Course:- Human Resource Management Teacher:- Usman Aleem Members:- Ashan Perviz 56567 Tariq Mehmood 56908 Salman H Latif 56830 M Waqas 6202 M Saeed56103

1. Sui Southern Gas Company (SSGC) is Pakistan's leading integrated gas Company.
The company is engaged in the business of Transmission and Distribution of Natural
gas besides construction of high-pressure transmission and low-pressure distribution
systems.
SSGC was formed on March 30, 1989, following a series of mergers of three
pioneering energy companies: Sui Gas Transmission Company, Karachi Gas
Company, and Indus Gas Company. Sui Gas Transmission Company Limited was
formed in 1954 with the primary responsibility of gas purification at the Sui field in
Baluchistan and its transmission to the consumer centers at Karachi. Two
distribution companies were established in 1955 and were responsible for the
distribution of gas to consumers in Karachi and in other towns along the route of the
transmission pipeline between Sui and Karachi. In 1985, these two distribution
companies were merged to form Southern Gas Company Limited and later, in 1989,
Southern Gas Company Limited and Sui Gas Transmission Company Limited were
merged to form the Sui Southern Gas Company Limited.
SSGCL transmission system extends from Sui in Baluchistan to Karachi in Sindh
comprising over 3,220 KM of high-pressure pipeline ranging from 12 - 24" in
diameter. The distribution network is of over 37,000 km, covering over 1200 towns in
the Sindh and Baluchistan. The company also owns and operates the only gas meter
manufacturing plant in the country, having an annual production capacity of over
750,000 meters.
The Company has an authorized capital of Rs. 10 billion of which Rs 6.7 billion is
issued and fully paid up. The Government owns the majority of the shares, which is
presently over 70%.
The Company is managed by an autonomous Board of Directors for policy
guidelines and overall control. The Managing Director is nominee of GOP and has
been delegated with such powers by the Board of Directors as are necessary to
effective conduct the business of the company.

2. COMPANY VISION
To be a model utility providing quality service by maintaining a high
level of ethical and professional standards and through optimum use
of resources.
MISSION STATEMENT
To meet the energy requirements of customers through reliable,
environment -friendly and sustainable supply of natural gas, while
conducting company’s business professionally, ethically and with
responsibility to all our stakeholders, community and the nation.

3. CORE VALUES
INTEGRITY
Keep Company's Interest above self. Acts in ethical manner. Promote ethical
business environment. Take effective actions if observers unethical behavior or
situation. Seen & known to be honest. Lives within means. Intellectually honest.
EXCELLENCE
Makes positive contribution towards the achievement of SSGC's Vision. Strives for
Continuous improvement. Respond effectively to customer needs. Takes timely &
Quality decisions.
TEAMWORK
Builds strong relationships within across functions. Works well with all type of
peoples and corporate with others. Solicits and share ideas/best practice with others.
Supports the achievements of Company/team goals. Contributes to team
effectiveness using people's different skills and styles. Arrives at constructive
solutions while maintaining positive working relationships. Demonstrates sensitivity.
TRANSPARENCY
Promotes open environment. Displays openness and consistency in applying
policies procedures. Respects dissent and resolves conflicts fairly.
CREATIVITY
Comes up with new ideas. Encourages innovation. Promotes modified approaches.
Convert ideas into actions.
RESPONSIBILITY TO STAKEHOLDERS
Stays abreast of change in operating environment that impacts our business (i.e.
markets, competitors, technology, customers, suppliers, employees, regulatory,
political and public). Create solutions to make customer needs. Develops colleagues
and team members to improve their skills and performance. Ensure optimum
utilization of resources. Balances short term and long term priorities to maximize on
results. Ensures compliance of law.

