Winning with people - Unilever's L&D strategyHavas People
Carrie Bampo-Addo, Media Strategy & Operations Director at Unilever, gives a case study on the Unilever Media College and how they've successfully been able to embed learning as part of their culture using the 70:20:10 model.
Succession planning is a key topic for talent management. Part of doing it well is understanding the resistance to it, and then figuring out how it can be done with limited resources. This is a workshop style keynote designed to equip leaders to do it tomorrow.
a complete styduy of how strategic management concepts are actually practiced in practical world we have made different models of management for lucky cement after gathering a detailed information good luck :)
Stress Management of Employees at Shree Ram Krishna Exports Pvt. ltd. Chitrak Sawadiyawala
The Project is all about Stress Management of Employees at Shree Ram Krishna Exports Pvt. ltd.
This Project is been Done by Two people as a part of GTU curriculum....
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
Presentation on Performance Appraisal SystemPawan Bahuguna
This is a good MBA project on performance appraisal and you can download full report from http://www.final-yearproject.com/2009/07/performance-appraisal-system.html
Career Path by TalentGuard transforms how employee development is managed in the work environment. Employees are looking at careers in new ways. For them, it has become less about ascending methodically from job to job within a single company until the corner office is theirs. Instead of climbing the corporate career ladder — vertical and inflexible — employees are navigating career lattices. Career lattices provide strategic insight into lateral, upward and downward career paths.
Today, employees feel stumped, bored, and frustrated in their current positions, likely because they’re craving change, growth and development. It’s becoming easier and easier for people to change jobs, especially considering the growth of online job boards and company careers pages, which make it less cumbersome to both find opportunities and pursue them.
When this problem is left unresolved, companies will face major turnover and job satisfaction issues, forcing them to look externally for employees that fit their experience and competency requirements. For many companies, a constantly in-flux workforce has become a daily challenge of doing business. This trend is due in part to companies either placing an insufficient emphasis on supporting the professional development of their employees or simply lacking the skills and expertise to do so. Investing more time and energy into recruiting, holding onto, and developing their best employees can be unexpectedly complicated. Yet, it would be highly beneficial for companies to develop their existing employees in order to create a steady source of highly qualified talent from within.
Career pathing resolves these issues through a structured, communicated and holistic development plan to help employees visualize their career growth within the company. In companies that organize themselves this way, employees are better equipped to:
Enhance career progress
Identify and pursue employment opportunities within the company
Excel through aligned learning and development
Receive coaching and mentoring from managerial, HR and business leaders
Without active career planning, employees will be much more likely to see their best opportunities as lying elsewhere and leave for competitors in pursuit of their self-interest. Career planning assistance programs are not reserved for thriving, expanding companies with a wealth of resources to devote to human resource initiatives. Rather, career pathing is for every organization, whether it is flat, single-location or, multinational, whether in the high-tech, government, consumer packaged goods sectors, or any other industry. Keeping employees motivated, positive, and productive during stressful times is not easy, but actively providing career guidance can help maintain morale and reinforce a sense of loyalty when it’s needed most.
Winning with people - Unilever's L&D strategyHavas People
Carrie Bampo-Addo, Media Strategy & Operations Director at Unilever, gives a case study on the Unilever Media College and how they've successfully been able to embed learning as part of their culture using the 70:20:10 model.
Succession planning is a key topic for talent management. Part of doing it well is understanding the resistance to it, and then figuring out how it can be done with limited resources. This is a workshop style keynote designed to equip leaders to do it tomorrow.
a complete styduy of how strategic management concepts are actually practiced in practical world we have made different models of management for lucky cement after gathering a detailed information good luck :)
Stress Management of Employees at Shree Ram Krishna Exports Pvt. ltd. Chitrak Sawadiyawala
The Project is all about Stress Management of Employees at Shree Ram Krishna Exports Pvt. ltd.
This Project is been Done by Two people as a part of GTU curriculum....
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
Presentation on Performance Appraisal SystemPawan Bahuguna
This is a good MBA project on performance appraisal and you can download full report from http://www.final-yearproject.com/2009/07/performance-appraisal-system.html
Career Path by TalentGuard transforms how employee development is managed in the work environment. Employees are looking at careers in new ways. For them, it has become less about ascending methodically from job to job within a single company until the corner office is theirs. Instead of climbing the corporate career ladder — vertical and inflexible — employees are navigating career lattices. Career lattices provide strategic insight into lateral, upward and downward career paths.
Today, employees feel stumped, bored, and frustrated in their current positions, likely because they’re craving change, growth and development. It’s becoming easier and easier for people to change jobs, especially considering the growth of online job boards and company careers pages, which make it less cumbersome to both find opportunities and pursue them.
