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L.501 Legal Environment of Business
TERM PAPER
HR/Personal Policy: with special reference to Hiring-firing &Fringe Benefit of Robi Axiata Limited and Advance Chemical
Industries (ACI) Limited
Prepared For:
M. Zillur Rahman
Barrister, MBA
Prepared By:
H. M. Shahriar Hassan ZR-05Sonjoy Kumar Bala ZR-17
Batch 45-E
MBA Program
29 Dec 2011
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Dec 29, 2011
M. Zillur Rahman
Barrister, MBA
Institute of Business Administration
University of Dhaka
Subject: Submission of the term paper on HR/Personal Policy: with special reference to Hiring-firing
& Fringe Benefit of Robi Axiata Limited and Advance Chemical Industries (ACI) Limited
Dear Sir
We are pleased to present to you our term paper HR/Personal Policy: with special reference to
Hiring-firing & Fringe Benefit of Robi Axiata Limited and Advance Chemical Industries (ACI)
Limited. Preparation for this term paper has been an interesting experience for us. Our study of the HR
policy of two of the most renowned private organizations of Bangladesh revealed significant information
regarding the present condition of the sector. We took previous laws that were in action and studied about
the HR policy which were taken and which were neglected.
We have enjoyed working on this paper and hope that this work will meet the level of your expectations.
Your guidance and continuous assistance helped us a lot to achieve our goals. In case of any queries feel
free to contact us anytime at your convenience at [email protected].
Sincerely,
H. M. Shahriar Hassan ZR-05
Sonjoy Kumar Bala ZR-17
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Table of ContentsExecutive Summary........................................................................................................................................................vi
Methodology...................................................................................................................................................................vi
Limitations......................................................................................................................................................................vi
Introduction.....................................................................................................................................................................1
Robi Axiata Limited.........................................................................................................................................................1
Robi Guiding Princiles...............................................................................................................................................1
Emloyment Policy......................................................................................................................................................!
Scoe o" the olicy.................................................................................................................................................!
Re#uisition and Aroval rocess...............................................................................................................................!
Internal Source.......................................................................................................................................................$
External Sources.....................................................................................................................................................$
Screening o" %andidates.............................................................................................................................................$
Assessment center.................................................................................................................................................&
%ase Analysis' resentation...................................................................................................................................&
%ometency (ased Intervie).................................................................................................................................&
*ritten +est.............................................................................................................................................................&
,inal Selection.........................................................................................................................................................&
-oining.....................................................................................................................................................................&
Salary (ene/ts....................................................................................................................................................0
Resourcing o" %ontractual %onsultant 2thers....................................................................................................0
%ontract Aointment............................................................................................................................................0
+erms %onditions.................................................................................................................................................0
Part3+ime Emloyment...........................................................................................................................................04iscilinary and %omliance.......................................................................................................................................5
Purose o" 4iscilinary and %omliance................................................................................................................5
%auses o" 4iscilinary Actions................................................................................................................................5
Aroaches to 4iscilinary Actions.............................................................................................................................5
a. Progressive disciline.........................................................................................................................................5
b. Positive disciline...............................................................................................................................................6
Princiles o" 4iscilinary Actions............................................................................................................................6
4iscilinary Actions and %omlaint 7andling Procedures..........................................................................................6
Aeal Procedure.................................................................................................................................................18
,ringe (ene/ts..........................................................................................................................................................18
29ce 7our and Leave Policy................................................................................................................................18
%omensation Management................................................................................................................................11
Establishing %ometitive Salary Levels................................................................................................................11
Searation and Exit Procedure.................................................................................................................................1!
A%I Limited....................................................................................................................................................................1$
%omany Mission......................................................................................................................................................1$
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%omany :ision........................................................................................................................................................1$
:alues........................................................................................................................................................................1&
Strengths o" A%I;.......................................................................................................................................................1&
7R olicy...................................................................................................................................................................1&
Policy "or %hange..................................................................................................................................................1&
4e/nitions............................................................................................................................................................10
Recruitment and Selection Policy.............................................................................................................................10
Mano)er Aroval Process.................................................................................................................................10
Recruitment Methods Resonsibility.....................................................................................................................15
Advertisement Procedure.....................................................................................................................................15
Guideline on Selection o" Stalist....................................................................................................................................1?
,iring @4iscilinary Procedure..................................................................................................................................1?
Emloyee (ene/ts....................................................................................................................................................1?
Provident ,und......................................................................................................................................................!8
Medical Allo)ance................................................................................................................................................!8
,estival (onus.......................................................................................................................................................!8
Per"ormance Araisal.........................................................................................................................................!1
+elehone at Residence and Mobile hone Policy................................................................................................!1
Scholarshi Scheme.............................................................................................................................................!1
Management o" the Scheme................................................................................................................................!1
Period o" Scholarshi............................................................................................................................................!!
A%I Emloyees *el"are ,und................................................................................................................................!!
,indings and Analysis....................................................................................................................................................!$
Problems o" 7R olicies.................................................................................................................................................!$Recommendations.........................................................................................................................................................!&
%onclusion.....................................................................................................................................................................!&
Aendix.......................................................................................................................................................................!5
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Executive Summary
Robi Axiata Limited is one of the fastest growing mobile operator of Bangladesh. On the other hand,
Advance Chemical Industries (ACI) Limited is one of the leading conglomerates in Bangladesh, with a
multinational image. Both of the companies have their solid HR policies. In this report, we have indicatedthe loopholes of the HR policies of Robi Axiata Limited and Advance Chemical Industries (ACI)
Limited. We have discussed the HR policies of these two companies in detail, make a comparison
between these two companies.
The comparison between these two companies HR policy clearly shows that they are in compliance with
the Bangladesh Labor Code 2006. However, there are certain drawbacks in the HR policies of these two
companies, which lead to dissatisfaction amongst the employees. Comparisons between these two
policies and Suggestion to improve have been provided in this report.
Methodology
Our report is based on personal interviews and gathered information. Most of the data and informationwas found on the official website of Robi Axiata Limited and Advance Chemical Industries (ACI)
Limited. We also got much information from the HR department of Robi and ACI. The interview was an
open ended discussion, where we probed for information.
Limitations
We tried our level best to omit any mistakes but there were some minor faults. We are hopeful that this
report will serve the reader to know about some aspects of strategies, planning and implementation of HR
in Robi and ACI. We have tried hard to make this report decent, delicate & perfect. But obviously there
must be a chance of making errors & omissions. We hope, the readers will be kind enough to consider
those errors.
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Introduction
The role of the Human Resource Manager is evolving with the change in competitive market environment
and the realization that Human Resource Management must play a more strategic role in the success of an
organization. Organizations that do not put their emphasis on attracting and retaining talents may find
themselves in dire consequences, as their competitors may be outplaying them in the strategicemployment of their human resources.
Robi Axiata Limited is a joint venture company between Axiata Group Berhad, Malaysia and NTT
DOCOMO INC, Japan. It was formerly known as Telekom Malaysia International (Bangladesh) which
commenced operations in Bangladesh in 1997 with the brand name AKTEL. On 28th March 2010, the
service name was rebranded as Robi and the company came to be known as Robi Axiata Limited. On
the other hand, ACI was established as the subsidiary of Imperial Chemical Industries (ICI) in the then
East Pakistan in 1968. After independence the company has been incorporated in Bangladesh on the 24th
of January 1973 as ICI Bangladesh Manufacturers Limited as a Public Limited Company. This
Company obtained listing with Dhaka Stock Exchange on 28 December, 1976 and its first trading of
shares took place on 9 March, 1994. Later on 5 May, 1992, ICI plc divested 70% of its shareholding to
local management. Subsequently the company was registered in the name of Advanced Chemical
Industries Limited. Listing with Chittagong Stock Exchange was made on 22 October 1995.
