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HR ManualWELCOME TO IUTL

INTRODUCTION.

ORGANIZATION DESCRIPTION

1.1.1 PRODUCT & SERVICES PROVIDED1.1.2 FACILITY AND LOCATION1.1.3 THE HISTORY OF IUTL1.1.4 MANAGEMENT PHILOSOPHY1.1.5 GOALS

1. 2 INTRODUCTORY STATEMENT

1.3 CUSTOMER RELATIONS

2 THE EMPLOYMENT...2.1 EMPLOYEE RELATIONS2.2EQUAL EMPLOYMENT OPPORTUNITY2.3BUSINESS ETHICS AND CONDUCT2.4RELATIONSHIPS IN THE WORK PLACE2.5 CONFLICTS OF INTEREST2.6OUTSIDE EMPLOYMENT2.7 NON DISCLOSURE

3 CONDITIONS OF SERVICE

3.1 Contract and Conditions of Employment3.2Work condition and hours3.3Time keeping3.4Culture & Working ethos3.5Code of Conduct3.6Duty Station.3.7 Confidentiality.

4 RECRUITMENT AND SELECTION POLICY

4.1 Introduction.4.2Objectives4.3Recruitment Authorisation Procedure.4.4Newly Created or Restructured Positions4.5Employment Procedure4.6Employment Interview Panel...

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4.7 Age...4.8Appointment.4.9Personal Data4.10Staff Transfer4.10 Induction..

5 EMPLOYEE LEAVE & HOLIDAYS5.1 HOLIDAYS

4.1 EARNED LEAVE BENEFITS4.2 SICK LEAVE BENEFITS4.3 CASUAL LEAVE BENEFITS4.4 OPTIONAL LEAVE BENEFITS4.5 MATERNITY LEAVE BENEFITS4.6 EDUCATIONAL ASSISTANCE

5 COMPENSATION POLICY

6 WELFARE POLICIES

6.1 LUNCH & REFRESHMENT6.2TRANSPORTATION6.3LATE STAY FACILITY6.4MARRIAGE OF STAFF MEMBER6.5TEAM BUILDING6.6RETENTION POLICY & METHODOLOGY

7 PERFORMANCE MANAGEMENT POLICY

7.1 Introduction..7.2 Objectives.7.3 Responsibilities of Manager/Supervisors.7.4 The Performance Management Process

i. Performance Planning ..ii. Performance Summary..

iii. Recognition.

7 TRAINING AND DEVELOPMENT POLICY

7.1 Introduction..7.2 Objectives7.3 Process and Criteria.

8 DICIPLINARY CODE

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8.1 Introduction..8.2Procedure and Documentation.8.3Special Cases8.4Classification of Offences

8.4.1Absenteeism

8.4.2 Offences related to Control at Work8.4.3 Offences relating to indiscipline or disorderly behavior.8.4.4 Offences related to dishonesty.8.4.5Industrial Action..

8.5Penalties8.5.1 Verbal Warning8.5.2 Recorded Warning8.5.3 Severe Warning8.5.4 Final Warning..8.5.5 Dismissal..8.5.6 Demotion..8.5.7 Transfer8.5.8 Alternative Penalty to Dismissal..8.5.9 Dismissal Procedure.

8.6 Disciplinary Appeal Procedure

9 GRIEVANCE POLICY

9.1 Introduction..9.2Objectives.9.3Procedure and Guideline..

10 TERMINATION OF EMPLOYMENT POLICY

.1 Introduction...

.2 Termination by Notice.

.3 Retirement.

.4 Death of Staff Member.

.5 Certificate of Service

.6 Discharge Form.

8. RETRENCHMENT POLICY

8.1 Introduction...8.2 Objectives.8.3 Consultation..8.4 Assistance from IUTL8.5 Retrenchment Procedure

11. POLICY FOR TEMPORARY EMPLOYEES

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11.1 Introduction11.2 Appointment..11.2.3 Terms of Service.11.4 Short Term Consultants.

