L.

501LegalEnvironmentofBusiness

TERMPAPER

HR/PersonalPolicy:withspecialreferencetoHiringfiring&
FringeBenefitofRobiAxiataLimitedandAdvanceChemical
Industries(ACI)Limited

PreparedFor:
M.ZillurRahman
Barrister,MBA
PreparedBy:
H.M.ShahriarHassan
SonjoyKumarBala
Batch45E
MBAProgram
29Dec2011

ZR05
ZR17

Dec29,2011

M.ZillurRahman
Barrister,MBA
InstituteofBusinessAdministration
UniversityofDhaka

Subject:Submissionofthetermpaperon

HR/PersonalPolicy:withspecialreferencetoHiringfiring
&FringeBenefitofRobiAxiataLimitedandAdvanceChemicalIndustries(ACI)Limited
DearSir
We are pleased to present to you our term paper HR/Personal Policy: with special reference to
Hiringfiring&FringeBenefitofRobiAxiataLimitedandAdvanceChemicalIndustries(ACI)
Limited.Preparationforthistermpaperhasbeenaninterestingexperienceforus.OurstudyoftheHR
policyoftwoofthemostrenownedprivateorganizationsofBangladeshrevealedsignificantinformation
regardingthepresentconditionofthesector.Wetookpreviouslawsthatwereinactionandstudiedabout
theHRpolicywhichweretakenandwhichwereneglected.
Wehaveenjoyedworkingonthispaperandhopethatthisworkwillmeetthelevelofyourexpectations.
Yourguidanceandcontinuousassistancehelpedusalottoachieveourgoals.Incaseofanyqueriesfeel
freetocontactusanytimeatyourconvenienceatshahriar.hassan@gmail.com.
Sincerely,
H.M.ShahriarHassan
SonjoyKumarBala

ZR05
ZR17

ii

TableofContents
Executive Summary........................................................................................................................................................vi
Methodology...................................................................................................................................................................vi
Limitations......................................................................................................................................................................vi
Introduction.....................................................................................................................................................................1
Robi Axiata Limited.........................................................................................................................................................1
Robi Guiding Principles...............................................................................................................................................1
Employment Policy......................................................................................................................................................2
Scope of the policy.................................................................................................................................................2
Requisition and Approval process...............................................................................................................................2
Internal Source.......................................................................................................................................................3
External Sources.....................................................................................................................................................3
Screening of Candidates.............................................................................................................................................3
Assessment center.................................................................................................................................................4
Case Analysis/ presentation...................................................................................................................................4
Competency Based Interview.................................................................................................................................4
Written Test.............................................................................................................................................................4
Final Selection.........................................................................................................................................................4
Joining.....................................................................................................................................................................4
Salary & Benefits....................................................................................................................................................5
Resourcing of Contractual, Consultant & Others....................................................................................................5
Contract Appointment............................................................................................................................................5
Terms & Conditions.................................................................................................................................................5
Part-Time Employment...........................................................................................................................................5
Disciplinary and Compliance.......................................................................................................................................6
Purpose of Disciplinary and Compliance................................................................................................................6
Causes of Disciplinary Actions................................................................................................................................6
Approaches to Disciplinary Actions.............................................................................................................................6
a. Progressive discipline.........................................................................................................................................6
b. Positive discipline...............................................................................................................................................7
Principles of Disciplinary Actions............................................................................................................................7
Disciplinary Actions and Complaint Handling Procedures..........................................................................................7
Appeal Procedure.................................................................................................................................................10
Fringe Benefits..........................................................................................................................................................10
Office Hour and Leave Policy................................................................................................................................10
Compensation Management................................................................................................................................11
Establishing Competitive Salary Levels................................................................................................................11
Separation and Exit Procedure.................................................................................................................................12
ACI Limited....................................................................................................................................................................13
Company Mission......................................................................................................................................................13

iii

Company Vision........................................................................................................................................................13
Values........................................................................................................................................................................14
Strengths of ACI:.......................................................................................................................................................14
HR policy...................................................................................................................................................................14
Policy for Change..................................................................................................................................................14
Definitions............................................................................................................................................................15
Recruitment and Selection Policy.............................................................................................................................15
Manpower Approval Process.................................................................................................................................15
Recruitment Methods & Responsibility.....................................................................................................................16
Advertisement Procedure.....................................................................................................................................16
Guideline on Selection of Staf.............................................................................................................................18
Pre-employment Checklist....................................................................................................................................19
Firing (Disciplinary) Procedure..................................................................................................................................19
Employee Benefits....................................................................................................................................................19
Provident Fund......................................................................................................................................................20
Medical Allowance................................................................................................................................................20
Festival Bonus.......................................................................................................................................................20
Performance Appraisal.........................................................................................................................................21
Telephone at Residence and Mobile phone Policy................................................................................................21
Scholarship Scheme.............................................................................................................................................21
Management of the Scheme................................................................................................................................21
Period of Scholarship............................................................................................................................................22
ACI Employees Welfare Fund................................................................................................................................22
Findings and Analysis....................................................................................................................................................23
Problems of HR policies.................................................................................................................................................23
Recommendations.........................................................................................................................................................24
Conclusion.....................................................................................................................................................................24
Appendix.......................................................................................................................................................................26

iv

ExecutiveSummary
RobiAxiataLimitedisoneofthefastestgrowingmobileoperatorofBangladesh.Ontheotherhand,
AdvanceChemicalIndustries(ACI)LimitedisoneoftheleadingconglomeratesinBangladesh,witha
multinationalimage.BothofthecompanieshavetheirsolidHRpolicies.Inthisreport,wehaveindicated
theloopholesoftheHRpoliciesofRobiAxiataLimitedandAdvanceChemicalIndustries(ACI)
Limited.WehavediscussedtheHRpoliciesofthesetwocompaniesindetail,makeacomparison
betweenthesetwocompanies.
ThecomparisonbetweenthesetwocompaniesHRpolicyclearlyshowsthattheyareincompliancewith
theBangladeshLaborCode2006.However,therearecertaindrawbacksintheHRpoliciesofthesetwo
companies,whichleadtodissatisfactionamongsttheemployees.Comparisonsbetweenthesetwo
policiesandSuggestiontoimprovehavebeenprovidedinthisreport.

Methodology
Ourreportisbasedonpersonalinterviewsandgatheredinformation.Mostofthedataandinformation
wasfoundontheofficialwebsiteofRobiAxiataLimitedandAdvanceChemicalIndustries(ACI)
Limited.WealsogotmuchinformationfromtheHRdepartmentofRobiandACI.Theinterviewwasan
openendeddiscussion,whereweprobedforinformation.

Limitations
Wetriedourlevelbesttoomitanymistakesbutthereweresomeminorfaults.Wearehopefulthatthis
reportwillservethereadertoknowaboutsomeaspectsofstrategies,planningandimplementationofHR
inRobiandACI.Wehavetriedhardtomakethisreportdecent,delicate&perfect.Butobviouslythere
mustbeachanceofmakingerrors&omissions.Wehope,thereaderswillbekindenoughtoconsider
thoseerrors.

Introduction
TheroleoftheHumanResourceManagerisevolvingwiththechangeincompetitivemarketenvironment
andtherealizationthatHumanResourceManagementmustplayamorestrategicroleinthesuccessofan
organization.Organizationsthatdonotputtheiremphasisonattractingandretainingtalentsmayfind
themselves in dire consequences, as their competitors may be outplaying them in the strategic
employmentoftheirhumanresources.
Robi Axiata Limited is a joint venture company between Axiata Group Berhad, Malaysia and NTT
DOCOMOINC,Japan.ItwasformerlyknownasTelekomMalaysiaInternational(Bangladesh)which
commencedoperationsinBangladeshin1997withthebrandnameAKTEL.On28thMarch2010,the
servicenamewasrebrandedasRobiandthecompanycametobeknownasRobiAxiataLimited.On
theotherhand,ACIwasestablishedasthesubsidiaryofImperialChemicalIndustries(ICI)inthethen
EastPakistanin1968.AfterindependencethecompanyhasbeenincorporatedinBangladeshonthe24th
of January 1973 as ICI Bangladesh Manufacturers Limited as a Public Limited Company. This
CompanyobtainedlistingwithDhakaStockExchangeon28December,1976anditsfirsttradingof
sharestookplaceon9March,1994.Lateron5May,1992,ICIplcdivested70%ofitsshareholdingto
local management. Subsequently the company was registered in the name of Advanced Chemical
IndustriesLimited.ListingwithChittagongStockExchangewasmadeon22October1995.
BothofthecompanieshavestrictrulesandregulationsregardingHRpolicywithspecialguidelinefor
hiring,firingandfringebenefits.AlthoughthesecompaniestendtobealignedwithBangladeshLabor
Code2006,therearecertainloopholesinthesepolicies.

RobiAxiataLimited
RobiAxiataLimitedisoneoftheleadingmobileoperatorofBangladesh.Ithasexperiencedtremendous
growth of revenues. All of these have become possible due to hard work of its employees. Robi
EmployeesholdthemselvesaccountabletothefollowingoverarchingguidingPrinciplesfororganization:
1.Beingrespectfultowardseveryone.
2.Beingtrustworthybyaction.Beingpassionateandcreativeinallwedo.
3.Keepingthingssimpleinthewaywedothings.
4.Beingethicalandtransparent.
5.Demonstratingindividualandcollectiveownership.
6.Practicinganopencultureincommunicationandinteraction.