When this problem is left unresolved, companies will face major turnover and job satisfaction issues, forcing them to look externally for employees that fit their experience and competency requirements. For many companies, a constantly in-flux workforce has become a daily challenge of doing business. This trend is due in part to companies either placing an insufficient emphasis on supporting the professional development of their employees or simply lacking the skills and expertise to do so. Investing more time and energy into recruiting, holding onto, and developing their best employees can be unexpectedly complicated. Yet, it would be highly beneficial for companies to develop their existing employees in order to create a steady source of highly qualified talent from within.
Career pathing resolves these issues through a structured, communicated and holistic development plan to help employees visualize their career growth within the company. In companies that organize themselves this way, employees are better equipped to:
Enhance career progress
Identify and pursue employment opportunities within the company
Excel through aligned learning and development
Receive coaching and mentoring from managerial, HR and business leaders
Without active career planning, employees will be much more likely to see their best opportunities as lying elsewhere and leave for competitors in pursuit of their self-interest. Career planning assistance programs are not reserved for thriving, expanding companies with a wealth of resources to devote to human resource initiatives. Rather, career pathing is for every organization, whether it is flat, single-location or, multinational, whether in the high-tech, government, consumer packaged goods sectors, or any other industry. Keeping employees motivated, positive, and productive during stressful times is not easy, but actively providing career guidance can help maintain morale and reinforce a sense of loyalty when it’s needed most.
Introduction of Talentiro : Performance Management SystemJatin Sethi
Talentiro is a centralized performance review and management platform which offers a wide range of services to grow the organization. Talentiro is a solution to automate continuous performance and employee engagement which offers a wide range of services to grow the organization. It is a smart & innovative tool to boost productivity & link performance review with organization & employee branding.
Here are some of the Talentiro Features published on our Website.
• Real-Time feedback
• KRA Based Approach (1:1’s)
• Continuous performance management
• Task and Project Management
• Employee Appreciation and Recognition
• Instant Reports
• Tracking tool for reviewing the employee task
Training, Development & Conflict Management of BEXIMCO Textiles LimitedFaheem Hasan
This is the defense presentation based on my project work/thesis report entitled "Training, Development & Conflict Management of BEXIMCO Textiles Limited". I want to thank my honorable supervisor, coordinator, some teachers, seniors and my dearest friends for supporting me in this regard. If you need any sort of help or preparation for your defense presentation, then you can take assistance from this presentation. Good Luck !!
This is a good MBA project on performance appraisal and you can download full report from http://www.final-yearproject.com/2009/07/performance-appraisal-system.html
Course:- Organizational Behavior
Faculty:-
Sir Mir Akbar Ali Khan
Group Members
M Owais 55012
Mehdi Abbass 55246
Ali Arshad 55017
Tariq Mehmood 56908
Sagar Kumar 5632
Course:- Organizational Behavior
Faculty:-
Sir Mir Akbar Ali Khan
Group Members
M Owais 55012
Mehdi Abbass 55246
Ali Arshad 55017
Tariq Mehmood 56908
Sagar Kumar 5632
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
3. The Sui Southern Gas Company was formed in 1954.
The Company in its present shape was formed on
March 30, 1989, following a series of mergers of three
pioneering companies, namely Sui Gas Transmission Company Limited Karachi Gas
Company Limited and Indus Gas Company Limited.
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.
4. 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.
5. CORE VALUES
Acts in ethical manner. Promote ethical business
environment. Seen & known to be honest. Lives within
means. Intellectually honest. Take effective actions if
observers unethical behavior or situation
INTEGRITY
EXCELLENCE
Makes positive contribution towards the achievement of SSGC's Vision. Respond
effectively to customer needs. Takes timely & Quality decisions.
TEAM WORK
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
6. 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
o Create solutions to make customer needs. Develops colleagues and team
members to improve their skills and performance.
o Balances short term and long term priorities to maximize on results.
7. o Stays abreast of change in operating environment
that impacts our business
Markets Competitors
Technology Customers
Suppliers Employees
Regulatory Political and Public
8. Top
Management.
Sui Southern Gas Company
(Company’s Organogram)
Finance
Division
Board of Directors
Departments
Divisions
Managing
Director
MD’s
Secretariat
Customer
Services Division
Billing
Customer
Relations
Sales
Materials
Mgt.
T&D
Division
Distribution
(Karachi)
Distribution
(Sindh)
Distribution
(Balochistan)
Transmission
UFG Cell
Insp. & Mon.
Cell
Engineering
Services Division
Construction
Measurement
Planning &
Development
Research &
Development
Services
Management
Services Division
Admin.
Services
Corporate
Comm. Dept.