4. THE COMPANY’S HIERARCHY

5. RECRUITMENT & SELECTION PROCESS
The recruitment & selection process involves following steps:
1.Compiling of requisition from Departments for human resource personnel and
evaluating them for eligibility.
a. Requisition (Form) received from user Department.
b. Evaluation of Requisition to ascertain eligibility.
c. Getting approval from the Competent Authority (MD) to initiate recruitment process.
2. Hiring the services of HR-approved Head Hunters or advertisement i.e. External /
Internal for hunting of required expertise and talent for permanent / contract /
consultancy contract/ third party employment.
a. As per the requirement, publishing of internal circular / external advertisement through
Corporate Communication Department.
b. Alternatively, hiring the services of HR approved Head Hunters for acquiring required
expertise for permanent / executive contract / consultancy contract.
c. Compilation of Resumes received against advertisement / HR approved Head Hunters.
3. Screening of applications received against advertisement.
a. Initial screening of Resumes as per the recruitment criteria against advertisement.
b. Forwarding the screened resumes to user department for further short listing.
c. Shortlisting Resumes received from the user department.
d. Issue interview call letters to shortlisted candidates.
e. Filling up of Employment Forms by shortlisted candidates.
f. Collection of photocopies of academic and career credentials of candidates who are called
for interview.
4. Conducting interview of the shortlisted candidates
a. Shortlisted candidates called for ranking / selection interview as per requirement.
b. Constitution of Ranking / Selection Interview Panel which usually may comprise heads of
user department, HR Department and independent department.
c. Preparing Ranking / Selection Interview matrix.

6. 5. Appointment of selected candidates
a. Preparing note for approval of the Competent Authority (MD) for appointment selected
candidates.
b. Issue appointment letters to selected candidates.
6. Arranging medical examination and security clearance of selected candidates.
a. Issue to Memo to Medical Department for Medical Examination of selected candidates
b. Issue to Memo to Security Services Department for Security Clearance of selected
candidates.
7. Maintaining record of new executives in Oracle Database
a. Keeping track of new employee particulars and records in an Oracle Database.
b. Updating employee records after joining service
8.Issuance of Posting Order to successful candidates
a. Issuance of Posting Order to successful candidates filling up of Duty Assumption Forms
for completion and return.
b. Issuance of memo to Finance Department alongwith copy of Appointment Letter and one
original set of Duty Assumption Form duly signed by head of user department along with
copy of CNIC of next of Kin.
9.Arranging Orientation Program of successful candidate (who have been issued
posting orders).
a.Memo sent to departmental heads and CC to executive regarding orientation schedule.
b. Orientation program carried out apprising employees of departmental briefs, Company
rules and regulations etc.

7. Employment Form

8. JOB DESCRIPTION
In Job description, job title & a short word summary of the job is written where as job
specification is more detailed which give the complete picture of the job
JOB SPECIFICATION
Complete job information is given in the form of job specification form, Scope of position,
Jobs pre-requisite requirements and Job task are given in the form.
Position Division
Name Department
Exec.No Job Grade
Cadre Location
Date of Joining Reports to
Authority: Qualification
Direct Reportees Responsibility
Section :
Job Purpose/Scope of position:
Activities
Work to be done :

9. Section: Activities
Section: General Activities
Position requirements: Experience, Competencies and position requirements
Job Knowledge:
Experience/Education:
Competencies/Abilities:

10. PERFORMANCE MANAGMENT SYSTEM
Performance Management System is thus the process of assessing progress towards
achievingpredetermined goals, which are aligned to the Company’s goals, vision and mission.
It involvesbuilding on that process, adding the relevant communication and action on the
progress achievedagainst these predetermined goals helping organizations achieve their
strategic goals.Its not just a “System” – its about managing people in the best possible way
RANKING PITS
Performance ratings are detailed with the following guiding principles:
a)Substantially Exceeds Expectations (SEE): Marks 81%& above
Applies to individuals who have demonstrated a contribution level, which is clearly
exceptional.They consistently add significant value to the team/department/division.
b)Exceeded Expectations (EE): Marks 66% - 80%
Applies to individuals who produce work of a consistent high quality (e.g. they are
recognized asa role model for others by continuously improving their effectiveness and
contribute toteam/department/division).
c)Meets Expectations (ME): Marks 51% - 65%
Applies to majority of individuals who have been fully effective and a valued member of
theteam/department/division and participated fully in both team activities and in
improvingactivities.
d)Below Expectations (BE): Marks 26% - 50%
Applies to individuals whose performance has met the required standards in some areas but
notin others. With appropriate support and guidance it is believed that they can achieve the
expectedlevel of performance by the end of an agreed period or by the end of the next regular
reviewperiod.
e)Not Acceptable (NA): Marks 0% - 25%
Applies to individuals whose performance has not met the required performance
standards.Support and guidance must be offered to enable the individual the opportunity to
improve(within a set time-scale)
BELL CURVE AND FORCED DISTRIBUTION METHOD
Bell Curve method of Performance Appraisal is used by the company to rate its employees in
line with Forced Distribution. In this system only 10 % of the employees are kept in SEE and
EE ranking pits, 80 % are given Meets Expectation rating where as 10 % are kept in BE and
NA ratings.

11. Stepsof Performance ManagementProcess
Step1: Performance plan
Step2: Midyearreview
Step3: Executive input
Step4:Annual performance review

12. Performance Plan
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:
1. ON GOING DUTIES(Activities that are expected as an on-going part of your job.)
II. PLANNED OBJECTIVES (Clearly indicate what,howand when)
Points Allocated Time
III. HR MANAGEMENT I DEVELOPMENT OBJECTIVES.(For managers of
people, this section should include objectives that focus on building individual
competencies and productive work environment. Clearly indicate what, when and
how.) Points Allocated Time
EXECUTIVE'S SIGNATURE:
DATE:
MANAGER'S NAME: MANAGER'S
SIGNATURE DATE:

13. Mid Year Review Form
(To be completed jointly by both, Executive & Manager)
EMP ID:
NAME:
LOCATION:
FROM:
1. ACTION REQUIRED TO BE TAKEN AS PART OF ONGOING DUTIES:
II
OBSERVATIONS & DISCUSSIONS REGARDING PERFORMANCE
OBJECTIVES
III OBSERVATIONS & DISCUSSIONS REGARDING DEVELOPMENT
OBJECTIVES
EXECUTIVE'S SIGNATURE: DATED:
MANAGER'S NAME: SIGNATURE DATED:
DEPARTMENT.:
TITLE:
GRADE:
TO:

14. Executive Input Form
(To be completed by the Executive)
DESCRIPTION OF RESULTS ACHIEVED (Indicate progress with specific examples and
measures in each
category).
1. ONGOING DUTIES(Describe special achievements against ongoing part of your job)
II. PERFORMANCE OBJECTIVES(Please identify reasons for lack of achievement, if any, against agreed
objectives /goals/ otherwise executive can write achievements against his / her own development objectives.)
III. DEVELOPMENT OBJECTIVES(For managers of people,this section should include
achievements against development / HR objectives/
otherwise executive can write achievements against his / her own development objectives.)
Executive's Signature Date:
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:

15. Performance Review Form
To be completed by Manageronly
OVERALL PERFORMANCE SUMMARY. This section should include a summary of the
employee's overall
performance.
TOTALSCORE:
Performance Objectives Points allocated 50 Points awarded
DevelopmentObjectives Points allocated 20 Points awarded
Competencies & Skills Points allocated 15 Points awarded
CoreValues Points allocated 15 Points awarded Total Score out of 100 allocatedpoints
- - -
Please check the appropriate overall performance rating box.
OVERALL PERFORMANCE RATING
Above 80 Substantially Exceeds Expectation
❑ SE
61 - 80 Exceeds Expectation
❑ EE
41 - 60 Meets Expectation
❑ ME
30 - 40 Below Expectations
❑ BE
Below 30 Not Acceptable
❑ NA
Not Rated
❑ NR
EMPLOYEE'S COMMENTS:
EXECUTIVE'S SIGNATURE: DATE:
(Signature does not necessarily indicate agreement)
MANAGER'SNAME: SIGNATURE: DATE:
NEXT LEVEL SIGNATURE: DATE:
GM's or SGM's NAME
HR. DEPTT. (Comments. If any) SIGNATURE: DATE:
NEXT LEVEL SIGNATURE: DATE:
SGM/DMD/MD's NAME
EMP ID: DEPARTMENT.:
NAME: TITLE:
LOCATION: GRADE:
FROM: TO:

16. Problems while Appraising Employee Performance
a)Performance evaluations may lead to a pessimistic impact on office dynamics
b)Time consuming
c)Employee de-motivation
d)Legal issues; Personal Bias/Favoritism
e)Biases
f)Personal grudges
g)Undeserving ratings
Ultimately these problems are solved by Conflict Resolution.
Conflict Resolution
Each year HR Committee is setup for Grievance Handling in which employees having
grievance and their departmental heads/supervisor are called. Disagreement between the
subordinate and the initial reporting officer is viewed. The problems/grivances oremployee
(not satisfied with awarded points) are discussed and tried to be solved.
Training & Development
The company recognizes the importance of training and development for the future growth of
the buisness therefore they have setup a speacilized institute with the Name of GAS
TRAINING INSTITUTE (GTI) in Karachi and in Hyderabad. In this institute soft skills and
technical skills training are organized and given. It is a complete in-house setup in which
training calender, program & courses are designed by the company’s own resources. The
instructors for almost all trainings are company’s employees which are given additional task
of training the other employees in a conducive and excellent enviroment for learning. GTI
accomplishes this important task in following steps:
1) Review the situation and identify the needs with the help of different department
employees feedback .
2) Identify courses and make training plan plus calender.
3)Arrange a trainer (mostly an insider if required skilled trainer is not available than arranged
from outside.
4) Conduct the training.
5)Measure effectiveness of training and development program.
6) Repeat and refine the program.

17. The employees are given the training calender and are asked to fill the training required with
the approval of the immediate supervisors and departmental heads. The departmental head
ensures that only related trainings are given to relevant persons. Below is the training need
identification form given to employees for filling.
Training Need Identification Form For Executives
Name : Executive No :
Designation /Grade : Department/Division :
Location : Reporting Officer :
Email : Contact No :
EXECUTIVE'S SIGNATURE: DATE :
IMMEDIATE SUPERVISOR/MANAGER’S
NAME : SIGNATURE: DATE :
DEPARTMENT HEAD
NAME : SIGNATURE: DATE :
Please list job/project based goals requiring training(s).
Refer to the training calendarprovided to your Department Head and list below any othertraining neededasides
the training plannedfor your relevant grade.
Training Identified How will it improve your job performance?
How will it be beneficial for
your department /
Company? How will the
training impact be
measured, identify the key
indicators

19. SOFT SKILLS TRAINING LIST

20. TRAINING CALENDER

21. COMPENSATION
Salary
The Company has devised a salary structure with the objective of creating fair basic
salary levels which reflect the relative importance of jobs in the Company and which also
takes into account prevailing market rates, providing for salary progression on a
systematic basis, rewarding job holders in relation to their on-the-job performance and
employing systematic procedures for periodic review and control of the salary structure.
The Salary consist of a basic salary and 60% of basic salary is added to form salary
package
Annual Increments Based on Performance ManagementSystem
All executives are required to go through the formal process of performance
assessment according to the terms of this policy. ThePerformance Evaluation process
begins by June 15th each year to reach completion by July 31st. Performance
Evaluation ratings areconsolidated by the HR Department for review/approval of
the Management Committee. The prevailing Performance Management System
provides a yardstick which enables the management to measure both, strengths and
weaknesses of the individual. The efficiency, with which the performance evaluation
process is carried out is in itself a measure of the effectiveness of Line Managers to
manage and develop their team members that work under their direction.
Performance CashBonus
Reward on performance is an essential motivator. Performance Cash Bonus is awarded on
exceptional performance on the recommendation of divisional/departmental heads and
approved by MD
Performance Cash Bonus is admissible to executives whose performance is rated as SEE/EE as
follows:
SEE - One Gross Salary
EE - One Basic Salary
JobGrades
SSGCL's grading structure comprises of ten (10) job grades that make up the executive
staff of the Company. The process of allocation of jobs to these ten grades is an objective
evaluation of the value contributed by an individual position to the organizational
objectives. It is pertinent to note that positions that fall within one grade may originate
from different departments of SSGCL.