Both of the companies have strict rules and regulations regarding HR policy with special guideline for
hiring, firing and fringe benefits. Although these companies tend to be aligned with Bangladesh Labor
Code 2006, there are certain loopholes in these policies.
Robi Axiata Limited
Robi Axiata Limited is one of the leading mobile operator of Bangladesh. It has experienced tremendous
growth of revenues. All of these have become possible due to hard work of its employees. Robi
Employees hold themselves accountable to the following overarching guiding Principles for organization:
1. Being respectful towards everyone.
2. Being trustworthy by action. Being passionate and creative in all we do.
3. Keeping things simple in the way we do things.
4. Being ethical and transparent.
5. Demonstrating individual and collective ownership.
6. Practicing an open culture in communication and interaction.
Robi Guiding Principles
Maintaining the highest ethical standards and integrity in its operations is a crucial factor at Robi.
Therefore it has introduced its Guiding Principles that it expects its employees to embed in their minds
and uphold in discharging their responsibilities. Code of Business Ethics safeguards its ethical standards
by clearly defining way of working. With such systems in place it ensures that it does business with a
conscience and safeguards its employees from exploitation. Robi expects its employees to exemplify the
guiding principles in their work and regulate their actions by the stipulations in the Code of Conduct.
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Robi employees must abide the following code of conduct:
Conduct the Companys business with honesty and integrity and in a professional manner.
Build relationships with customers, vendors and fellow employees based on trust and treat every
individual with respect and dignity.
Become familiar with and comply with the Company policies and procedures.
Avoid any activities that could involve or lead to involvement in any unlawful practice or any harm to
the Companys reputation or image.
Avoid actual or potential conflicts of interests in all transactions.
Provide accurate and reliable information in records submitted; safeguard the Companys confidential
information.
Promptly report to the Company any violations of law or Company policies that come to the employees
attention, and cooperate fully in any audit, enquiry, review or investigation by the company.
Employment Policy
The objective of the Employment policy is to ensure that people with the right talent, skills, knowledge
and values are recruited using quality selection tools and procedures guided by the HR Division of RobiAxiata Limited. Effective Resourcing shall ensure the competency and high quality performance of the
whole organization.
Robi Axiata Limited Employment Policy does not allow any favor or preferential treatment to anyone. No
one who is below 18 years of age can be hired as an employee for Robi Axiata Limited on regular,
contract or temporary status and Third party. The employment status can be changed from regular to
contract or vice versa depending on the change in policy or management decision under the guidance of
Legal & Compliances department of Robi Axiata Limited.
Scope of the policy
This policy will apply to the Resourcing and selection of employee for Robi Axiata Limited only.
All employees involved at any stage of the Resourcing and selection of employee should be
aware of and adhere to this policy.
All divisions/departments, executive search, consultants or external experts who assist in the
Resourcing process must act in accordance with this policy.
The Resourcing team/ Business Partners are responsible to provide information to the divisions
about this policy prior to their involvement in the Resourcing process.
HR will ensure that proper Resourcing process is being followed for Permanent & Direct
Contract Resourcing or outsourcing as per the policy guided by Human Resources of Robi Axiata
Limited.
Requisition and Approval process
Resourcing and Selection are not simply mechanisms for filling vacancies rather they are viewed as the
key factor for suitable placements. With a view towards placing the right person at the right position, in
Robi Axiata Limited following procedures in Resourcing and Selection will start at the beginning of the
year in accordance with the approved Work Plan and budget provisions. Resourcing will be guided by the
approved Work Plan. If any case divisions decided to change the work plan they need to go through the
approval process and can incorporate the change in the work plan in their respective division after it has
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been approved as per the limits of authority of Robi Axiata Limited. Each Division will submit their
quarterly Resourcing plan to Resourcing for the whole year and on the basis of such requirement
Resourcing Team will prepare the upcoming Resourcing plan of each Division/Department.
Internal Source
To encourage the internal candidates, job vacancies in Robi Axiata Limited will be advertised through
internal notices to all Robi Axiata Limited employees. In the case of internal sourcing HR along with the
concerned Line Manager will identify prospective candidates on the basis of Individual capability
matching with Competency/Role Profile and will conduct appropriate assessments to select the suitable
person. Internal candidates have to compete with the external candidates for the vacant position.
Upon selection re-assignment letter will be issued to the employee after discussing with releasing
manager and accepting manager. Effective date will be decided by the releasing and accepting manager,
but it should not exceed more than 45 days, from the day it has been communicated to line managers.
External Sources
Resourcing from external sources can be through: Robi Career portal - All open positions must be
published at Robi career portal www.robi.com.bd/careerRobi is an equal opportunity employer, based on
the Job requirements any Bangladeshi citizen are eligible to apply for any open position. Bangladeshis
living abroad is also eligible to apply through the system.
Open Sourcing: Robi Axiata Limited can post the open positions among OpCos to fill up the positions.
Other Sources: Depending on the requirements, notice boards of universities, career/ job fairs, University
alumni association and journals may be chosen for attracting applicants against job openings.
Personal Networking: Employees can obtain potential CVs through their own network from different
industry. The resourced CV will be given to HR for further process. Here HR and hiring manger has the
authority to evaluate the CV for final short listing.
Screening of Candidates
Following publication of Job Vacancy, GM- Resourcing or Business Partners nominated by VP, HR
Operations will scrutinize the applications; make a shortlist based on the agreed sorting criteria and
businesses competencies. Hiring Managers would also be given access to system for sorting the CVs
based on agreed sorting and business competencies criteria. Further to initial short listing Resourcing
Team and Hiring Managers will finalize the final short listing jointly and Business Partners will then call
the candidates for assessment/Interview. Any candidate unable to attend the interview for emergency /
unavoidable reason, a new time will be proposed with the consent of hiring manger.
While screening the following criteria will be followed:
For any level position the criteria for selection will be determined by the relevant job role and
required business competencies which is agreed between hiring manger and HR business
partners/ HR Representative.
For fresh graduate candidate, he/she must have at least 2nd class/ CGPA 3 and above in all
academic level.
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For experienced candidates CGPA/ divisions will not be determinant factor. Experiences in the
relevant area, past career, industry track record professional reference can be determinant factors
in such case.
Ex- employees who have left the organization more than 1 year can be short listed if found
relevant for the role. In this case last supervisors reference and personal file information of Robi
would be determinant factor.
For internal candidates to be sorted for higher positions opening minimum 18 months service is
required from his vertical movement.
Robi Axiata does not encourage spouse of any employee apply in the same division/ department.
Assessment center
Robi assessment center comprises with two folded evaluation process:
1. Case analysis and presentation
2. Competence based interview
Case Analysis/ presentation
Case will be given as per the Job relevance and evaluation will be done as per the Robi assessor guide
book.
Competency Based Interview
During the Competency based interview process assessors will judge candidate based on Robi Axiata
competency framework. A panel will be formed for interview process which will include assessors like
hiring manger, representative from HR and other cross functional assessors. The panel will decide
relevant competencies for the evaluation of the position. After the interview the panel will conduct the
calibration process and will finalize the selection. The whole assessment will be done in paperless
automated system by panel members which will be send to HR after the interview through email.
