard _________________________________

6.

Name of School & Address :

Date:

Place:

Signature of Employee : RECOMMENDATIONS

HOD/Regional Head

Regional HR

Decision of the Committee

Head - HR 1 of 1


HR Policy Manual

J.9.0

ANNUAL DAY CELEBRATIONS

The annual day celebration is aimed at an informal gathering of employees with their families once a year. It provides an opportunity for the Senior Management to share major business highlights, milestones for the year gone by, and the challenges ahead. Various excellence awards and felicitations of long-serving employees also take place in this function.

Policy & Procedure : Annual Day is celebrated by HO as well as Regional offices, separately. The HO function takes place on the eve of Diwali, while ROs may preferably organise the function between November to January. Since the objective is also to involve employee families in matters of such celebrations, it is advisable that they are also included in the various cultural programs and sports events organised during the annual day. Long serving employee felicitations is done at the hands of our Managing Director in the HO function for all those completing 25 years and above in the company. Employees with 10, 15 and 20 years service categories will be felicitated at the Regional level. This occasion provides good opportunity to let the families know more about the Company. Regions may forward photographs from the function for coverage in We @ SP. We believe that such get-togethers and celebrations lead to overall well-being by promoting camaraderie, team spirit, cohesion and harmony.


J-11

TRAVEL POLICY

TRAVEL POLICY

HR Policy Manual

K.1.0

DOMESTIC TRAVEL POLICY

Objective : To provide guidelines to employees for reimbursement of reasonable expenditure incurred during travel within India, on business or training. To enable employees to travel in reasonable comfort, contributing to work effectiveness.

Eligibility : All Employees.


K.1.1

Travel : Travel on company business upto a radius of 120 km (one-way) shall qualify as outstation trip. Domestic travel policy will be applicable to business trips of duration not exceeding 14 days at a stretch. For durations beyond 14 days, an appropriate allowance will be determined prior to undertaking the trip. All employees are expected to use a combination of public transport such as rail, bus, and shared taxis to keep the expenses within reasonable limits. Use of luxury / tourist taxi / private vehicle service should be restricted to business needs involving prestigious / important clients / exigencies, and will be permitted only with prior authorization from the HOD / Regional Head. The Company will make every effort to ensure ticketing and travel reservations. However, if travel reservation by the Company is not possible for any reason, the responsibility for making travel arrangements will be on the employee. In such cases, employees will attach tickets and boarding pass in original to their claims for the fare incurred as per the entitlement.

(1)

Employees eligible to travel by air are requested to plan in advance so as to take advantage of concessional fares of airlines. The Annexures K.1 / 1 & K.1 / 2 attached at the end of this policy show gradewise entitlement for stay in hotels, class of travel, fixed allowance, etc. Employees in Grade C004 & UNCL are entitled to travel by Business class, provided the flight duration is not less than two hours, or when a corporate coupon booklet is used. All travel requisitions will need prior approval of the HOD / RH. However, any deviations in the entitlement limits will need to be specifically approved by CEO / Director.


K-1

TRAVEL POLICY

HR Policy Manual

All travel plans need to be examined carefully to review whether or not such travel is necessary in the first place and whether maximum use can be made of any travel undertaken by an employee. A travel requisition duly approved will be forwarded to Admin department who will ensure that each booking is done in accordance with the guidelines in terms of entitlements. Our Group Travel Company – Forvol International, is advised to choose the most cost-effective airline and schedule, if such an option is available within reasonable deviation from the schedule indented. Forvol International can be contacted on Telephone Nos. 61941109, 61941107, 61941110, 6194111 to explore the most economical options. All departures out of home-station will be preferably undertaken in the mornings. Departures in the evenings should be avoided as it would entail hotel stay. In case of employees who are not otherwise eligible to travel by air, the CEO / Director may on a restrictive basis and keeping in mind the business and functional needs, authorize air travel. The value limits indicated in the Annexure are outer-limits and is not to be understood as grade entitlement. The hotel stay limit is subject to submission of bills. The boarding limits will include expenses on food, laundry, etc. which will also be supported by bills. In case the boarding expenses are not claimed at actuals, an amount equivalent to 50% of the Grade limit can be claimed. The amount shown in the column under Fixed Allowance is applicable only when the employee makes his own arrangements for accommodation. Typically, employees may use the option of staying with friends and relatives in such instances. Telephone, Fax, Internet and other incidental expenses while on tour will be reimbursed additionally.

K-2

K.1.2

Special Privileges for Women Employees :

All women employees in grades upto and including SM are entitled for one level higher travel and local conveyance eligibility as provided in Annexure K.1 / 1. This will not however, apply to lodging & boarding entitlements as per Annexure K.1 / 2.

K.1.3

Business Lunch :

It is necessary to list the names of client / customer / external agency for all claims on account of guest lunch / dinner. The details are to be noted at the back of the bills.


TRAVEL POLICY

HR Policy Manual

K.1.4 Travel Advance Requisitions & Settlement of Claims : Employees undertaking business trips may request for an advance to the accounts department, duly authorized by HOD / RH at least 5 days prior to the date of travel. Expense statements / travel advances should be settled within 3 days of return. The unutilized balance from the advance taken, if any, will be refunded to the company. No further travel advance will be given until the previous advance has been settled. Incase the expense statement is not submitted within the permissible time limits, the entire advance outstanding against the employee shall be deducted from his salary.

K.1.5

Entitlement during Residential Training Programs : The fee for the residential programs covers the lodging and boarding expenses also. Hence, allowances under Domestic Travel Policy, either at actuals or at fixed rates, will not be applicable. The company will arrange for to & fro Air / Rail travel. Further, all the local conveyance expenses incurred by employee during the training program will be borne by the company.

K.1.6

General Guidelines We do not intend to prescribe a norm for every situation. However, it is expected of all employees to utilize every facility provided by the Company with utmost sense of responsibility. This and other policies of the Company are expected to be followed in spirit. All employees regardless of their levels shall comply with the set norms and shall not seek any deviation. Any misrepresentation of facts, or wrong claims shall be dealt with as per Company policy. Visits to outstation locations should preferably be made over days which do not include paid holidays. Business trips undertaken on paid holidays etc, will not attract any special consideration like compensatory offs, etc. While traveling on company business, if an employee avails Casual or Privilege leave, he / she will not be entitled to reimbursement of any allowance with or without bills for the leave period.


K-3

TRAVEL POLICY

HR Policy Manual

Annexure – K.1 / 1 Mode of Travel & Local Conveyance: Sr. No.

CADRE

Mode of Travel

Local Conveyance

1

UNCL

Air / Rail I AC

City / Innova

2

C004

Air / Rail I AC.

Ikon / Accent

3

C003-A / C003 / C002

Air Y / Rail II AC.

Ikon / Accent

4

C001-A

Air Y / Rail II AC.

Taxi / Indica / Zen equivalent

5

C001 / SM / E

Air Y / Rail II AC.

Taxi

6

S&T

Rail II AC

Auto / Taxi

7

N / Non-C

Rail Sleeper / Bus.

Bus / Auto

Annexure – K.1 / 2 Lodging & Boarding Entitlements : CADRE

Bangalore / Delhi / Mumbai

Other Metros

Other Cities

Fixed Hotel Boarding Allow Stay (with bills) #



UNCL

**

1300

3000

8000

1300

3000

7000

1300

2500

C004

10000

1200

2500

7500

1200

2500

6500

1200

2000

C003-A / C003 / C002

8000

1100

2000

7000

1100

2000

6300

1000

1600

C001-A / C001

5750

1000

2000

5500

1000

2000

5000

900

1600

SM / E

4000

900

1300

3850

900

1300

3500

800

1000

S/T

2300

600

900

2200

600

900

2000

500

800

N

1150

400

500

1100

400

500

1000

300

400

** Tariff of standard rooms in Taj Hotels or equivalent hotels # Applicable when own accommodation arrangement is made.

K-4


TRAVEL POLICY

HR Policy Manual

K.2.0

OVERSEAS TRAVEL POLICY

Objective :

To provide guidelines to employees on all aspects of business related foreign travel, obtaining approvals for the travel, permissible expenditure during the travel, taking into account the foreign exchange regulations of the country, and post travel formalities.

Enable employees to travel in reasonable comfort, keeping in view the image of the Company and with a sense of accountability.

Eligibility : All employees who are required to travel abroad for business

related work

Entitlements :

Please see Annexure K2 / 1 for details of grade-wise entitlements. The hotel accommodation limit and the fixed daily allowance are shown separately.

Policy & Procedures : Overseas travel means travel undertaken to a foreign country for business related work of the Company. All Overseas travel requisitions need approval from the Group MD. The prescribed Overseas Travel Requisition (OTR) (attached as HR#K.2.0 / F1) has to be filled up, and with the recommendations of the CEO / Business Head, the same may be sent for MD’s approval. After obtaining approval of the OTR, the same may be sent to Accounts for drawing foreign exchange. Reasonable advance intimation should be given to Accounts. The class of travel entitlement shall remain the same as that under domestic travel policy. However, a specific approval is required in the OTR form, from the MD, each time for travel by Business class.

All ticketing will be done through Forvol. The Overseas Travel Cell will ensure that each booking is done in accordance with the guidelines and entitlements, before the booking is passed on to Forvol. Contact Details - Overseas Travel Cell (Mr. Raju Parekh - Cell No. : 9820139277) Tel : 022 – 67490226 Forvol – 022 61941109, 61941107, 61941110, 61941111 The Hotel Accommodation limit will be applicable for the actual hotel nights spent abroad.