22. MISCELLANEOUS ALLOWANCES AND BENEFITS
Headquarter Station Allowance
S-No Grades Rates
1 I, II, III Rs.4,000p.
m.
2 IV &
above
Rs.5,000p.
m.
Shift Allowance
Rs.2,500/- per month for executive staff only.
Field Allowance
An executive who is required to work and stay at the construction spread or camp
along the pipeline for repairs, coat and wrap, maintenance etc. for an indefinite
period of time is entitled to Field Allowance at following the rates:
Grades Company Locations / Construction Sites
I,II,III Rs.800
IV,V,VI Rs.1,000
VII,VIII
,IX
Rs.1,200
Acting Charge Allowance
This allowance is paid to executives to compensate them for assuming responsibility of a
higher position. No two employees may draw the Acting Allowance of an appointment at
the same time. This allowance is paid under the following conditions:
(a) When the permanent incumbent of a higher position is away on official business
abroad or is on leave.
(b) When a higher position is lying vacant awaiting appointment of a permanent
incumbent.
(c) Preparatory to promotion to a higher grade to determine suitability prior to
confirmation to the higher position.
Acting Allowance is paid at the rate of 10% of the basic salary of the individual.
TRANSFERS
a)Temporary Transfer
For a period of three months to any location either to meet operational
exigencies or as relief for an executive who may be proceeding on leave. In

23. this case the executive is entitled to Halting Allowance as per his/her
entitlement. The Chief Executive may permit an Executive to draw Halting
Allowance in excess of 21 days up to a maximum of three months. Temporary transfer
period at a construction site is limited to 21 days
for which Daily Allowance can be claimed. For periods in excess of21 days an individual
will be entitled to Field Allowance as per entitlement.
Permanent Transfer
(a) Job rotation is an essential aspect of succession planning; therefore,executives are
transferred to various locations of the company’s franchise areas for a minimum period
of three years at each location.
(b) The time allowed to an executive in which to join a new post or to travel to or from
the station to which he/she is posted is seven (7) days. Joining time cannot beprefixed
or suffixed with privilege leave. This joining time has to be availed within one month
of the transfer.
(c) The executive is entitled to the following benefits on permanenttransferdetails
with regard to entitlements are provided under Transfer Allowances:
a)Transfer Allowance
b) Moving Allowance
c)Transportation Allowance
Executives requesting for transfer after the stipulated time period
arerequiredtosubmit a request through their
respectiveRegional/Department/Division Heads. Executives requesting for a
transfer before the stipulated period of 3 years at a location, on compassionate
grounds, need to channel their request as stated above. All executives are advised in their
own interest not to use external pressure to influence the Management for their transfer.
An executive is not entitled to payment of any allowances on transfer at personal request.
LEAVE POLICY
SSGCL appreciates the importance of rest and recreation for the well-being of executives
and that contingencies arising from illness and unforeseen eventualities require
executives to be absent from work. The Company allows leave of absence from active
employment bearing in mind the ongoing operational requirements of the Company. Leave
cannot be claimed as a matter of right, however, when exigencies of service so require,
the leave sanctioning authority has the discretion to refuse Annual Leave or to recall an
employee before the expiry of his or her leave. An Executive should proceed on leave
after obtaining written approval. Types of leave admissible are as follows:
Annual Leave
An Executive who leaves the Company’s service within 6 months of joining service
is not entitled to any leave.
a)All executives are entitled to annual leave on completion of six months continuous
service with the Company. The probationary period in case of confirmed executives shall
be included in the period of service for the purpose of entitlement of Annual Leave.