Written Test
In case of written test, HR and the concerned Line Manager will shortlist candidates who are to be called
to appear for the written test. Written test is applicable for all entry level (less than 2 years of
experiences). The test will assess the candidates aptitude and functional competencies. If required
division can take additional test to review the job knowledge along with the written test conducted by HR.
Compilation of both tests should be evaluated by the GM- Resourcing and business partners under the
supervision of VP- HR operations. The whole assessment will be done in paperless automated system by
panel members which will be sent to HR after the interview through email.
Final Selection
Once the incumbent is selected finally, Resourcing Approval document will be signed by respective
hiring authority HR will initiate the financial offer negotiation based on their current salary & Benefit
package and will start the appointment formalities. For internal candidates salary will be fixed based on
salary and compensation policy. The selected candidate must undergo a medical checkup and subject to
satisfactory medical report formal appointment letter will be issued. For any unusual medical report,
candidate will conduct additional test at his or her own cost and submit the report to HR. Robi HR is
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committed to the health and safety of its employees. No compromise will be given if found potential
health threat for any contamination. Business Partners will initiate Robi Start Process for New Joiners
upon accepting the offer letter by the selected employee by ensuring work space, laptop, and email
address for day one readiness.
Joining
HR will initiate the joining process upon the confirmation from candidate. 1st and 15th day of the month
will be allocated for all joining process. In case of non working day or any unavoidable circumstances, if
it is not possible to initiate the joining on these 2 days then the subsequent working days will be allocated
for joining. On special cases where business urgency is high HR can also initiate the joining at any other
alternative day of that month. The selected candidate must present
1. Release letter from last organization on the day of joining.
2. Certified Photocopy of all Educational certificates.
Salary & Benefits
Salary and benefits will be fixed based on competency and person equity ratio, experiences, professionaltrack record, additional qualification, range for the band based on the market survey. GM Resourcing
should work with GM, compensation and benefit to check the internal parity along with the other factors
while deciding the salary.
Resourcing of Contractual, Consultant & Others
This policy governs the appointment of individuals on Contract basis and through Third Party service
providers. Prior to process the employment on the above category, Head of the Division/ Department
concerned must obtain approval from CHRO and MD. The service/ requisition must contain the job
specification with justification of the need along with the period.
If a division decides to engage a consultant from outside Bangladesh for any project or particular role
they need to check the regulatory guidelines in consultation with Resourcing, Legal and Admin. For all
individual contracts, HR & Contract Management (SCM) will be responsible for finalizing the agreement
with the consent from division head. All individual consultant agreement should be for a short term
preferably six months with a maximum extension of another three months and not exceeding a total of
nine months. Contract Management team will be involved while business decides to engage consultancy
service through a company or individual contract agreement.
Contract Appointment
Jobs which are temporary in nature and is likely to be for a limited period or need is for a long term but
cannot be hired on a permanent basis due to restriction of the specific project for being temporary innature. The period of appointment will be of 3 (three) months to maximum 3 (three) years. Appointment
of RAX top management (CXO) under contract will be decided by the RAX board and guided and
governed by the RAX Board and group HR, based on the recommendation of RAX CEO and Managing
Director.
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Terms & Conditions
A contract appointment should be for a fixed period and will become void automatically on the end date
unless the contract is shortened or extended in writing prior to the expiration date. Person appointed on
contract may be terminated during the tenure at the discretion of the employing department with reasons
(performance/ redundancy) or without assigning any cause. A termination clause (with notice period/pay
in lieu of) must be incorporated in the contract.
Part-Time Employment
Jobs that are totally part-time in nature and are required for a short period (maximum of 89 days) to cater
the additional influx of work or emergency exigencies or filling up a permanent position that is
temporarily vacant. Terms and duration can be changed based on the local labor law at any point of time.
Part-time appointment should be for a fixed period or until the completion of the special job/project and
cannot be for long periods. Employing divisions/ department must obtain approval form the Division/
Department Head justifying the need, specifying the number of personnel and the required background.Line Manager in concert with HR will process the hiring.
Disciplinary and Compliance
Disciplinary is action taken against an employee who has violated a Company rule or whose performance
has deteriorated to the point where corrective action is needed. The Company has clearly defined rules of
conduct in the Company. These rules are expected to protect individual's rights as well as those of the
groups. It is the responsibility of all employees to maintain rules and regulations of the Company.
However, the line managers should educate their employees and motivate them to maintain orderliness
within the Company.
Complaint is an expression of dissatisfaction with an employee, either orally or in writing, from his/her
supervisor/line manager or colleagues. An employee may have a genuine cause for complaint, although
some complaints may be made as a result of a misunderstanding or an unreasonable expectation from a
service. How a complaint is handled will affect the overall level of employee satisfaction may affect long-
term employee loyalty. It is important for management to have clear procedures for dealing rapidly with
any complaints, to come to a fair conclusion, and to explain the reasons for what may be perceived by the
employee as a negative response.
Purpose of Disciplinary and Compliance
Ensure a congenial atmosphere in the Company
To correct an employees undesirable behavior by proceeding through progressive method of
discipline
Punish the wrong doers
Develop respect for human beings and human relations to create favorable atmosphere
Create feeling of tolerance and mutual cooperation among individuals
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Causes of Disciplinary Actions
Generally disciplinary actions in are taken for two reasons:
1. Violation of administrative rules and regulations of the Company
2. Found guilty of misconduct
Approaches to Disciplinary Actions
RAx follows two possible approaches in connection with disciplining the employees. They are:
a. Progressive discipline
b. Positive discipline
a. Progressive discipline
Progressive discipline starts from minor actions to severe actions depending on the nature of offenses. A
series of disciplinary procedures that starts with a verbal warning and escalates to one or more written
warnings, then a suspension without pay, and finally termination. There are series of management
interventions under this approach. The interventions provide an employee the opportunities and time to
correct undesirable behavior before being separated immediately.
Progressive discipline procedures have the following steps:
1. Verbal warning
2. Cautionary/Advice letter
3. Suspension
4. Written warning
5. Immediate dismissal
b. Positive discipline
Positive discipline is a procedure that encourages employees to monitor their own behaviors and assume
responsibility for the consequences of their actions. Which approach will be followed in a particular case
depends on the situation, degree of misconduct and in such case management decision is the final.
Positive approach can be viewed as a constructive activity. This is designed to encourage the employee to
act in a positive manner on the job. The objectives of such disciplining are two-fold:
1. Retain valuable employee in the Company
2. Change the employee's behavior in the future
Principles of Disciplinary Actions
The following principles will be taken into consideration while undertaking disciplinary action:
A fair hearing when people have been accused of rule violation-when someone has been accused
of having violated an existing rule and regulation, he/she wants an opportunity to have his/her
side heard and to be given fair consideration.
Disciplinary action will be taken in private.
Disciplinary action will be applied by the immediate supervisor/line manager.
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Promptness is important in taking of disciplinary action-If punishment is delayed too long, the
relationship between the penalty and the offensive act becomes hazy. The penalty not only loses
its positive effect on behavior but also seems to stimulate greater resentment.
Consistency in the administration of disciplinary action is highly essential.
An immediate supervisor will not be disciplined in the presence of his/her own subordinate.