K-5

TRAVEL POLICY

HR Policy Manual

The Allowance will cover meal expenses, local conveyance, laundry bill etc, and can be claimed as a fixed per diem allowance. Taxi fares to and from Airport to Hotel are payable at actual. Reimbursement towards hotel accommodation is towards lodging and has to be supported by hotel bills. Employees should submit the accounts of expenses incurred within 7 days of the completion of the trip and refund the un-utilized foreign exchange, if any. The allowances given in the annexure are only for short duration trips, not exceeding 14 days. For trips longer than this duration, the allowances will be worked out on a case to case basis. It is mandatory for all employees who travel abroad to submit a Tour Report to the respective Business Head, who will forward it to the MD’s office with his comments. The tour report should include a list of contacts with photocopies of visiting cards. This will enable us to create a database for future reference and use for the organization.

(1)

All overseas travelers are advised to use calling cards / matrix cards for telephone calls, and avoid international roaming activation.

K-6

Overseas Mediclaim Policy :

All overseas travelers must take a Mediclaim Policy, the premium for which will be borne by the Company. In order to avoid last minute problems, an employee should submit the prescribed form, duly completed in all respects in compliance with the Insurance Company regulations, to the Insurance Dept. when a tour is initiated. If any employee does not avail the Mediclaim policy, the Company will not be responsible or liable for any medical exigencies that might occur abroad.

VAT Reclaim:

It is possible to claim back the Value Added Tax paid by travelers to the UK and European countries. All travelers to the following countries should therefore submit all bills along with their expense statements (Hotel + all other receipted expenses) – Austria, Belgium, Denmark, France, Netherlands, UK, Sweden & Norway.


(1)

(1)

HR#K.2.0 / F1

Overseas Travel Requisition (OTR) P E R S O N A L D A T A T O U R S C H E D U L E

Name :

Grade :

Designation :

Division :

Employee No :

Date of Issue :

Passport No :

Issued at :

Expiry Date :

Immigration Clearance : Reqd. / Not Reqd.

Date

Days

Country/City

T R I P

Total number of nights out (excluding air travel time)

O B J E C T I V E T K T I N D E N T E X C H I N D E N T

(As far as possible excursion fare) From : _____________ From : _____________ From : _____________ From : _____________

To : _____________ To : _____________ To : _____________ To : _____________

Date : _____________ Date : _____________ Date : _____________ Date : _____________

(Number of nights X Grade/Country Allowance) (a) Rate for the Grade & Country (b) Total number of nights (c) Total Exchange needed = (a) x (b)

= US $ / Day ____________ ____________ = US $ ____________

Note : - Exchange to be drawn after MD’s approval. - All unutilized foreign exchange must be surrendered within 7 days of return from a tour.

Signature : Traveler :

Date :

Comments if any :

Name & Signature : HOD / Director

Signature : SPM / CPM 1 of 1

275 200

UK, Europe, Kuwait, UAE, USA

Middle East, Asia, Africa,

Neighbouring Countries -

Mauritius, Afganistan

Bangaldesh, Sri Lanka, etc, 175

175

300

Japan, Saudi, Arabia, Switzerland

South America

Hotel Accom.

Countries

100

100

125

150

150

Allowance

UNCL

160

160

185

250

275

Hotel Accom.

95

95

110

135

135

Allowance

C004

150

150

175

225

250

Hotel Accom.

90

90

100

125

125

Allowance

C002 - C003-A

INTERNATIONAL TRAVEL ENTITLEMENTS

115

115

145

175

200

Hotel Accom.

80

80

80

100

100

Allowance

E002 - C001-A

85

85

115

125

150

Hotel Accom.

50

60

75

75

75

Allowance

Others

U.S.$ / Per Day

K2 / 1

DEVELOPMENTAL OPPORTUNITIES & ORG.DEV.INITIATIVES


HR Policy Manual

L.1.0

TRAINING AND DEVELOPMENT

Training will have the following 3 major objectives : Improvement in Performance :

Training will continue to be an important aid to managers for developing themselves as well as their subordinates. It is a process to be used judiciously and intelligently. It is not a substitute for development on the job which comes from doing, experiencing, observing, giving & receiving feedback and coaching. Research has shown that 80% of a person’s development takes place on the job. However, training can contribute the vital 20% which makes the difference. Training can bring about improvement in a person’s : a. Knowledge (information) b. Skills (ability to apply what he knows) c. Attitude (motivation, approach, etc) thereby raising his potential to perform better on the job. Given a supportive climate, training can bring about positive changes in behavior and performance of people. Growth : Training will also be directed towards developing people for higher levels of responsibility thereby reducing the need for recruiting people from outside. This would also improve the morale of existing employees. Organizational Effectiveness : In-company training will also provide a means for bringing about Organizational Development (OD). It could be used for strengthening chosen values, building teams, improving inter-group relations and the quality of work life. The ultimate objective of training in the long run will be to improve the Company’s business performance through people performing better.

Policy & Procedures : Identification of Training Needs :

Every employee is primarily responsible for his / her self-development. The responsibility for identifying training needs will rest upon the Managers as well as HR. HR will assess training and development needs through analysis of performance appraisal forms, KRAs, Competency mapping data, business reviews and also decides on training needs based on its own perception of the Organization need. Development of In-Company Programs : Every effort will be made to design and conduct in-company training programs to cater to training needs which are widely shared. As these programs are expected to be more relevant to our needs and also more cost-effective as compared to outside programs, priority will be given to sending people to in-company programs. Whenever required, external faculty will be invited to take sessions in in-company programs.


L-1


HR Policy Manual

The responsibility for designing appropriate and innovative training programs will lie primarily with the Technical Training & Behavioral Training groups in HR. The Training groups will arrive at the design in consultation with the operating personnel. External Training Programs : The criteria for sending employees to outside training programs would be : a. A new area for which expertise is not available within the company. b. A need, not shared by many others, so as to make it worthwhile to organize an in-company program. c. Senior level managers and a few others who would benefit by exchanging experiences with their counterparts from other companies. d. Long duration educational programs. Programs v/s Needs : 70% of in-company programs will be based on training needs expressed by managers. 30% of the programs will be based on company imperatives as perceived by HR and senior management. Nature of In-Company Programs : The following broad types of training programs will be conducted : a. Organizational Development Programs : Company induction, Value Workshops, Team Development, Inter-group collaboration, Customer Orientation, etc. b. Managerial Skills, Behavioral Science, Personal Growth Programs, etc. c. Functional / Technology Programs. Voluntary v/s Mandatory Participation : With a view to ensuring certain basic knowledge and skills commensurate with a person’s level and nature of function in the company, participation in some programs will be specified as mandatory. Training Calendar for In-Company Programs : An annual training calendar will be brought out for each financial year, and widely circulated in the organization by HR. The training calendar will be a comprehensive document covering all training activities in the company. The training calendar will be uploaded on SPARK. Nominations for Training : A nomination for training should be related to the development plan for the employee or for the Department / Company. All nominations to training programs should be routed through HR with the approval of HOD / RH. HR Training Group will screen the brochure for external programs before forwarding them to HODs / RHs, and advise them on the quality of the program. If a comparable program is available in-house, people should not be nominated to external programs.

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HR Policy Manual

For internal training program a nomination sent to HR will be confirmed for participation by the HR Training group. For external programs, a copy of the nomination letter would be marked to the participant and the approving authority. Training Days per Employee : As a policy, every employee should be encouraged to attend at least 3 full days of need-based formal training each year, with adequate follow-up by his / her superiors, so that training leads to the desired change in performance. Faculty : Wherever possible, appropriate faculty for in-company programs will be chosen from within the organization. Internal faculty will be helped to improve their training skills, as required by nominating them to programs like ‘Train the Trainers’. Outside faculty will be selectively invited after briefing them adequately about our learning objectives. Training Budget : A corporate training budget will be prepared by HR each year. The activities will be carried out cost-effectively within its approved limits. Senior Management Involvement : In order to get the best results, senior management will be involved with training in the following ways : a. Identifying / suggesting training needs. b. Ensuring proper selection of participants. c. Briefing / de-briefing / follow-up with participants. d. Providing faculty help / suggestions. e. Being available for inauguration and reviewing programs and panel discussions when required. f. Providing test questions / assignments. g. Playing an active part in the design of training programs. Evaluation of Training : Every effort will be made to evaluate training programs in terms of : a. Participant’s feedback at the end of the program b. Learning acquired c. On the job change and d. Benefits to the company. All trainings imparted are evaluated at two stages. The first evaluation is done at the end of each program to assess the relevance & usefulness, the ratings for the faculty, for the venue and for the program as a whole on a scale of 10.


L-3


HR Policy Manual

The second level evaluation attempts to capture implementation of the learnings and performance improvement on the job, after 3 months of training. Both, the participants and the superiors are part of this process. However, since it is more practical to evaluate the effectiveness on the job for functional / technical training programs, the second level of evaluation is done for such programs.

L-4

L.1.1

Supervisory Training Centre – STC :

The Supervisory Training Centre was set up at Kolkata in 2008 to train fresh ITI graduates in Construction Supervision, and also to upgrade the skills of our existing Supervisors.

The training curriculum is formulated in collaboration with CITB, London and is delivered in three streams: Formwork, Finishes & Steel Fixing.

The scheme would ensure that we have a steady supply of qualified and internally trained supervisors. We wish to scale up the supervisory training by establishing one more centre at Chhindwara shortly.


(1)


HR Policy Manual

L.2.0

DISTANCE LEARNING & PART-TIME STUDIES

Objective :

To provide financial assistance to employees in pursuing specialized training programs and / or courses leading to award of Certificate / Diploma / Degree. We believe that such programs / courses would facilitate better job performance and career advancement. These are programs typically identified and initiated by employees.