24. b)Executives are entitled to thirty-six (36) calendar days leave in a year at the rate of
three (3) days per month. When public holidays or weekends fall within the leave
period requested, they will be included as part of the leave. However, executives may
schedule their leave so as to align their commencement / end dates with public holiday(s).
All leave requests are to be processed through the Self Service Module of ORACLE HRMS.
c) All executives must submit anticipated annual leave schedules to theirDepartment Heads
at the beginning of each year in order to streamline and effectively accommodate their
varying leave requirements. The anticipated annual leave schedule needs to be completed
by January.31st of each year and submitted to the HR Department through respective
Department Heads for consolidation.
d)If an executive’s leave request cannot be accommodated, he or she is advised as soon as
possible and asked to submit revised dates. Leave should be scheduled in such a way
that it facilitates the normal operating efficiency of the department. It should ideally be
availed in short periods throughout the year and not concentrated at one periodthat may be
busy for the Company such as the month of December or during the summer holiday
season in schools. Deviations from the leave schedule are allowed as an exception. It is
important to note that an accepted leave schedule does not imply approval of the requested
period of leave. Although every effort is made to adhere to thedepartmental leave
schedule, unexpected operational requirements may necessitate postponements.
e)Annual leave may be availed at one time or may be divided and availedat various times
during the year, subject to appropriate approvals.Executives who are entitled to avail
annual leave are required to take at least fifteen (15) working days of uninterrupted annual
leave during each calendar year. There can be no departure from this minimumannual
leave policy unless other prolonged absences (sickness, maternity leave etc.) have
already satisfied the requirement for absence as such.
f) Basic pay and allowances shall be admissible for the period of Annual
Leave actually availed.
g)The purpose of rest is defeated if annual leave is not availed each year. Therefore,
carryover of leave is not allowed under normal circumstances. Under
exceptional circumstances that may warrant carryover for Grades I - VI and VII - IX,
approval from the Head of HR and Managing Director/Deputy Managing Director
respectively, will be required
h) Leave accumulation of up to 60 days is admissible.
i) For executives leaving the Company after 12 months service or retiring on attaining
the age of superannuation, encashment of leave is granted up to a maximum of 60 days at
the rate of 125% of gross salary. Executives retiring from service should avail
leave preparatory to retirement. Encashment would be admissible underspecial
circumstances with the approval of MD/DMD.
j)As far as possible, executives should plan their leave and adhere to the annual leave

25. schedule prepared for their department based on their own input. If an executive after
proceeding on leave desires anextension for an unforeseen cause, he/she can apply for the
same bysending a written request to the department head.
j)Executives overstaying their sanctioned leave except under specialcircumstances that
are deemed beyond their control (for which satisfactory explanation/evidence must be
provided) shall not be paid salary for the period of overstay. Any deliberate or
intentional overstay, without reasonable justification, would render an executiveliable to
disciplinary action.
k) Executives are expected to be present at their place of work and contribute all their
energies towards fulfilling their Company duties during normal working hours. Any
unauthorized absence from work can constitute a prospective deduction from salary and /
or lead to disciplinary action. Unauthorized absence from work for a continuous
period of ten (10) working days including absence in the case of leave applied for but not
granted, or when overstayed for the same period after expiry of sanctioned leave,
may as per management discretion, constitute grounds for dismissal without notice.
Sick Leave
a) Executives are entitled to leave during periods of illness, up to a maximum of thirty
(30) days during a calendar year. The leave will be granted when the Company doctor
provides a medical certificate advising the ailment of the incumbent. This leave shall
neither be accumulated nor encashed. However, additional sick leave with full pay may be
granted for up to ninety (90) days with recommendationsof the Company doctor and treated
as extended sick leave.
b)Sick Leave cannot be combined with earned Leave except in case ofMaternity Leave.
c) Sick Leave up to 1 day is admissible without production of a medical certificate from
the Company’s Medical Officer and/or a registered medical practitioner. Sick Leave in
excess of entitlement will be treated as leave without pay, except in cases of prolonged
illness.
d) In the case of prolonged / serious illness, including conditions arisingfrom an accident
and supported by a medical certificate, extending beyond the normal and extended
entitlement for sick leave, thebalance of the annual leave will be adjusted against the
absence. Thereafter, the executive will be allowed leave with full pay for a maximum
period of one (1) Year, with medical assessments made atthe end of each three-month
period. During this time, the executive should provide regular updates to management on
his or her medical prognosis and make every effort to return to work as soon as
possible. Any additional prolonged illness authorizations will have to be made by the
Managing Director / Deputy Managing Director upon recommendations of the Medical
Board and doctors involved in the treatment.