HSE
Meter Plant
Regulatory
Affairs
Sports
Section
Human
Resource
Internal
Audit
Information
Technology
Accounts
Finance
Treasury
Corporate
Planning Cell
Security
Services
Govt. &
Public
Affairs
Chairman’s
Secretariat
Company’s
Secretary
Tax
9. RECRUITMENT & SELECTION PROCESS
Compiling of requisition from Departments for human resource personnel and evaluating
them for eligibility
Hiring the services of HR-approved Head Hunters or advertisement i.e. External /
Internal/ contract / consultancy contract/ third party employment
Screening of applications received against advertisement
Conducting interview of the shortlisted candidates
Appointment of selected candidates
Arranging medical examination and security clearance of selected candidates
Maintaining record of new executives in Oracle Database
Issuance of Posting Order to successful candidates
Arranging Orientation Program of successful candidate
11. 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.
12. JOB SPECIFICATION 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:
Section:
Work to be done
Section:
Activities
Position requirements: Experience, Competencies and position requirements
Job Knowledge:
Experience/Education:
Competencies/Abilities:
13. PERFORMANCE MANAGMENT SYSTEM
Performance Management System is the process of
assessing progress towards achieving predetermined
goals, which are aligned to the Company’s
goals, vision and mission. 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
b)Exceeded Expectations (EE): Marks 66% - 80%
c)Meets Expectations (ME): Marks 51% - 65%
d)Below Expectations (BE): Marks 26% - 50%
e)Not Acceptable (NA): Marks 0% - 25%
14. 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 20 % of the
employees are kept in SEE and EE ranking pits, 70 % are given Meets Expectation
rating where as 10 % are kept in BE and NA ratings.
15. STEPS OF PERFORMANCE MANAGEMENT
PROCESS
Step 1: Performance plan
• Duties, goals & objectives are set
Step 2: Midyear review
• Both employee and line manager discuss performance
Step 3: Executive input
•Employee give feedback about hir or performance
Step 4:Annual performance review
•Line Managers fills final annual performance form
16. 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, how and 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:
17. 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:
18. 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:
19. Performance Review Form
To be completed by Manager only
OVERALL PERFORMANCE SUMMARY. This section should include a summary of the employee's overall
performance.
TOTAL SCORE:
Performance Objectives Points allocated 50 Points awarded
Development Objectives Points allocated 20 Points awarded
Competencies & Skills Points allocated 15 Points awarded
Core Values Points allocated 15 Points awarded Total Score out of 100 allocated points
- - -
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'S NAME: 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:
20. PROBLEMS WHILE APPRAISING
EMPLOYEE PERFORMANCE
• Performance evaluations may lead to a
pessimistic impact on office dynamics
• Time consuming
• Employee de-motivation
• Legal issues; Personal Bias/Favoritism
• Biases
• Personal grudges
• Undeserving ratings
21. Training & Development
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 calendar, 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 environment 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) Allocate Budget.
4)Arrange a trainer (mostly an insider if required skilled trainer is not available than
arranged from outside.
5) Conduct the training.
6)Measure effectiveness of training and development program.
7) Repeat and refine the program.
24. COMPENSATION
The Salary consist of a basic salary and 60% of basic
salary is added to form salary package.
Annual Increments Based on Performance
Management System
• SEE rated will get 15% basic pay raise.
• EE rated will get 12% basic pay raise.
• ME will get 9% basic pay raise.
• BE will get 5% basic pay raise.
• NR will get no raise in salary
Performance Cash Bonus
SEE - One Gross Salary
EE - One Basic Salary
25. JOB GRADES
There are 10 job grades in the company. After every 3
years of service in one grade, employee is eligible for
Promotion to next grade based on his/her
performance.
PROMOTIONS
Minimum three years’ service in current grade.
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. 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
26. LEAVE POLICY
The Company allows leave of absence from active
employment bearing in mind the on-going 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.
ANNUAL LEAVE
A employee have 36 days annual leave in a calender year, a employee can carry
forward leaves to next calender year, a maximum of 60 leaves can be carry
forwarded to next calender year , otherwise the leaves are discarded and cannot be
encashed. However at the time of retirement a employee can encash a maximum
of 60 days leave.
SICK LEAVE
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 recommendations of
the Company doctor and treated as extended sick leave.
27. HAJJ LEAVE
Atleast five years of service is necessary to avail Hajj
leave. A maximum of 45 days leave can be availed. Hajj
leave can be availed once in service
STUDY LEAVE
Employee ca take a maximum of two years study leave if he or she has completed
5 years of service
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
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.
PROVIDENT FUND
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. Interest is also
paid on the total amount accumulated. However it is employee ‘s decision whether
he/she wants interest or not
PENSION
The eligible period for pension is 15 years of continuous service with the
Company and attaining the age of 50
29. GRATUITY
Employee who has completed a minimum of five years
continuous service with the Company shall be entitled
to gratuity. The formula for gratuity is Gross salary at
the time of retirement/leaving multiply by number of years of service.