12.HEALTH AND SAFETY POLICY

12.1 Introduction12.2 Objectives..12.3 Security..12.4 First Aid.12.5 Visitors12.6 Smoking..12.7 Emergencies12. Office Services

13. BUSINESS TRAVEL POLICY

13.1Inland Travel Rules13.2Overseas Travel

13.3 Local Conveyance

14.HIV/AIDS POLICY

14.1 Introduction.14.2 Objectives14.3 Rights of Positive Employees.

15. SUCCESION PLAN POLICY

15.1 Introduction..15.2 Objectives15.3Procedure..

Appendices

Appendix 1: Contract of EmploymentAppendix 2: Employment Authorization Form

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Appendix 3: Employee Personal Data FormAppendix 4: Supply upward Feedback for EmployeesAppendix 5: Supply upward Feedback for SupervisorsAppendix 6: Study Loan Application FormAppendix 7: Complaint Form

Appendix : Notice of Disciplinary Hearing Appendix 8: Grievance FormAppendix 10: Field Travel and Authorisation FormAppendix 11: Overseas Travel FormAppendix 12: Reconcile Travel and Related costs

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Org Structure

Asst. V.P (Sales & MKTG) BUSINESS HEAD (MS)

Manager Commercial

MANAGING DIRECTOR

Manager -

HR

Account Managers Inside Sales Account ManagersInside Sales

BOARD OF DIRECTORS

Inside SalesR. MGR

(TERRITORY)

Pre SalesPost Sales

Remote

REGIONAL MGR (NORTH)

DIRECTOR TECHNICAL

MSMS

Account

Manager

Logistics

Local

Value Add

Manager -inance

Value A

IRECTOR (Finance& Commercial.)

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WELCOME TO IRIS UNIFIED TECHNOLOGY LTD.

On behalf of staff members & BOD, we welcome you at IUTL and wish you every success in

your future.

At IUTL, we believe that each employee contributes directly to the growth and success of thecompany, and we hope you will take pride in being a member of our team.

This manual is developed to describe some of the expectations of our employee and to outlinethe policies, programs and benefits available to the eligible employees. Employees shouldbecome familiar with the all the Human Resource Policies and procedures which will answermany questions about the employment with IUTL and will clarify and ease their path ofsuccess.

We believe that professional relationships are easier when all employees are aware of theculture and values of the organization. This guide will help you to better understand ourvision for the future of business and the challenges that are ahead.

We hope that your experience here will be challenging, enjoyable and rewarding and we willshare the environment of mutual trust and understanding in the organization.

With Best Wishes!

Navin KapurManaging Director

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1.2 INTRODUCTORY STATEMENT

This is revised Human Resource Manual of 2005 version which will provide you withinformation about changed and modified working conditions, employee benefits, and some ofthe policies affecting your employment. An important effort has been made to recognize the

differences in the various areas of the Organization; and endeavor to reconstitute in the formof amendments. These policies have been developed to guide the organization into the futurewhile at the same time respecting the past. The policies contained in this manual are inkeeping with the values and goals of the Organization. These policies will be used to informand guide day-to-day human resources decisions. It describes many of your responsibilitiesas an employee and outlines the programs developed by IUTL to benefit employees.

One of our objectives is to provide a work environment that is conducive to both personal andprofessional growth. To implement an organized and standardized functioning, we havetried to put together, as clearly as possible, the HR policies, and the procedures to befollowed. All policies listed in the manual will be followed strictly and is effective from ______. Personnel correspondence will now be based on the above and supersedes allpolicies notes issued out earlier. In case you need any clarification kindly get in touch withthe HR Department.

As a part of the IUTL family each one of us should strive to achieve the goals of theorganization within the framework that has been provided. This manual emphasizes theorganizations commitment to foster personal, intellectual, and professional growth ofindividuals as mean to accomplish excellence and success in our business endeavors. Thusthis manual is not just a compilation of information on policies and processes but is areminder of our commitments, roles, and responsibilities in ensuring effectiveimplementation of the same.

This manual is meant for internal purpose only and will be available with HR department. Itwill be available on the intranet for all the employees. No copies or circulation of the manualis permitted. Further IUTL by-laws, minutes of board meetings; industrial laws and otherlaws will be referred to for rules and decisions on areas as and when required..

No employee manual can anticipate every circumstance or question about policy. As IUTLcontinues to grow, the need may arise and IUTL reserves the right to revise, supplement, orrescind any policies or portion of the handbook from time to time as it deems appropriate, inits sole and absolute discretion. Employee will be notified of such changes to the handbook asthey occur.

