Emp Handbook-converted.docx

Siemens Bangladesh Limited
Employee
.Hand,book

PREFACE
On behalf of Siemens Bangladesh Ltd, we would like to extend a very warm Welcome to our
organization.
Siemens Bangladesh Ltd (SBL) was incorporated in 1956 and over the last 50 years, we have
established ourselves as a premier MNC in Bangladesh.
The Company is a 100°/ wholly-owned subsidiary of Siemens AG. Siemens AG is today one of the
ten largestelectrical & electronic companies in the world. As of 2006,itemploys close to 480,000
staff in more than 190 countries worldwide. The success of SBL hb5 Achieved is due to the loyalty,
dedication and hard work of each and every one under the same umbrella.
Siemens regards it’s employee as mostessential assetand resources inensuring continued success
and development. The growth of Siemens all around the world has provided prom sinp prospects
for all competent and highly motivated employees in a continuous man ner. By providing rich
Human Resources practices and offering of competitive benefit package, Siemens believe in
ensuring a working environment where management and employees put combined effort towards
the prowth of tne company and adhere the new challenges in a diversified environment.
Acknowledgment of sucCess is ensured here to motivate our staff.
Maintaining the global culture SBL is the place to work where a conducive working environmentis
prevailed to Showcase employee’s talents and allows stretching ones abilities to the fullest. Support,
encouragement and leadership you can expect to receive from your Managers in every step.
The purpose of Employee Handbook with sufficient coverage will help our employees to familiarize
themselves with the Company’s expectations, ru Yes & regulations and also provide you with
information on staff benefits. Our policies and benefits program5 are constantly under review and
the Company reserves the right to modify or cancel or add-on any of them and where you will be
informed of such changes. Any information excluded !n the EmD/oyee Handbook dOQ5 DOt IM Iy
your rights to act or your entitlements.
Any suggestions or questions concerning situations not covered in tnis Handbook, employees are
always welcome to seek clarificationfrom the BU/CDhead orCorporate Human ResourcesDivision.
We hope you will enjoy being part of our team and we look forward to a continuous & pleasant
working relatiOnSh!p of mutual benefit. Together, We can make SBL the pre-eminent organization
of Choice to work.
Rudolf Paul Klink
Managing Director & CEO
SBLHR,July, 2007
Bernd Luetken hoener
Executive Director & CFO
Employee Handbook,
Nazara Zehra Rashid
Head of HumanResources
Siemens Ba kg fadesh Limixed

© SBL HR, July, 2007 Employee Handbook, Version 1.0 Siemens Bangladesh Limited
INDEX
PART I. INTRODUCTION
1. INT RODUcTION...............................................................................1
1.1 SCOPE.............................................................................................................1
1.2 APPLICATION.................................................................................................1
2. SIEMENS CORPORATE PRINCIPLE.....................................................1
3. HUMAN RESOURCE MANAGEMENT POLICY. ......................................2
PART II. RECRUITMENT SOURCING AND SELECTION
1. RECRUITMENT ................................................................................3
1.1 RECRUITING PROCESS....................................................................................3
1.2 SOURCING......................................................................................................3
1.2.1 INTERNAL SOURCING............................................................................3
1.2.2 ExTERNAL SOURCING...........................................................................3
1.3 SCREENING & SELECTION........................................................................4
1.3.1 SCREENING & SELECTION................................................................4
PART III. EMPLOYMENT TERMS & CONDITIONS
1. EMPLOYMENT.................................................................................5
2. APPOINTMENT &DOCUMENTAtION. .................................................5
2.1 APPOInTMENT...............................................................................................6
2.2 PROBATION...................................................................................................6
2.3 CONFIRMATION.............................................................................................6
3. SBL GRADING & ST RUCTURE ..........................................................6
4. UP-GRADATION ............................................................................. 7
5. TERMINATION of EMPLOYMENT .......................................................8
6. RETIREMENT..................................................................................8
PART IV. COMPENSATION AND BENIFITS
1. SALARy ........................................................................................9
1.1 PAY MENt of SALARY ....................................................................................9
1.2 PAYMEnt FOR LEAving EMPLoyees.............................................................9
1.3 SALARY REVIEW............................................................................................9
1.4 MAINTENANCE of coNFIDentiality...........................................................9
1.5 BONUS PAYMENT..........................................................................................9
1.6 TAXATION.....................................................................................................10
2. BENEFIT.......................................................................................10
1.1 MEDICAL BENEFIT.......................................................................................10
1.2 GROUP LIFE INSURANCE...............................................................................11
1.3 PROVIdent FUND AND GRATUITY.................................................................11
1.4 SALARY ADVANCE.........................................................................................11

1.5 MEDICAL ADVANCE......................................................................................12
1.6 LOAN AGAINST PROVIDENT FUND................................................................12
1.7 MOBILE PHONE............................................................................................12
PART V. GENERAL OFFICE RULES & PRACTICE
1. WORKING HOURS............................................................................13
1.1 CORE HOURS..................................................................................................13
1.2 FLEXI TIME....................................................................................................13
1.3 MEAL BREAK..................................................................................................13
1.4 LATE & UNDER TIME.....................................................................................13
1.5 HOLIDAys......................................................................................................14
1.6 HARTALS. ......................................................................................................14
1.7 ABSENTeeism & TARDINESS.........................................................................14
1.8 REPoRTING ON ABSENCE...............................................................................14
1.9 OFFICE ETIQUETTE.......................................................................................15
1.9.1 TELEPhONE ETIQUETTE.............................................................................15
2. DRESS CODE...................................................................................15
2.1 MALE eMPLOY EE...........................................................................................15
2.2 FeMALE EMPLOYEe.......................................................................................15
3. CHANGE IN PERSONAL PARTICULARS. ...............................................16
4. CONDUCT WARNING........................................................................16
4.1 VERBAL WARNING.........................................................................................16
4.2 WRITTEN WARNING......................................................................................16
4.3 SUSPENSION OR TERMINATION.....................................................................16
4.4 EXA MPLE of ACTION AGAINST COMPANY ’S CODE of CONDUCT ............16
5. BUSINESs CONDUCT GUIDELIne ..................................................... 17
5.1 MAIN TOPICS of BCG..................................................................................17
5.2 DISCIPLINARY CONSEQUENCE FOR CoMPLIANCE VIOLAtION......................17
6. EMPLOYEE CONDUCT IN THE OFFICE................................................18
6.1 FITNESS FOR WORK .......................................................................................18
6.2 HoSPITALITY .................................................................................................18
6.3 CRIMINAL CONVICTIONS ..............................................................................18
6.4 OVERPAYMENTS............................................................................................18
6.5 PERSONAL BELONGIngs. ..............................................................................18
6.6 BEHAVIOR WHICH ABIDES BY THE LAW......................................................18
6.7 RESPONSIBILITY FOR THE IMAGE of SIEMeNS ..........................................19
6.8 MUTUAL RESPECT, HONESTY AND INTEGRITY.............................................19
6.9 MANAGEMENT, RESPONSIBILITy AND SUPERVISION...................................19
6.10 EMPLoyee PRIVACY ....................................................................................19
6.11 PROTECTING SIEMens ASSETS....................................................................20
6.12 PHY SICAL ASSETS........................................................................................20
6.13 LEGAL REMEDIES........................................................................................20
6.14 AvOIDING MISREPRESENTATION................................................................21
6.15 RELATIONSHIPS WITH OTHER ORGANIZATIONS.........................................21

6.16 INFORmATION OWNED BY OTHERS ...........................................................21
6.17 ReFERRAL Fees...........................................................................................21
6.18 BUSINESS CONTACTS WITH CoMPETITors.................................................21
6.19 ASSISTING A COMPETITOR..........................................................................21
6.20 COMPETING AGAINST SIEMENS.................................................................22
6.21 SPEAKing OUT ............................................................................................22
6.22 SOMEONE CLose TO Y OU WORKING IN THE INDUSTRY ............................22
6.23 USING SIEMENS TIME AND AsseTS............................................................22
7. NEPOTISM......................................................................................22
8. COUNSELING..................................................................................23
PART VI. LEAVE MANAGEMENT
1. ANNUAL LEAVE. ....................................................................................................24
2. SICK LEAve............................................................................................................24
3. CASUAL LeAVE......................................................................................................24
4. PAID fesTIVAL HOLIDAY.......................................................................................25
5. COMPENSATORY LEAVE. .......................................................................................25
6. MATERNITY LEAVE. ..............................................................................................25
PART VII. PERFORMANCE MANAGEMENT PROCESS
1. PERFORMANCE ReVIEW. ..................................................................................26
1.1 STAFF DIALOGUE. .................................................................26
1.2 TARGET SETTING..................................................................26
1.2.1 DeFINITION of SMART TARGET. .....................................27
1.3 MONIT ORING...............................................................................27
1.4 ROUND TABLEDIScUSSION............................................................27
1.5 FEEDBACK...................................................................................28
1.6 IMPLEMENTATION.............................................................................................28
1.7 EVALUATION......................................................................................................28
PART VIII. TRAINING & DEVELOPMENT
1.TRAINING NEED ASSESSMENT. ...........................................................................30
2. TRAININGPLAN..............................................................................30
3. TRAININGBUDGET..........................................................................30
4. COST ALLOCATION ..........................................................................30
5. TYPESofT RAINING.........................................................................31
6. TRAINING EVALUATION. .....................................................................................31
7.BUSINESS RELATED EVENTS...............................................................................31