26. e) If after 12 months of illness over and above the entitled Sick Leave period
anExecutive is still found unfit for further service, then he/she will be retired on
medical grounds with full terminal benefits as admissible under the Rules.
f)Whilst every effort would be made to accommodate an executiveupon his or her
return to work, positions cannot be left vacantindefinitely in an ongoing business.
Accordingly, in case of prolonged illness, it may be necessary for the Company to
maketemporary or permanent arrangements to fill the ailing executive’s
position. Therefore, situations may arise where a suitable position is not available for the
executive upon his or her return.
Maternity Leave
a) Married female Executives shall be entitled to 4 weeks pre-natal and8 weeks post natal
maternity leave, i.e. a total of 3 months, on the recommendations of the attending
gynecologist and Chief Medical Officer with full remuneration. Such leave shall not be
allowed for more than three times during the tenure of service with the
Company.
b) Maternity Leave will be admissible only after completion of oneyear’s confirmed
service.
c) Maternity Leave may be granted in continuation of, or in combination
with Earned/Sick Leave.
Hajj Leave
Pilgrimage leave for Hajj is admissible to executives with 5 years’ service. For
performance of Hajj, the Company allows up to forty-five (45) days leave. Hajj leave
may be availed only once during an executive’s entire length of service with SSGCL.
Annual leave may also be availed by an executive in the year of his or her Hajj
pilgrimage.
Umrah Leave
The Company does not have a pilgrimage leave for Umrah, however, executives will have
to utilize their annual leave on account of this Sunah obligation.
Leave without Pay
Leave without pay is not a matter of right but will be allowed withthe approval of the
Managing Director in exceptional circumstancessuch as unusual family obligations or
unforeseen situations. It willnot be granted unless the executive has first exhausted all
other leave. Leave without pay will be allowed up to a maximum of 90days
Study Leave
SSGC encourages career development of its executives. The Company allows a
maximum study leave period of two (2) years for executives who have completed a
minimum of five (5) years confirmed service.The period of Study Leave will be