RobiGuidingPrinciples
Maintaining the highest ethical standards and integrity in its operations is a crucial factor at Robi.
ThereforeithasintroduceditsGuidingPrinciplesthatitexpectsitsemployeestoembedintheirminds
andupholdindischargingtheirresponsibilities.CodeofBusinessEthicssafeguardsitsethicalstandards
byclearlydefiningwayofworking.Withsuchsystemsinplaceitensuresthatitdoesbusinesswitha
conscienceandsafeguardsitsemployeesfromexploitation.Robiexpectsitsemployeestoexemplifythe
guidingprinciplesintheirworkandregulatetheiractionsbythestipulationsintheCodeofConduct.

Robiemployeesmustabidethefollowingcodeofconduct:
ConducttheCompanysbusinesswithhonestyandintegrityandinaprofessionalmanner.
Build relationships with customers, vendors and fellow employees based on trust and treat every
individualwithrespectanddignity.
BecomefamiliarwithandcomplywiththeCompanypoliciesandprocedures.
Avoidanyactivitiesthatcouldinvolveorleadtoinvolvementinanyunlawfulpracticeoranyharmto
theCompanysreputationorimage.
Avoidactualorpotentialconflictsofinterestsinalltransactions.
Provideaccurateandreliableinformationinrecordssubmitted;safeguardtheCompanysconfidential
information.
PromptlyreporttotheCompanyanyviolationsoflaworCompanypoliciesthatcometotheemployees
attention,andcooperatefullyinanyaudit,enquiry,revieworinvestigationbythecompany.

EmploymentPolicy
TheobjectiveoftheEmploymentpolicyistoensurethatpeoplewiththerighttalent,skills,knowledge
andvaluesarerecruitedusingqualityselectiontoolsandproceduresguidedbytheHRDivisionofRobi
AxiataLimited.EffectiveResourcingshallensurethecompetencyandhighqualityperformanceofthe
wholeorganization.
RobiAxiataLimitedEmploymentPolicydoesnotallowanyfavororpreferentialtreatmenttoanyone.No
onewhoisbelow18yearsofagecanbehiredasanemployeeforRobiAxiataLimitedonregular,
contractortemporarystatusandThirdparty.Theemploymentstatuscanbechangedfromregularto
contractorviceversadependingonthechangeinpolicyormanagementdecisionundertheguidanceof
Legal&CompliancesdepartmentofRobiAxiataLimited.
Scopeofthepolicy

ThispolicywillapplytotheResourcingandselectionofemployeeforRobiAxiataLimitedonly.
AllemployeesinvolvedatanystageoftheResourcingandselectionofemployeeshouldbe
awareofandadheretothispolicy.
All divisions/departments, executive search, consultants or external experts who assist in the
Resourcingprocessmustactinaccordancewiththispolicy.
TheResourcingteam/BusinessPartnersareresponsibletoprovideinformationtothedivisions
aboutthispolicypriortotheirinvolvementintheResourcingprocess.
HR will ensure that proper Resourcing process is being followed for Permanent & Direct
ContractResourcingoroutsourcingasperthepolicyguidedbyHumanResourcesofRobiAxiata
Limited.

RequisitionandApprovalprocess
ResourcingandSelectionarenotsimplymechanismsforfillingvacanciesrathertheyareviewedasthe
keyfactorforsuitableplacements.Withaviewtowardsplacingtherightpersonattherightposition,in
RobiAxiataLimitedfollowingproceduresinResourcingandSelectionwillstartatthebeginningofthe
yearinaccordancewiththeapprovedWorkPlanandbudgetprovisions.Resourcingwillbeguidedbythe
approvedWorkPlan.Ifanycasedivisionsdecidedtochangetheworkplantheyneedtogothroughthe
approvalprocessandcanincorporatethechangeintheworkplanintheirrespectivedivisionafterithas
2

beenapprovedasperthelimitsofauthorityofRobiAxiataLimited.EachDivisionwillsubmittheir
quarterly Resourcing plan to Resourcing for the whole year and on the basis of such requirement
ResourcingTeamwillpreparetheupcomingResourcingplanofeachDivision/Department.
InternalSource
Toencouragetheinternalcandidates,jobvacanciesinRobiAxiataLimitedwillbeadvertisedthrough
internalnoticestoallRobiAxiataLimitedemployees.InthecaseofinternalsourcingHRalongwiththe
concerned Line Manager will identify prospective candidates on the basis of Individual capability
matchingwithCompetency/RoleProfileandwillconductappropriateassessmentstoselectthesuitable
person.Internalcandidateshavetocompetewiththeexternalcandidatesforthevacantposition.
Upon selection reassignment letter will be issued to the employee after discussing with releasing
managerandacceptingmanager.Effectivedatewillbedecidedbythereleasingandacceptingmanager,
butitshouldnotexceedmorethan45days,fromthedayithasbeencommunicatedtolinemanagers.
ExternalSources
Resourcing from external sources can be through: Robi Career portal All open positions must be
publishedatRobicareerportalwww.robi.com.bd/careerRobiisanequalopportunityemployer,basedon
theJobrequirementsanyBangladeshicitizenareeligibletoapplyforanyopenposition.Bangladeshis
livingabroadisalsoeligibletoapplythroughthesystem.
OpenSourcing:RobiAxiataLimitedcanposttheopenpositionsamongOpCostofillupthepositions.
OtherSources:Dependingontherequirements,noticeboardsofuniversities,career/jobfairs,University
alumniassociationandjournalsmaybechosenforattractingapplicantsagainstjobopenings.
PersonalNetworking:EmployeescanobtainpotentialCVsthroughtheirownnetworkfromdifferent
industry.TheresourcedCVwillbegiventoHRforfurtherprocess.HereHRandhiringmangerhasthe
authoritytoevaluatetheCVforfinalshortlisting.

ScreeningofCandidates
FollowingpublicationofJobVacancy,GMResourcingorBusinessPartnersnominatedbyVP,HR
Operations will scrutinizetheapplications; make a shortlist based onthe agreed sortingcriteria and
businessescompetencies.HiringManagerswouldalsobegivenaccesstosystemforsortingtheCVs
basedonagreedsortingandbusinesscompetenciescriteria.FurthertoinitialshortlistingResourcing
TeamandHiringManagerswillfinalizethefinalshortlistingjointlyandBusinessPartnerswillthencall
thecandidatesforassessment/Interview.Anycandidateunabletoattendtheinterviewforemergency/
unavoidablereason,anewtimewillbeproposedwiththeconsentofhiringmanger.
Whilescreeningthefollowingcriteriawillbefollowed:

Foranylevelpositionthecriteriaforselectionwillbedeterminedbytherelevantjobroleand
required business competencies which is agreed between hiring manger and HR business
partners/HRRepresentative.
Forfreshgraduatecandidate,he/shemusthaveatleast2ndclass/CGPA 3andaboveinall
academiclevel.
3

ForexperiencedcandidatesCGPA/divisionswillnotbedeterminantfactor.Experiencesinthe
relevantarea,pastcareer,industrytrackrecordprofessionalreferencecanbedeterminantfactors
insuchcase.
Exemployeeswhohavelefttheorganizationmorethan1yearcanbeshortlistediffound
relevantfortherole.InthiscaselastsupervisorsreferenceandpersonalfileinformationofRobi
wouldbedeterminantfactor.
Forinternalcandidatestobesortedforhigherpositionsopeningminimum18monthsserviceis
requiredfromhisverticalmovement.
RobiAxiatadoesnotencouragespouseofanyemployeeapplyinthesamedivision/department.

Assessmentcenter
Robiassessmentcentercompriseswithtwofoldedevaluationprocess:
1.Caseanalysisandpresentation
2.Competencebasedinterview
CaseAnalysis/presentation
CasewillbegivenaspertheJobrelevanceandevaluationwillbedoneaspertheRobiassessorguide
book.

CompetencyBasedInterview
DuringtheCompetencybasedinterviewprocessassessorswilljudgecandidatebasedonRobiAxiata
competencyframework.Apanelwillbeformedforinterviewprocesswhichwillincludeassessorslike
hiring manger, representative from HR and other cross functional assessors. The panel will decide
relevantcompetenciesfortheevaluationoftheposition.Aftertheinterviewthepanelwillconductthe
calibration process and will finalize the selection. The whole assessment will be done in paperless
automatedsystembypanelmemberswhichwillbesendtoHRaftertheinterviewthroughemail.
WrittenTest
Incaseofwrittentest,HRandtheconcernedLineManagerwillshortlistcandidateswhoaretobecalled
to appear for the written test. Written test is applicable for all entry level (less than 2 years of
experiences). The test will assess the candidates aptitude and functional competencies. If required
divisioncantakeadditionaltesttoreviewthejobknowledgealongwiththewrittentestconductedbyHR.
CompilationofbothtestsshouldbeevaluatedbytheGMResourcingandbusinesspartnersunderthe
supervisionofVPHRoperations.Thewholeassessmentwillbedoneinpaperlessautomatedsystemby
panelmemberswhichwillbesenttoHRaftertheinterviewthroughemail.
FinalSelection
Oncethe incumbent is selected finally, Resourcing Approval document will be signedbyrespective
hiringauthorityHRwillinitiatethefinancialoffernegotiationbasedontheircurrentsalary&Benefit
packageandwillstarttheappointmentformalities.Forinternalcandidatessalarywillbefixedbasedon
salaryandcompensationpolicy.Theselectedcandidatemustundergoamedicalcheckupandsubjectto
satisfactorymedicalreportformalappointmentletterwillbeissued.Foranyunusualmedicalreport,
candidatewillconductadditionaltestathisorherowncostandsubmitthereporttoHR.RobiHRis
4