PART IX. GREIVANCE PROCEDURE
1. GRIEVANce MANAGeMENT .................................................................................32
1.1 INFORMAL GRIEVANCE. .................................................................................32
1.2 FORMAL GRIEVANCE. ....................................................................................33
PART X. DISCIPLINARY ACTION
1. ACTION PROCEDURe of DISCIplinary ACTION. ....................................34
PARt XI EXPATRIATe MANAGEMENT
1. WORKPeRMIT................................................................................38
2. VISAEXT ENSION. ...........................................................................38
3. ADAPTINGTOA NewCULTURe.........................................................39
4. GENERAL SECURITY.............................................................................................39
PARt XII HR SERVICES
1. FOREIGNTRAVEL............................................................................40
1.1 VISA FoRWARDINGLETTER...........................................................................40
1.2 FOREIGN TRAVEL BILL SETTLEMENT...........................................................40
2. LOCALTRAVEL...............................................................................40
3. HR RELATIONSHIP..............................................................................................40

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Part I
INTRODUCTION
1. Introduction
The employee hand book is intended to be useful, easily accessed reference that defines the
details policies and guidelines of SBL employees. It also covers the duties & responsibilities of
every employee of Siemens Bangladesh Limited.
1.1 Scope
The Company is defined as Siemens Limited and its subsidiary, associated, or affiliated companies.
The Employee is defined as an Employee on local permanent employment both Management and
Non Management staff employed in Siemens Bangladesh Limited.
Location & Workplace
The following are the company’s main location & workplace in Bangladesh:
Head Office ZN Tower (Siemens House)
Gulshan Avenue, Road-8
Plot-2, Gulshan 1, Dhaka-1212
Bangladesh
Factory Office CS Plot-1149-1151, Vogra,
NationalUniversity,Gazipur, 1704
And all other Siemens Offices.
1.2 Application
The Company reserves the right to make alternations, modifications, additions or deletion to the
Employee Handbook in whole or in part the contents at its discretion at any time. Such changes to
the Employee Handbook shall be announced and be applicable to all Employees accordingly.
The Employment Agreement is regarded as a formal agreement, stipulating the fundamental
terms and conditions of employment and other provisions, between the Company and the
Employee.
Should there be any discrepancies among the Handbook and the Employment Agreement and the
Employment Ordinance, the latter shall take precedence.
2. Siemens Corporate Principles
We have ambitious goals. Our people play the decisive role in the success of the Company, with
their know-how, capabilities, and enthusiasm. The principles of conduct we have set out for
ourselves guide both our thinking and our actions, and apply to each and every one of us. Our
organization and the way we work together – in particular our leadership philosophy – are based
on these principles. Immediate feedback, both positive and negative, helps us put them into

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practice. Our principles unleash the qualities and strengths we need to be successful. We live by
these ideas.
 We strengthen our CUSTOMERS - to keep them competitive
Our success depends on the success of our customers. We provide our customers with our
comprehensive experience and solutions so they can achieve their objectives fast and
effectively.
 We push INNOVATION - to shape the future
Innovation is our lifeblood, around the globe and around the clock. We turn our people's
imagination and best practices into successful technologies and products. Creativity and
experience keep us at the cutting edge.
 We enhance company VALUE - to open up new opportunities
We generate profitable growth to ensure sustainable success. We leverage our balanced
business portfolio, our business excellence and synergies across allsegments and regions. This
makes us a premium investment forour shareholders.
 We empower our PEOPLE - to achieve world-class performance
Our employees are the key to our success. We work together as a global network of
Knowledge and learning. Our corporate culture is defined by diversity, by open dialogue and
mutual respect,and by clear goals and decisive leadership.
 We embrace corporate RESPONSIBILITY - to advance society
Our ideas, technologies and activities help create a better world. We are committed to
universal values, good corporate citizenship and a healthy environment. Integrity guides our
conduct toward our employees, business partners and shareholders.
3. Human Resource Management Policy
Siemens Bangladesh Limited is one of the regional companies of SIEMENS AG where the
employees are diverse in aspect of their religious belief, nationality, race & gender. To ensure the
equal opportunity policy, the company is committed to treat every employee with respect, fair
judgment and assess with theirperformance & capabilities.
The SBL human Resource practices determine to ensure every employees growth with highest
potentiality by providing a healthy & competitive work environment where the employee gets
opportunity to exceltheir knowledge & skills .It also ensures the appropriate career opportunities
in line with the capabilities & performance through Siemens Performance Management Process.
Our main objective is to prevailan honest & open communication practice in order to retain highly
motivated workforce who are entirely dedicated towards their respective job responsibilities in
order to obtain company objectives.
For Internal Use Only
Employee Handbook
Version July, 2007

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Part II
RECRUITMENt SoURCINg & SELECTION
1. Recruitment
SBL Recruitment policy is a guideline to fillthe manpower requirements for both Management and
Non management staff of Siemens Bangladesh Limited. This policy sets a uniform framework of
standards that willsupport the presence of Siemens Bangladesh Limited in the market and help to
structure the internal processes for excellence in recruiting. Siemens Bangladesh Limited
maintains a standard guideline from sourcing candidates through intergrading new hires. The
recruiting policy applies to the HR Department and all managers involved in recruiting process
within Siemens Bangladesh Limited. The policy focuses on the recruitment of qualified and best
talented employees in the existing market .
1.1 Recruiting Process:
Respective DivisionDepartment should obtain Employee Requisition Form from the Human
Resources Department. The Form should be duly filled and signed by Divisional/ Departmental
Head and to be sent to the Executive Management for approval. Budget for new employment
position,standard job profile of the new employee should be placed with the ApprovalForm. After
receiving approvals, the form should be placed to Human Resources Department and the process
of recruitment begins.
1.2 Sourcing:
The source of the employment can be through either internal or external placement.
1.2.1 Internal Sourcing:
There may be suitable person for a particular position among the existing staff. The recruitment
advertisement can be placed in the Notice Board or sent through internal emailing from Human
Resources Department for inviting applications. Interested applicant can respond to Human
Resources Department with an updated CV. Company is authorized to recruit through internal
placement considering the suitability and prerequisite to fillup the vacancy. The incumbents will
be selected through interview conducted by the receiving BU/CD Head and Head of Human
Resources.Once the candidate is selected,the present BU/CD Head or concerned Supervisorofthe
candidate will be notified by HR and the transfer willbe implemented upon mutualunderstanding
and agreement of all the concerns.
If a staff is transferred due to internal job vacancy, then this transfer should be done within six
weeks but the receiving department of the employee is not entitled to give any salary increment
or otherbenefits for the next six months.
1.2.2 External Sourcing:
Human Resources Department has acomplementary set ofrecruiting activities to effectively target
the labor market outside the organization.
 News paper Advertisement:
It invites application for the vacant position in the national daily newspapers to fill up the
position. The design of all media complies with the current version of the Corporate
Recruiting Style Guideline by CC&M department of SBL.
 E-Recruitment:
Externalsourcing can also be taken place through E – recruitment. SBL has an agreement with
a renowned jobsite www.bdjobs.com where the requisition for employment is placed.
Interested applicants comply with the stated requirement can submit their updated CV in that
respective jobsite.

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 University Liaison:
SBL has been practicing externalrecruitment sourcing through University Liaison Program with
the local universities for the early attraction and retention of students according to the
University Liaison Guideline.
 Participation in Job Fair:
SBL participates in job fairs, which are arranged by different organizations as a part of a
marketing process. This involves actively searching for, identifying and approaching
candidates in labor market.
 Online Advertisement:
SBL has its home page containing information on jobs and careers on offer. All vacancies are
to be posted there. Besides the national jobs and career pages are linked to the
siemens.com.bd/job
1.3 Screening & Selection:
Siemens Bangladesh Limited follows proper screening & selection procedure based on the defined
criteria concerning all the eligibility for this position.
1.3.1 Screening & Interviewing of the candidates:
Primary sorting of candidates is completed by respective BU/CD & HR comparing the applicant’s
educationalbackground and experience with the required qualification. After the primary sorting
only short listed candidates is called for interview where the Interview will be conducted in two
phases.
Primary interview will be conducted by a team of HR Department Head, concerned Division/
Department Head and Line Manger where the 1st level assessment is accomplished. Interview can
be written or verbal or both depending on the nature of position.
Final interview willbe conducted by a team of concerned Divisional / Departmental Head and HR
Head.
Presence of Executive Management in final interview is observed subject to the position and
requirement.