Eligibility :

The employee should have undergone two (2) successive appraisal cycles with satisfactory level of performance, and The program / course identified should be relevant to the current / future job in the company.

Procedure : The interested employee will give a written application to the respective HOD / RH specifying the relevance of the course and all the necessary details (course content, brochure, fee, etc). HOD / RH to forward the application to Corporate HR with their recommendations. Employees who seek to benefit from the scheme will have to sign a Service Contract with the Company. The Company will contribute 50% of the entire course fee. All the process will be routed through Corporate HR. If the fees are paid in installments, the employee will first pay the installment and then seek for reimbursement by submitting the original fee receipt along with the previous semester / term marksheet. The Company will reimburse 50% of the term fee paid, subject to successful passing of the previous semester / term. If the Company contribution is upto Rs.25,000/-, the employee will have to serve the company for a minimum period of one (1) year from the date of result declaration. If the Company contribution is more than Rs.25,000/-, and is upto or less than Rs.75,000/-, the employee will serve the company for a minimum period of two (2) years from the date of result declaration.

If the Company contribution exceeds Rs.75,000/-, the employee will have to serve the company for a minimum period of three (3) years from the date of result declaration.


L-5


L.2.1

HR Policy Manual

In the event of the employee leaving the services of the Company for whatever reason and not able to serve the Company as per the contract, the employee shall reimburse to the Company as per the following table : Sr. No

Company Contribution Particulars

Upto ` 25,000/-

` 25,001/- to 75,000/-

More than ` 75,000/-

1

If the employee leaves the Company before completion of the Course.

100%

100%

100%

2

If the employee completes the Course but leaves the Company within 12 months from the date of result declaration.

100%

100%

100%

3


NA

50%

50%

4


NA

NA

25%

(1)

NA : Not Applicable In case the employee is unable to complete the course within the stipulated period, the employee shall reimburse the entire amount paid by the company. The Company has the right to recover the same from full and final settlement, or from any other dues. The employee has to submit copy of the marksheet / certificate to Corporate HR after the completion of the course. Unless the copy of the certificate / marksheet is submitted, it will be assumed that the employee has not completed the course and the terms and conditions in point no. 2.1 will be applicable. Completion of such a program / course by itself would not automatically entitle one for any immediate promotion or salary revision. No special leave or spare time will be provided for study / examination.

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HR Policy Manual

L.3.0

HIGH-COST TRAINING PROGRAMS

Objective :

In order to enhance the training and development opportunities available to our employees, the Company sponsors them to programs / courses conducted externally or internally by reputed institutions to equip them with necessary skill sets to take up future challenging assignments. This will help in identifying and developing talent from within to manage growth. For the employee, this would be an opportunity to take on larger roles and responsibilities. This can become a strong value proposition for attracting and retaining best talents in our field. Such programs will have to be identified by one’s superior and approved for fullsponsorship. Course Fee and Service Commitment :

The Company will bear the entire expense including Program / Course fee, to & fro travel costs, lodging & boarding expense, out-of-pocket expense, applicable taxes, etc. The entire training duration is treated as ‘on duty’, as is the case for employees sponsored to the NICMAR E-PGPM Program or 3TP Management Programs of IIM-A, and others. The benefits of such investment must be available to the organization for a reasonable period of time. With this in view, the sponsored employee will have to serve the Organisation for a stipulated time period as shown in the Table below. The no. of years mentioned in the column will be calculated from the date of completion of program / date of result declaration. Service Commitment for High Cost Training Programs Duration of InClass workshop / Training Program

Program Fee Upto ` 1,00,000/- ` 1,50,000/- More than ` 1,00,000/- to 1,50,000/- to 2,00,000/- ` 2,00,000/-

Less than 7 days

1 Year

2 Years

3 Years

3 Years

Between 7-14 days

1 Year

2 Years

3 Years

3 Years (1)

Between 15-30 days

2 Years

2 Years

3 Years

3 Years

More than 1 month

3 Years

3 Years

3 Years

5 Years

Note: Service commitment is the time period (expressed in no. of years), the sponsored employee agrees to serve the Organization post the completion of the course / date of result declaration. The company may not always enter into a formal contract, but it is expected that the sponsored employee abides by the above.


L-7


HR Policy Manual

L.4.0

COMPANY SPONSORED EXECUTIVE POSTGRADUATE PROGRAM IN MANAGEMENT (E-PGPM) FROM NICMAR (PUNE)

Objective :

The aim of this course is to enhance Managerial competencies in the functional as well as behavioral areas and to bring about a perceptible change in the overall personality of the chosen candidate. This program is meant for potential candidates who have the ability to take on higher responsibilities in the near term, preferably in the Project management area.

Eligibility :

Graduate Engineers in Grades E001 to SM, with an overall industry experience of 5 - 10 years, and an in-company experience of atleast 2 years. A few exceptional Diploma holders may also be considered.

Course Duration :

16 months (Part-time course). There are 3 contact sessions of three weeks each at NICMAR, Pune Campus. These three weeks are considered as special leave with full salary benefits.

Policy & Procedure : Corporate HR will invite nominations based on the above criteria, once a year, sometime during May / June. The respondents will appear for a formal selection process with senior executives. Selected employees will be nominated for the Program, and will sign a service contract with the company. The Company shall bear the course fee, travel expense, lodging & boarding and other incidental expenses on behalf of all selected employees. The service contract period will be for 3 years from the date of result declaration.

In case the employee is not able to complete the course within the prescribed duration, the employee shall reimburse the entire course fee, travel expense, lodging & boarding, and other incidental expenses to the company. In the event of the employee leaving the services of the company for whatever reason, and not able to serve the company as per the contract, the employee shall reimburse to the company, the following amount : a. Rs.2,00,000/- if the employee leaves before completion of 1 year from the date of result declaration.

L-8



HR Policy Manual

b. Rs.1,75,000/- if the employee leaves before completion of 2 years from the date of result declaration. c. Rs.1,50,000/- if the employee leaves before completion of 3 years from the date of result declaration. On successful completion of the course, a formal E-PGPM degree will be awarded. The Company has the right to recover any dues on this account from the full and final claim of the employee.

L.5.0

ACCELERATED LEADERSHIP DEVELOPMENT PROGRAM (ALDEP)

Objective :

Aldep is the flagship leadership development program of the company, introduced with a view to create an internal leadership pipeline, and also to offer fast-track career opportunities to high performing young engineers.

Eligibility Criteria : a. Graduate engineers from any stream of GET, post 1 year in-company training. b. Qualify in the entrance examinations comprising of Written Tests, Group Discussions, Simulation Games & Panel Interviews. Dates will be announced every year during July-September quarter. Salient Features : a. Aldep is a 4-Year program, and is designed to inculcate technical and managerial acumen and leadership values. b. Successful candidates are offered faster career progression and highly differentiated emoluments. c. Aims at overall leadership development with high quality training inputs, consisting of classroom trainings (12 days per annum), on-the-job learning, case studies, coaching & counseling, mentoring, etc. d. Classroom trainings will cover advance topics in technical, management and internal processes / practices. e. Annual evaluation will be stringent. Evaluation to cover Assignments & case submissions, class-room sessions and on-the-job performance. Candidates who successfully qualify the requisite percentages will be promoted to the next year of Aldep. f. Lateral entrants (other than through GET stream) will also be offered an opportunity to enter the Aldep scheme directly in the 3rd year, subject to certain entry conditions.


L-9


HR Policy Manual

Career Progression : An indicative Grade positioning on successful completion of each year of ALDEP is given below: Sr. No.

Year

Grade

1

Year-1

S002

2

Year-2

S003

3

Year-3

E001

4

Year-4

E001

5

Year-5

E002

Aldep Completion Bonus : Besides faster career progression and associated monetary reward, all successful candidates of the 4-year Aldep program will be offered a completion bonus of Rs. 2.00 Lacs. This amount will be payable after 1 year of Aldep completion.

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HR Policy Manual

L.6.0

MENTORING PROGRAM

Objective :

Mentoring has been recognized as an important career development strategy in SPCL. This process is expected to guide, develop and empower new entrants into the organization to help them grow, perform faster, and to familiarize them with the system and work culture of the organization.

Policy & Procedures : Mentoring is a relationship in which someone more experienced, helps another to discover more about themselves, their potential and capabilities. Mutual respect and trust is the essence of a successful mentoring process. Each Location / Region will identify as many managers as required, preferably from Grades E002 upwards as Mentors. Besides having a fairly successful career in SPCL, the Mentors are expected to be effective and interested in developing others. The success of mentoring largely depends on selecting the right mentors. All fresh entrants will be attached to a Mentor. Ideally the number of Mentees per Mentor should not exceed three. In selecting the Mentors, direct reporting relationship will be avoided except in certain categories. Regional Heads & HODs are expected to review the mentoring process, but will not become active Mentors. Due to time constraints, it will be difficult for senior managers to devote equal time to all subordinates, which can give rise to perceptions of favoritism. Secondly, a mentoring partnership, outside a reporting relationship is always preferred from the point of view of openness and confidentiality. The Mentor will be available to the Mentee, as and when required. There could be formal or informal meetings individually. The Mentor will guide the Mentee on his experiences of making a successful career in the organization. He will act as a sounding board for the various anxieties and queries the Mentee may raise from time to time. Though the Mentor is a role model for the Mentee, it is essential that the Mentees are encouraged to develop their own style to suit their personality and context. Mentor’s role is to listen, ask questions, probe for facts / career choices, and to act as a source of information, experience, contacts and opportunities from other sources from which the Mentee can benefit. The Mentor should not be giving instructions, but rather give inputs and personal insights to help the Mentee form his own views and develop different perspectives. On a quarterly basis, all Mentees shall send a report to GM-HR on specific learning, in the attached format.(HR#L.6.0 / F1)


L-11


L.6.1

HR Policy Manual

Selecting the Mentors - Traits to look for Individuals who are interested in and willing to help others. Those who have had a positive experience in their career progression, and the organization. Those who have maintained current / up-to-date technological knowledge / skill. Those who have demonstrated effective coaching, counselling, facilitating and networking skills.