After the disciplinary action has been taken, the manager should attempt to assume a normal attitudetowards the employee.
Disciplinary Actions and Complaint Handling Procedures
Any RAx permanent employee, who wishes to complain against any other employee of the company in
regards to the indiciplinary acts or unlawful behavior, he/she has to submit his/her complain to his/her
respective supervisor or line manager.
According to Bangladesh Labor Law, 2006, no order for discharge or dismissal of an employee shall be
made unless-
The allegation against him/her are recorded in writing
He/she is given a copy thereof and not less than 7 days time to explain
He/she is given personal hearing if such a prayer is made and
The employer or the manager approves of such order.
An employee charged for misconduct may be suspended pending enquiry into the charges against him/her
and unless the matter is pending before the Court, the period of such suspension shall not exceed sixty
days.
There are nine sequential stages that are required to explain:
1. Preliminary investigation/verbal warning/cautionary letter
2. Issuance of Charge Sheet/Show Cause
3. Suspension for the purpose of enquiry4. Consideration of the Explanation
5. Enquiry
If the employee denies the charge(s) or the response is not satisfactory or fails to answer to the show-
cause/charge sheet, a formal domestic enquiry shall be held in to the matter before taking decisions in this
regard. The steps listed below should be followed:
a. An enquiry officer/committee shall be formed to investigate the matter in consultation with ER
department.
b. The Line Manager/Supervisor who has issued the Show-cause/ charge sheet will issue the letter for
enquiry asking the accused to appear before the inquiry committee/officer at a particular place, stating the
specific time of appearance with all documentary evidence and witness(es) if any.c. The accused shall be entitled to cross-examine the witnesses against him/her and he/she should be
allowed to present witness(es) in his/her defense.
d. The enquiry officer/committee shall record the statement of the accused and witnesses of both sides
and shall obtain signature of all the witnesses and accused in their respective statements. If the accused
refuses to sign the statement at the time of enquiry, this fact should also be recorded and signed by other
witnesses and the inquiry officer/committee.
e. The enquiry officer/committee shall submit his/its report to the Management/authority with his/its
findings. And Management, having considered the findings on the charges, shall drop the charges or
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award punishment. This letter should contain reference of the charge-sheet, the findings of the enquiry
officer/committee and action taken.
f. If the accused, after being duly informed, absent him-self/her-self from the enquiry without proper
reason or permission, the enquiry shall proceed ex-parte and recorded in the proceedings accordingly.
6. Actual Holding of the Enquiry
This is the most important step of the disciplinary action. The purpose of enquiry will be-
to punish the right person
give the accused an opportunity to defend
to follow the principles of natural justice
to reveal others involved in an offence
to allow and satisfy legal requirements
The essential characteristics of the enquiry board are:
employer or the delegated person will be the enquiry officer/committee member
witness who is related with the offense is disqualified
ability to write
prosecution role to play punishing authority and the enquiry officer should not be the same
who has knowledge of natural justice
Persons will be present in the enquiry
the accused
enquiry officer/committee members, within (and outside-if any)
witness, management side, if any
witness, accused side, if any
The accused can express in writing his/her reservation about the enquiry officer/any of the committee
members. If found reasonable, the authority will change that committee member. The roles of the enquiry
officer/committee members are:
To investigate a complaint or charge To gather facts as much as possible
To verify facts and to ensure that they are facts not rumors
To determine who are the material witnesses for the Company management
To obtain statements from the witnesses of the accused and to check the validity of any facts that
may arise
To study the scene of the incident, if necessary
The enquiry proceedings should be initiated in the following manner-
asking the both sides to produce their witnesses
their statement to be recorded
cross-examine and recording
to ensure signature and date in all pages of the inquiry proceedings by the witness, cross-
examinees, enquiry officer/committee members, and the accused.
7. Submission of Reports
On completion of the enquiry, the enquiry officer/committee members have to submit a written report to
the management with their findings. Every finding has to be supported by reasoning. The enquiry
officer/committee members are engaged in a fact-finding mission only. The report is not binding on the
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punishing authority as per law. The board shall not recommend rather will conclude whether the accused
is guilty of the charges or not, whether the allegation is proved or not proved or partially proved or not.
8. Award of punishment
Depending on the type, effect and gravity of misconduct, indiscipline or inefficiency, in addition to the
dismissal the company may impose any of the following punishment:
a. Removal the employee from his job;
b. Downgrade the employee for a period not exceeding one (01) year;
c. Defer promotion for a period not exceeding one (01) year;
d. Defer increment for a period not exceeding one (01) year;
e. Fine the employee;
f. Suspend without pay for a period not exceeding seven (7) working days;
g. A written warning letter;
9. Communication about the Decision
The management may agree or differ either wholly or partially with the report. The management at this
stage informs the accused about the decision in writing. If the accused is found guilty, he/she may bedismissed, discharged, suspended or given less severe punishment upon approval of Managing
Director/Management. If he/she is not found guilty, he/she will be exonerated from the charges. For the
sake of equity and justice, it is desirable that the board should be open minded, without bias, and should
treat all parties equally and courteously and come to a decision in an objective manner supported by
evidence on record. If the accused is found guilty and management may be award him/her punishment,
following needs to done:
a. A general communication needs to be made to All Robi Staff describing the reason for awarding
punishment for awareness and to prevent its reoccurrence.
b. The name of the employee who has been awarded with punishment should not be mentioned in
the communication.
Appeal Procedure
An employee on whom any form of punishment or penalty has been imposed may file an appeal to the
Chief Executive Officer [CEO] of the company within 14 (fourteen) days from the date of notification of
punishment served to him/her. Such an appeal shall contain all material statement, grounds of appeal and
should not contain any disrespectful or improper language.
Fringe Benefits
Office Hour and Leave Policy
Following are the details regarding office hours:
a) Flexi Hours: The time period during the working day in which employees may choose to
schedule their arrival and departure time :
Arrival time between 8:00 AM to 11:00 AM
Departure time between 4:30 PM to 7:30 PM
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b) Core time is from 11:00 AM to 4:00 PM is the time between which the employees are expected
to remain present at office during working days.
Annual Leave
An employee will be allowed to avail 26 days of annual leave per annum.
Maximum 15 days annual leave will be carried forward to the successes year, if any and excess
for 15 days annual leave as the December 31st will be forfeited.
If the service tenure is less than 1 year on December 31st in a calendar year, proportionate annual
leave shall apply.
When an employee leaves the company he/she will be entitled for payment against accumulated
annual leave he/she credit as of separation date.
Encashment of annual leave shall be accumulated based on his/her basic salary.
Contractual employee will be entitled 13 days leave for each six months contract. No other leave
will be applicable for contractual employees.
If the authority refuses to grant any leave or recall an employee to resume duties under exigencies
of circumstances , such leave refused or not availed, shall be credited on the employees leave
account
Procedure
When applying for Annual Leave, an employee must apply on an Annual Leave Application Form,
through his/her Unit Manager.
Sick Leave
Policy:
14 working days is entitled as Sick Leave at Robi Axiata Limited for all employees.
When applying for Sick Leave, an employee must apply on a prescribed Sick Leave Application
Form, approved through his/her supervisor. Application for Sick Leave for more than 2 (two)
days must be accompanied by a medical report and prescription from his/her attending physician.
In the event of an employee being on Sick Leave for more than a week, his/her Unit Managershould send a weekly written report on his/her condition to HR Business partner until he/she has
returned to duty.