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Part III
EMPLOYMENt TeRMs & CONDITIONS
1. Employment
Employment terms & condition is determined in line with employee classification of employment
status. Employees are defined as persons employed by the company with employment contract to
any position and duties assigned.SBLclassifies employee’s employment status as follows:
Permanent Employment Employee under permanent employment status who has
completed successful probation period under the stipulated
terms & conditions stated in employment contract.
Non Permanent/Probationary Probationary employees are employees whom the company
has employed under the provision of permanent
employment position but regard as non permanent until
he/she successfully co mpletes a certain trial period under
stipulated terms & condition stated in employment contract
relevant benefits will only be applicable after the successful
completion of thistenure.
Contractual Contractual employee is employed for a fixed tenure
assigned with as special task. Employee under contractual
employment is not eligible to receive any benefit like any
other permanent staff of SBL. The remuneration of
contractualemployee is negotiated based on the educational
background and previous job experience.
Trainee Trainee is employed for a stipulated tenure and do not
eligible to hold permanent employment status. Fresh
graduates or with no experience can be employed as trainee.
Internee Students from renowned educational institutes are given
opportunity to complete a stipulated internship period with
SBL where the interne needs to submit a report based on a
given topic align with work experience assigned by the
university. A fixed amount is offered to the intern as per the
company practice. Company business confidentiality should
strictly be maintained while making of such report.
Concerned manager is hold responsible for such compliance.
A copy of the internship report has to be submitted to the
respective Div/Dept as future reference.
2. Appointment & Documentation
The recruitment and selection of employees are carried out mainly on the basis of qualification,
merit and fitness. Progress within the company will depend very much on employee’s ability,
dedication and loyalty towards the company. Company reserves the right to practice to promote
its own staff to higher positions whenever possible. The company may transfer the employee
within the organization as and when the need arises.

2.1 Appointment
Employment of an employee is being confirmed through proper documentation of an
appointment letter where the name of the employee with permanent address, date of
commencing, his/her job title, position level and starting salary package is clearly defined.
Appointment letter is treated as legal authentication of an employee’s employment status with
SBL.
At the time of joining, the candidate must submit attested copies of all of his/ her academic,
experience certificates and clearance certificate from his/ her previous organization(s) to HR which
are to be documented in his/ her personal file after proper verification. The attestation must be
done by First class gazetted government officer. After being appointed an employee receives an
orientation conducted by HR where a short briefing session is arranged on employee’s benefits
and company’s policies. The same time the employee has to give some specific personal
information by filling up a form for the record purpose of HR Department.
2.2 Probation
To ensure the staff selected for the position is capable for the job function, all newly appointed
staff has to serve an initial probationary period as specified in the Letter of Appointment. During
probation period employee become acquainted with work, colleagues and company facilities.
During probation period, superiors will evaluate performance, ability and reliability to determine
whetherthis person can make a successfulcareer with the company in future.
If the company is not satisfied with an employee's performance, the company may at its discretion,
extend the probation by another period not exceeding the duration of the previous period.
Employee is informed in written ofthis extension before the expiry ofthe initial probation.
2.3 Confirmation
Before the end of probation period, the concerned department or division head shall decide
whether the employee should be confirmed in his/her job with the company. Confirmation is
subject to the employee’s positive performance during the probation tenure. Upon successful
completion of probation period, an employee is being notified in writing of his/her confirmation of
the employment in the company. After the confirmation the employee shallbe entitled to receive
all relevant benefits according to the status of his/her employment. Employee is also given with PR
(Payroll) number at the time of confirmation.
After confirmation employee needs to sign employee deed and Business Conduct Guideline. HR
willdo the needfulin cooperation with the Employee to include himself/ herself in SBL Group life
insurance coverage.
3. SBL Grading & Structure
SBLgradingstructure is beingdistinct on the basis ofemployee’s responsibilities, job specification,
job requirements etc. It is a significant element to formalize employee’s designation as well as
compensations & benefits during appointment and promotion.
© SBL HR,July, 2007 Employee Handbook, Version 1.0 SiemensBangladesh Limited
6

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The table depicts the grading structure & designation as follows:
Title according to functions:
Function Title
Executive Management Managing Director & CEO
Executive Director & CFO
Division Head M-IV-Director
M-III General Manager
Corporate Department Head M-III-Upward AdditionalGeneral Manager (AGM)
MI-MII-Deputy General Manager (DGM)
Business Administrator M-III upward-AdditionalGeneral Manager (AGM)
M-I to M-II- Deputy General Manager (DGM)
Medical Services Head of Medical Services
Finance & Accounts Head of Finance & Accounts
Title according to position level:
Position Grade Title
M-III Assistant General Manager
M-II Senior Manager
M-I Manager
E-I Deputy Manager
E-II Senior Executive
E-III Executive
E-IV Front Desk Executive /Personal Executive /Secretary/Technical
Officer
4. Up-gradation
The employees are subject to remain in one grade minimum for 2 to 3 years to be considered for
up gradation. However,any deviation to this depends on the discretion ofthe Management.
5. Termination of Employment
Either employee or the company may give notice of intention to terminate the contract of service
in accordance with Letter of Employment. The notice period of termination and the termination
benefit is defined accordance with employment status and current company practice.

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At the time of separation, employee shall return all the information related to Siemens entire
maintained in written & electronic forms and all company properties kept in his/her possession to
the Department /Division on his last working days. Final financial settlement of that employee is
due subject to the clearance & release order provided by respective Division/Department.
6. Retirement
The employees shall retire from the services of the company on attaining the age of 58 (fifty
eight) years. The date of birth as recorded with the Company at the time of appointment shall
form the basis for determining the age of the employee concerned.

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Part IV
COMPENSATION & BENIFITS
1. Salary
1.1 Payment of Salary
All employees under SBL payroll receive wages in monthly basis. Employee’s monthly salary is
credit to the personal salary account by 27th of each month. A salary pay slip is being issued and
hand over to the employees after the disbursement of salary in their respective bank account.
1.2 Payment for Leaving Employees
At the time of separation company shall make the final salary payment by cheque at an earliest
possible date.
1.3 Salary Review
In order to reward an employee for his individualcontribution towards his/her job responsibilities
and commendable performance, SBL takes initiatives to conduct periodic salary review ensuring
internal equitability and external competitiveness.
Individualsalary review and salary increment usually takes place once a year after the evaluation
of employee performance through current performance management process. Employee who is
not covered with SBL Performance Management Process is evaluated by the annual appraisal
practice.
1.4 Maintenance of confidentiality
Individualsalary information should be maintained strictly confidential. No employee is allowed to
disclose salary information to anyone including colleague or any other unauthorized person in
improper situations.
1.5 Bonus Payment
Employee under permanent employment status is eligible to receive festival bonus. Apart from
festival bonus, management employees may also be eligible for one kind of performance bonus
which is titled as variable income based on one’s achievement of target agreement. The non-
management employees are entitled to receive year end bonus. The process and ratio of the
bonus for all categories of the employees are given below:
Bonus for M Group of Employees:
20% of that total gross payment will be retained from the monthly gross salary as
variable income which will be paid based on the achievement of target agreement at
the year end.
5% of the total gross payment will be considered as bonus and will also be retained
from the salary. This amount will be disbursed before Eid festivals.

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Bonus for E Group of Employees:
Festival Bonus: Festival bonus amount will be equivalent to two Basic salary which will
be disbursed before two Eid festivals.
Variable Income: Variable Income is one kind of performance bonus which will be paid
as onetime payment based on target agreement at the year end. The amount can be
nil to three times of monthly basic salary based on the performance evaluation.
Bonus for G Group of Employees:
Festival Bonus: Festival bonus amount will be equivalent to two Basic salary which will
be disbursed before Eidfestivals.
Year End Bonus: Year end bonus is equivalent to one basic salary which is to be
disbursed at the end of the year.
1.6 Taxation
Salary certificate is provided to the employee every year and all employees are liable to do their
own tax assessment individually. Tax amount is deducted from the monthly salary in accordance
with country tax regulation. Every employee is responsible for filling his own tax return with
Inland Revenue Department and personally liable for the taxation of theirpersonalincome.
2. Benefit
1.1 Medical Benefit
For all permanent employees, the company provides medical expenses on 100% basis, for the
employee and his/her spouse up to three children according to the rules of the company as
enforced from time to time.
Actual medical benefit is covered for all types of medical treatment except few:
 There is no reimbursement for Cosmetic DentalTreatment.
 The compensation for spectacles is provided up to Tk 1,200 on prescription and bill
replacement of frame. It can be reimbursed once for every 18 months. For lens
reimbursement the Doctor's prescription & bill are required to submit. There will not be any
reimbursement for Contact or Cosmetic Lens.
 The employee needs to get approval from Executive Management for hospitalization. But in
case ofemergency, they can be hospitalized before Executive Management discretion.
 Children under education up to 25 years old or married will not be entitled to medical
reimbursement.
 The employee's wife/ husband who have an independent source of income including medical
benefits oftheir own are excluded from medical reimbursement.
 Fortaking treatment abroad, the employee needs prior approvalfrom Executive Management.
The decision is taken on EM's own discretion.
 The employee receives maternity expenses for normal delivery at actual or Tk 15,000 -
whichever is lower up to 3 children. For cesarean delivery maternity expenses is covered at
actual or Tk 25,000- whicheveris lower up to 3 children.