L.6.2

Mentoring Process in SPCL

The Mentoring process in SPCL is carried out in the following three broad categories: Fresh Entrants: All fresh entrants into the organization will be attached to a Mentor from the day of joining. This mentorship will continue for a minimum period of 3 years. Lateral Recruits: All lateral recruits will also be attached to a Mentor, from their own function and location. For lateral recruits, the mentoring need is more from the point of view of acclimatization and organization knowledge. In such cases, the Mentors could be immediate Superiors also. A close interaction and handholding at the early stage is extremely critical, as is evident from the alarming levels of employee attrition in the first year of joining in our organisation. This is best done by none other than the immediate Superior. This association shall be for a minimum period of 2 years. Aldeper Mentoring: Leadership profiles have to develop an organization perspective (beyond Functional and Regional). While Aldeppers continue with their GET days Mentors, from ALDEP Year- 2 onwards, they will be attached to a senior management Mentor from HO.

Each Mentor shall take the ownership in the success and stability of the Mentees assigned to him. This is a major organization development responsibility and shall be accorded high priority.

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(1)

(1)

HR Policy Manual


L.6.3

Mentor Reward Program:

The Mentor is performing a crucial role of organization development by nurturing and developing young / new entrants to make a long and successful career in the organization. There must be adequate appreciation of this contribution. In recognition of this, one mentor between the three groups will be selected as the “Mentor of the Year” for the entire company, and will be felicitated at the Annual day function at HO.

In addition, based on quarterly reports from the Mentees, and the overall mentoring performance, every Region will honor one Mentor each from the ‘Fresh and Lateral’ categories as their Best Mentor for the quarter. They will be given a suitable reward. Regions will be the custodians of this process. The final choice of the Best Mentor for the company, for the year, will be made from the recipients of the quarterly awards.

(1)


L-13

HR#L.6.0 / F1

SHAPOORJI PALLONJI CO. LTD. MENTORING REPORT - QUARTERLY

Name of Employee:

ERP No:

Designation:

Date:

Date of Joining:

Region:

Name of Mentor:

Report for Quarter:

Please describe your Mentoring experience on the following parameters on a scale of 1 to 10 ( 10 being the highest) Sr. No.

Particulars

RATING 1 TO 10

a

Accessibility & approachability of the Mentor.

b

Passion and keenness of the Mentor.

c

Experience with regards to uninterrupted time & attention.

d

Ability of the Mentor to relate with the issues raised.

e

Experience on obtaining solutions and getting different perspectives.

f

Experience on getting guidance for training, career choices etc.

g

Experience in getting to know the culture dimension, DO’s & DON’Ts in the organization.

h

No. of meetings with the Mentor.

Qualitative comments: Share your specific learnings from this process and further expectations.

Signature of Mentee

Signature of Regional HR

1 of 1

Signature of Regional Head


HR Policy Manual

L.7.0

“SP-ONE” PROGRAM

Objective :

It has always been our endeavour to identify, recognize and reward high performing, high potential employees of the organization. The “SP-ONE” program will help us to identify and recognize such splendid performers in the organization.

This is a recognition process, the primary objective of which is to offer an opportunity to the employee to interact with the Top Management.

Identification Process :

Employees who were able to significantly contribute in one’s area of work by way of reducing Costs, increased Profitability, turnaround Project / Function, remarkably reducing Cycle Time, any other noteworthy contribution can be nominated by their superior with a performance note for approval to HO HR. The preferred grades from which nominations expected are S3 to SM.

The Recognition :

Every quarter Corporate HR will organize and facilitate an interactive session with the MD / Corporate for the nominated cases. These meetings will be over lunch.

MD / Corporate Management will have the opportunity to get to know the employee better, will share the future plans of the organization. It will help the employee to mould himself into the plan, and find ways to become part of the larger picture.

SP-Ones may also be chosen for exposure to organizational roles, which may go beyond immediate functional roles. This will, however, depend upon the employee’s capability and potential.


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HR Policy Manual

L.8.0

COMPETENCY MAPPING EXERCISE

Objective :

Competency Mapping is an important tool to examine the gap between required competencies for the job role and actual competencies of the incumbent in the job and enables the company to plan for the up-gradation of the skills, knowledge, attitude through systematic training inputs.

The uniqueness of the Competency Mapping model we follow, is a 3-way feedback mechanism based on self rating, superior’s rating and ratings from atleast 2 internal customers. This ensures reasonable objectivity and balance in the assessment. Such a feedback is better appreciated and accepted, coming from multiple and familiar sources.

Substantial work has already been done in creating detailed competency dictionary, covering generic and functional competencies applicable to various roles.

Generic competencies are those which are most relevant and applicable to maximum jobs in the company. Developing and applying these competencies are critical to successful performance. Following are the 10 generic competencies identified, after detailed internal discussions with our Senior Management. We have also made these part of our appraisal system for a periodic and systematic review. Learning Orientation

Learns from past experience, seeks feedback, updates knowledge base and is open to change. Coaches and Trains others. Customer Focus Identifies the customer both external and internal. Understands and owns responsibility for meeting their needs. Guides customers considering the parameters like Cost and Quality. Communication Clarity in spoken and written communication. Has listening skills and is receptive to negative feedback. Is assertive to get the results and shows empathy. Quality Consciousness Adheres to quality standards, quality assurance plans and systems voluntarily, without supervision. Seeks and ensures committed quality standards, acquires the image of a “Quality Person”. Leadership Takes initiative and charge, acts with self belief, self confidence. Empathize, appreciates and motivates. Walks the talk, leads by example, and has high visibility and is approachable. Accepts challenges. Demonstrates fairness. Communicates like a leader.

L-16



HR Policy Manual

Interpersonal Skills Relates well with others. Is trustworthy, sensitive to others and respectful. Maintains confidentiality. Accepts constructive criticism. Human Resource Management Adheres to HR processes. Promotes good employee relations. Clarifies performance expectations. Motivates others. Sets timely goals and reviews them. Fair in Reward and Recognition. Attracts & Retains capable employees. Target Orientation (Goal & Plan Orientation) Plans, organizes and allocates resources for achieving targeted completion, productivity and quality parameters. Does contingency planning to ensure that targets are achieved. Process Based Working Comprehends the upstream / downstream linkages of work flows. Can define work flow processes, following PDCA (Plan, Do, Check, Act) cycle. Encourages & uses ERP to its potential. Teamwork Team player to achieve team / organizational objectives.

Similarly, a set of 10 Functional competencies were also identified, along with definitions of Attributes and the behavioral indicators expressed in 4 levels of proficiency (low / basic / advanced / expert). These are attached as annexures.

Job descriptions of identified roles were then created by defining each key activities in the job, and the “Required proficiency” level for performing the same.

In each mapping session, lasting on an average 1 ½ hours, those covered have received role clarity, feedback on competency gaps, and an individual developmental plan. The process of reaching acceptance on the “Available Proficiency” affords opportunities for bringing in real life performance data, and a far better understanding of the role and its deliverables.

Almost all the participants have been very appreciative and have said it was very beneficial. After one manager accepted his competency gap during a session, the Regional Head commented that although he has been giving the same feedback to this manager, it was for the first time that he has accepted his weakness.

Some managers who do not have significant competency gaps in their current roles were identified and were helped to see self-development needs for their future career growth. It would be valuable to hold career discussions with such managers in order to retain them.

A good number of managers with good growth potential in a different functional area have been spotted e.g. planning managers with growth potential in Project Management. Their careers could be charted accordingly through career discussions. This would enhance their performance and retention.


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L-18

HR Policy Manual

Senior Management involvement plays a key role in the mapping exercise. It was observed that when their role was left to Project Managers or Co-ordinators they were often not able to provide candid feedback to their Construction Managers on competency gaps.

The journey of Competency Mapping of the critical roles in the organization was started in 2006, and was repeated in 2008 and 2010. So far 550 employees have been covered for this exercise.

Predictive Index (PI), a psychometric tool was also used in the mapping session to gain insights into the behavioral characteristics, orientation and performances which drive behavior and action.


HR#L.8.0 / 1

Competency Dictionary (Functional) Competency Name :Technical Knowledge

No. 1

Description and Attributes of the Competency: Thorough understanding of the Civil Engineering concepts – Structure, Formwork, Reinforcement & Concrete, and Civil Finishes. Quantity Survey and Rate analysis, RCC and Structural Design. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Works only on instruction and guidance. Seeks advice before execution. Repeated errors arising out of lack of knowledge. Not able to identify the alternatives to the problem hence, gets stuck. Is very slow and tardy in response because of lack of knowledge.

Proficiency Level 2 (Basic)

Displays / Operates general understanding of the project and drawing on the job. Implements as given. Does not have a basic knowledge of design to suggest options. Has sufficient knowledge for simple jobs.

Proficiency Level 3 (Advanced)

Suggest options based on in-depth knowledge. Goes into details of the drawings and understands. Has Knowledge of advanced design, formwork and QS.