committedtothehealthandsafetyofitsemployees.Nocompromisewillbegiveniffoundpotential
healththreatforanycontamination.BusinessPartnerswillinitiateRobiStartProcessforNewJoiners
upon accepting the offer letter bytheselected employee byensuring workspace, laptop, and email
addressfordayonereadiness.
Joining
HRwillinitiatethejoiningprocessupontheconfirmationfromcandidate.1stand15thdayofthemonth
willbeallocatedforalljoiningprocess.Incaseofnonworkingdayoranyunavoidablecircumstances,if
itisnotpossibletoinitiatethejoiningonthese2daysthenthesubsequentworkingdayswillbeallocated
forjoining.OnspecialcaseswherebusinessurgencyishighHRcanalsoinitiatethejoiningatanyother
alternativedayofthatmonth.Theselectedcandidatemustpresent
1. Releaseletterfromlastorganizationonthedayofjoining.
2. CertifiedPhotocopyofallEducationalcertificates.
Salary&Benefits
Salaryandbenefitswillbefixedbasedoncompetencyandpersonequityratio,experiences,professional
trackrecord,additionalqualification,rangeforthebandbasedonthemarketsurvey.GMResourcing
shouldworkwithGM,compensationandbenefittochecktheinternalparityalongwiththeotherfactors
whiledecidingthesalary.
ResourcingofContractual,Consultant&Others
ThispolicygovernstheappointmentofindividualsonContractbasisandthroughThirdPartyservice
providers.Priortoprocesstheemploymentontheabovecategory,HeadoftheDivision/Department
concernedmustobtainapprovalfromCHRO andMD.Theservice/requisitionmustcontainthejob
specificationwithjustificationoftheneedalongwiththeperiod.
IfadivisiondecidestoengageaconsultantfromoutsideBangladeshforanyprojectorparticularrole
theyneedtochecktheregulatoryguidelinesinconsultationwithResourcing,LegalandAdmin.Forall
individualcontracts,HR&ContractManagement(SCM)willberesponsibleforfinalizingtheagreement
withtheconsentfromdivisionhead.Allindividualconsultantagreementshouldbeforashortterm
preferablysixmonthswithamaximumextensionofanotherthreemonthsandnotexceedingatotalof
ninemonths.ContractManagementteamwillbeinvolvedwhilebusinessdecidestoengageconsultancy
servicethroughacompanyorindividualcontractagreement.
ContractAppointment
Jobswhicharetemporaryinnatureandislikelytobeforalimitedperiodorneedisforalongtermbut
cannotbehiredonapermanentbasisduetorestrictionofthespecificprojectforbeingtemporaryin
nature.Theperiodofappointmentwillbeof3(three)monthstomaximum3(three)years.Appointment
ofRAX topmanagement (CXO) under contract willbe decidedbythe RAXboardandguidedand
governedbytheRAXBoardandgroupHR,basedontherecommendationofRAXCEOandManaging
Director.

Terms&Conditions
Acontractappointmentshouldbeforafixedperiodandwillbecomevoidautomaticallyontheenddate
unlessthecontractisshortenedorextendedinwritingpriortotheexpirationdate.Personappointedon
contractmaybeterminatedduringthetenureatthediscretionoftheemployingdepartmentwithreasons
(performance/redundancy)orwithoutassigninganycause.Aterminationclause(withnoticeperiod/pay
inlieuof)mustbeincorporatedinthecontract.

PartTimeEmployment
Jobsthataretotallyparttimeinnatureandarerequiredforashortperiod(maximumof89days)tocater
the additional influx of work or emergency exigencies or filling up a permanent position that is
temporarilyvacant.Termsanddurationcanbechangedbasedonthelocallaborlawatanypointoftime.
Parttimeappointmentshouldbeforafixedperiodoruntilthecompletionofthespecialjob/projectand
cannotbeforlongperiods.Employingdivisions/departmentmustobtainapprovalformtheDivision/
DepartmentHeadjustifyingtheneed,specifyingthenumberofpersonnelandtherequiredbackground.
LineManagerinconcertwithHRwillprocessthehiring.

DisciplinaryandCompliance
DisciplinaryisactiontakenagainstanemployeewhohasviolatedaCompanyruleorwhoseperformance
hasdeterioratedtothepointwherecorrectiveactionisneeded.TheCompanyhasclearlydefinedrulesof
conductintheCompany.Theserulesareexpectedtoprotectindividual'srightsaswellasthoseofthe
groups. It is the responsibility of all employees to maintain rules and regulations of the Company.
However,thelinemanagersshouldeducatetheiremployeesandmotivatethemtomaintainorderliness
withintheCompany.
Complaintisanexpressionofdissatisfactionwithanemployee,eitherorallyorinwriting,fromhis/her
supervisor/linemanagerorcolleagues.Anemployeemayhaveagenuinecauseforcomplaint,although
somecomplaintsmaybemadeasaresultofamisunderstandingoranunreasonableexpectationfroma
service.Howacomplaintishandledwillaffecttheoveralllevelofemployeesatisfactionmayaffectlong
termemployeeloyalty.Itisimportantformanagementtohaveclearproceduresfordealingrapidlywith
anycomplaints,tocometoafairconclusion,andtoexplainthereasonsforwhatmaybeperceivedbythe
employeeasanegativeresponse.
PurposeofDisciplinaryandCompliance

EnsureacongenialatmosphereintheCompany
Tocorrectanemployeesundesirablebehaviorbyproceedingthroughprogressivemethodof
discipline
Punishthewrongdoers
Developrespectforhumanbeingsandhumanrelationstocreatefavorableatmosphere
Createfeelingoftoleranceandmutualcooperationamongindividuals

CausesofDisciplinaryActions
Generallydisciplinaryactionsinaretakenfortworeasons:
1.ViolationofadministrativerulesandregulationsoftheCompany
2.Foundguiltyofmisconduct

ApproachestoDisciplinaryActions
RAxfollowstwopossibleapproachesinconnectionwithdiscipliningtheemployees.Theyare:
a.Progressivediscipline
b.Positivediscipline
a.Progressivediscipline
Progressivedisciplinestartsfromminoractionstosevereactionsdependingonthenatureofoffenses.A
seriesofdisciplinaryproceduresthatstartswithaverbalwarningandescalatestooneormorewritten
warnings, then a suspension without pay, and finally termination. There are series of management
interventionsunderthisapproach.Theinterventionsprovideanemployeetheopportunitiesandtimeto
correctundesirablebehaviorbeforebeingseparatedimmediately.
Progressivedisciplineprocedureshavethefollowingsteps:
1. Verbalwarning
2. Cautionary/Adviceletter
3. Suspension
4. Writtenwarning
5. Immediatedismissal
b.Positivediscipline
Positivedisciplineisaprocedurethatencouragesemployeestomonitortheirownbehaviorsandassume
responsibilityfortheconsequencesoftheiractions.Whichapproachwillbefollowedinaparticularcase
depends on the situation, degree of misconduct and in such case management decision is the final.
Positiveapproachcanbeviewedasaconstructiveactivity.Thisisdesignedtoencouragetheemployeeto
actinapositivemanneronthejob.Theobjectivesofsuchdiscipliningaretwofold:
1. RetainvaluableemployeeintheCompany
2. Changetheemployee'sbehaviorinthefuture
PrinciplesofDisciplinaryActions
Thefollowingprincipleswillbetakenintoconsiderationwhileundertakingdisciplinaryaction:
Afairhearingwhenpeoplehavebeenaccusedofruleviolationwhensomeonehasbeenaccused
ofhavingviolatedanexistingruleandregulation,he/shewantsanopportunitytohavehis/her
sideheardandtobegivenfairconsideration.
Disciplinaryactionwillbetakeninprivate.
Disciplinaryactionwillbeappliedbytheimmediatesupervisor/linemanager.
7

PromptnessisimportantintakingofdisciplinaryactionIfpunishmentisdelayedtoolong,the
relationshipbetweenthepenaltyandtheoffensiveactbecomeshazy.Thepenaltynotonlyloses
itspositiveeffectonbehaviorbutalsoseemstostimulategreaterresentment.
Consistencyintheadministrationofdisciplinaryactionishighlyessential.
Animmediatesupervisorwillnotbedisciplinedinthepresenceofhis/herownsubordinate.
Afterthedisciplinaryactionhasbeentaken,themanagershouldattempttoassumeanormalattitude
towardstheemployee.