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1.3 CUSTOMER RELATIONS

Customers are among our organizations most valuable assets. Every employee representsIUTL to our customer and the public. The way we do our jobs presents an image of our entire

organization. Customers judge all of us by how they are treated with each employee contact.Therefore, one of our first business priorities is to assist any customer or potential customer.Nothing is more important than being courteous, friendly, helpful, and prompt in theattention you give to customers.

Many business owners forget that they have two kinds of customers, internal and externalcustomers. Internal customers are all of the employees who work with the organization.External customers are those who physically write checks to you for the products and servicesyou provide to them. But, IUTL believes in maintaining and retaining both the customers asthey both are impeccable part of organization.

In fact, IUTL provides customer relations and service training to the entire employee withextensive customer contact to deal with their external customers.

Our personal contact with the public, our etiquette on the telephone, and thecommunications we send to customers are a reflection not only of ourselves, but also of theprofessionalism of IUTL. Positive customer relations not only enhance the publicsperception or image of IUTL, but also pay off in greater customer loyalty and increased Salesand Profit.

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2 THE EMPLOYMENT

2.1 EMPLOYEE RELATIONS

IUTL believes that work conditions, wages, and benefits it offers to its employees arecompetitive with those offered by other employers in this industry. If employees haveconcerns about work conditions or compensation, they are strongly encouraged to voice theseconcerns openly and directly to their seniors.

Our experience has shown that if employees deal openly and directly with their seniors, the work environment can be excellent, communications can be clear, and attitudes can bepositive.

We believe that IUTL amply demonstrates its commitment to employees by respondingeffectively to employee concerns.

In an effort to protect and maintain direct employer/employee communications, we will doanything we can to protect the right of employees to speak for themselves. We focus onemployee involvement and engagement. Every manager builds the harmonious relationship with their team members through the way of proper feedback, involvement, collectivebargaining and recreational activities amongst the team.

IUTL forges the collective decision making, we encourage and promote our employees for theopen communication and suggestions so that the consensus decision could be made.

2.2 EQUAL EMPLOYMENT OPPORTUNITYIn order to provide equal employment and advancement opportunity to all individuals,employment decisions at IUTL will be based on merit, qualification, and abilities. IUTL doesnot discriminate in employment opportunities and practices based on race, colour, sex, stateorigin, age or any other characteristic protected by law.

This policy governs all aspects of employment including, selection, job assignment,compensation, discipline, termination, and access to benefits and training.

Any employees with question or concerns about any type of discrimination in the work place

are encouraged to bring these issues to the attention of their head of the department orHUMAN RESOURCE DEPARTMENT. Employees can raise concerns and make reportswithout fear of reprisal. Anyone found to be engaging in any type of unlawful discriminationwill be subject to disciplinary action, up to and including termination of employment.

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2.3 BUSINESS ETHICS AND CONDUCT

The successful business operation and reputation of IUTL is built upon the principles of fairdealing and ethical conduct of our employees. Our reputation for the integrity and excellence

requires careful observance of the spirit and letter of all applicable laws and regulations, aswell as a scrupulous regards for the highest standards of conduct and personal integrity. Thecontinued success of IUTL is dependent upon our customers trust and we are dedicated topreserving that trust. Employees owe a duty to IUTL, its customers to act in a way that willmerit the continued trust and confidence of the Public.

IUTL will comply with all applicable laws and regulations and expects its Directors,Managers, Executives, Engineers, and associated staff members to conduct business inaccordance with the letter, sprit, and intent of all relevant laws and to refrain from any illegal,dishonest, or unethical conduct.

In general, the use of good judgment, based on high ethical principles, will guide you withrespect to lines of acceptable conduct. If a situation arises where it is difficult to determinethe proper course of action, the matter should be discussed openly with your immediate headof the department and, if necessary, with the [DIRECTORS], for advice and consultation.

Compliance with this policy of business ethics and conduct is the responsibility of every IUTLemployee & associated members.

Disregarding or failing to comply with this standard of business ethics and conduct couldlead to disciplinary action, up to and including possible termination of employment.