Proficiency Level 4 (Expert)

Can offer effective solutions to most intricate problems. Is looked upon as an authority in the organization in Construction technology. Constantly applies value engineering principles for cost saving and constructability. Demonstrates expertise in formwork, design of structures, concrete mix, structural design, constructability, and costing. Has a very good overall grasp of the job. Readily shares his knowledge with others. Trains others to be competent. Updated on current trends and technology.

HR#L.8.0 / 2

Competency Dictionary (Functional) Competency Name : Project Management

No. 2

Description and Attributes of the Competency: Project planning and scheduling. Application of modern tools in project planning and implementation. Vendor development / Management. Contractual communication and documentation. Coordination, review and anticipatory skills. Timely and appropriate decision making. Planning and optimum utilization of resources. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Inadequate knowledge of planning, scheduling and contract leading to perennial fire-fighting and customer complaints. Ignores basic civil engineering practices. Cost and time overrun. Housekeeping is not as per the desired standards. Improper sequencing of activities. Vendor development is low.


Can independently manage low value and simple projects within stipulated cost and time. Has a general appreciation of modern project management tools. Applies oneself to understand contractual obligation, documentation and communication. Ensures housekeeping and hygiene at the site and labour camp. Vendor development is adequate.


Can independently manage complex and larger value projects within stipulated cost and time. Organized working – devoid of fire-fighting. Control of project on a daily basis. Timely communication and actions affecting stakeholders. Proficient in the use of IT based project management tools. Keeps updated on all aspects of project – resource utilization, cost to completion and profitability. Spots and taps opportunities to generate additional revenue. Exhibits total control over the project.


Strong Project turn-around capability in terms of time, profitability, and customer relationship. Efficiently handles hostile customers and builds strong customer loyalty arising from professional competence. Proactive communication with concerned stakeholders, anticipation of changes and advance actions, makes a contingency plan. Close monitoring and control of cost and finance. Manages through IT based project management tools. Efficient contract communication resulting in improved margins. Creates strong vendor partnership and loyalty for long term relationship.

HR#L.8.0 / 3

Competency Dictionary (Functional) Competency Name : Understanding Contracts

No. 3

Description and Attributes of the Competency: Knowledge about terms and conditions of different types of contracts and details of specific contracts. Keeps update of procurement cost and labor rate. Keeps updated about competitors pricing. Knowledge about project financing. Knowledge of activities involved in Execution. Knowledge of statutory payments. Ability to foresee possible changes in the contract. Understanding of civil drawings. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Statistical data quoting based on past data rather than analytical. Offers broad estimates fairly accurately but fails to give right estimates for individual items (Material and Labor). Missing out on listing all the resources for the project. Inadequate data bank. Missing out on terms and conditions of contract, which may have adverse impact.


Understands simple drawings and contracts. Requires guidance for understanding complex drawings and contracts. Maintains the databank of rates however inappropriately applies the same.


Providing all the resources required for the project. Quick to respond to market trends in procurement based on understanding the contract. Is able to forecast the operation of favorable and non-favorable item and is able to correct them during the operations. Good grasp of drawings and contract terms and conditions. Alerts the project team on possible risks in the contract. Reviews past experience on his own and deploys the learning in future contracts


Able to foresee changes in the contract at an early stage and uses this awareness to the company’s advantage. Providing all the resources in an optimized manner. Able to analyze accurately (close to the final requirements). Able to forecast market trends in procurement cost. Suggest clauses / modifications to contracts in the interest of the company. Able to suggest clauses which can restrict competition. Advises management on right type of contracts.

HR#L.8.0 / 4

Competency Dictionary (Functional) Competency Name : Estimation and Quantity Surveying

No. 4

Description and Attributes of the Competency: Knowledge about standards and principles of estimation. Good sense of Geometry and calculation. Systematic and methodical in coverage and estimation. Skill of reconciliation and cross checking. Rate analysis, sequencing of activities. Awareness of market rates. Proper Documentation of progress. Business acumen for better cash flow for the project. Awareness regarding various methods and techniques of construction. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Lack of awareness of standards and principles of estimation. Commits error in computation on account of unsystematic approach. Unable to reconcile. Takes broad-based approach without consideration of details. His estimates are required to be cross-checked.


General awareness of standards and principles of estimation. Estimates on simple projects do not require any cross checks. Compiles executed activities strictly by contract terms. Billing (Client and subcontractor) is fairly accurate. Capturing all expenses (direct and indirect) incurred under the right head for claims and databank.


Facilitates transfer of responsibilities to a new incumbent through systematic and detailed documentation support. Precise estimates and reconciliation of all quantities through application of geometry.


Able to generate better margins through intelligent applications within the framework of the contract and principles of estimation. Record all progress, delays and deviations of work. Makes good use of his skills in geometry and calculations to derive the best benefits. Applies his awareness of modern methods and techniques of construction.

HR#L.8.0 / 5

Competency Dictionary (Functional) Competency Name : Procurement Skill

No. 5

Description and Attributes of the Competency: Knowledge of construction material and purchase. Skills of Inventory Management. Awareness of various taxes (Such as Service Tax, VAT). Knowledge of Current prevailings in the market. Makes Market analysis for buying decision. Negotiates for the best price. In-depth understanding of the Vendors and suppliers in the market. Maintains good relations with the vendors. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Lack of knowledge on source information / material specifications / commercial terms / basic rate of the material leading to delays in procurement and cost overruns. Poor coordination between sites, finance and suppliers. Vendors and internal customers are often unhappy. At best, data is compiled but not analytical enough to recommend action. Lack of knowledge of taxes and duties. Tax planning is low. Not able to suggest alternative / substitute materials.


Has reasonable knowledge of material sources / specifications. Often delivers on time. Clear terms and conditions in purchase orders. Handles preliminary negotiations. Able to make proper comparative statements. Provides adequate information for decision making. Help in sourcing alternative vendors. Ensures that available materials are used up before fresh orders are placed. Has knowledge of company purchasing procedures. Helps in sourcing alternative / substitute materials. Has a basic knowledge of taxes and duties.


Has in-depth knowledge of market, specification, costing, and pre start estimate resulting in the competitive price. Always gets the best price. Takes keen interest in vendor development. Vendors always stand by him. Collaborative working with finance, sites and suppliers. No adverse feedback on material from site. Thorough in creating and maintaining systems and processes to achieve high efficiency and productivity. Has basic knowledge of international procurement / sourcing of materials.


Has a holistic view of the market and market trends. Advises strategic procurement decisions. Takes long term view and enters into strategic supplier alliances. Is able to source / procure material from geographic locations whereby the company pays appropriate taxes. Has basic knowledge of international procurement / sourcing of materials.

HR#L.8.0 / 6

Competency Dictionary (Functional) Competency Name : Planning and Monitoring

No. 6

Description and Attributes of the Competency: Knowledge of Contract Management. Thorough knowledge of the construction process. In-depth understanding of the project, drawings, Contract specification and BOQ. Is able to lay down methodology of execution after studying the drawings, contract and client specifications. Maintains good customer relations and subcontractors relations in the long term overall interest of the company. Proactively visualizes stoppages / Slippages and advises preventive / corrective actions. Knowledge of cash flow and budgeting. Makes effective use of IT (MS projects / Primavera) as a tool for Planning and Monitoring. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Is able to comprehend the activities but unable to plan the sequence and come up with the schedule. Inter linkages are also missing. Can understand scope of work broadly from the drawing. Reports only on activities completed in the standard format.


Is able to break down activities and make a sequential schedule. Studies the scope and drawings, intricacies, and comes up with resource plan. Periodically monitors and provides data and reports. Is able to interpret contractual terms. Is methodical and able to generate necessary contractual documents. Participates in sub – contractor evaluation.



In-depth knowledge of project and study of the drawings helps to determine the work methodology to be adopted. Is able to make comprehensive, accurate budget, schedules and resource planning. Is able to visualize likely areas of slippages and advise the project manager for timely corrective action. Is able to project the realistic cash flow to the management. High level of technical and contractual interaction with client and site teams. Can also double up as project manager. Is able to justify and establish company’s stand. Advises on selection and allocation of appropriate subcontractors / other resources. In-depth knowledge of contract administration and monitoring of the same. Is able to suggest alternative method and provide value engineering. Proper closure of the contract. No open issues left behind. Develops good team of subcontractors.

HR#L.8.0 / 7

Competency Dictionary (Functional) Competency Name : Business Development

No. 7

Description and Attributes of the Competency: Thorough knowledge of the market as well as that of competitors. Knowledge of the pre-order and post order process of the company (includes special services provided by the company such as Design and Build). Good customer relations. Networking skills. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Waits for enquiries to come. Limited knowledge about the market potential and competitors. Unable to coordinate and network internally for faster response. Submits pre – qualification of the company and follows up the enquiry. Is not able to guide the project team on the specifications of the project discussed with the clients. There is no post award involvement in the project. Interaction with the client is nil once the project is awarded.


Is able to collect basic information for tendering. Is aware about forthcoming projects and initiates relationship with potential client / consultant. Basic technical knowledge and understanding of our capabilities. Is able to project company’s capabilities adequately. Is aware of the Company’s current performance on various projects. Keeps himself updated on the project developments. Occasionally advises the project management team on client requirements.


Influences the clients to limit competition to comparable players. Develops and maintains client relations for repeat orders. Develops one to one relations with key customer personnel. Is able to generate project specific presentation. Guides the client on alternative project delivery mechanism like Design and Build, Cost Plus. Initiates Brand building. Establish contact and able to network with decision makers such as architects / consultants etc.