DisciplinaryActionsandComplaintHandlingProcedures
AnyRAxpermanentemployee,whowishestocomplainagainstanyotheremployeeofthecompanyin
regardstotheindiciplinaryactsorunlawfulbehavior,he/shehastosubmithis/hercomplaintohis/her
respectivesupervisororlinemanager.
AccordingtoBangladeshLaborLaw,2006,noorderfordischargeordismissalofanemployeeshallbe
madeunless
Theallegationagainsthim/herarerecordedinwriting
He/sheisgivenacopythereofandnotlessthan7daystimetoexplain
He/sheisgivenpersonalhearingifsuchaprayerismadeand
Theemployerorthemanagerapprovesofsuchorder.
Anemployeechargedformisconductmaybesuspendedpendingenquiryintothechargesagainsthim/her
andunlessthematterispendingbeforetheCourt,theperiodofsuchsuspensionshallnotexceedsixty
days.
Thereareninesequentialstagesthatarerequiredtoexplain:
1. Preliminaryinvestigation/verbalwarning/cautionaryletter
2. IssuanceofChargeSheet/ShowCause
3. Suspensionforthepurposeofenquiry
4. ConsiderationoftheExplanation
5. Enquiry
Iftheemployeedeniesthecharge(s)ortheresponseisnotsatisfactoryorfailstoanswertotheshow
cause/chargesheet,aformaldomesticenquiryshallbeheldintothematterbeforetakingdecisionsinthis
regard.Thestepslistedbelowshouldbefollowed:
a. An enquiry officer/committee shall be formed to investigate the matter in consultation with ER
department.
b.TheLineManager/SupervisorwhohasissuedtheShowcause/chargesheetwillissuetheletterfor
enquiryaskingtheaccusedtoappearbeforetheinquirycommittee/officerataparticularplace,statingthe
specifictimeofappearancewithalldocumentaryevidenceandwitness(es)ifany.
c.Theaccusedshallbeentitledtocrossexaminethewitnessesagainsthim/herandhe/sheshouldbe
allowedtopresentwitness(es)inhis/herdefense.
d.Theenquiryofficer/committeeshallrecordthestatementoftheaccusedandwitnessesofbothsides
andshallobtainsignatureofallthewitnessesandaccusedintheirrespectivestatements.Iftheaccused
refusestosignthestatementatthetimeofenquiry,thisfactshouldalsoberecordedandsignedbyother
witnessesandtheinquiryofficer/committee.
e. The enquiryofficer/committeeshall submit his/its report to the Management/authoritywith his/its
findings.AndManagement,havingconsideredthefindingsonthecharges,shalldropthechargesor
8

awardpunishment.Thislettershouldcontainreferenceofthechargesheet,thefindingsoftheenquiry
officer/committeeandactiontaken.
f.Iftheaccused,afterbeingdulyinformed,absenthimself/herselffromtheenquirywithoutproper
reasonorpermission,theenquiryshallproceedexparteandrecordedintheproceedingsaccordingly.
6. ActualHoldingoftheEnquiry
Thisisthemostimportantstepofthedisciplinaryaction.Thepurposeofenquirywillbe
topunishtherightperson
givetheaccusedanopportunitytodefend
tofollowtheprinciplesofnaturaljustice
torevealothersinvolvedinanoffence
toallowandsatisfylegalrequirements
Theessentialcharacteristicsoftheenquiryboardare:
employerorthedelegatedpersonwillbetheenquiryofficer/committeemember
witnesswhoisrelatedwiththeoffenseisdisqualified
abilitytowrite
prosecutionroletoplay
punishingauthorityandtheenquiryofficershouldnotbethesame
whohasknowledgeofnaturaljustice
Personswillbepresentintheenquiry
theaccused
enquiryofficer/committeemembers,within(andoutsideifany)
witness,managementside,ifany
witness,accusedside,ifany
Theaccusedcanexpressinwritinghis/herreservationabouttheenquiryofficer/anyofthecommittee
members.Iffoundreasonable,theauthoritywillchangethatcommitteemember.Therolesoftheenquiry
officer/committeemembersare:
Toinvestigateacomplaintorcharge
Togatherfactsasmuchaspossible
Toverifyfactsandtoensurethattheyarefactsnotrumors
TodeterminewhoarethematerialwitnessesfortheCompanymanagement
Toobtainstatementsfromthewitnessesoftheaccusedandtocheckthevalidityofanyfactsthat
mayarise
Tostudythesceneoftheincident,ifnecessary
Theenquiryproceedingsshouldbeinitiatedinthefollowingmanner
askingthebothsidestoproducetheirwitnesses
theirstatementtoberecorded
crossexamineandrecording
to ensure signature and date in all pages of the inquiry proceedings by the witness, cross
examinees,enquiryofficer/committeemembers,andtheaccused.
7. SubmissionofReports
Oncompletionoftheenquiry,theenquiryofficer/committeemembershavetosubmitawrittenreportto
the management with their findings. Every finding has to be supported by reasoning. The enquiry
officer/committeemembersareengagedinafactfindingmissiononly.Thereportisnotbindingonthe
9

punishingauthorityasperlaw.Theboardshallnotrecommendratherwillconcludewhethertheaccused
isguiltyofthechargesornot,whethertheallegationisprovedornotprovedorpartiallyprovedornot.
8. Awardofpunishment
Dependingonthetype,effectandgravityofmisconduct,indisciplineorinefficiency,inadditiontothe
dismissalthecompanymayimposeanyofthefollowingpunishment:
a.Removaltheemployeefromhisjob;
b.Downgradetheemployeeforaperiodnotexceedingone(01)year;
c.Deferpromotionforaperiodnotexceedingone(01)year;
d.Deferincrementforaperiodnotexceedingone(01)year;
e.Finetheemployee;
f.Suspendwithoutpayforaperiodnotexceedingseven(7)workingdays;
g.Awrittenwarningletter;
9. CommunicationabouttheDecision
Themanagementmayagreeordiffereitherwhollyorpartiallywiththereport.Themanagementatthis
stageinformstheaccusedaboutthedecisioninwriting.Iftheaccusedisfoundguilty,he/shemaybe
dismissed, discharged, suspended or given less severe punishment upon approval of Managing
Director/Management.Ifhe/sheisnotfoundguilty,he/shewillbeexoneratedfromthecharges.Forthe
sakeofequityandjustice,itisdesirablethattheboardshouldbeopenminded,withoutbias,andshould
treatallpartiesequallyandcourteouslyandcometoadecisioninanobjectivemannersupportedby
evidenceonrecord.Iftheaccusedisfoundguiltyandmanagementmaybeawardhim/herpunishment,
followingneedstodone:
a. AgeneralcommunicationneedstobemadetoAllRobiStaffdescribingthereasonforawarding
punishmentforawarenessandtopreventitsreoccurrence.
b. Thenameoftheemployeewhohasbeenawardedwithpunishmentshouldnotbementionedin
thecommunication.
AppealProcedure
Anemployeeonwhomanyformofpunishmentorpenaltyhasbeenimposedmayfileanappealtothe
ChiefExecutiveOfficer[CEO]ofthecompanywithin14(fourteen)daysfromthedateofnotificationof
punishmentservedtohim/her.Suchanappealshallcontainallmaterialstatement,groundsofappealand
shouldnotcontainanydisrespectfulorimproperlanguage.

FringeBenefits
OfficeHourandLeavePolicy
Followingarethedetailsregardingofficehours:
a) Flexi Hours: The time period during the working day in which employees may choose to
scheduletheirarrivalanddeparturetime:
Arrivaltimebetween8:00AMto11:00AM
Departuretimebetween4:30PMto7:30PM

10

b) Coretimeisfrom11:00AMto4:00PMisthetimebetweenwhichtheemployeesareexpected
toremainpresentatofficeduringworkingdays.
AnnualLeave
Anemployeewillbeallowedtoavail26daysofannualleaveperannum.
Maximum15daysannualleavewillbecarriedforwardtothesuccessesyear,ifanyandexcess
for15daysannualleaveastheDecember31stwillbeforfeited.
Iftheservicetenureislessthan1yearonDecember31stinacalendaryear,proportionateannual
leaveshallapply.
Whenanemployeeleavesthecompanyhe/shewillbeentitledforpaymentagainstaccumulated
annualleavehe/shecreditasofseparationdate.
Encashmentofannualleaveshallbeaccumulatedbasedonhis/herbasicsalary.
Contractualemployeewillbeentitled13daysleaveforeachsixmonthscontract.Nootherleave
willbeapplicableforcontractualemployees.
Iftheauthorityrefusestograntanyleaveorrecallanemployeetoresumedutiesunderexigencies
ofcircumstances,suchleaverefusedornotavailed,shallbecreditedontheemployeesleave
account
Procedure
When applying for Annual Leave, an employee must apply on an Annual Leave Application Form,
throughhis/herUnitManager.
SickLeave
Policy:
14workingdaysisentitledasSickLeaveatRobiAxiataLimitedforallemployees.
WhenapplyingforSickLeave,anemployeemustapplyonaprescribedSickLeaveApplication
Form,approvedthroughhis/hersupervisor.ApplicationforSickLeaveformorethan2(two)
daysmustbeaccompaniedbyamedicalreportandprescriptionfromhis/herattendingphysician.
IntheeventofanemployeebeingonSickLeaveformorethanaweek,his/herUnitManager
shouldsendaweeklywrittenreportonhis/herconditiontoHRBusinesspartneruntilhe/shehas
returnedtoduty.
Inthecaseofseriousillness,theUnitHeadattheunitmustmaintainregularcontactwithHeadof
HROperationsandPayrollManagerattheHRDepartmentProcedure.WhenapplyingforSick
Leave,anemployeemustapplyonaprescribedSickLeaveApplicationForm,throughhis/her
UnitManager.ApplicationforSickLeaveformorethan3(three)daysmustbeaccompaniedbya
medicalreportandprescriptionfromhis/herattendingphysician.
MaternityLeave
Policy:
Afemaleemployee,whoisexpectingababy,willbeallowed26weeksleave,withfullpay,duringthe
preandpostnatalperiod,afterconfirmation.In26weeksofleave13weekswillbeinPrenataland13
weekswillbeinpostnatalPeriod.Thiswillbeapplicablefortwocasesofchildbirthandnoencashment
ofthefacilitywillbeallowed.
Procedure:
FemaleemployeewillnotifyHRregardingherExpectedDateofDelivery(EDD)aftertheconfirmation
fromherphysician.HRwillsendamailtotherespectiveemployeeconcerningherstartingtimefor
maternityleaveinPrenatalperiod.IftheemployeeisnotinterestedtotakeleaveinPrenatalperiod,a
11