In the case of serious illness, the Unit Head at the unit must maintain regular contact with Head of
HR Operations and Payroll Manager at the HR Department Procedure. When applying for Sick
Leave, an employee must apply on a prescribed Sick Leave Application Form, through his/her
Unit Manager. Application for Sick Leave for more than 3 (three) days must be accompanied by a
medical report and prescription from his/her attending physician.
Maternity Leave
Policy:
A female employee, who is expecting a baby, will be allowed 26 weeks leave, with full pay, during the
pre and post natal period, after confirmation. In 26 weeks of leave 13 weeks will be in Pre-natal and 13
weeks will be in post natal Period. This will be applicable for two cases of child birth and no encashment
of the facility will be allowed.
Procedure:
Female employee will notify HR regarding her Expected Date of Delivery (EDD) after the confirmation
from her physician. HR will send a mail to the respective employee concerning her starting time for
maternity leave in Pre natal period. If the employee is not interested to take leave in Pre natal period, a
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written application should be submitted to HR. In this case Company will not be liable to the employee
for any complication arises during pre natal period. This leave should be authorized by the respective
Line Manager and Head of HR Operations.
Paternity Leave
Policy:
A male employee, whose wife is having a baby, will be allowed 5 working days leave, with pay, before or
after of child birth. Any additional leave required at this time should be taken as part of the annual leave
entitlement. This will be applicable for two cases of child birth and no encashment of the facility will be
allowed.
Procedure:
Employees should complete the relevant leave procedure. This should be authorized by their Line
manager.
Other leaves include Compassionate Leave, Pilgrim Leave, Quarantine Leave
Compensation Management
The Companys compensation policy has the following objectives:
To attract and retain highly talented and experienced people
To pay a salary that is competitive with salaries in other companies similar to Robi Axiata
To provide flexibility and differentiation in terms of being able to reward good performance
To decide on how salary levels are determined and how individual salary progression is to be
linked to performance and achievement of business objectives
Establishing Competitive Salary Levels
In order to meet objective of competitive salary levels, a process is followed to determine:
The external relationship between Robi Axiata jobs and similar jobs in other companies
The internal relationship between Robi Axiata jobs
The salary levels for each group of similar jobs within Robi Axiata (called the salary ranges)
Salary Ranges
Salary surveys and job evaluation will indicate the competitive salary levels that other comparable
companies pay for similar jobs. The competitive salary level will therefore be what is paid for a fully
competent and experienced employee in that role. However, not everyone who occupies a job is
necessarily fully competent or fully qualified immediately. In order to take these differences into account,
and also to recognize difference in performance and contribution, a salary range is established for each
band.
Establishing Salary Ranges
Salary range of Robi Axiata limited is dynamic in nature which will change every year with the change in
market movement. The principles behind the establishing of the salary structure is as follows :
Selection of market anchor based on the market movement and the business performance of Robi
Axiata
Fix the market anchor of a particular band as the median of the salary range of that particular
band
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Spread the range by +/-40% in both side of the median, i.e., 60%-140% range.
The market anchor will be determined by Management Council at the beginning of each year.
Separation and Exit Procedure
If an employee decides to leave, he/she will have to provide notice as per the terms of employment.Failure to submit required notice to the Company will result pro-rata deduction of basic salary.
Resignation from employees part should be submitted to respective Divisional / Departmental Head. Up
on receiving Divisional / Departmental Heads acceptance, the employee will be issued written
confirmation from HR on the separation of services. All separating employees shall complete an Exit
Interview Form. Prior to formal release from the company, an existing employee will have an exit
interview session (if deemed required) conducted by HR. Information collected during the Exit Interview
Process shall be confidential and will not be used in any way to reflect upon the exiting employee. This
information will be retained in a confidential file separate from other personnel records and will only be
used by HR for analysis the cause of turnover for further Management decision.
Associate must close all financial dealings with third party made during employment. Supervisor must
investigate and report to HR if any outstanding lies with the associate before processing final paymentsand formal release. Upon receiving clearance from Finance and other divisions/departments (as
applicable), HR will process the final payment and formal release letter. All separated employees will be
eligible for an employment certificate describing the tenure of services and the main duties he/she was
responsible for. The employee gets usual service benefits and unpaid salary, if any, as per Company
policy at the time of leaving the Company.
Retirement
An employee will retire from Robi Axiata Limited at the age of 58. A letter of retirement must be issued
to every retiring employee at least three months in advance of his/her retirement date.
Handover process
Supervisor shall complete the handover process and confirm the following (as applicable).
Employee will list down the status of all assigned jobs and projects.
He will copy all the soft files in a CD and handover to Supervisor.
He will return all the belongings of the Company with him, i.e. ID card, Handset, SIM card,
Charger, Keys of office, lockers, vehicle, pen-drive and other computer accessories.
All company documents (electronic or paper format)
Computer access authorization codes
Corporate credit card
Financial information/outstanding Any other company property
Employees will hand over all the documents and equipments in writing. Both the employees (who
is handing over and who is taking the charge) will sign the documents. Each of them will have a
copy of the signed documents.
However, Divisional / Departmental Heads are responsible to ensure the proper handing over process.
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ACI Limited
ACI was established as the subsidiary of Imperial Chemical Industries (ICI) in the then East Pakistan in
1968. After independence the company has been incorporated in Bangladesh on the 24th of January 1973
as ICI Bangladesh Manufacturers Limited as a Public Limited Company. This Company obtained listing
with Dhaka Stock Exchange on 28 December, 1976 and its first trading of shares took place on 9 March,1994. Later on 5 May, 1992, ICI plc divested 70% of its shareholding to local management.
Subsequently the company was registered in the name of Advanced Chemical Industries Limited. Listing
with Chittagong Stock Exchange was made on 22 October 1995.
Advance Chemical Industries (ACI) Limited is one of the leading conglomerates in Bangladesh, with a
multinational image. ACI is a Public Limited Company with a total number of 19,653 shareholders.
Among these, there are three foreign and fifty local institutional shareholders. The company has
diversified into four major businesses. Besides these, the company has a large list of international
associates and partners with various trade and business agreements.
Company Mission
ACIs mission is to enrich the quality of life of people through responsible application of knowledge,
skills and technology. ACI is committed to the pursuit of excellence through world-class products,
innovative processes and empowered employees to provide the highest level of satisfaction to its
customers.
Company Vision
To realize the mission ACI will:
Endeavor to attain a position of leadership in each category of its businesses.
Attain a high level of productivity in all its operations through effective and efficient use of
resources, adoption of appropriate technology and alignment with our core competencies.
Develop its employees by encouraging empowerment and rewarding innovation. Promote an environment for learning and personal growth of its employees.
Provide products and services of high and consistent quality, ensuring value for money to its
customers.
Encourage and assist in the qualitative improvement of the services of its suppliers and
distributors.
Establish harmonious relationship with the community and promote greater environmental
responsibility within its sphere of influence.
Values Quality
Customer Focus
Fairness
Transparency
Continuous Improvement
Innovation
Strengths of ACI:
ACI Limited is the first company in Bangladesh to have attained the ISO 9001 certification for
Quality Management System and ISO 14001 for Environmental Management System.
ACI has endorsed the Principles of Global Compact
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ACI Limited is a Founding Member of the Community of Global Growth Companies
ACI stands besides the people of Bangladesh whenever there are disasters or natural calamities.