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1.2 Group Life Insurance
All the permanent employees are covered under the Group Life Insurance coverage according to
the grade level holding by the position. SBL offers a Group Life Insurance to its employees from
American Life Insurance Company. An agreement was signed between SBL and ALICO in 1980.
Since then the policies has been updated with the issuance ofendorsement by ALICOtime to time.
According to the agreement ALICO will provide the amount of Insurance with the rank
of the employees.Therefore, there are some classifications for the amount of insurance.
Classifications Amount of Insurance
Category A – M group Tk 700,000/- Each
Category C – E-I Tk 400,000/- Each
Category D – E-IV to E-II Tk 300,000/- Each
Category E – G-I Tk 250,000/- Each
Category F – G-II to G-IV Tk 200,000/- Each
Category G – G-V Tk 130,000/- Each
For an amount in excess of Tk 700,000/- an employee is required to submit evidence of
insurability satisfactory to the insurance company before such excess becomes effective.
1.3 Provident fund & Gratuity
The Company offers provident fund to the employees from the date of confirmation. The
contribution to the provident fund is 12% from the employee and equal contribution from the
Company. The amount is paid to the employee with an accumulated interest amount at the time
of separation with the company. Employee is eligible to receive this benefit only after the
completion of 5 years service with SBL. Any employee wish to leave before the completion of 5
years service with SBLwillobtain his part of contribution and accumulated interest amount of that
portion.
Allpermanent employees are eligible to receive Gratuity after 5 years of continuous services with
the company and the payment is made during the time of separation as per gratuity fund rules.
Amount of gratuity is being offered subject to the length of services with SBL.
Service year Gratuity Amount
5 yrs to 10 yrs 1 Basic
10 yrs to 15 yrs 1.5 Basic
15 yrs and above 2 Basic
1.4 Salary Advance
Salary Advance is subject to the approval of authority as per signature regulation and can only be
taken on the ground of emergency personalor family requirement. The maximum amount may be
sanctioned which is equivalent to two months gross salary adjustable in maximum four equal
installments from the monthly salary. However the EM may allow more than two months salary or
more installments to any employee at its discretion.

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1.5 Medical Advance
Medical advances are allowed when the employee needs the money in advance for medical
treatment for self or family members. The amount can be determined depending on the nature of
treatment and it should be settled & adjusted with the submitted medicalbill within one month of
the treatment or within three months of the date of loan taken which ever is earlier. For medical
advance approval of the Executive Management along with initial from HR is required.
1.6 Loan against Provident Fund
Loans or withdrawals from the Fund shallnot ordinarily be made but the Trustees of the Provident
Fund shall have, in their absolute discretion, power to permit loans or withdrawals by a Member,
who has been a Member of the Fund for at least three years.
Limit
Employees who have been member of PF fund for three years can apply for loan equivalent to
own contribution and Interest or 3 basic salaries whichever is lower. For some specific reason as
described in the PF Trust Deed, an employee having been member for three years, can take loan
equivalent to his six months’ basic salary or own contribution and interest which ever is lower. The
members of five years, are eligible to take loan from companies contribution and interest which is
also subject to some specific circumstances. For non-refundable withdrawal an employee must
remain as member of the fund for 10 years.
Repayment:
A loan or withdrawal shall be recovered from the second monthly salary after the withdrawal.
Such withdrawals shall be repaid in not more than twenty-four equal monthly installments and
shall bear interest. A member may at his option make repayment in a smaller number of
installments than the number directed.
1.7 Mobile Phone
Company may provide mobile phone to the employee for business purpose to allow him/ her to
better communicate with customers and within the company. However the company reserves the
rights to modify, suspend or withdraw this facility whenever in its sole judgment circumstances so
warrant. The ceiling of mobile phone handset and phone bill have been fixed on the basis of
employee grade, function and job responsibilities. The details on this benefit is available in the
Mobile Phone Policy ofSBL.

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Part V
GENERAl OFFICe RULEs & PRACTICES
1. Working Hours:
The employee shall perform his/her duties during the working hours at the work location in
accordance with employment status. The officialworking hours is 8 hours per day and the official
starting and endinghours will be staggered.
Sunday to Thursday: Starting between 0800 hours to 0900 hours
Ending between 1700 hours to 1800 hours
Lunch Break: One (1) hour (between 1230 hours to 1400 hours)
The Company reserves the right to promulgate and amend staff regulations from time to time,
which willbe required to observe by the employee. The employee may be required to perform his
duties in extensive working hours or other working locations subject to the demand of work
requirement.
Daily attendance and punctuality is the vital element of SBL code of conduct. Company maintains
the attendance through the access ID card, which signify the identity of the SBL employee as well
as the employee’s presence while he/she punches the card entering any of the office entrance
gates. As per present practice the employee should work for 40 hours per week. At the end of
each month the total hour is calculated. For each 8 hours of deficiency one-day annual leave will
be deducted.At the end of the month CIO Department give the report to the HR Department of all
department and division’s employees. Filling up daily attendance sheet kept at the reception is
anothermean of maintaining attendance record.
1.1 Core Hours:
An employee must be present at work during the core hours from 9:00H to 17:00H.
1.2 Flexi-Time:
An employee who is on flexi–time must report for work from 8:00H but no later than 9:00H and
must complete a total of eight (8) hours working time excluding a meal break of one hour.
1.3 Meal Break:
Meal break is officially set between 13:00H to 14:00H.
1.4 Late & Under Time:
1. If an employee reports for work after 9:00H he or she will be considered late and the
corresponding number of minutes from 9:00H will be deducted from the salary of the
employee.
2. If an employee reports for work after 10:00H, he or she must file half-day leave of absence.
3. If an employee reports for work after 10:00H and goes on half day leave in the afternoon,
the half day leave will be considered as a leave for one whole day.
4. If an employee goes on a half day leave in the morning and who reports for work after
14:00H but before 15:00H will be considered on under time. After 15:00H the employee
will be considered on one-day leave.

5. If an employee does not complete the required 8 hours working time, he/she shall be
considered on under time and the corresponding minutes of under time shall be deducted
fromhis/hersalary.Each occurrence ofundertime shallbe considered as atardiness offense
6. Under time of more than two hours but less than four hours will be considered on leave
for one half day.
7. All occasions of tardiness shall be strictly monitored and the provisions of the code of
Conduct and Discipline on attendance will be strictly applied.
1.4 Holiday:
The holidays are being observed in accordance with office circulars as enforced from time to time
as well as the special requirements of the company.
Sl. No. Name of Holidays No. of Days
1 Eid-ul Azha 3 Days
2 Ashura (Muharram) 1 Day
3 Shaheed Day & International Mother Language Day 1 Day
4 Independence Day 1 Day
5 Eid-e-Milad-un-Nabi 1 Day
6 Bangla Naba Barsha 1 Day
7 May Day 1 Day
8 Buddha Purnima 1 Day
9 Janmashtami 1 Day
10 Shab-e-Barat 1 Day
11 Durga Puja (Dashami) 1 Day
12 Shab-e-Quadr 1 Day
13 Eid-ul-Fitr 3 Days
14 National Revolution & Solidarity Day 1 Day
15 Victory Day 1 Day
16 Christmas Day 1 Day
1.6 Hartals:
Certain externalconditions affect employees attendances to some extend like hartal. In the hartal
days employees are not forced to attend the office where the office remains open like usual
official days. If an employee absent in any hartal day, he/she has to take the leave on that day.
1.7 Absenteeism and Tardiness
It is your duty to avoid unnecessary absenteeism and tardiness. You are expected to work on every
workday, except for illness or approved absence. Absenteeism and tardiness make proper work
scheduling difficult and may cause extra hardship on your fellow colleagues, who may have t o
take over your duty. You are required to inform your Supervisor if you are unable to turn up for
work or will be unduly delayed for a long period.
1.8 Reporting on Absence
The CIO Department provides the monthly report of all SBL executive & graded employees to HR
Department. The HR Department checked and adjusts the leave of the individual employees with
the actual leave he/she taken.
© SBL HR,July, 2007 Employee Handbook, Version 1.0 SiemensBangladesh Limited
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1.9 Office Etiquette
All employees are advised to abide by the office norms and decency. Few unexpected behavior
such as gossiping with colleagues or friends & family over phone for long time, absence form work
station for personal reason for long time, setting loud ring tones which may distract and disturbs
others,personalusage ofemail, phone and internet etc.are to be strictly avoided.
1.9.1 Telephone Etiquette
The telephone is as important to the life of most enterprises as air is to human beings. However,
as important as the telephone is, it is only a tool. Like alltools, it must be used correctly if you are
to receive optimum value from your telephone. The way you use this instrument can improve or
hurt your personal and business's image and efficiency. So, please receive your phone call within
two rings and be polite and courteous.
1.10 Abiding by SBL Regulation & Guidelines
All employees must abide by SBL rules, regulation and guidelines. For the easy access and
knowledge sharing, most of the policies and guidelines are placed in the relevant folder of the “I”
drive. For appropriate compliance of signature regulation, all employees must have a clear
understanding and knowledge on updated signature regulation which is also available in ‘I’ drive.
For any further clarification or questions on the different guidelines, employees are advised to
contact with their supervisors, InternalAudit & Organization, Human Resources or other relevant
division/ department. It is to be noted that incompliance to the guideline will lead to the
disciplinary actions and may end up with termination ofhis/ her services with the company.
2. Dress Code
All non-uniformed male and female employee should be attired in smart/decent office wear as
outlined below:
2.1 Male Employee:
 All HOD’s are encouraged to wear short/long sleeve shirts with matching colored ties and
tailored pants.
 All other male employees are also encourage to wear short/ long sleeve shirts with
matching colored ties and tailored pants when attending meetings/ training/ official
functions.
 Employees are also encouraged to wear blazers/ coat (a two orthree piece suit)
 Male employees must wear their hair neat and tidy. Male employees are not encouraged
to wear ear-studs,ear rings or nose rings.
 Shoes must be kept clean and for male employees – it is compulsory to wear socks.
 Male employees with beard are to keep it tidy and neat.
2.2 Female Employee:
 Long/ short sleeved blouse and skirt of decent length and/ or tailored pants.
 Traditional costume such as Shalwar Kameez and Saree are encouraged.
 Visible tattoos are not allowed for both female and male employees.
© SBL HR,July, 2007 Employee Handbook, Version 1.0 Siemens Bangladesh Limited
15