writtenapplicationshouldbesubmittedtoHR.InthiscaseCompanywillnotbeliabletotheemployee
foranycomplicationarisesduringprenatalperiod.Thisleaveshouldbeauthorizedbytherespective
LineManagerandHeadofHROperations.
PaternityLeave
Policy:
Amaleemployee,whosewifeishavingababy,willbeallowed5workingdaysleave,withpay,beforeor
afterofchildbirth.Anyadditionalleaverequiredatthistimeshouldbetakenaspartoftheannualleave
entitlement.Thiswillbeapplicablefortwocasesofchildbirthandnoencashmentofthefacilitywillbe
allowed.
Procedure:
Employees should complete the relevant leave procedure. This should be authorized by their Line
manager.
OtherleavesincludeCompassionateLeave,PilgrimLeave,QuarantineLeave
CompensationManagement
TheCompanyscompensationpolicyhasthefollowingobjectives:
Toattractandretainhighlytalentedandexperiencedpeople
TopayasalarythatiscompetitivewithsalariesinothercompaniessimilartoRobiAxiata
Toprovideflexibilityanddifferentiationintermsofbeingabletorewardgoodperformance
Todecideonhowsalarylevelsaredeterminedandhowindividualsalaryprogressionistobe
linkedtoperformanceandachievementofbusinessobjectives
EstablishingCompetitiveSalaryLevels
Inordertomeetobjectiveofcompetitivesalarylevels,aprocessisfollowedtodetermine:
TheexternalrelationshipbetweenRobiAxiatajobsandsimilarjobsinothercompanies
TheinternalrelationshipbetweenRobiAxiatajobs
ThesalarylevelsforeachgroupofsimilarjobswithinRobiAxiata(calledthesalaryranges)
SalaryRanges
Salarysurveysandjobevaluationwillindicatethecompetitivesalarylevelsthatothercomparable
companiespayforsimilarjobs.Thecompetitivesalarylevelwillthereforebewhatispaidforafully
competentandexperiencedemployeeinthatrole.However,noteveryonewhooccupiesajobis
necessarilyfullycompetentorfullyqualifiedimmediately.Inordertotakethesedifferencesintoaccount,
andalsotorecognizedifferenceinperformanceandcontribution,asalaryrangeisestablishedforeach
band.
EstablishingSalaryRanges
SalaryrangeofRobiAxiatalimitedisdynamicinnaturewhichwillchangeeveryyearwiththechangein
marketmovement.Theprinciplesbehindtheestablishingofthesalarystructureisasfollows:
SelectionofmarketanchorbasedonthemarketmovementandthebusinessperformanceofRobi
Axiata
Fixthemarketanchorofaparticularbandasthemedianofthesalaryrangeofthatparticular
band
12

Spreadtherangeby+/40%inbothsideofthemedian,i.e.,60%140%range.
ThemarketanchorwillbedeterminedbyManagementCouncilatthebeginningofeachyear.

SeparationandExitProcedure
Ifanemployeedecidestoleave,he/shewillhavetoprovidenoticeasperthetermsofemployment.
FailuretosubmitrequirednoticetotheCompanywillresultproratadeductionofbasicsalary.
ResignationfromemployeespartshouldbesubmittedtorespectiveDivisional/DepartmentalHead.Up
onreceivingDivisional/DepartmentalHeadsacceptance,theemployeewillbeissuedwritten
confirmationfromHRontheseparationofservices.AllseparatingemployeesshallcompleteanExit
InterviewForm.Priortoformalreleasefromthecompany,anexistingemployeewillhaveanexit
interviewsession(ifdeemedrequired)conductedbyHR.InformationcollectedduringtheExitInterview
Processshallbeconfidentialandwillnotbeusedinanywaytoreflectupontheexitingemployee.This
informationwillberetainedinaconfidentialfileseparatefromotherpersonnelrecordsandwillonlybe
usedbyHRforanalysisthecauseofturnoverforfurtherManagementdecision.
Associatemustcloseallfinancialdealingswiththirdpartymadeduringemployment.Supervisormust
investigateandreporttoHRifanyoutstandinglieswiththeassociatebeforeprocessingfinalpayments
andformalrelease.UponreceivingclearancefromFinanceandotherdivisions/departments(as
applicable),HRwillprocessthefinalpaymentandformalreleaseletter.Allseparatedemployeeswillbe
eligibleforanemploymentcertificatedescribingthetenureofservicesandthemaindutieshe/shewas
responsiblefor.Theemployeegetsusualservicebenefitsandunpaidsalary,ifany,asperCompany
policyatthetimeofleavingtheCompany.
Retirement
AnemployeewillretirefromRobiAxiataLimitedattheageof58.Aletterofretirementmustbeissued
toeveryretiringemployeeatleastthreemonthsinadvanceofhis/herretirementdate.
Handoverprocess
Supervisorshallcompletethehandoverprocessandconfirmthefollowing(asapplicable).
Employeewilllistdownthestatusofallassignedjobsandprojects.
HewillcopyallthesoftfilesinaCDandhandovertoSupervisor.
HewillreturnallthebelongingsoftheCompanywithhim,i.e.IDcard,Handset,SIMcard,
Charger,Keysofoffice,lockers,vehicle,pendriveandothercomputeraccessories.
Allcompanydocuments(electronicorpaperformat)
Computeraccessauthorizationcodes
Corporatecreditcard
Financialinformation/outstanding
Anyothercompanyproperty
Employeeswillhandoverallthedocumentsandequipmentsinwriting.Boththeemployees(who
ishandingoverandwhoistakingthecharge)willsignthedocuments.Eachofthemwillhavea
copyofthesigneddocuments.
However,Divisional/DepartmentalHeadsareresponsibletoensuretheproperhandingoverprocess.

13

ACILimited
ACIwasestablishedasthesubsidiaryofImperialChemicalIndustries(ICI)inthethenEastPakistanin
1968.AfterindependencethecompanyhasbeenincorporatedinBangladeshonthe24thofJanuary1973
asICIBangladeshManufacturersLimitedasaPublicLimitedCompany.ThisCompanyobtainedlisting
withDhakaStockExchangeon28December,1976anditsfirsttradingofsharestookplaceon9March,
1994. Later on 5 May, 1992, ICI plc divested 70% of its shareholding to local management.
SubsequentlythecompanywasregisteredinthenameofAdvancedChemicalIndustriesLimited.Listing
withChittagongStockExchangewasmadeon22October1995.
AdvanceChemicalIndustries(ACI)LimitedisoneoftheleadingconglomeratesinBangladesh,witha
multinationalimage.ACI isaPublicLimitedCompanywithatotalnumberof19,653shareholders.
Among these, there are three foreign and fifty local institutional shareholders. The company has
diversified into four major businesses. Besides these, the company has a large list of international
associatesandpartnerswithvarioustradeandbusinessagreements.

CompanyMission
ACIsmissionistoenrichthequalityoflifeofpeoplethroughresponsibleapplicationofknowledge,
skills and technology. ACI is committed to the pursuit of excellence through worldclass products,
innovative processes and empowered employees to provide the highest level of satisfaction to its
customers.

CompanyVision
TorealizethemissionACIwill:
Endeavortoattainapositionofleadershipineachcategoryofitsbusinesses.
Attainahighlevelofproductivityinallitsoperationsthrougheffectiveandefficientuseof
resources,adoptionofappropriatetechnologyandalignmentwithourcorecompetencies.
Developitsemployeesbyencouragingempowermentandrewardinginnovation.
Promoteanenvironmentforlearningandpersonalgrowthofitsemployees.
Provideproductsandservicesofhighandconsistentquality,ensuringvalueformoneytoits
customers.
Encourage and assist in the qualitative improvement of the services of its suppliers and
distributors.
Establish harmonious relationship with the community and promote greater environmental
responsibilitywithinitssphereofinfluence.

Values

Quality
CustomerFocus
Fairness
Transparency
ContinuousImprovement
Innovation

ACILimitedisthefirstcompanyinBangladeshtohaveattainedtheISO9001certificationfor
QualityManagementSystemandISO14001forEnvironmentalManagementSystem.
ACIhasendorsedthePrinciplesofGlobalCompact

StrengthsofACI:

14

ACILimitedisaFoundingMemberoftheCommunityofGlobalGrowthCompanies
ACIstandsbesidesthepeopleofBangladeshwhenevertherearedisastersornaturalcalamities.
ACIhasadistributionnetworkwhichissupportedbynineteendepotsalloverthecountrylocated
andconnectedwithWAN.
ACIhasthelargestinternationalassociationwithworldrenownedcompanies.
ACIgivesbothonthejobandoffthejobtrainingtoitshumanresourcesandtriestobringout
thepotentialoftheindividualtomeethis/herpersonalobjectiveinmeetingcompanysgoal.
ACIhastherightenvironmentforindividualgrowthanddevelopmentandmaintainsadaptiveHR
Policies.
ACI has been recognized as the practitioner and promoter of socially responsible business
behavior.
ACIhassuccessfullymaintainedmultinationalworkethicsandcustomerfocus.

ValueofPeopleinACI
Ourvisionistocontributetothepersonaldevelopmentofemployeestotheirfullpotential.Weencourage
ouremployeestoacquirenewskillsandenhancetheircareer.Weexpectallemployeestoavailthis
opportunity.ACIisanequalopportunitycompany.Wedonotdistinguishbetweengender,race,religions
orpersonalbelief.Wewantouremployeestobehappyatworkaswellasathouseandleadafruitful
fulfillinglife.Wewantyoutoenjoyyourwork.Onlyyoursincereeffortscanmakeadifferenceinour
performanceinthefaceofcompetitionandinkeepingourcustomerssatisfied.Wewantyoutofollowour
valuesandworkethics.Wewishyouahappyandprosperouscareer.