27. equivalent to the duration of the course but cannot exceed a period of 2 years.The course
against which an executive applies for Study Leaveshould be relevant to his profession /
discipline only. Study leave will be granted only once in the entire career of the
executive.
PROMOTIONS
Promotion cases are considered keeping in view the following:
a)Minimum three years’ service in current grade.
b)Past performance as reflected by at least three previous Performance Ratings not
less than 60 marks and other special reports in the dossier.Relevant work experience for the
position being filled.Promotion after completion of minimum eligibility criteria
cannot be claimed as a matter of right and will be subjected to available
vacancy/establishment, clearance of test/assessment & interview.
MEDICAL POLICY
SSGCL regards its executives as its most valuable resource and accordingly assigns a
lot of importance to their well-being as well as their families. Medical coverage forms an
integral component of the total rewards package offered by the company, in keeping
with its stated compensation philosophy of offering a balanced and
competitive remuneration package in order to attract and retain talent. To this end, SSGCL
provides coverage for the cost of medical treatment for all serving as well as retired
Company Executives.
All executives and their family members are covered under the Company’s
medical policy. The word “family” means wife/ husband and dependent sons up to 25
years of age and unmarried dependent daughters.Medically incapacitated children
requiring continuous medical support may continue to avail the free medical facility till
the life-time of such a child and after retirement of the executive.
Medical facility covers Consultation/Medication/Hospitalization
INSURANCE POLICY
Staff is provided insurance cover through two separate policies; death due to natural
causes and death due to an accident or disability thereof. The claims are payable in Pak
rupees only.
RETIREMENT POLICY
An executive will retire from service on attaining the age of 60 years. The
eligible period for pension is 10 years of continuous service with the
Company and attaining the age of 50. No extension of service is given to any
executives reaching the age of superannuation. However, SSGCL can employ
the services of an executive in special circumstances on a contractual basis.

28. EARLY RETIREMENT
a)An Executive can opt for early retirement provided he/she has completed at least
15 years’ service, but not more than 10 years before normal retirement age, under the
Pension Rules, by giving 3 months’ notice in writing, or by paying to the Company in
lieu of the notice, a sum equivalent to his remuneration for the entire or partial notice
period. The appointing authority may waive the whole or part of the notice period.
b)Early retirement is admissible at Company’s option provided the member has
completed at least 10 years’ service and has attained 50 years of age.
RETIREMENT SCHEMES AND BENEFITS
On retiring from the service of the Company after attaining the age of
superannuation an Executive is entitled to the following:
(a) Free medical facilities for self and spouse in Pakistan.
(b) The option to buy the allocated car as per entitlement at 7.5% oforiginal cost or
book value whichever is higher. (Vehicle life for calculation of depreciation would be
four (4) years as listed at para 6.9 of the policy)
(c) The spouse of an executive who expires after 10 years of continuous Service would
be entitled to free medical facilities. In the case of a widow, medical facilities would
be admissible till she receivespension/remarries.
(d) The spouse of a deceased executive with 10 years continuous service
is entitled to the following:
(i) Option to buy allocated car as per entitlement at the rate of 7.5% of original cost or
book value whichever is higher. (Vehicle life for calculation of depreciation would be four
years as listed at para6.9 of the policy)
(ii)Medical facilities for self and children (dependent boys up to 24 years and girls until
they are married). In the case of the widow, if she remarries, her entitlement of medical
facilities would cease. However, the children would continue to receive medical
treatment up to the specified age.
PROVIDENT FUND
A Provident Fund entitled the “Sui Southern Gas Senior Provident Fund” has been
established and constituted and will be governed by the Rules framed for the purpose.
Under the rules, the Company will deduct an amount equal to 7.5% of annual basic, and
contribute the same amount from its own sources to the fund, on a monthly basis.
BENEVOLENT FUND
The Company has established and constituted a fund known as “Sui Southern Gas Company
Executive Staff Benevolent Fund” and framed Rules known as “Sui Southern Gas
Company Executive Staff Benevolent Fund Rules” governing the operation of the
fund, the entitlement of grants under the fund and calculation thereof.
PENSION
The Company has established and constituted a fund known as “Sui Southern

29. Gas Company Executive Staff Pension Fund” and framed Rules known as “Sui
Southern Gas Company Executive Staff Pension Fund Rules” governing the
operation of the pension scheme. Pension entitlement and calculation will
be subject to the provisions of above Rules. The eligible period for pension is 15 years of
continuous service with the Company and attaining the age of 50
GRATUITY
An Executive who has completed a minimum of five years continuous service with the
Company shall be entitled to gratuity. The condition of five years continuous service shall
not apply when an executivedies or has to leave service on medical grounds, redundancy
or in case of female executives, marriage. The formula for gratuity is Gross salary at the time
of retirement/leaving multiply by number of years of service.