ACI has a distribution network which is supported by nineteen depots all over the country located
and connected with WAN.
ACI has the largest international association with world renowned companies.
ACI gives both on-the-job and off-the-job training to its human resources and tries to bring out
the potential of the individual to meet his/her personal objective in meeting companys goal.
ACI has the right environment for individual growth and development and maintains adaptive HR
Policies.
ACI has been recognized as the practitioner and promoter of socially responsible business
behavior.
ACI has successfully maintained multi-national work ethics and customer focus.
Value of People in ACI
Our vision is to contribute to the personal development of employees to their full potential. We encourage
our employees to acquire new skills and enhance their career. We expect all employees to avail this
opportunity. ACI is an equal opportunity company. We do not distinguish between gender, race, religionsor personal belief. We want our employees to be happy at work as well as at house and lead a fruitful
fulfilling life. We want you to enjoy your work. Only your sincere efforts can make a difference in our
performance in the face of competition and in keeping our customers satisfied. We want you to follow our
values and work ethics. We wish you a happy and prosperous career.
HR policy
This policy meant to be used by the managers or supervisors but it belongs to all employees in ACI
Limited. This manual covers the guidelines for all management staffs and probationers regarding their
recruitment and selection procedures and service conditions. For unionized employees this manual will
cover only the guidelines of recruitment and their service rules will be governed by their unionagreement. For contractual employees the guidelines of recruitment and service conditions/rules will be
governed by their contractual agreement.
Policy for Change
Any department or functional head can propose change in this manual in writing and forward to the
Human Resource Department. The Human Resource Department will review the proposal and forward
that proposal to the Managing Director along with the review. The Managing Director is the final
authority to approve any changes in this manual. Under normal circumstances, Human Resource
Department will review this manual every two years and propose changes if required to the Managing
Director.
The HR policies share the progressive character of the company, providing foundation for a mutually
supportive environment distinguished by equal opportunity and sound business practices and it is
necessary to change these policies from time to time to reflect changes in the workforce, employment
trends, economic conditions and legislation. However, any changes in policy will be consistent with the
organizations approach to:
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- Employ talented individuals whose creativity and imagination will support and contribute to
achieve the organizations mission
- Communicate organizations standards and expectations
- Value diversity
- Assure equal employment opportunity and a workplace where relationships are based on mutual
respect
- Treat all the employees in a professional, non-discriminatory manner
- Provide safe, effective working conditions and accommodations, and
- Provide competitive salaries and benefits
Denitions
a) Permanent Employee: Those who are employed against any permanent position; completed their
probationary period successfully and governed by the organizations management staff standard service
rules.
b) Probationary Employee: Those who are employed against any permanent position and have not yetcompleted their probationary period.
c) Contractual Employee: Those who are employed for a specified time period; governed by the
contractual agreement with the specific individual and renewal of the contract is based on the future
review and need for the job.
d) Casual Employee: Those who are employed against such jobs which are casual in nature.
e) Unionized Employee: Those who are employed in a non managerial permanent position and the service
conditions are governed by the union agreement.
Recruitment and Selection Policy
Manpower Approval Processa) Managing Director will be the sole authority to approve manpower for any business or
function.
b) Whenever a position becomes vacant the department head should examine to see if the work
can be redistributed amongst the remaining staff or if the job is at all relevant in the
prevailing circumstances. Organizational efficiency can be achieved and manpower
productivity can be improved through such critical analysis of the job and exploration of the
possibility of not replacing the departing incumbent.
c) If there is a necessity to recruit & select for any position which does not have any priorapproval, the concerned department head will fill up the Staff Engagement Proposal Form
and forward the same to the Human Resource Department. The Human Resource Department
will evaluate the proposal and forward it to the Managing Director with comments if any.
d) Staff Engagement Proposal Form is to be filled up & forwarded for the approval of Managing
Director only when the requirement exceeds the sanctioned strength. For replacement &
selection for a position within the sanctioned strength limit; the Staff Engagement Proposal
Form filling process is not necessary.
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e) Before forwarding any proposal or recommendation to Managing Director, Human Resource
Department should ensure that the Job Description and Person Specification are there with
the proposal.
f) Department Head will be responsible for preparing the Job Description and Person
Specification while Human Resource Department should give support to the Department
Head, if required.
g) After receiving the approval from the Managing Director, Human Resource Department will
keep the original Staff Engagement Proposal Form and send a copy to the respective
Department Head.
h) Only after receiving the approval from Managing Director the Human Resource Department
can proceed for recruitment.
i) There will be an exception for Staff Engagement Proposal in case of the entry level field
force and distribution contractual. In this case the concerned Department Head will take
approval from the Managing Director in the specified Staff Engagement Proposal Form by
31stDecember every year which will be valid for next one year. During this period any
replacement will not need the approval from the Managing Director. But for increasing the
manpower beyond the sanctioned limit, the concerned Department Head must take approval
from the Managing Director.
Recruitment Methods & Responsiility
Recruitment method will refer to the process of discovering potential job candidates. Standard
recruitment process will follow the guidelines given below:
a) After receiving the approval from the Managing Director the Human Resource Department will
start recruitment as per the preferred method recommended in the Staff Engagement Proposal
Form.
b) Human Resource Department can select one or multiple suitable methods of recruitment in
consultation with the respective Department Head.c) HR Department should always maintain a CV Bank in a suitable filing system so that they can be
sorted out as and when required before going for costly recruitment process.
d) HR Department should introduce an online application system in the website of ACI Limited so
that any prospective candidate can apply for a suitable position any time. The HR Department
will check the online applications daily and let the applicants know their application status on a
regular basis.
e) For any recruitment process HR should follow the guidelines given below:
Advertisement Procedure
1. Newspaper Advertisement: HR will make a draft for the newspaper advertisementand finalize
the contents in consultation with the concerned Department Head. After finalization, HR willsend the advertisement to the Creative Communication Department for publication. The
advertisement should be published in such a manner that it ensures the maximum visibility as
well as mass coverage. HR will consider the conciseness and attractiveness of the advertisement.
In case of every vacancy advertisement, copies of the advertisement will he placed on the notice
board.
An advertisement will contain the following items:
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- Company Name & Logo
- Brief about the Business/Company
- Title & Summary of Job
- Required qualification and experience
- Personality attributes
- Attractive and encouraging words for the candidates
- Address to apply
2. Notice Board Circular: A copy of the advertisement should be placed on all the company notice
boards for any recruitment so that the employees are informed about the recruitment process and
can recommend suitable candidates, if any. Needless to state that employee recommendation is a
way to search good candidates but by no means will it carry any significance in the selection
process.
3. Co-opts and Interns: The Department Head can recommend an intern or a pre-selected person for
employment. The intern must be interviewed and evaluated extensively. The pre-selected person
has to be screened in accordance to the established selection procedure. All the documents or
assessment in case of an intern along with a CV should be forwarded to the Managing Directorfor his evaluation and approval. Without written approval from the Managing Director no such
employment can be offered.
4. CV Bank of HR: The Human Resource Department shall all the time maintain a CV bank with
the CVs forwarded to them time to time from different sources, and the retention for a CV should
be at least six months from the date of receiving the CV. Whenever any vacancy arises for a
single or few positions, HR shall first consider these CVs for interview.