HRpolicy
ThispolicymeanttobeusedbythemanagersorsupervisorsbutitbelongstoallemployeesinACI
Limited.Thismanualcoverstheguidelinesforallmanagementstaffsandprobationersregardingtheir
recruitmentandselectionproceduresandserviceconditions.Forunionizedemployeesthismanualwill
coveronlytheguidelinesofrecruitmentandtheirserviceruleswillbegovernedbytheirunion
agreement.Forcontractualemployeestheguidelinesofrecruitmentandserviceconditions/ruleswillbe
governedbytheircontractualagreement.
Policy for Change
Anydepartmentorfunctionalheadcanproposechangeinthismanualinwritingandforwardtothe
HumanResourceDepartment.TheHumanResourceDepartmentwillreviewtheproposalandforward
thatproposaltotheManagingDirectoralongwiththereview.TheManagingDirectoristhefinal
authoritytoapproveanychangesinthismanual.Undernormalcircumstances,HumanResource
DepartmentwillreviewthismanualeverytwoyearsandproposechangesifrequiredtotheManaging
Director.
TheHRpoliciessharetheprogressivecharacterofthecompany,providingfoundationforamutually
supportiveenvironmentdistinguishedbyequalopportunityandsoundbusinesspracticesanditis
necessarytochangethesepoliciesfromtimetotimetoreflectchangesintheworkforce,employment
trends,economicconditionsandlegislation.However,anychangesinpolicywillbeconsistentwiththe
organizationsapproachto:

15

Employtalentedindividualswhosecreativityandimaginationwillsupportandcontributeto
achievetheorganizationsmission
Communicateorganizationsstandardsandexpectations
Valuediversity
Assureequalemploymentopportunityandaworkplacewhererelationshipsarebasedonmutual
respect
Treatalltheemployeesinaprofessional,nondiscriminatorymanner
Providesafe,effectiveworkingconditionsandaccommodations,and
Providecompetitivesalariesandbenefits

Definitions
a)PermanentEmployee:Thosewhoareemployedagainstanypermanentposition;completedtheir
probationaryperiodsuccessfullyandgovernedbytheorganizationsmanagementstaffstandardservice
rules.
b)ProbationaryEmployee:Thosewhoareemployedagainstanypermanentpositionandhavenotyet
completedtheirprobationaryperiod.
c)ContractualEmployee:Thosewhoareemployedforaspecifiedtimeperiod;governedbythe
contractualagreementwiththespecificindividualandrenewalofthecontractisbasedonthefuture
reviewandneedforthejob.
d)CasualEmployee:Thosewhoareemployedagainstsuchjobswhicharecasualinnature.
e)UnionizedEmployee:Thosewhoareemployedinanonmanagerialpermanentpositionandtheservice
conditionsaregovernedbytheunionagreement.

RecruitmentandSelectionPolicy
Manpower Approval Process
a) Managing Director will be the sole authority to approve manpower for any business or
function.
b) Wheneverapositionbecomesvacantthedepartmentheadshouldexaminetoseeifthework
can be redistributed amongst the remaining staff or if the job is at all relevant in the
prevailing circumstances. Organizational efficiency can be achieved and manpower
productivitycanbeimprovedthroughsuchcriticalanalysisofthejobandexplorationofthe
possibilityofnotreplacingthedepartingincumbent.
c) Ifthereisanecessitytorecruit&selectforanypositionwhichdoesnothaveanyprior
approval,theconcerneddepartmentheadwillfilluptheStaffEngagementProposalForm
andforwardthesametotheHumanResourceDepartment.TheHumanResourceDepartment
willevaluatetheproposalandforwardittotheManagingDirectorwithcommentsifany.
d) StaffEngagementProposalFormistobefilledup&forwardedfortheapprovalofManaging
Director only when the requirement exceeds the sanctioned strength. For replacement &
selectionforapositionwithinthesanctionedstrengthlimit;theStaffEngagementProposal
Formfillingprocessisnotnecessary.
16

e) BeforeforwardinganyproposalorrecommendationtoManagingDirector,HumanResource
DepartmentshouldensurethattheJobDescriptionandPersonSpecificationaretherewith
theproposal.
f) Department Head will be responsible for preparing the Job Description and Person
Specification while Human Resource Department should give support to the Department
Head,ifrequired.
g) AfterreceivingtheapprovalfromtheManagingDirector,HumanResourceDepartmentwill
keep the original Staff Engagement Proposal Form and send a copy to the respective
DepartmentHead.
h) OnlyafterreceivingtheapprovalfromManagingDirectortheHumanResourceDepartment
canproceedforrecruitment.
i) TherewillbeanexceptionforStaffEngagementProposalincaseoftheentrylevelfield
force and distribution contractual. In this case the concerned Department Head will take
approvalfromtheManagingDirectorinthespecifiedStaffEngagementProposalFormby
31st December everyyearwhichwillbe validfornextoneyear. Duringthisperiodany
replacementwillnotneedtheapprovalfromtheManagingDirector.Butforincreasingthe
manpowerbeyondthesanctionedlimit,theconcernedDepartmentHeadmusttakeapproval
fromtheManagingDirector.

Recruitment Methods & Responsibility

Recruitment method will refer to the process of discovering potential job candidates. Standard
recruitmentprocesswillfollowtheguidelinesgivenbelow:

a) AfterreceivingtheapprovalfromtheManagingDirectortheHumanResourceDepartmentwill
startrecruitmentasperthepreferredmethodrecommendedintheStaffEngagementProposal
Form.
b) Human Resource Department can select one or multiple suitable methods of recruitment in
consultationwiththerespectiveDepartmentHead.
c) HRDepartmentshouldalwaysmaintainaCVBankinasuitablefilingsystemsothattheycanbe
sortedoutasandwhenrequiredbeforegoingforcostlyrecruitmentprocess.
d) HRDepartmentshouldintroduceanonlineapplicationsysteminthewebsiteofACILimitedso
thatanyprospectivecandidatecanapplyforasuitablepositionanytime.TheHRDepartment
willchecktheonlineapplicationsdailyandlettheapplicantsknowtheirapplicationstatusona
regularbasis.
e) ForanyrecruitmentprocessHRshouldfollowtheguidelinesgivenbelow:
Advertisement Procedure
1. NewspaperAdvertisement:HRwillmakeadraftforthenewspaperadvertisement andfinalize
thecontentsinconsultationwiththeconcernedDepartmentHead.Afterfinalization,HRwill
send the advertisement to the Creative Communication Department for publication. The
advertisementshouldbepublishedinsuchamannerthatitensuresthemaximumvisibilityas
wellasmasscoverage.HRwillconsidertheconcisenessandattractivenessoftheadvertisement.
Incaseofeveryvacancyadvertisement,copiesoftheadvertisementwillheplacedonthenotice
board.
Anadvertisementwillcontainthefollowingitems:

17

CompanyName&Logo
BriefabouttheBusiness/Company
Title&SummaryofJob
Requiredqualificationandexperience
Personalityattributes
Attractiveandencouragingwordsforthecandidates
Addresstoapply

2. NoticeBoardCircular:Acopyoftheadvertisementshouldbeplacedonallthecompanynotice
boardsforanyrecruitmentsothattheemployeesareinformedabouttherecruitmentprocessand
canrecommendsuitablecandidates,ifany.Needlesstostatethatemployeerecommendationisa
waytosearchgoodcandidatesbutbynomeanswillitcarryanysignificanceintheselection
process.
3. CooptsandInterns:TheDepartmentHeadcanrecommendaninternorapreselectedpersonfor
employment.Theinternmustbeinterviewedandevaluatedextensively.Thepreselectedperson
hastobescreenedinaccordancetotheestablishedselectionprocedure.Allthedocumentsor
assessmentincaseofaninternalongwithaCVshouldbeforwardedtotheManagingDirector
forhisevaluationandapproval.WithoutwrittenapprovalfromtheManagingDirectornosuch
employmentcanbeoffered.
4. CVBankofHR:TheHumanResourceDepartmentshallallthetimemaintainaCVbankwith
theCVsforwardedtothemtimetotimefromdifferentsources,andtheretentionforaCVshould
beatleastsixmonthsfromthedateofreceivingtheCV.Wheneveranyvacancyarisesfora
singleorfewpositions,HRshallfirstconsidertheseCVsforinterview.
5. UsingOwnFieldForce:Sometimesitmightbefoundbeneficialtoengagefieldforcetocollect
CVsfromfield,especiallyduringatightrecruitmentsituation.TheconcernedDepartmentHead
canengagethefieldforceinsuchactivitiesinconsultationwithHRDepartment.
6. JobRotationorTransfer:Incaseofsurplusemployeesprevailingwithinanydepartmentthe
concernedDepartmentHeadcanrecommendanyofthemforrecruitmentagainstanysuitable
position provided that the employee possesses the competency level for that position. The
concernedDepartmentHeadwillforwardtheCVofthesurplusemployeealongwithproven
competencydocumentstotheHRDepartmentandtheHRwillarrangeinterviewoftheperson
withtheDepartmentHeadwherethevacancyarisesandifthepersonisfoundsuitable,HR
shouldforwardthosedocumentstotheManagingDirectorforapproval.Alsoanyemployeecan
applyagainstanyvacancywithaclearancenotefromtheDepartmentHead.
7. CompanycanalsousethirdpartyasanagentforRecruitmentandSelectionifitrequires.This
typeofrecruitmentorselectionprocesswillbegovernedbytheagreementsignedwiththethird
party.