 All employees provided with uniforms must wear their full uniform while on duty in
accordance with their job functions.
 The graded employees have the uniform which is white shirt and navy blue pant.
Any Employee wish to maintain his/her attire from religious point of view keeping the office
decorum in place isencouraged.
3. Change in Personal Particulars
To ensure that all staff personal records with the company are kept up to date, employee are
required to notify the company immediately of any changes in their personalparticulars, such as :
 Marital status and dependant s’ particulars
 Address and contact details
 Educational or professionalqualifications
Employee is also required to furnish relevant documentary evidence,where applicable, in support
of such changes. The company reserves the right to withdraw any contractualbenefits related to
these particulars if false declaration is made. Disciplinary action may also be taken in this respect.
4. Conduct Warning
Any conduct does not comply with office rules & regulation or company code of conduct would
result in conduct warning.
4.1 Verbal Warning
This is usually given by your immediate superior in the presence of the HR Director. The warning is
to draw your attention to the error committed and a distinct warning that it should not be
repeated.
4.2 WrittenWarning
If you persist in repeating the offence, the Company would issue you with a warning letter.
4.3 Suspension or termination
Suspension or termination is depending on the nature and gravity of your offence as well as the
frequency of the behavior.
4.4 Some examples of action against the Company's code of conduct are as follows:
a) Insubordination ordisobeying yoursuperiorby refusing to carry out reasonable instruction.
b) Threatening,intimidating, provoking, assaulting, coercing otheremployees or interfering
with
the work of other employees.
c) Behaving riotously, disorderly or indecently.
d) Willfully slowing down or disputing the work or activities of the Company or influencing
others to do so.
e) Defacing or damaging the Company's property.
f) Involving in theft or fraud of the Company's or otheremployees' money or property.
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g) Possessing orselling drugs or harmful stimulants within the Company's premises.
h) Gambling in the Company's premises.
i) Attempting to defraud theCompany.
j) Any other act which is detrimental to the Company's image or which may disrupt the
peaceful workingenvironment of the Company.
5. Business Conduct Guideline
This basic statement of our Corporate Principles constitutes the foundation of the Business
Conduct Guidelines. Both our strategic considerations and our day-to-day business must always be
based on high ethical and legal standards.
To a substantial degree, our Company's public image is determined by our actions and by the way
each and every one of us presents and conducts himself or herself, and particularly by the respect
we show each other. We all share the responsibility for having our Company meet its corporate
social responsibility worldwide.
The Business Conduct Guidelines are globally binding rules applicable to every employee. They
shall help us meet ethical and legal challenges in our day-to-day work.
5.1 Main Topics ofBCG:
 Basic behavioral requirements
 Treatment of business partners and third parties
 Avoiding Conflicts of Interest
 Handling of company property
 Handling ofinformation
 Environment, safety andhealth
 Complaints and comments
 Implementation and controlling
Any employee who has questions and comments may contact his or her superior or another office
designated for that purpose.
5.2 Disciplinary Consequence for Compliance Violation:
Any employee guilty of a compliance violation will be subject to disciplinary consequences
because of the violation of his/her contractual duties, regardless of the sanctions stipulated by law.
Depending on the severity of the compliance violation and the local legal situation, the following
disciplinary measures are to be used:
• informal warning
• formal warning
• forfeiture of voluntary remuneration elements / stockawards
• forfeiture of variable pay
• transfer to anotherposition
• dismissal
Compliance violation on the corporate level and the local level will be dealt by the cooperation
between the Compliance Organization and the HR Organization. It refers to the disciplinary actions of
compliance guideline.
However, other important information on BCG is available in ‘I’ drive.
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6. Employee Conduct in theOffice
6.1 Fitness for Work
At all times we must be fit and ready to carry out our work and responsibilities. Employees should
not carry out their role whilst under the influence of alcohol, drugs or other illegal substances. Any
employee doing so will be subject to disciplinary action, which may result in dismissal. During our
normalworking hours, including lunch or other break times, we are not permitted to drink alcohol.
Employees attending evening social events and dinners on Siemens business may drink alcohol
but they should do so in moderation and to the degree that it does not adversely impact upon
their behaviourand the reputation of Siemens.
6.2 Hospitality
Personal invitations to non work-related, non-Siemens events involving corporate hospitality,
offered or given by any visitor, artist, business contact or potentialcontractor, must be notified to
our line manager and only accepted with line manager approval.
There may be some circumstances where hospitality is offered to events which will promote
Siemens interests and Siemens recognizes that external networking for some departments is a
core part of their work. In these cases employees should be clear in what capacity they are
attending and inform their line manager. Heads of Department are required to keep a record for
their business area of hospitality offered and subsequent decisions taken.
6.3 Criminal Convictions
Appointments at Siemens are subject to security clearance. Failure to disclose a criminal
conviction may lead to our appointment being withdrawn or terminated. If we are subject to any
criminal proceedings whilst in employment, other than minor motoring offences, we need to
notify our line manager immediately. It willnot automatically result in our dismissal. However we
will consider whether the situation means that your offence deems us unsuitable to continue to
carry out our job and Siemens may invoke disciplinary procedure.
6.4 Overpayments
If we have been overpaid by mistake either as a one-off or over a prolonged period, Siemens has
the right to reclaim the overpayment from us. Employees will be notified in advance before any
deductions are made from your salary.
6.5 Personal Belongings
Siemens does not insure employees’ personal belongings while on Siemens sites. All employees
should have access to a locked drawer or locker to store their personal belongings while at work
and are encouraged to make use of these at all times. If Employees have any concerns about the
safety of their personalbelongings they should raise these with theirline manager.
6.6 Behaviour Which Abides by the Law
Observance of the law and the legal system is a fundamental principle for our Company. Every
employee shall obey the laws and regulations of the legal systems within which they are acting.
Violatingthe law must be avoided underallcircumstances, especially violations punishable by jail,
monetary penalties orfines.
Regardless of the sanctions foreseen by the law, any employee guilty of a violation willbe liable to
disciplinary consequencesbecause ofthe violation of his/heremployment duties.
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6.7 Responsibility for the Image of Siemens
To a substantial degree, the image of Siemens is determined by our actions and by the way each
and every one of us presents and conducts himself/herself. Inappropriate behaviour on the part of
even a single employee can cause the Company considerable damage.
Every employee should be concerned with the good reputation of Siemens in each country. In all
aspects of performing his/her job, every employee must focus on maintaining the good reputation
of, and respect for, the company.
6.8 Mutual respect, Honesty and Integrity
We respect the personaldignity,privacy, and personal rights ofevery individual. We worktogether
with women and men of various nationalities, cultures, religions, and races. We tolerate no
discrimination and no harassment or offence, be it sexual or otherwise personal. Each employee
should ensure that they do not enter into any relationship with another Siemens employee which
gives rise to conflict of interest.
We are open and honest and stand by our responsibility. We are reliable partners who make no
promises we cannot keep.
These principles shall apply to both, internal cooperation and conduct towards external partners.
6.9 Management, Responsibility, and Supervision
Every manager bears responsibility for the employees entrusted to him/her. Every manager must
earn their respect by exemplary personal behaviour performance, openness and social
competence. He/she shallset clear, ambitious,and realistic goals, lead by trust and confidence and
leave the employees as much individualresponsibility and leeway as possible. Every manager shall
also be accessible in case employees wish to discuss a personal problem.
Every manager must fulfill duties of organisation and supervision.
It will be his/her area of responsibility of every manager to see to it that there is no violation of
laws within his/her area of responsibility which proper supervision could have prevented or
rendered more difficult. The manager still remains responsible, if he/she delegates particular tasks.
The following shall apply in particular:
1. The manager must carefully select the employees for their personal and professional
qualifications. The duty of care increases with the importance of the obligation to be
entrusted to the employee (duty of selection).
2. The manager must formulate the obligations in a precise, complete, and binding manner,
especially with a view to compliance with provisions ofthe law (duty of instruction).
3. The manager must see it that compliance with provisions of the law is monitored on a
constant basis (duty ofmonitoring)
4. The manager must clearly communicate to the employees that violations of the law are
disapproved of and will have employment consequences.
6.10 Employee Privacy
Siemens and Siemens authorized companies and individuals collect and maintain personal
information which relates to our employment, including compensation, medical and benefit
information. Because Siemens is a global organization with business processes, management
structures and technical systems that cross country borders, you acknowledge that, to run its
19