Is able to suggest Strategic tie-up and consortium bidding. Representation in apex decision making bodies. Forecasting market trends and orienting the company towards meeting this demand. Plays a role of the guide to the project team. Keeps a track of developments in the project. Interacts with the client on a regular basis. Is an interface between the client and the project team.

HR#L.8.0 / 8

Competency Dictionary (Functional) Competency Name : Stores Management

No. 8

Description and Attributes of the Competency: Housekeeping, stock control, documentation, system compliance, and material acceptance. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Haphazard storing of material. Unable to retrieve material. Un-updated records. Is able to visually identify materials. Unable to suggest new vendors, alternative sizes and quality of the material to the regional purchase head. Housekeeping is below standard. There is a high level of pilferage of material.


Keeps a reasonably accurate record of material issued and stock. Familiar with materials and specifications. All transactions are update and done through systems. Uses judgement for acceptance or rejection of material. Gives accurate vendor performance feedback. Able to optimally utilize available space. Effective closure of store on completion of the project. Safety of the materials is ensured. Thefts are minimum.


Anticipates requirements and alerts procurements. Establishing reorder levels.


Networking with other storekeepers for intra region sparability of material. High level of appreciation of cost of materials. Has a database of the vendors and is able to suggest different vendors for procurement of same material.

HR#L.8.0 / 9

Competency Dictionary (Functional) Competency Name : : Cost Management

No. 9

Description and Attributes of the Competency: Thorough understanding of the project and quantum of work associated with it. Thorough understanding of the budgeting process and making appropriate suggestions at the pre – start process. Ability to plan, procure and utilize the resources in right way to earn maximum profit. Effective execution of the project in order to improve the savings in terms of budgeted vs actuals. Continuous monitoring of the cash flow. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Superficial understanding of the project. Not able to make out the quantum of work involved. Inadequate knowledge of the budgeting process. Not updated with the rate analysis pertaining to resources. Utilization of the resources is haphazard as a result the actual cost is more than the expected cost. There is a mismatch in the coefficient of cost per consumption unit between tender estimate and actual process. Irregular monitoring of the cashflow. The project always overruns the cost.


Has adequate understanding of the project and the budget prepared during the tendering process. Uses the resources as per the coefficient of consumption per unit. There are no major deviations from the expected vs actual cost as well as estimated as well as actual progress. Ensures stable cashflow at the site. Continuous monitoring of the unit. Company’s asset such as material, shuttering, and machines are properly taken care of. Negotiates well with subcontractors for materials and other consumable items and ensures that the actual cost fits the budget. Is aware of the cashflow variations (positive and negative).


In – depth understanding of the project. Ability to make a better budget in the pre start process to meet the unforeseen / emergency at site. Is able to modify the budget than what was estimated in the tendering. Identifies the cushion in the budget and stays within the budgeted norms. Creates better saving than what is budgeted. Identification of the resources at a right price and deployment of the same at the right place to reduce the budget than what was prepared during tender, thus increasing the profit. Identifies the correct methodology resulting in effective utilization of the resources. Maintains good rapport with vendors, subagencies, and contractors.


Excellent negotiation skills. Gathers quotation from various vendors, buys material at a least price without compromising on the quality. Squeezes the vendors in the cost structure. Actual budget is always within the expected budget. There is never shortfall of the cashflow at site. No resources are wasted. Maximum output is gathered from all the resources. The actual progress of work is always within the estimated progress. Adopts the best methodology thus saving more and generating extra profits than what was envisaged during the tender.

HR#L.8.0 / 10

Competency Dictionary (Functional) Competency Name : : Safety Management (Environment, Health And Safety Management)

No. 10

Description and Attributes of the Competency: Use of relevant techniques and methods such as safety audits, risk assessment and periodical assessment of status of Environment, Health & Safety plan. To understand the statutory provision and companies minimum Environment, Health & Safety standards. To provide and maintain all personal protective equipment & job site condition to eliminate risk. To provide information, instruction, training and education to ensure health & safety at work of all the employees. Behavioral Indicators of the Competency: Proficiency Level 1 (Low or Absent)

Not able to identify hazards. Hazards are not removed and no planning and indenting of the personal protective equipments. EHS plan not in place. Unfamiliar with the companies minimum Environment, Health & Safety standards. Safety inspections are haphazard. Irregular in conducting safety induction, toolbox talks and safety promotional activities. Not able to implement / enforce the safety guidelines mentioned in the safety manual. No safety audits are conducted at site. EHS not complying with statutory requirement.


Ability to identify hazards and is able to devise control measures against the hazards. HSE inspections & report as per the contract & statutory requirement. Regularly organizes and conducts safety inductions, toolbox talks and safety committee meeting. Conducts safety audits as per Corporate Safety norms EHS plan in place. Average safety promotion initiatives taken. Advises the Project Manager on HSE related matters and maintenance of hygiene at labour camps when asked for. Lacks ability to analyze & improve upon deviation data.


Ability to amend the EHS plan as per pre-risk assessment. Is able to design a comprehensive EHS plan to meet the unforeseen or emergency situations. Proactively advises the Project Manager about the EHS measures to be taken and follows up with him. Enforces innovative methods to improve physical conditions of work and practices at site. Keeps updated on global safety practices and implements at work situations. Ability to focus, create awareness , motivate and energize all groups to follow safety rules & create safe working environment .


Ability to institutionalize best safety practices at all sites. Is considered an authority in Safety Management both internally & externally. Has clear understanding of safety needs in a project and makes value-added suggestions during tendering & contracting. Ability to resolve all safety related issues at site arising out of any accidents managing statutory norms as well as organizational commitment towards safety. Is able to influence the management on safety policies and processes.


HR Policy Manual

L.9.0

STAFF MEETINGS

Objective :

To meet employees in small groups for a dialogue on any organisational / group issues.


Policy & Procedures : HR will organise periodic meetings with employees to listen and respond to organisational issues. These will be open-ended sessions, without specific agenda. The maximum number of participants in such meetings should not exceed 25. The composition of participants could be Dept. wise, category wise, etc. Experience shows that such meetings are more candid and open when conducted in homogenous groups – same level / function. Personal grievances are not expected to be raised during staff meetings. All employees will be covered by staff meetings atleast once a year. All issues raised will either be clarified in the meeting or responded to within 2 weeks. HR Associate will record the major employee perceptions in the format attached (HR#L.9.0 / F1) and will bring it up for deliberations with HODs / Business Head. Such feedback sessions help to gauge perceptions and changing aspirations. Employee policies and practices, truly reflective of people concerns, should emerge from such a practice. Staff meetings will be more meaningful when issues raised are predominantly people and business-related, rather than administrative and infrastructurerelated. Staff meeting is primarily a communication forum. HR is expected to cull out the themes across Staff Meetings and present these to the MD.


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Date :

Sr. No.

RO/Dept. :

Major Issues

Signatures - (HR Associate)

Action Taken/Proposed

No. Attended :

STAFF MEETING - FORMAT

ANNEXURE A

(HR Head)

Follow-up action with Whom / Date

Date :

(HR#L.9.0 / F1)

Welfare Measures

Welfare Measures

HR Policy Manual

M.1.0 DEATH BENEVOLENT SCHEME

Objective :

Passing away of an earning family member, deprives the dependents of their livelihood. In the event of our employees’ family members facing such dilemmas, through this scheme, we aim at providing some financial assistance to the dependents - thus helping them tide over financial difficulties.

Applicability :

All regular employees including probationers and Non-Caderised. (Trainees, project based employees, retainers and temporary employees are not covered, under this scheme).


(1)

This is a contributory scheme, wherein each employee contributes an amount of Rs.100 / - in the event of death of an employee. The company would put in a matching contribution and the amount so raised, will be passed on to the nominee of the deceased employee. Those not covered for the benefit will not be required to contribute either. On knowledge of death of an employee, the HR / Admin / HOD must inform HO-HR in writing giving the following details : a. Name of the deceased employee b. ERP No / Grade c. Designation d. Date of Birth e. Location / Region f. Marital Status g. Date of Joining h. Date of Death i. Cause of death with details (accidental, arising out of illness, etc.) j. Place of death - whether at site, office, hospital, home, etc. k. Name of nominees and their relation to the deceased. l. Details of family members in brief. On receipt of the above information, HO-HR will issue a circular, informing all employees about the death and deduction in salary. HO / RO-Accounts will initiate such deduction from the salary of all employees and would also ensure that the deduction is made from the earliest salary.


M-1

Welfare Measures

HR Policy Manual

Since this is meant to be an immediate financial help, all efforts should be made to release the payment at the very earliest. HR / Admin should also acquire a notarized ‘Affidavit-cum-Indemnity Bond’ from the dependents of the deceased employee, stating the nominee / s, in whose name / s the amount would be disbursed. HO-Accounts will issue a cheque for the amount raised, in the name of the nominee / s as mentioned in the ‘Affidavit-cum-Indemnity Bond’. The cheque will be given to the family along with a covering letter, enclosed HR#M.1.0 / F1. An acknowledgement of payment received, must be obtained from the nominee, on the same day, the cheque is issued. A copy of the same must be sent to HOHR for records. Where the cause of death is proved to be intentionally self-inflicted, viz - suicide, non-adherence to any medical advice, drug abuse, etc, no payment shall be made through this scheme.

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HR#M.1.0 / F1

Date :

Dear I take this opportunity to inform you that Shapoorji Pallonji has a Death Benevolent Scheme to provide financial assistance to the family of a deceased employee. The scheme operates on the basis of a one-time, fixed contribution from all our employees in all Regions, and a matching contribution from the company. It is an attempt on the part of the company and our employees to extend a helping hand, and reach out to the family of a colleague. I am enclosing our cheque no. __________ dtd. __________ for Rs. ______________ drawn on ______________________________ Bank in your name. (Our employees have contributed Rs. __________and the balance is put in by the company). We are aware that your loss is permanent, and irreparable; however, if this small help supports you in your efforts to re-build life and carry on, we would feel fulfilled in our objective.