Guideline on Selection of Staf

18

TheManagingDirectorwillbethesoleauthorityforanyselectionwithoutanycompetitiveexamination.
Otherwisethefollowingprocedureshouldbeusedforselectionofemployees:
a) WrittenTest:WrittenTestwillonlybeapplicableforjuniormanagement,unionisedandnon
managerialcontractualpositions.Inexceptionalcaseswherespecificknowledgeandskillareas
areneededtobeidentifiedandtheinterviewisnotsufficientenoughtodealwith,writtentestcan
beappliedasaselectiontool.However,forsomereasonifitisnotomittedthroughwritten
circular, written test is mandatory for junior management, unionised and nonmanagerial
contractualpositions.Onagreedbasis,HR/Functionwillselectthequestionpatterns,venueand
timeofexamination.
b) IQTest:IQTestwillbeapplicableforalljuniormanagementandnonmanagerialcontractual
positions. However, for some reason if it is not omitted through written circular, IQ test is
mandatoryforjuniormanagementandnonmanagerialcontractualpositions.HRwillbesolely
authorizedandresponsibleforselectingthequestionpatterns,venueandtimeofexamination.
c) Interview:BeforesittingfortheVIVA,theboardmembersmustbeagreedwiththecriteriatobe
checkedaccordingtotheRecruitment&SelectionProtocolsignedbytheconcernedDepartment
HeadandtheHeadofHR.TheVIVABoardMemberswillalsoselectquestionstobeaskedwith
anobjectivetocheckthecriteriamentionedintheRecruitment&SelectionProtocolbeforethe
VIVA. The VIVA Board Members must go through the CV, Person Specification & Job
DescriptionoftherelevantpositionbeforetheVIVA.
Following is the standard interview process for junior management, nonmanagerial contractual,
unionizedemployees,midlevelandseniormanagementpositions:
i)
For junior management, nonmanagerial contractual and unionized employees,
interviewwillbeconductedinasinglephase,butbeforeofferingemployment,itwill
requireapprovalfromHeadoftheDepartmentandHeadofHR.Theinterviewboard
willconsistofarepresentativefromHRandarepresentativefromtheconcerned
department.
ii)
Formidlevelmanagement,interviewwillbeconductedintwophases.Forthefirst
phase,interviewboardwillconsistofaminimummidlevelexecutivefromHRanda
seniorexecutivefromtheconcerneddepartment.Forthefinalphase,theinterview
boardwillconsistoftheHeadofHRandtheHeadofBusiness/Function.Butbefore
offeringthefinal employment offer, the approval from the Managing Director is
mandatory.
iii)
For seniormanagement, interview will be conducted in two phases. For the first
phase, the interview board will consist of the Head of HR and the Head of
Business/Function.ThefinalselectionwillbemadebytheManagingDirector.
d) Salary Negotiation: The Head of HR will negotiate the salary with the suitable candidate
whenevernecessary.
e) JobOffer:TheHeadofHRwillofferthejobtotheselectedcandidateafterthefinalapprovalis
obtained.
f) SigningAuthority:HeadofHRwillbesolesigningauthorityforanyemploymentletterupto
managementgradeMIX,nonmanagementandallcontractualemployeesifnotanyotherperson
isauthorizedinwritingforspecialreason.TheManagingDirectorwillbethesoleauthorityto
signanyemploymentletterformanagementgradeMXandabove.

19

Pre-employment Checklist
Thefollowingdocumentsshouldbeobtainedfromthecandidatepriortoofferingtheemploymentletter
and designated person from Human Resource Department will be responsible for collecting the
documents:
- ApplicationforEmployment
- MedicalDeclarationForm
- Copyoflasteducationalandwhereapplicable,professionalcertificates
- Onecopyofpassportsizephotograph
- CurriculumVitae
- Interviewratingform/orpapers

Firing(Disciplinary)Procedure
Thefollowingarethestepstobeconsideredfordisciplinaryactionforacompanystaff:
1. Consideringweightageofanyallegation,therespectivedepartmentheadwilldecidetoreferthe
casetoHRDepartmentfornecessarysuggestion(s).
2. HRDepartmentwillundertakepreliminaryinvestigationandmadenecessarysuggestion(s)for
furtherstep(s).
3. Onagreeddecision(betweenHRDepartmentandRespectiveDepartment)fordisciplinaryaction,
HRDepartmentwillinitiateandissueletterofchargesheettotheaccused.Chargesheetwillbe
framedintheprescribedformat(enclosed).
4. An investigation committee will be constituted by HR Department in consultation with the
Managing Director and MD/Head of Business will appoint Investigation Officer, Committee
Member(s)inwritingthroughprescribedformat(enclosed).
5. The Committee Chairman/Investigation Officer will issue a notice of investigation to the
chargesheetedpersondirectedtoappearbeforethecommitteeasperdate,placeandtime.
6. TheCommitteeChairman/InvestigationOfficer willconducttheinvestigationandsubmitthe
report to the MD/ Head of Business with appraisal of evidence within 7 (seven) days after
completionoftheinvestigation.Reportwillbepreparedintheprescribedformat(enclosed).HR
DepartmentwillnominateastaffasanInterpreter(ifrequired)forinvestigationpurpose.
7. BasedontheinvestigationreporttheManagingDirectorwilltakenecessarydecision.
8. Investigation report, recommendation and verdict will be maintained in individuals personal
recordfile.
9. If the chargesheeted person is not found guilty, HR Department will issue a letter of
communicationtotheaccused.

EmployeeBenefits
Gratuity Scheme
Anemployeeshallbeeligibleforgratuityonleavingthecompanyaftercontinuousandconfirmed
serviceaccordingtothefollowingtermsandconditions:
i. Terminationonaccountofsuperannuation,illhealth,physicalormentalincapacity,redundancyor
terminationsimpliciter:
20

Beforecompletionof12(twelve)yearsservice:monthsbasicsalaryforeachcompetedyearof
service.

Oncompletionof12(twelve)yearsofservice;1monthsbasicsalaryforeachcompletedyearof
service.

Oncompletionof16(sixteen)yearsofservice;2monthsbasicsalaryforeachcompletedyearof
service.
ii. Voluntaryresignation:

Beforecompletionof8(eight)yearsofservice,nogratuityispayable.
On completion of 8 (eight) years of service and having not completed 12 years service,
monthsbasicsalaryforeachcompletedyearofservice.
Oncompletionof12(twelve)yearsofservice;1monthsbasicsalaryforeachcompletedyearof
service.
Oncompletionof16(sixteen)yearsofservice;2monthsbasicsalaryforeachcompletedyearof
service.

iii. Intheeventofdeathortotaldisablementgratuitywillbepaidattherateoftwomonthsbasicsalary
foreachcompletedyearofservice.Incaseofdeath,thegratuityshallbepaidtothelegalheir/heirs.
*Thetermbasicsalary,asused,meansbasicsalarylastdrawnbytheemployeeatthetimeofseparation
fromtheCompanysemployment.ThisiseffectivefromAugust1,1996.
Provident Fund
AllconditionswithregardtoProvidentFundshallberegulatedaspertheRulesoftheFund.
Medical Allowance
MedicalRulesforAllPermanentManagementStaff
1. Incaseofhospitalisationofthestaff,spouseoranydependantchild,inanyrecognisedhospitalor
clinic, the Company will reimburse 50% of the hospitalisation charges, which will include
bed/cabin rent, doctors fees and laboratory tests & medicine required during the period of
hospitalisation.Allotherchargeswillbebornebythestaff.
2. Incaseofsurgery,theCompanywillreimburse75%ofthetotaloperationchargescomprisingof
surgeonsfee,anaesthetistsfee&O.T.chargesandcostofmedicinerelatedtothesurgery.
3. PriorapprovalfromtheHeadoftheBusinessisnecessarybeforehospitalisationorsurgery.The
name of the patient and the name of the hospital/clinic need to be stated while taking the
approval.
4. DepartmentHeadswillapproveadvanceagainstsurgeryforstaffonacasetocasebasis.
5. Expenses for Delivery under Caesarean Section will be reimbursed as per clause 2.
Reimbursementofmorethantwochildrenwillnotbeallowed.
6. TheseruleswillbesubjecttomodificationfromtimetotimeatthediscretionoftheCompany.