20
business, Siemens and its authorized companies may transfer personalinformation about us as an
Siemens employees to any of the countries where Siemens does business. While not all countries
have a data protection law, Siemens has world-wide policies that are intended to protect
information wherever it is stored or processed. For example, access to our personalinformation is
restricted to people with a need to know. Personal information is normally released to outside
parties only with employee approval, except that Siemens and authorized companies and
individuals may also release personal information to verify employment, to satisfy the legitimate
requirements of a company or other entity which is considering acquiring some of Siemens’
business operations, or for appropriate investigatory, business or legal reasons. Employees who
have access to personal information must ensure that the information is not disclosed in violation
of Siemens’ policies orpractices.
Personalitems, messages or information that Employees consider private should not be placed or
kept anywhere in the Siemens workplace, such as in telephone systems, office systems, electronic
files, desks, credenzas, lockers, or offices. Siemens management has the right to access those
areas and any other Siemens furnished facilities. Additionally, in order to protect its employees
and assets, Siemens may ask to search an employee's personal property, including briefcases and
bags, located on or being removed from Siemens locations; the employee is expected to
cooperate with such a request. Employees, however, should not access another employee's work
space, including electronic files, without priorapproval from management.
6.11 Protecting Siemens Assets
Siemens has a large variety of assets. Many are of great value to Siemens competitiveness and
success as a business. They include its physical assets and its extremely valuable proprietary
information, such as Siemens intellectual property and Siemens confidential information.
Protecting all of these assets is critical. Their loss, theft or misuse jeopardizes the future of
Siemens. We are personally responsible for protecting Siemens property entrusted to us and for
helping to protect the company's assets in general. To do this, we should be aware of and
understand Siemens security
procedures. We should be alert to any situations or incidents that could lead to the loss, misuse or
theft of company property. We should report allsuch situations to the security department or your
manager as soon as they come to our attention.
What types of assets should we be concerned about protecting? And what are our responsibilities
in this regard?
6.12 Physical Assets
Siemens physical assets, such as equipment, systems, facilities, corporate charge cards and
supplies, must be used only for conducting Siemens business or for purposes authorized by
management.
6.13 Legal Remedies
Regrettably, there have been significant cases in which Siemens physical or intellectual property
assets have been wrongfully taken or misused. In some of these instances, Siemens has not
limited its response to disciplinary action against offending employees, but has taken legal action
as well. Also, a number of individuals, including former Siemens employees, have been
prosecuted for their actions by government authorities and convicted of crimes for their part in
stealing Siemens assets.

21
6.14 Avoiding Misrepresentation
Employees are never to make misrepresentations or dishonest statements to anyone. If we believe
that the other person may have misunderstood us, promptly correct any misunderstanding.
Honesty based on clear communication is integral to ethical behaviour. The resulting
trustworthiness is essentialto forming and maintaining sound,lasting relationships.
6.15 Relationships with Other Organizations
Frequently, other organizations have multiple relationships with Siemens. A distributor may be
both an end user and a competitor. Another organization may be an Siemens supplier and client at
the same time.A few organizations may even be suppliers, competitors, distributors and end users
of Siemens products. Siemens also has relationships with many other types of organizations that
continue to emerge in our industry, such as leasing companies, software houses, banks and other
financial institutions, original equipment manufacturers, maintenance companies, systems
integrators, third-party programmers and others who compete with, buy from, or sellto, Siemens.
In any dealings, it is important that we understand each one of the relationships involved, and act
accordingly.
6.16 Information Owned by Others
Other organizations, like Siemens, and some individuals have intellectual property, including
confidential information, they want to protect. They are sometimes willing to disclose and allow
others to use their proprietary information for a particular purpose. If we receive another party's
proprietary information, we must proceed with caution to prevent any accusations that Siemens
misappropriated or misused the information.
6.17 Referral Fees
When authorized by Siemens, we may refer clients to third party vendors such as Siemens
authorized re-marketers, Siemens authorized assistants, third party organizations or financing
institutions. However, Siemens employees may not accept any fee, commission, or other
compensation for this activity from anyone except Siemens.
6.18 Business Contacts withCompetitors
It is important to recognize when a company we are dealing with, as a supplier or a client, is also a
Siemens competitor.Such relationships require extracare. It is inevitable that we and competitors
will, from time to time, meet, talk and attend the same industry or association meetings. Many of
these contacts are perfectly acceptable as longas established procedures are followed.Acceptable
contacts include: sales to other companies in our industry and purchases from them; approved
participation in joint bids; and attendance at business shows, standards organizations and trade
associations. But even these contacts require caution. If in doubt, employees should seek advice
from Siemens counsel.
6.19 Assisting a Competitor
An obvious conflict of interest is providing assistance to an organization that markets products and
services in competition with Siemens current or potentialproducts or service offerings. Employees
may not, without Siemens consent, work for such an organization in any capacity, such as an
employee, a consultant or as a member of its board of directors. Such activities are prohibited
because they could divide our loyalty between Siemens and that organization.

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6.20 Competing Against Siemens
Today, many Siemens employees are engaged on their own time in routine activities that involve
technology, business insight,personal computers,software or otherproducts that Siemens offers
to its clients.Generally, such activities do not result in a conflict of interest.However,employees
should be careful to avoid activities that conflict with Siemens business interests. Obviously, we
may not commercially market products or services in competition with Siemens current or
potentialproduct offerings. Such marketing activities are "commercial" if we receive direct or
indirect remuneration of any kind. Performing such activities on a non-commercial basis, such as
through participation in a management approved Open Source project,is usually permissible, but
not if Siemens decides that the activities have or may have more than a minimal impact on
Siemens current or future business. Because Siemens is rapidly expanding into new lines of
business and new areas ofinterest,the company willconstantly redraw lines of acceptable activity.
It is unlikely that we will find definitive answers to many of our questions regarding the
boundaries of acceptable activity in published guidelines. It is therefore our responsibility to
consult with your management or Siemens counselto determine whether your planned activity
will compete with any of Siemens actual or potential businesses. This should be done before you
pursue any activity that might create a conflict of interest with Siemens.
6.21 Speaking Out
When speaking out on public issues, employees must make sure that they do so as an individual
and not give the appearance that they are speaking or acting on Siemens behalf.
6.22 Someone Close to You Working in the Industry
With the growth in two-career families and the expansion of the industry, we may find yourself in
a situation where your spouse or domestic partner, another member of our immediate family or
someone else we are close to is a competitor or supplier of Siemens or is employed by one. While
everyone is entitled to choose and pursue a career, such situations call for extra sensitivity to
security,confidentiality and conflicts ofinterest.The closeness ofthe relationship might lead us to
inadvertently compromise Siemens interests. There are several factors to consider in assessing
such a situation. Among them are the relationship between Siemens and the other company, the
nature of our responsibilities as Siemens employees and those of the person close to us, and the
access each of us has to our respective employer's confidentialinformation.
If we have any questions about our situation, we should review it with our manager to assess the
nature and extent of any concern and how it can be resolved. Frequently, any risk to Siemens
interests is sufficiently remote that your manager need only remind us to guard against
inadvertently disclosing Siemens confidentialinformation. However, in some instances, a change
in the job responsibilities ofone of the people involved may be necessary.
6.23 Using Siemens Time and Assets
We may not perform non- Siemens work or solicit such business on Siemens premises or while
working on Siemens time, including time we are given with pay to handle personal matters. Also,
we are not permitted to use Siemens assets, including equipment, telephones, materials,
resources or proprietary information for any outside work.
7. Nepotism
In order to remove potential conflict of interest, the recruitment of an employee or any business
dealing with a person for the sake of nepotism is highly discouraged. If there already exists any
example of two employees whose relationship falls under following criteria, it has to be ensured
that they are not placed to a position in which one would supervise or be supervised by the other
one, unless reviewed and approved by the Executive Management with the acknowledgement of
Human Resources:

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Relationships by blood or any relatives, adoption, marriage, or domestic partnership: partner,
parent, child, sibling, first cousin, uncle, aunt, nephew, niece, spouse, brother- or sister-in-law,
father-or mother-in-law, son-or daughter-in-law, step-parent,or step-child; or
All complaints/ observations regarding violations of this policy shall be referred to the Executive
Management. If the Executive Management observes or receives a specific and credible complaint
from any source that nepotism exists in employment or in any business activities, EM may form a
neutral team with the coordination of Human Resources Department to investigate the matter
immediately in order to determine the authentication of the observation or allegation. If the
observation or allegation is proved to be real, the consequence may even result in termination of
convicted employees.
8. Counseling
In course of performing your daily work, you may from time to time come across some problems
or misunderstanding. You may wish to discuss the matter informally with your superior first,
failing which you may contact with HR Department for personalcounseling. You may also seek for
attention ofExecutive Management subject to the severity ofproblem.