Kind Regards,

For Shapoorji Pallonji & Co. Ltd,

Varghese Mathew (Chief People Officer)

Welfare Measures

HR Policy Manual

M.2.0 CORPORATE SOCIAL RESPONSIBILITY

CSR Policy of SPCL :

SPCL has always been a responsible corporate citizen, fulfilling its role towards society and environment. The Company constantly undertakes various activities at its work sites to fulfill the social objectives through its committed employees. We strongly believe in safe work practices, protecting environment and have a comprehensive system in place for Quality, Health, Safety and Environment.

CSR Efforts of SPCL :

CSR activities are on-going at all times in various locations. An illustrative list of some of these efforts in the recent past are highlighted below : Caring for Environment :

As a part of the SPCL philosophy of caring for the environment and helping the citizens, the Kolkatta Region got involved in cleaning the 300 year old “Nayalanka” pond in Brasat. A shramdan to clean the Pond was conducted on 15 August 2010 along with local residents. “Save Environment, Serve Society and Spread Happiness”, WALKs are organized by the Kolkata Region at Salt Lake to create Environmental Awareness. Campaign against Alcoholism : Alcoholism is one of the major concern areas at construction site labour camps. SPCL has been taking steps to educate the workers about the ill effects of alcoholism. SPCL Pune Region has taken the assistance of NGO - Muktangan – and conducted an Awareness Programs for 2000 workers at TCS site to educate them about the negative effects of this habit. Workers actively participated by asking questions during the session. Organ Donation Day : SPCL has been participating in such events and on the occasion of 6th World Organ Donation Day on 27 November 2010, the company participated with a slogan “Organ Donation – A Gift for Life”. It was held under the aegis of WHO and the Union Ministry of Health and Family Welfare. It was held at India Gate for a mass awareness campaign and our employees took part along with their families. An eye donation program conducted by Hyderabad Region, under the auspices of Eye Bank of India, had an overwhelming 98 employees and their family members pledging eye donation on death.

M-4


Welfare Measures

HR Policy Manual

Contribution during Natural Calamities : SPCL encourages its employees to help and contribute during natural calamities and disasters. In the recent past, when North Karnataka was ravaged by floods, the staff of Bangalore Region contributed one day’s salary to the “Chief Minister’s Relief Fund”. The company also contributed an equal amount. Similar contributions were made on several occasions in the past. The company has made substantial contributions for the relief and rehabilitation of the Tsunami victims in Southern India. Free Eye Testing Camps : Many of our Regions have been holding free eye testing camps for the benefit of construction workers. Two such camps were organized at GVM and CSCT sites in Greater Noida by the Delhi Region. The company distributed 200 pairs of spectacles to workers free of cost. The camp was attended by 821 workers, where vision testing was performed by Ophthalmic teams. Kolkata Region organized an Eye camp at the Mass Housing Supervisory Training School for workers of all sites in Kolkata. The camp was conducted with the help of Rotary Narayan Netralaya and 100 workers were treated and 35 were given spectacles at subsidized cost. The Kolkata Region conducted a Health Camp at Guwahati (Assam) for the workers at Radisson Hotel site in September 2010. It was organized with the help of a premier govt. hospital. Blood Donation Camps : Several blood donation camps are organised by various Regions throughout the country periodically. A Blood Donation camp was organized by the Hyderabad Region where 82 donors donated blood for the blood bank. A similar camp was held at SP Infocity Pune under the supervision of Dinanath Mangeshkar Hospital, where 160 units of blood was collected and given to the blood bank of the hospital. Another camp was organized by Kolkata region where 120 units of blood was collected and given to blood bank. Employees and workers from Kolkata sites participated in the event. Helping Underprivileged Children : SPCL has been rendering help to the underprivileged children in various forms. The Kolkata Region conducted Football Match for “Underprivileged Children” from schools in the age group of 10 to 15 years. Six teams from various schools of Kolkata participated in the event. Kolkata Region also organized a summer event for the children of “Schools of the World”, Tollygunj run by a social welfare organization – AMAVIDA. A batch of 40 children were taken to Nicco Park for a day and they were provided with school bags and entertained with breakfast and lunch while they were shown around the park by the SPCL team. Rev. No. 0 Issue Date: Nov 2011

M-5

Welfare Measures

HR Policy Manual

Day Care Centres & Schools for Children of Construction Workers : The children of construction workers have no access to schooling, to health care and above all to a childhood. The company, in collaboration with various established NGOs working in this sector has established several centres which take care of their non-formal education, meals, vaccination, day care and prepare them for mainstream education. These facilities are organized at all large-size project sites. There are 8 such centres currently running, with enrolment ranging from 35 to 100 children, each in the age group 0 – 14 years. Material Collection drives are organized across all offices of the company for collection of materials such as clothes, utensils, foot wear, blankets, books; in addition to monetary contributions by employees during several calamities and disasters.

M-6

In order to unify, streamline, and expand these activities in a more organized way, and to make CSR an integral part of our Corporate culture, the company has recently established a separate department at the Corporate level, under the charge of a Senior executive.


EXIT FORMALITIES AND FULL & FINAL SETTLEMENT


HR Policy Manual

N.1.0

NOTICE PERIOD

Adequate notice needs to be given both by the Management as well as by employees in case of separation from the Company. This is part of the terms and conditions of appointment and need to be adhered to.

Policy & Procedure : The notice period applicable currently for different grades is as under : Sr. No.

Grades

During Probation

After Confirmation

1

Grades C002 & above

1 Month

2 Months

2

All grades upto & incl. C001-A

15 Days

1 Month

3

Trainees / Temporary

1 Day

Not Applicable

4

Retainers / PB

15 Days

Not Applicable

Those joined as confirmed employees in Grades C002 & above, will have a notice period of 1 month for service upto 1 year and thereafter 2 months on either side.

(1)

The Notice pay, either as a recovery from the employee in case of notice shortfall, or as a payment from the Company will be on Basic Salary only. Allowances will not form part of notice pay on either side. An employee will not be eligible to avail PL during Notice Period. However, an occasional CL / SL subject to credit may be granted. The Resignation Acceptance letter given to the employee will communicate the shortfall in notice, if any. Any deviations on notice period will have to be approved by the Head HR.


N-1


HR Policy Manual

N.2.0

EXIT INTERVIEWS

One of the priority approaches of our strategy plan is Attracting and Retaining people. We believe that a variety of factors, such as compensation, values of the company, culture, working atmosphere, growth potential, etc. are important factors for Retention. In this context, the feedback of the separating employee is very valuable for streamlining and strengthening processes that will improve employee engagement and retention.

The ‘Exit Interview’ is designed to solicit ideas, suggestions and experiences of the employees leaving the company as to how SPCL may be made a better place to work.

Coverage : All employees.

Policy Guidelines : The ‘Exit Interview’ exercise is a sincere attempt to capture the experiences and views of separating employees during his / her tenure in the company. No experience letter will be issued without completing the Exit Interview form by separating employee. The Feedback from the separating employee will be captured / recorded in the Exit interview form. (Format attached as HR#N.2.0 / F1). All significant and relevant points arising out of the exit interview and feedback by the employee will be communicated to the concerned persons in the organization. In case of certain sensitive information, to avoid embarrassment, this feedback will be given only after the employee has left the company. If it is felt that the decision of an employee to leave is not in his / her best interest or the company’s best interest, we will try our best to counsel him / her to change the decision.

Procedure : When an employee puts in his / her resignation or is planning to leave, HR should be immediately informed. There are three sections in the Exit Interview form (A, B & C). Section ‘A’ is to be filled in by the employee, Section ‘B’ by the HOD / RH and Section ‘C’ by HR independently. The Exit Interview should be held as soon as the employee has resigned or indicated that he is leaving. The employee, whose exit interview is to be conducted, should be briefed about the purpose of the exercise and be made to feel comfortable. The exit interview should be conducted in an unhurried manner, giving full hearing to the leaving employee.

N-2


HR Policy Manual


The discussion will focus on the reasons for leaving the organization, his new employer, terms of offer etc. His comments / opinions about the company and the policies should also be ascertained. While conducting the interview, we should be sensitive to what is not openly stated, but implied. The obvious reasons stated for leaving may not be the real reason, and it would be helpful to find out a little more in-depth so that we know what areas need improvement. Immediately after the Exit Interview, the contents of the discussions should be recorded in the ‘Exit Interview Form’. HR will meet the employee separately and record the feedback on the exit interview form. In the regions, it will be done by the Regional HR.


N-3

HR#N.2.0 / F1

A

EXIT INTERVIEW - CUM - DATA FORM Employee Name

:

Employee No.

:

Grade/Designation :

Function

:

Date of Joining

:

Date of Leaving :

Qualification

:

Age

:

Site / Dept.

:

Region

:

(A) To be filled in by the separating Employee: The objective of this exercise is to collect live experiences and feedback for organisational improvement. Please therefore, be totally open, candid and forthright. What are the primary reasons for your separation? (Please 3 ) 1.

Higher Education

2.

Higher Salary / Better Prospects

3.

Overseas lob

4.

Starting own Business

5.

Family Reasons

6.

Dis-satisfaction with SP on : Systems & Processes Inter-Personal Relationship Role Responsibilities Lack of Growth / Promotions / Increment Work Pressures

1. Please give some details of your reasons for ticking the above:

2. What would you regard as some of your major contributions during your tenure?

1 of 4

3.