5. Using Own Field Force: Sometimes it might be found beneficial to engage field force to collect
CVs from field, especially during a tight recruitment situation. The concerned Department Head
can engage the field force in such activities in consultation with HR Department.
6. Job Rotation or Transfer: In case of surplus employees prevailing within any department the
concerned Department Head can recommend any of them for recruitment against any suitable
position provided that the employee possesses the competency level for that position. The
concerned Department Head will forward the CV of the surplus employee along with proven
competency documents to the HR Department and the HR will arrange interview of the person
with the Department Head where the vacancy arises and if the person is found suitable, HR
should forward those documents to the Managing Director for approval. Also any employee can
apply against any vacancy with a clearance note from the Department Head.
7. Company can also use third party as an agent for Recruitment and Selection if it requires. This
type of recruitment or selection process will be governed by the agreement signed with the thirdparty.
!uideline on "election of "ta#
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The Managing Director will be the sole authority for any selection without any competitive examination.
Otherwise the following procedure should be used for selection of employees:
a) Written Test: Written Test will only be applicable for junior management, unionised and non-
managerial contractual positions. In exceptional cases where specific knowledge and skill areas
are needed to be identified and the interview is not sufficient enough to deal with, written test can
be applied as a selection tool. However, for some reason if it is not omitted through written
circular, written test is mandatory for junior management, unionised and non-managerial
contractual positions. On agreed basis, HR/Function will select the question patterns, venue and
time of examination.
b) IQ Test: IQ Test will be applicable for all junior management and non-managerial contractual
positions. However, for some reason if it is not omitted through written circular, IQ test is
mandatory for junior management and non-managerial contractual positions. HR will be solely
authorized and responsible for selecting the question patterns, venue and time of examination.
c) Interview: Before sitting for the VIVA, the board members must be agreed with the criteria to be
checked according to the Recruitment & Selection Protocol signed by the concerned Department
Head and the Head of HR. The VIVA Board Members will also select questions to be asked with
an objective to check the criteria mentioned in the Recruitment & Selection Protocol before theVIVA. The VIVA Board Members must go through the CV, Person Specification & Job
Description of the relevant position before the VIVA.
Following is the standard interview process for junior management, non-managerial contractual,
unionized employees, mid-level and senior management positions:
i) For junior management, non-managerial contractual and unionized employees,
interview will be conducted in a single phase, but before offering employment, it will
require approval from Head of the Department and Head of HR. The interview board
will consist of a representative from HR and a representative from the concerned
department.
ii) For mid-level management, interview will be conducted in two phases. For the first
phase, interview board will consist of a minimum mid-level executive from HR and a
senior executive from the concerned department. For the final phase, the interview
board will consist of the Head of HR and the Head of Business/Function. But before
offering the final employment offer, the approval from the Managing Director is
mandatory.
iii) For senior-management, interview will be conducted in two phases. For the first
phase, the interview board will consist of the Head of HR and the Head of
Business/Function. The final selection will be made by the Managing Director.
d) Salary Negotiation: The Head of HR will negotiate the salary with the suitable candidate
whenever necessary.
e) Job Offer: The Head of HR will offer the job to the selected candidate after the final approval isobtained.
f) Signing Authority: Head of HR will be sole signing authority for any employment letter up to
management grade MIX, non-management and all contractual employees if not any other person
is authorized in writing for special reason. The Managing Director will be the sole authority to
sign any employment letter for management grade MX and above.
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Pre$employment Chec%list
The following documents should be obtained from the candidate prior to offering the employment letter
and designated person from Human Resource Department will be responsible for collecting the
documents:
- Application for Employment
- Medical Declaration Form
- Copy of last educational and where applicable, professional certificates
- One copy of passport size photograph
- Curriculum Vitae
- Interview rating form/or papers
Firing (Disciplinary) Procedure
The following are the steps to be considered for disciplinary action for a company staff:
1. Considering weightage of any allegation, the respective department head will decide to refer the
case to HR Department for necessary suggestion(s).2. HR Department will undertake preliminary investigation and made necessary suggestion(s) for
further step(s).
3. On agreed decision (between HR Department and Respective Department) for disciplinary action,
HR Department will initiate and issue letter of charge sheet to the accused. Charge sheet will be
framed in the prescribed format (enclosed).
4. An investigation committee will be constituted by HR Department in consultation with the
Managing Director and MD/Head of Business will appoint Investigation Officer, Committee
Member(s) in writing through prescribed format (enclosed).
5. The Committee Chairman/Investigation Officer will issue a notice of investigation to the
chargesheeted person directed to appear before the committee as per date, place and time.
6. The Committee Chairman/Investigation Officer will conduct the investigation and submit thereport to the MD/ Head of Business with appraisal of evidence within 7 (seven) days after
completion of the investigation. Report will be prepared in the prescribed format (enclosed). HR
Department will nominate a staff as an Interpreter (if required) for investigation purpose.
7. Based on the investigation report the Managing Director will take necessary decision.
8. Investigation report, recommendation and verdict will be maintained in individuals personal
record file.
9. If the chargesheeted person is not found guilty, HR Department will issue a letter of
communication to the accused.
Employee Benefits
Gratuity Scheme
An employee shall be eligible for gratuity on leaving the company after continuous and confirmed
service according to the following terms and conditions:
i. Termination on account of superannuation, ill-health, physical or mental incapacity, redundancy or
termination simpliciter:
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- Before completion of 12 (twelve) years service: months basic salary for each competed year of
service.
- On completion of 12 (twelve) years of service; 1 months basic salary for each completed year of
service.
- On completion of 16 (sixteen) years of service; 2 months basic salary for each completed year of
service.
ii. Voluntary resignation :
- Before completion of 8 (eight) years of service, no gratuity is payable.
- On completion of 8 (eight) years of service and having not completed 12 years service,
months basic salary for each completed year of service.
- On completion of 12 (twelve) years of service; 1 months basic salary for each completed year of
service.
-On completion of 16 (sixteen) years of service; 2 months basic salary for each completed year ofservice.
iii. In the event of death or total disablement gratuity will be paid at the rate of two months basic salary
for each completed year of service. In case of death, the gratuity shall be paid to the legal heir/heirs.
*The term basic salary, as used, means basic salary last drawn by the employee at the time of separation
from the Companys employment. This is effective from August 1, 1996.
Provident und
All conditions with regard to Provident Fund shall be regulated as per the Rules of the Fund.
Medical Allowance
Medical Rules for All Permanent Management Staff
1. In case of hospitalisation of the staff, spouse or any dependant child, in any recognised hospital or
clinic, the Company will reimburse 50% of the hospitalisation charges, which will include
bed/cabin rent, doctors fees and laboratory tests & medicine required during the period of
hospitalisation. All other charges will be borne by the staff.
2. In case of surgery, the Company will reimburse 75% of the total operation charges comprising of
surgeons fee, anaesthetists fee & O.T. charges and cost of medicine related to the surgery.
3. Prior approval from the Head of the Business is necessary before hospitalisation or surgery. Thename of the patient and the name of the hospital/clinic need to be stated while taking the
approval.
4. Department Heads will approve advance against surgery for staff on a case-to-case basis.
5. Expenses for Delivery under Caesarean Section will be reimbursed as per clause 2.
Reimbursement of more than two children will not be allowed.