© SBL HR, July, 2007 Employee Handbook, Version1.0 Siemens Bangladesh Limited
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Part VI
LEAVE MANAGEMENT
As a matter of policy every permanent employee is having the right to avail leave as per the
company policy. Leave allows employees to spend time away from work. The time away from
work is expected to increase employee’s productivity, balancing of work life and reduce
monotonous exhaustion. The Management has fixed the following rules and regulations in
respect of leave for Permanent Management Staff Member.
1. Annual Leave:
During every year the employee is entitled to avail annual leave on full salary for a period of 28
calendar days, which is to be arranged with the consent of the company. The annual leave must
be availed of latest by 30th June in the following calendar year in which the annual leave is
accrued. If annual leave is not availed by this date without the prior written consent of the
company, such leave is forfeited without any legal right to claim compensation. If employee
have less than 12 months’ continuous service, leave entitlement will be pro-rated. No
accumulation of leave shall be allowed.
An employee may either prefix or suffix weekly holiday with their annual Leave. He/ She cannot
claim the benefit of both suffixing and prefixing weekly holidays with Annual Leave. For
incoming and outgoing personnel the leave in the respective calendar year will be calculated
proportionately from the date of their appointment or up to the date of their retirement/
termination. Except for misconduct cases, employee shall be paid upon resignation, earned
annual leave balance as on the effective date of termination of service.
2. Sick Leave:
Sick Leave is fixed at 14 days per year with full pay. It can be accumulated maximum up to 28
days. The management is to be informed about absence due to illness on the same day. If there
is no way / possibility to do so, information is to be given in writing within 3 days. Sick Leave for
more than 3 days has to be certified by a registered physician. This certificate is to be submitted
within one week of absence and has to show the diagnosis and the duration of absence from
duty. Absence from duty from 4th day onwards without the certificate will be considered as
unauthorized absence withoutleave.
3. Casual Leave:
Casual Leave is granted for absence from duty due to emergency causes. 10 days Casual Leave is
allowed to each employee per year with full pay. This is allowed even during probationary
period. Casual Leave cannot be taken for more than 3 days at a stretch. Eligible employee
desiring Casual Leave should obtain prior permission by an application in writing & to state the
reason for which the leave is required. Leave cannot be accumulated or carried forward to the
next year.

25
All staff members are allowed to take casual leave on these following grounds:
Grounds Maximum days
allows at one
time
Own Marriage 3 days
Marriage of near relatives 2 days
Death of a family member 2 days
Birth of own child 1 day
Sickness of spouse/ own child 2 day
Attending examination (1 day for each day of exam up to a maximum of 3 days) 1 day
Essentialprivate work at office hour 1 day
Non-gazetted religious holiday 1 day
4. Paid Festival Holidays:
Leave can be taken ass per circular issued by the Management on the basis of the public holidays
declared by the Government.
5. Compensatory Leave:
Any personnel deprived of any weekly/ festival holidays due to company work shall be allowed
Compensatory Holidays with prior approval of Divisional / Departmental Head. Provided that
working hours in a day is not less than 6 hours.
6. Maternity Leave:
Every women is working for a period of not less than nine months immediately preceding the day
of the delivery shall be entitled to have sixteen weeks maternity leave of which 8 weeks will be
prior to confinement & 8 weeks after confinement.

26
Target Setting Monitoring
Part VII
PERFORMANCE MANAGEMENT PROCESS
1. Performance Review
Performance review exercise gives you the opportunity to see how an employee has performed
during the past one year and to enable to be guided towards being an ideal employee. It allows
superior to highlight the employee’s strong and weak points and discuss on areas which require
development. The rating evaluation and discussion will be private and confidential between the
employee and the company. SBL practices performance review program through Performance
Management Process. All employees belong to M & E group (Up to E III Level) are considered to be
eligible under Staff Dialogue process. Employee belongs to E IV and G Grade level is appraised by
the Annual Appraisal practice.
Core Element of PMP process & Mandatory TimeLine
1.1 Staff Dialogue
The Staff Dialogue invigorates a culture of frank and open dialogue within the Company. The Staff
Dialogue shall be a motivating, coaching and target setting process. Based on staff dialogue
performance results are reviewed, competence needs discussed and development action plan is
determined. Any uncontrollable difficulties that the Employee may have encountered during the
yearthat impeded a betterperformance shallbe explained and assessed.The Division/Department
Head or respective Line Manager, acting as a coach or a mentor, shall provide guidance and advice
for competence development and identify training and development needs. The Staff Dialogue
willcover the period from October of the preceding year to September in the year of performance
assessment.
For new Employee, the Staff Dialogue should be conducted before the end of probation after the
probationary performance review. For other Employees, the Staff Dialogue should be conducted
on an ongoing basis but not less than once a year.
1.2 Target setting for StaffDialogue
Target setting is the first step in the performance management process and aims to provide target
group with individual objectives on how they can support the overall business goals and perform
theirtasks. It is important that smart targets are set in order to ensure quality in results.
Target
Setting
Monitoring Evaluation Round Table
Discussion
Feedback Impleme
ntation

27
1.2.1 Definition of SMART target
S Specific Is the objective clear & precise?
M Measurable Do you know how to measure it? Is it possible to see clearly
whether the objective is achieved?
A Action Oriented Do you really know what kind of action is expected from you?
R Realistic
Do you think your target is challenging enough but also
achievable?
T Time
Do you have clear time frames for the achievement of target
been set?
Employee’s Evaluation report assesses mainly on productivity through target attainment, work
quality, punctuality and attendance and diligence and versatility. Consideration is given for your
length of service and good record with company.
1.3 Monitoring
Monitoring is a process where Manager and Employee review the status quo of target
achievement and discuss the employee’s capabilities shown through his/her actions and behaviors
up to then. It helps to improve the employee’s performance through a continuous communication
and coaching process as well as assist the manager in the identification and implementation of
interim actions in order to support employee to achieve result and implement the development
action plan.
Review of completed individual targets occurs throughout the year in the monitoring meeting.
Existing target can not be modified within the financial year except in case of
 Change of unit targets
 Change of job responsibilities
 Structural /personal changes
1.4 Round Table Discussion
Round table discussion helps to objectively differentiate between employees based on theirresults
and capabilities evaluations as well as identify possible potentials. The HR Department organizes
Round Table where Manager, Manager+1, HR Representative participation is mandatory.
The round table is not finalized until the outcomes of the peer validation are approved by the
Manager +1. During round table discussion HR provides performance grid for the peer validation.
The performance grid has to be used to guide and visualize the employees positioning in terms of
Performance cluster (Champion, Key player, Needs improvement).

1.5 Feedback
Feedback on the outcome of Round Table is done as a dialogue between the manager and
employee on an annualbasis. It is mandatory to provide feedback on the employee’s achievement
of results and evaluation of capabilities shown through actions and behavior. Discussion on future
improvement plan along with future training need analysis is taken place during feedback session.
It is required that the dialogue is documented accurately and the participants approve the
documentation, acknowledge contentsofthe decision taken place duringfeedback session.
1.6 Implementation
Implementation is the final outcome of the whole Performance Management Performance where
the development & compensatory actions are realized and in progress. The efficiency &
effectiveness ofDevelopment Action Plan is beingmeasured during Implementation.
1.7 Evaluation
Evaluation is the assessment by the manager of the employee’s
 Target achievement
 Capabilities shown through actions and behaviors
The assessment is to be conducted in the 5 levelscale .The employee’s result performance in the 4
SLF categories (Financial, Customer, Processes and Employees). Based on that, Manager has to
make an additionaloverallperformance assessment ofthe 4 results categories that is called “Total
Results Rating”. The “TotalResult Rating” is the input for the performance grid and compensation
actions.
5 levels Rating of Results
Not Achieved
Partially
achieved
Achieved Partially
Exceeded
Consistently/
Sustainable
Exceeded
Total Result
Rating
Financial
Employees
Customer
Processes
28

29
5 levels Rating of Results
Unsatisfactory Needs
Improvement
Meets
Expectations
Partially
Exceeds
expectations
Exceptional
Total
Capabilities
Rating
Edge
Energy
Energize
Execute
Passion

30
Part VIII
TRAININg & DEVELOPMENT
SBL supports the employee in learning and development and provides opportunities to suit the
personal development needs in line with business targets and individual objectives. Employee
training & development plays an important function where the company strive both to ensure
employees required knowledge to perform their tasks and also determine whether employee is
properly developed to assume greater responsibilities in future. Employee should be provided with
training in constant basis to enhance the competency level and to bring relevant changes toward
his professionalattitude.
In SBL Individual Employee and the division/department head are encouraged to discuss training
and development needs and also may seek necessary support from Human Resources Department
to initiate necessary training arrangement as per the requirement.
1. Training Need Assessment
Training bridges the gap between current and desired levels of knowledge and skill. All training
activities stem from a need to fill knowledge and skill gaps to enhance the competency levelof an
employee. Training need is usually be assessed by each employees concerned manager to ensure
corrective implementation of development action plan in line with SBL Performance Management
Process.
At the time of Staff Dialogue the respective Manager needs to identify the training requirement of
his/her employees to meet up the demand of individual’s professional goals as well company
objectives.
2. Training Plan
Based on the staff dialog training plan for every employees is defined with the discussion between
supervisor & employee. Apart from staff dialogue BU/ CD can also initiate training, workshop,
conference in line with business & company requirement.
The BU/ CD head plans for the training in respect with employee’s needs and requirement keeping
the concept of employee’s job profile in consideration.
HR Department coordinates the centralize training which is designed for all level of employee as
per general & commonrequirement.
3. Training Budget
The training budget is proposed in accordance with training plan.
4. Cost Allocation
a. Refer to any centralized training which is conducted by HR, the cost is to be
deducted from the concern BU /CD budget.
b. TechnicalTraining which is only proposed by concerned BU/CD where the cost is to
be born by BU/CD div/dept individual budget.