Who do you think can replace your position in the organisation?

4.

What are some of your Best & Worst Experiences in the Company? BEST

WORST

5.

What specifically would have made your stay longer in the Company?

6.

Any Suggestions for improvement in the work processes in SP?

Employee Signature

2 of 4

B

EXIT INTERVIEW - CUM - DATA FORM Employee Name

: _________________________________________ E. No. _________________

Performance Rating (Past 3 years) : ___________ / ___________ /___________

(B)

To be filled by HOD / RGM

1.

Please reconfirm the stated reasons for separation:

2.

It this a Regretful Separation? Give Reasons:

3.

Details of future Employer & compensation, where available:

Name & Signature - HOD 3 of 4

C (C) To be filled in by HR 1.

Discussions with the separating Employee for your own assessment of the case.

2.

Do you see any trend in this separation?

3.

What specific steps are proposed to correct the situation?

Routing : Form (A) HR -ä Employee -ä HR -ä CEO -ä MD (for levels beyond E001)

(Name & Signature - HR)

Date input in HRIS by ______________________ 1000 - 7/2008 - MOP

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HR Policy Manual

N.3.0

GUIDELINES TO EMPLOYEES ON WITHDRAWAL OF PF / FAMILY PENSION ACCUMMULATIONS

We have often noticed that most of the employees, when they leave us are in a dilemma to decide whether they should withdraw the PF accumulations or get it transferred to the new employer. Many of them, very often make the mistake of withdrawing the amount.

This is both – statutorily incorrect and also financially imprudent. Prima-facie, there is a strong case for continuation of the PF / FP membership, and any premature withdrawal is a very unsound decision.

The best option is to get the accumulations transferred, on your joining another company.

n.3.1 Benefits to Members if Accumulations are not Withdrawn : Member will be eligible for pension provided he has 10 years of total membership duration, without withdrawal. In case of premature withdrawals, the employee is at a great disadvantage, having to start afresh again, and has to wait for next 10 years to become eligible for Pension. Members earn Interest as declared by the Government from time to time on the accumulations. The rate of interest has been at higher than market rates and more importantly it is a tax free earning. PF Accumulations are transferable to anywhere in India. If membership is retained, a member of the pension fund shall continue to be member till he attains the age of 58 years. For example if a member has rendered 15 years eligible service till the age of 58 years, the pension will be calculated as per following formula : Pensionable salary x Pensionable service Monthly pension = ----------------------------------------------------------------- 70 Assuming that the pensionable salary on retirement is Rs.6,500/and the service is 15 years then the pension payable will be around Rs.1,390/per month. If membership is retained, and the member dies before attaining the age of 58 years, having served for the eligible service of 10 years, on a pensionable salary at the time of death say, was Rs.5000 pm, then the spouse will get a widow pension of Rs.1900 per month. In addition, there will also be ‘Children Pension’ which is @ of 25% of the ‘Widow Pension’ for each child till the age of 21 years.

N-8


HR Policy Manual


There is also a provision for ‘Orphan Pension’ in the event of both parents passing away. The amount applicable will be 75% of the Widow Pension. Existing PF members when joining a new organization, will be required to fill the Form 13, for transfer of accumulations from SPCL Account to the new employer. This process is handled by the new employer. If PF is withdrawn before completion of a minimum period of 5 years of continuous contribution then Income Tax at source is deducted.

Note to Separating Employee :

If the separating employee has asked for withdrawal of his / her PF accumulations, HR should handover a copy of this note explaining the disadvantages to the employee for his knowledge and consideration.

In spite of all the above, if an employee still wishes to withdraw PF / FP, he may do so by obtaining withdrawal forms from the PF Department. However, if the Service / PF membership duration is less than 5 years, copies of Form-16 for the last 5 years have to be attached to the withdrawal forms. In the past, non-submission of Form-16 has resulted in delays in PF settlement, and we would like all employees to comply with this statutory requirement strictly.

N.4.0

RETIREMENT & SEPARATION RULES

Retirement is a major phase in the life of an employee. It marks a change in his life pattern, and a different phase starts at this point. In order to facilitate this process in a planned manner, this policy is issued. All employees will retire from the services of the company on attaining the age of 60 years. However, the effective date of retirement will be the last day of the month in which he / she attains the age of 60 years. HR will issue a letter to the employee who is attaining the age of retirement, at least two months before the actual date to enable the employee plan his retirement. The retiring employee will start the process of full and final settlement on receipt of this letter. As is the case with normal separations, the clearance check-list will be filled up for retirement cases also. The full & final settlement is made based on the clearance check-list.


N-9


HR Policy Manual

N.5.0

FULL AND FINAL SETTLEMENT PROCESS

It is essential that the final settlement is processed with due care, and speed, so that the employee leaves with a positive feeling towards the company. At the same time, the company also does not suffer financially or legally which cannot be recovered later.

Policy & Procedures : All resignations received should be immediately informed to HOD / PM, who inturn will quickly notify HR about it. Speed is the essence here, since it affords an opportunity to explore alternatives before it is too late. If the final decision arrived at is to relieve the employee, the resignation duly accepted by HOD / RH should be forwarded to HR. HR will issue resignation acceptance letter, clearly stating notice recovery, where applicable. If it is felt that the employee is likely to owe some amount to the company, even after adjusting all dues (except Gratuity), HR should discuss the details and draw up a payment plan, obtain a cheque for the approx sum owed before a formal Acceptance letter is processed. Any service commitment, education bond, EVS etc will also be scrutinized before the Acceptance letter is issued. Once the resignation is accepted, HR will initiate the final settlement process, beginning with the Exit Interview formalities. The leave card of the employee is to be submitted to HR for updations and advising leave encashment as applicable. After the resignation acceptance letter is issued, HR will issue a clearance form (HR#N.5.0 / F2) to the employee to obtain ‘No Dues’ from all concerned departments. Only on receipt of this clearance form and the Exit Interview form, HR will process final settlement. After completing all formalities, Accounts will communicate to the employee the details of payment / dues to / from the employee. Final settlement payment are processed through the payroll, and hence it is important to meet the very next payroll cycle, failing which the settlement will get delayed by atleast 1 month. A separating employee must forward a specific request in writing as regards withdrawal of Gratuity, where applicable. Confirmation is also needed on what is intended to be done on the Superannuation accumulation, if applicable. The last 1 month’s salary of a separating employee will be paid along with the final settlement.

N-10


HR#N.5.0 / F2

Shapoorji Pallonji & Co. Ltd. To : Head - Human Resources, Gresham Assurance House, Mumbai

CLEARANCE CERTIFICATE (To be completed by the separating Employee and submitted to HR prior to relieving date) Empl Name _________________________ ERP No. ___________________ Cadre ______________________ Dept ______________________________ Region _____________________ Location ____________________ Designation _________________________ Date of joining, as regular Employee / ET / MT as applicable ______ Date of leaving DEPARTMENT LOCATION

OUTSTANDING, IF ANY

HEAD OF THE DEPARTMENT (Charge handing over, reconciliation, etc) ADMINISTRATION - Leased Accommodation, if any, deposit/Notice to land lord -

Company Car

-

Company Telephone / Mobile Handset

-

Any Credit Card given by the Company

-

Calculator

-

Tools

LIBRARY - Library Books / Company Literature REGIONAL ACCOUNTANT I ACCOUNTS - Cash - Advances pending -

LTA, Balance

-

Medical Balance

-

Any other

-

Last Salary Paid till

-

Loan balance, if any

-

Vehicle Scheme Car, deposit amount, WDV as of date of leaving

SYSTEMS DEPARTMENT - Computer / incl. Lap Top, Software, Password, Printer, Fax -

E-mail ID Deactivation

1 of 2

NAME & SIGNATURE OF THE PERSON CERTIFYING DUES HAVE BEEN SETTLED

REGIONAL ADMIN / HUMAN RESOURCES - Details & Amt. to be recovered in case of Educational bond -

Notice shortfall # day for recovery

-

Days payable for the month (# days since the last salary)

-

Privilege Leave balance for Encashment (Indicate recovery, if balance is Negative). (Leave Card in original, to be attached, duly updated).

-

Identity Badge

State clearly what action you wish to take in respect of the following : (Please refer Policy No. N.3.0) SEPARATING EMPLOYEE 1. Provident Fund

Transfer / Withdraw

2. Superannuation

Transfer / Withdraw / Not Applicable

3. Gratuity

Withdraw / Not Applicable

I attached herewith : 1. 2.

Application for withdrawing Superannuation dues. Application for withdrawing Gratuity, if applicable.

DECLARATION BY THE EMPLOYEE : 1.

I agree to reimburse the total amount against my personal bills that may be received by the company, after being relieved.

2.

I confirm that I have no unused / open air ticket with me.

3.

I confirm that I have handed over files / working papers, etc. to ______________________

4.

I am not/ I am a LAN user, and I have handed over my directory to my Superior _________________________

5.

I confirm having taken possession of vehicle Regn No. _________________________Make____________________ 4 wheeler sold to me for a consideration by Shapoorji Pallonji & Co. Ltd, along with the necessary transfer documents; on this day ______________at______________am/pm. The current meter reading is ________________________ kms. I undertake to effect transfer of this vehicle out of the ownership of Shapoorji Pallonji & Co. Ltd, at the earliest, and also commit myself fully responsible for any consequences arising hereafter from the use of this vehicle.

Signature of Employee Address for remittance of my dues / future correspondence :

Signature

Employee

HOD

Human Resources

Date

2 of 2

All Pages - Final 11-05-2012

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