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Festival Bonus
ThecompanystartedpaymentofFestivalBonustotheManagementStafffromtheyear2000.Therewill
bedisbursementofanamountequaltoonemonthsBasicSalaryoftheemployeeontwodesignated
festivals.ManagementStaffsthoseareinthepermanentemploymentoftheCompanyonthedateofthe
festivalwillbeeligiblefortheFestivalBonus.Themajorfestivalsrecognizedarethefollowing:
1. EidulFitr
2. EidulAzha
3. DurgaPuja
4. Christmas
5. BuddhaPurnima
FestivalBonuswillbedisbursedincashandwillbepaidtwoweekspriortothefestivaldate.
Performance Appraisal
ThePerformanceAppraisalRatingwilldeterminethequantumofPerformanceBonustheAppraiseewill
getandthelevelofAnnualIncrementofbasicsalarythatwillbeapplicableatthetimeofsalaryreviewin
thefollowingJuly.Exceptincaseofretirement,performanceAppraisalBonuswillnotbepaidtoany
employeewhosedeparturefromCompanyemploymentisknownatthetimeofpaymentoftheBonus.
Evenwhentheappraisalprocesshasbeeninitiated,itwillnotprecedewithwheneverthedepartureis
knowntobetakingplace.
Telephone at Residence and Mobile phone Policy
NormallytheCompanywouldapplyfortelephoneattheresidenceoftheeligibleManagementStaff,but
incaseanemployeehasapersonaltelephone,theCompanymay,atitsdiscretionacceptthattelephone
forthepurposeofthisfacility.Linerentandotherchargeswhicharenotproportionaltonumberofcalls,
willbebornebytheCompany.Inordertofacilitateinternalandexternalcommunicationandtoco
ordinateactivitiesefficientlycertaingroupsofstaffarebeingprovidedwithGPGPNationalpostpaid
andPrePaidmobileconnections.
Scholarship Scheme
ThenameoftheschemeshallbeACIScholarshipSchemeforEmployeesChildren
Management of the Scheme
TheSchemewillberunbytheCompanyandcanbewithdrawnoralteredatanytimebytheCompany.
Eligibility
a)AllpermanentemployeesinNonManagementGradeanduptoManagementGradeMIVwillbe
eligibletoapplyforscholarshipforhis/herchild.
b) 30SchoolScholarshipsshallbeavailablefortheSchoolgoingwardsfromClassVIXforone
year.20CollegeScholarshipswillbeavailableforcollegegoingwards.
c)TheminimummarksrequiredfortheSchoolScholarshipis60%andforCollegeScholarshipis
55%.
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d) Thescholarshipwillbeavailabletoonlyonechildofanyemployeeatonce.
ValueoftheScholarship
ThevalueofeachscholarshipwillbeTk.1,800perannumforSchoolScholarshipandTk.3,600per
annum for College Scholarship. All scholarships to be paid subject to submission of mark sheet of
examinationandtheoriginalstobeshowntotheHRDepartment.
Period of Scholarship
Theperiodofthescholarshipsforschool&collegewillbeforoneacademicyearbeginningduring
calendar year. Payment will be made once in a year. Additionally following Scholarships are being
awarded:
i.
ii.
iii.
iv.

Children of the employee who are awarded Talent Pool Government Scholarship
(Primary/Junior)willreceiveTk.5,000.Anychildrenqualifyingforstateawardwillbepaid
Tk.5,000.
AnychildrenobtainedfirstclassingraduationlevelfromanyPublicUniversitywillreceive
Tk.5000.
Anychildrenplacedinthemeritlist(SSC/HSC)willbeawardedwithaComputer.
AnystudentwhoiseligibleunderthisschemeandadmittedinGovernmentMedicalCollege
willbeentitledtoreceiveTk.5,000asoneoffpaymentduringadmission.

ACI Employees Welfare Fund

ThenameofthefundshallbeACILimitedEmployeesWelfareFundwhichshallbemaintainedbythe
Company.AllpermanentemployeesofACIanditssubsidiarieswillbeeligibletobecomememberofthe
fund.TheCompanyhastheoptiontochangeanyoftherulesasitfindsconvenientatanytimeandmay
withdrawthefundaltogetheratitsdiscretion.TheCompanyshallmaintaintheaccountsandeveryyear
ended31December,aresponsibleofficer(nominatedbytheheadoftheFinanceDepartment)shallaudit
thefundoftheCompany.ThepurposeofthefundistoallowindividualmembersofACItohaveafund
tobeavailableforthemtobeusedbythemforemergencyandotherpurposes.
Rules:
Thefollowingrulesareapplicablefrom1July2006.
Contribution and its use:
a) Employee may contribute tothis fundat their own discretioni.e. from salary/bonus,
awardsetc.
b) ThefundwillberetainedbytheCompanyforutilization/drawingbythecontributing
employeetothefullextentofhis/hercontributiontomeetanyemergency/family/social
need
c) The retained fund may be available for the Company. For that Company will pay
appropriate return which will be distributed among the participating members in an
appropriatemanner.

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Withdrawal
d) Application for withdrawals on the prescribed form shall be made through the
DepartmentHeadtotheFinanceDepartmentwherefrompaymentwillbearranged.
e) Withdrawalsarelimitedtooneeachmonthforanyamountuptothebalanceinthe
memberscredit.Asecondwithdrawalispermittedifthebalanceintheaccountisin
excessofTk.100,000whenthewithdrawalisappliedfor.
f) IfamemberwishestoclosehisAccount,hehastorequestinwritingandtheentire
balanceinhiscreditwillberefunded.

FindingsandAnalysis

RobiAxiataLimitedbeliefs,inpresentcompetitiveanddynamicenvironmenthumanresource
departmentarethemostvaluabledepartmentthantheothers.

Theyconsidertheirskilledpeopleasassertsfortheirorganization.

RobiAxiataLimitedcommittedtodrawthemosttalentedanddynamicprofessionalsfromthe
availablecandidates.

Boththeinternalandexternalsourcesofrecruitmentfollowed.

TraininganddevelopmentprogramsofRobiincludeorientations,and socializations activities to

informemployeesaboutpoliciesandprocedures.

Robitriestodeveloptheiremployeewithfutureadvancementandeducatetheminimumjob
skills.

For job analysis Robi considers several common uses such as job definition,job redesign,
orientation, socialization, carrier counseling, employee safety,performance appraisal and
compensation.

Robidesignsitsjobinsuchway,whichistherightpersonattherightplaceattherighttimeto
achievetheirobjectivesandgoals.

RobifollowstheRankingandtheClassificationmethodforevaluatingthejob.

ForevaluatingtheperformanceappraisalRobimostlyfollowstheratingscalemethod.

Takingconstructivestepstheyaretryingtodeveloptheskillsofthehumanresourcepool.

Theirhumanresourcedepartment(HRD)trustsinteamworkandrespecteachother.

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Problems of HR policies
1.
2.
3.
4.
5.
6.

ForcedResignation
Noplatformforsubmittingacomplaininthatcase
Businessowners'whimsicalwayofpayingBonusandIncentive(Ifatall)
NoLeaveorDifferenttypeandNumbersofLeaveforDifferentOrganizations
NoProvidentFundorGratuityorInsuranceinmostcases
NoRegularityandstandardpolicyinpromotionandsalaryincrement

Recommendations
In Bangladesh the concept of HR is not very old. But within last 7 to 10 years it is widely practiced and
now maximum large company keeps a department of Human Resource Management. As we move into
the new economy, the focus on people and knowledge has steadily increased. Today, companies face
new challenges in dealing with issues such as the scarcity of talent, the value of ideas/knowledge and the
changing preferences of the labor market. Consequently, successful HR strategies are needed more than
ever.
With the increase in competition, locally or globally, organizations must become more adaptable,
resilient, agile, and customer-focused to succeed. And within this change in environment, the HR
professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change
mentor within the organization. In order to succeed, HR must be a business driven function with a
thorough understanding of the organizations big picture and be able to influence key decisions and
policies. In general, the focus of todays HR Manager is on strategic personnel retention and talents
development. HR professionals will be coaches, counselors, mentors, andsuccession planners to help
motivate organizations members and their loyalty.
Our recommendations are:
1. Establishing & computerizing Human Resource Information System (HRIS)
2. Applying motivational approach
3. Planning a mentoring program
4. Organizing Talents Strategically
5. Leading the Talk
6. Control & Measure result
7. Gain Sharing
8. Appropriate Training & development program.
9. Proper rewarding system developed
10. Good image development about organization to ensure compliance, fairness, justice and impartiality.

25

Conclusion
Inpresentcompetitiveanddynamicenvironment,humanresourcearenowbeingviewedasthemost
valuable mean for gaining advantages over other. Competitive advantages can only be achieved by
buildinguphighlymotivatedandskilledemployees.Tofulfillthevision,mission,andcoreobjectivesofa
company the management needs toestablish aeffectiveand efficienthumanresource department and
hiredtheconfidentandmostpromisingprofessionals.
AtRobi,HRexistingpoliciesmaybereviewedandwillberevisedinthepolicymanual.TheHeadofHR
willreviewexistingpeoplepoliciesandproceduresandrecommendfornecessarychangesinit.AlsoHR
willassessandexaminetheneedforintroducinganynewpolicyissuesandbringthosetothenoticeof
theManagementCouncil.Theultimatedecisionandapprovalrestonthemanagementauthority.Oncethe
managementcouncilapprovesanynewpolicyoramendmentstoexistingpolicy,itwillbecomethepart
oftheRobiPeoplepolicies&ProceduresManual.Notwithstandinganythingcontainedinthismanual,
theManagementCouncilhasthediscretionarypowertomakeexceptionstoanyofthepolicyofthis
manual.Itisveryimportantthatallconcernedunderstandandcomplywiththepeoplepoliciesatthe
workplace.NoncomplianceofCompanypolicyisclearlyviolationofpolicyandmeritsdisciplinary
actions.
However,evenwithvariouschallengesincorporatesectors,HRprofessionalstrytogoodcontributionin
organizational development. Not only Multinational companies, local companies in the country are
receivingenormouseconomicbenefitfromcompaniesinotherregions(suchascompaniesinUSA,EU
or SAFTA) that are continuing to outsource their information technology, customer service and
manufacturingneeds.Suchglobaleconomicrealities,alongwiththepoliticaldevelopmentsthatinfluence
them,requiredecisive,ethicalandvisionarylocalleadershiptoquicklyandeffectivelynavigateand
managechange.HRprofessionalsinthesetwocompanies,aselsewhere,needtobesensitivetoexternal
conditionsaswellastotheirowncommitmenttoachieveorganizationalgoal.

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Appendix

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