5. Types ofTraining
SBL initiates training and development programs tailored to the specific needs of the job function
and organizational objective. The training can be organized either in country or in abroad in any
otherSiemens regional companies based on job requirement.
Indemnity Bond needs to be signed by the employee prior to make any training abroad subject to
the duration of the training program. It is mandatory for employee belongs to E level who agrees
to undertake any foreign training where duration is 5 days or above. For M level of employees,
indemnity bond is subject to the discretion of SBL management. The bond will remain in force for
two years from the date of return of the employee from abroad.
Repayment to the company needs to be done if the Employee wishes to leave the company before
the expiration of the agreement on a ratio as per the indemnity bond.
 100% repayment of the total cost incurred for the training, need to be done if the
employee wishes to leave within first 8 month of his/herreturn.
 2/3 of total cost need to be paid back if the employee wishes to leave within next 8 month
of return from the training program.
 Employee wishes to leave after 16 month of his return need to pay back an amount of taka
which is equivalent to 1/3 of the totalcost incurred during the trainingprogram.
 Indemnity Bond is not only applicable for Grade M level employees.
If more than one indemnity bond remain in force for an employee, the bond valid for higher
amount to be claimed willbe taken into consideration for repayment at the time of separation of
the employee. Usually the amount is deducted or adjusted during financialsettlement prior to the
departure of an employee.
6. Training Evaluation
Evaluation of training is highly necessary to determine the effectiveness of the training and to
monitor potential changes or improvement of work employee’s quality. It also adds substantial
benefit in orderto identify whetherthe employee need to undertake any furthertrainingin future.
After the attainment of the training an Employee can be evaluated through interviews, on job
assignment,project management, delegation of new job responsibilities.
The supervisor evaluates the progress of the employee after the training, where it could be the
hard skill improvement which is measurable during the work quality & technical knowledge
assessment. On the other hand the soft skillimprovement such as personality & the attitude of the
employee which can be measured through employee’s behavior & assertiveness. All these areas
are beingevaluated through regular monitoring and in year end employee Performance Appraisal.
7. Business Related Events
The training agreement shallnot apply when the employee is required to participate in an external
event solely for business networking purpose or any other project related activity, conference,
workshop, seminar. All expenses so incurred should be categorized as business expenses and
settled according to the current SBL policy. The concerned M anager need to take feedback from
the employee on participation experience after his/her return.
© SBL HR,July, 2007 Employee Handbook, Version 1.0 Siemens Bangladesh Limited 31

Part IX
GRIEVANCe PROCEDURE
1. Grievance Management
The company may recognize the grievances among the employees that may arise during the
course of their employment. It is important that the employee should channelits process through
proper reporting & procedure so that they can be dealt with an efficient & equitable manner. A
grievance shall be defined as a complaint by one as the employee concerned which has been
brought to the attention to his/ her immediate supervisor, where the grievance can be considered
as Informal or Formal Grievance.
Normally anonymous & pseudonymous complains are not being taken care off. The company will
make enquiry only to those complaint supported by specific evidence & sufficient information to
handle the procedure.
1.1 Informal Grievance
Steps to be followed to handle Informal Grievance
Step 1 Identify the grievance matter
Employee shall first identify the subject matter of specific grievance and classify as a complaint
and bring up to the attention to his/herimmediate supervisor. The employee has to explain clearly
the nature of the grievance and its effect on his/ her working condition and well being. Any
grievance, which is not brought up by an employee to his/ her immediate Supervisor within
fourteen (14) workingdays from the date of occurrence, shall be rendered as invalid.
Step 2 Supervisor to act
The immediate Supervisor in turn has to consider all possible solutions and tries to resolve the
problem within 7 days after the issue has been brought up.
Step 3 Next level approaches
If the immediate Supervisor is not able to resolve the grievance satisfactorily within 7 working
days, the Supervisor must refer the grievance to the next higher Supervisor. The next higher
Supervisorshall considerall the facts ofthe situation and try to resolve the grievance immediately.
Step 4 Outcome of the process
If the next higher supervisor is not able to resolve or should the solution provided be
dissatisfactory or if no action is taken, the employee shall then initiate the formal grievance
procedure against the complaint.
© SBL HR,July, 2007 Employee Handbook,Version 1.0 Siemens Bangladesh Limited
32

33
1.2 Formal Grievance
Steps to be followed to handle Informal Grievance
Step 1 Identify the grievance matter
To initiate the formal grievance procedure; an employee shall report the grievance in writing
(Grievance Incident Report)to the HRD explaining the subject matterand circumstances leadingto
the grievance.
Step 2 HRD to investigate
Upon receipt of the Grievance Incident Report HRD shall investigate the matter thoroughly and
make full effort to resolve the grievance within seven (7) days from the date when the letter has
been received. The complainant shall be informed in writing of the progress of the investigation
and the solutions.
If the matter is resolved a copy is to be extended to EM & Div/Dept Head for their knowledge.
Step 3 Application to EM
If the employee find the presented solution unsatisfactory or unacceptable, he/she may within (4)
working days extend a copy of his/her Grievance Incident Report to the Executive Management
with an explanation requesting forthe clarification of this unsatisfactory orunacceptable solution.
Step 4 EM Initiative to resolve the matter
Executive Management takes the initiative to resolve the dispute.
Step 5 Request for hearing
If the employee still finds the solution provided [in Step 4] as unsatisfactory or unacceptable, he/
she may within five (5) working days request in writing to HRD to initiate a formal grievance
hearing.
Step 6 HR initiates Hearing
Upon receipt of such a request, HRD shall, within a period of seven (7) days, schedule for a
hearing with the complainant and relevant parties. An executive from HRD shall be in presence to
observe andrecord the hearing.
The complainant may bring along a witness to the hearing. HRD shall appoint an independent
party/executive to chairthe hearing and ensure that properconduct is maintained and Company’s
rules are adhered.
Step 7 Minutes of hearing
The minutes of the hearing shall be recorded and signed by the EM, A copy of the minutes shall
be sent to all relevant parties.A copy shall also be filled in the Employee’s PersonalFile by HR.
Step 8 Appeal to EM
If an employee is not satisfied with the outcome ofagrievance hearing, he/she may appeal to the
Executive Management in writing.
Step 9 Final Outcomes from EM
Executive management reviews all the notes and shall make a decision which will be considered
as the final of grievance matter.

34
Part X
DISCIPLINARy ACTION
1. Action Procedure of Disciplinary Action
Disciplinary Action identifies breach of rules & regulations, investigations on the breaches and the
conduct of the disciplinary process itself. The overall action procedure covers disciplinary action
with regards to major and minor misconduct experienced by SBL employee. Allthe employees are
required to observe the company rules & regulation in order to maintain discipline and safety
standards with the company operations.
Any employee who commits any misconduct or breach the rules and regulations established by the
company or any other act of misconduct, indiscipline or inefficiency shall be subject to disciplinary
action.
All the relevant information regarding Disciplinary action against SBL Employee where actions
procedure comprises with the existing country labor law which is applicable for both Management
& Non Management Employee. Disciplinary action against any employee can initiate with a
specific valid reason or statement appropriately maintaining the guideline ofthis procedure.
Any misconduct or infringement of SBL policies and procedures would result in disciplinary action
beingtaken against any employee in various manner is named as disciplinary procedure.
Misconduct - Misconduct is a transgression of some established and definite rule of action, where
no discretion of left except what necessity may demand, it is a violation of definite law, a
forbidden act.
Kinds of Misconduct
1. Kind of Misconduct is defined in 3 kinds.
2. Technical Misconduct which leaves no trail for indiscipline
3. Misconduct resulting in damage to employer's property
4. Serious misconduct such as violence against the management or other employee
Other Kinds of Misconduct
 Absence without leave without any notice
 Damage to the company goods
 Misbehavior with thecustomer
 Habitual negligence and neglect of work
 Theft of Company & office related property
 Dismissal on charge condoned earlier

35
Following acts and omissions shall be treated as Misconduct
 Willful insubordination ordisobedience
 Theft,fraud, dishonesty with the employer‘s business orproperty
 Taking or giving bribes or any otherillegal gratification
 Habitual absence without leave or absence for more than 10 days
 Habitual late attendance
 Habitual breach of law or rule regulation imposed by the employer
 Riotous or disorderly behaviors within the organization
 Habitual negligence or neglect of work
 Frequent repletion of any act for which a fine may be imposed
 Resorting to illegal strike or go slow or inciting others to do such
 Falsifying , tempering with damaging or causing loss of employers official
records
Four basic principles in order to undertake disciplinary action -
 Promptness-justice delayed in justice denied
 Consistency-equalpunishment for same offence or crime
 Clarity of reason – employee should be clear about his/her conduct also
have full understanding about the gravity of offence
 Acceptability of employee –employee should be accepted by the
employer after the punishment is undertaken.
Action Procedure of conducting Disciplinary Action
Step 1- Initiation of Preliminary Enquiry Report
Initialization preliminary enquiry against the employee can be conducted based on specific
reason. This is not mandatory; show cause letter can be directly issued. Preliminary enquiry
can be proved valuable when there is any unavailability of proper document or evidence.
Show cause letter is the first step of the procedure. If the reply of the showcase letter is
satisfied the process ends. Ifthe reply is not satisfactory then the process begins by initiating
Charge Sheet in the name of the employee. Preliminary enquiry can be done both formal &
Informal way with a proper written documentation.
Step 2- Preparation of Charge Sheet
Initiate the charge sheet where all the allegation must be clearly defines writing and the
person must be given a copy of the letter. Minimum 3 day time willbe given to explain. The
document should form the basis for the subsequent enquiry proceedings.
 Language of charge sheet should be easily untreatable by the person.
 Time of issuing of charge sheet should be as early as possible.
 Time to be given for reply
 Authorized person is eligible to issue the charge sheet.

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