6. These rules will be subject to modification from time to time at the discretion of the Company.
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estival 'onus
The company started payment of Festival Bonus to the Management Staff from the year 2000.There will
be disbursement of an amount equal to one months Basic Salary of the employee on two designated
festivals. Management Staffs those are in the permanent employment of the Company on the date of the
festival will be eligible for the Festival Bonus. The major festivals recognized are the following:
1. Eid-ul-Fitr
2. Eid-ul-Azha
3. Durga Puja
4. Christmas
5. Buddha Purnima
Festival Bonus will be disbursed in cash and will be paid two weeks prior to the festival date.
Performance Appraisal
The Performance Appraisal Rating will determine the quantum of Performance Bonus the Appraisee will
get and the level of Annual Increment of basic salary that will be applicable at the time of salary review inthe following July. Except in case of retirement, performance Appraisal Bonus will not be paid to any
employee whose departure from Company employment is known at the time of payment of the Bonus.
Even when the appraisal process has been initiated, it will not precede with whenever the departure is
known to be taking place.
(elephone at Residence and Moile phone Policy
Normally the Company would apply for telephone at the residence of the eligible Management Staff, but
in case an employee has a personal telephone, the Company may, at its discretion accept that telephone
for the purpose of this facility. Line rent and other charges which are not proportional to number of calls,
will be borne by the Company. In order to facilitate internal and external communication and to co-
ordinate activities efficiently certain groups of staff are being provided with GP-GP National post paidand Pre-Paid mobile connections.
"cholarship "cheme
The name of the scheme shall be ACI Scholarship Scheme for Employees Children
Management of the "cheme
The Scheme will be run by the Company and can be withdrawn or altered at any time by the Company.
Eligibility
a)All permanent employees in Non-Management Grade and up to Management Grade M-IV will be
eligible to apply for scholarship for his/her child.
b) 30 School Scholarships shall be available for the School-going wards from Class VI-X for one
year. 20 College Scholarships will be available for college-going wards.
c)The minimum marks required for the School Scholarship is 60% and for College Scholarship is
55%.
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d) The scholarship will be available to only one child of any employee at once.
Value of the Scholarship
The value of each scholarship will be Tk.1, 800 per annum for School Scholarship and Tk. 3,600 per
annum for College Scholarship. All scholarships to be paid subject to submission of mark sheet of
examination and the originals to be shown to the HR Department.
Period of "cholarship
The period of the scholarships for school & college will be for one academic year beginning during
calendar year. Payment will be made once in a year. Additionally following Scholarships are being
awarded:
i. Children of the employee who are awarded Talent Pool Government Scholarship
(Primary/Junior) will receive Tk. 5,000. Any children qualifying for state award will be paid
Tk. 5,000.ii. Any children obtained first class in graduation level from any Public University will receive
Tk. 5000.
iii. Any children placed in the merit list (SSC/HSC) will be awarded with a Computer.
iv. Any student who is eligible under this scheme and admitted in Government Medical College
will be entitled to receive Tk. 5,000 as one off payment during admission.
AC) *mployees +elfare und
The name of the fund shall be ACI Limited Employees Welfare Fund which shall be maintained by the
Company. All permanent employees of ACI and its subsidiaries will be eligible to become member of the
fund. The Company has the option to change any of the rules as it finds convenient at any time and may
withdraw the fund altogether at its discretion. The Company shall maintain the accounts and every yearended 31 December, a responsible officer (nominated by the head of the Finance Department) shall audit
the fund of the Company. The purpose of the fund is to allow individual members of ACI to have a fund
to be available for them to be used by them for emergency and other purposes.
Rules:
The following rules are applicable from 1 July 2006.
Contribution and its use:
a) Employee may contribute to this fund at their own discretion i.e. from salary/bonus,
awards etc.b) The fund will be retained by the Company for utilization/drawing by the contributing
employee to the full extent of his/her contribution to meet any emergency/family/social
need
c) The retained fund may be available for the Company. For that Company will pay
appropriate return which will be distributed among the participating members in an
appropriate manner.
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Withdrawal
d) Application for withdrawals on the prescribed form shall be made through the
Department Head to the Finance Department where from payment will be arranged.
e) Withdrawals are limited to one each month for any amount up to the balance in the
members credit. A second withdrawal is permitted if the balance in the account is in
excess of Tk. 100,000 when the withdrawal is applied for.
f) If a member wishes to close his Account, he has to request in writing and the entire
balance in his credit will be refunded.
Findings and Analysis
Robi Axiata Limited beliefs, in present competitive and dynamic environment human resource
department are the most valuable department than the others.
They consider their skilled people as asserts for their organization.
Robi Axiata Limited committed to draw the most talented and dynamic professionals from the
available candidates.
Both the internal and external sources of recruitment followed.
Training and development programs of Robi include orientations, and socializations activities to
inform employees about policies and procedures.
Robi tries to develop their employee with future advancement and educate the minimum jobskills.
For job analysis Robi considers several common uses such as- job definition, job re-design,
orientation, socialization, carrier counseling, employee safety, performance appraisal and
compensation.
Robi designs its job in such way, which is the right person at the right place at the right time to
achieve their objectives and goals.
Robi follows the Ranking and the Classification method for evaluating the job.
For evaluating the performance appraisal Robi mostly follows the rating scale method.
Taking constructive steps they are trying to develop the skills of the human resource pool.
Their human resource department (HRD) trusts in team work and respect each other.
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Prolems of ,R policies
1. Forced Resignation
2. No platform for submitting a complain in that case3. Business owners' whimsical way of paying Bonus and Incentive (If at all)
4. No Leave or Different type and Numbers of Leave for Different Organizations
5. No Provident Fund or Gratuity or Insurance in most cases
6. No Regularity and standard policy in promotion and salary increment
Recommendations
In Bangladesh the c!nce"t !# $%& is n!t 'ery !ld( But )ithin last 7 t! 10 years it is )idely "racticed and
n!) ma*imum large c!m"any +ee"s a de"artment !# $uman %es!urce ,anagement( s )e m!'e int!
the ne) ec!n!my&. the #!cus !n "e!"le and +n!)ledge has steadily increased( /!day. c!m"anies #ace
ne) challenges in dealing )ith issues such as the scarcity !# talent. the 'alue !# ideas+n!)ledge and the
changing "re#erences !# the la!r mar+et( !nseuently. success#ul $% strategies are needed m!re than
e'er(
ith the increase in c!m"etiti!n. l!cally !r gl!ally. !rganiati!ns must ec!me m!re ada"tale.
resilient. agile. and cust!mer-#!cused t! succeed( nd )ithin this change in en'ir!nment. the $%
"r!#essi!nal has t! e'!l'e t! ec!me a strategic "artner. an em"l!yee s"!ns!r !r ad'!cate. and a change
ment!r )ithin the !rganiati!n( In !rder t! succeed. $% must e a usiness dri'en #uncti!n )ith a
th!r!ugh understanding !# the !rganiati!n&s ig "icture and e ale t! in#luence +ey decisi!ns and
"!licies( In general. the #!cus !# t!day&s $% ,anager is !n strategic "ers!nnel retenti!n and talentsde'el!"ment( $% "r!#essi!nals )ill e c!aches. c!unsel!rs. ment!rs. andsuccessi!n "lanners t! hel"
m!ti'ate !rganiati!n&s memers and their l!yalty(
ur rec!mmendati!ns are
1( stalishing c!m"uteriing $uman %es!urce In#!rmati!n System :$%IS;
2( ""lying m!ti'ati!nal a""r!ach
3(
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Con