2.4 RELATIONSHIPS IN WORK PLACE

The employment of relatives or individuals involved in a dating relationship in the same areaof an organization may causes serious conflicts and problems with favoritism and employeemorale. In additions to claim in partiality in treatment at work, personal conflicts fromoutside the work environment can be carried over into day-to day- working relationships.

For purpose of this policy, a relative is any person who is related by blood or marriage. Adating relationship is defined as a relationship that may be reasonably expected to lead to theformation of consensual romantic relationship. This policy applies to all the employees andassociated members without regard to gender.

Interdepartmental/ intra team dating or marriage is not encouraged as it is viewed that it would affect the work related objectivity of the personsconcerned.

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If two individuals in the same department are dating / are planning to getmarried / are married all so is the case it needs to be intimated to theirimmediate senior/ line manager & HR department.

The persons concerned would have two options either of them could change

the department or teams subject to the availability of a position in the otherdepartments/teams OR one of them has to move out of the organization.

In addition to above mentioned points, IUTL has prohibition against employing relatives orknown person of current employees or individuals involved in a marriage or datingrelationship with current employees, we are committed to monitoring situations in workarea. In case of actual or potential problems, IUTL will take prompt action, and this caninclude reassignment or transfer to other department. Employees & Associated Staffmembers should refrain from work place displays of affection or excessive personal

conversation.

2.5 CONFLICTS OF INTEREST

Employees have an obligation to conduct business with in time line that prohibit toactual or potential conflicts of interest. This policy establishes only the frame workwith in which IUTL wishes business to operate. The purpose of these guidelines is toprovide general direction so that employees seek further clarification on issue relatedto the subject of acceptable standards of operation.

Transaction with outside firm must be conducted with in the framework establishedand controlled by Director Level of IUTL. Business dealings with outside firms shouldnot result in unusual gains for those firms. Unusual gain refers to bribes; product bonuses, special fringe benefits, unusual price breaks, and other windfalls designultimately benefit the employer, the employee, or both. Promotional plans that couldbe interpreted to involve unusual gain require specific Director Level approval.

An actual or potential conflict of interest occurs when an employee is in a position toinfluence a decision that may result in a personal gain for that employee or far ofrelative because of IUTL business dealings. For the purpose of this policy, a relative is

any person whose relationship with the employee is similar to that of persons who arerelated by blood or marriage.

No presumption of guilt is created by the mere existence of a relationship withoutside firms. However, if employees have any influence or transactions involvingpurchases, contracts, or leases, it is imperative that they disclose to the Director ofIUTL as soon as possible the existence of any actual or potential conflict of interest sothat safeguards can be established to protect all parties.

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Personal gain may result not only incases where an employee or relative has asignificant receives any kick back, bribe, substantial gift, or special consideration as aresult of any transaction or business dealings involving IUTL.

2.6 OUTSIDE EMPLOYMENT

Employee may not hold any type of outside employment as long as they are associatedwith IUTL or an employee of IUTL.

Employee may not received any income or material gain form individuals outsideIUTL for material produced or services rendered while performing their jobs.

2.7 NON DISCLOSURE AGREEMENT

The protection of confidential business information and trade secrets is vital to theinterests and the success of IUTL. Such confidential information includes but is notlimited to, the following examples:

Compensation data

Pending projects and proposal

Upcoming projects

Customer Information

Research and development strategiesDisclosing information to outsider

Sharing of information to any competitor

Marketing strategies

Technological data

Scientific prototypes

Customer lists

Financial information

Human Resource strategies

New market research

All the employees of IUTL are not allowed to join any of the clients at least for a yearafter leaving (any type of retrenchment) this company. All employees and associatedmembers are required to sign a nondisclosure agreement as pre condition ofemployment. Employees or associated members who improperly use or disclose tradesecrets or confidential business information will be subject to disciplinary action, up toand including termination of employment and legal action, even if they do not actuallybenefits from the disclosed information.

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3 CONDITIONS OF SERVICE POLICY

3.1 Contract of Employment

A Contract of Employment stipulating all the conditions of employment shall be signed by allemployees on the first day of employment.

3.2 Working Hours

The normal work schedule for all the employees and associated members are 8 hours a day,Monday to Friday but Saturday would be the Half day and Sunday would be official Holiday.An employee is considered absent if he or she is not present for work as scheduled in time.

3.3 Culture & Work Ethos

IUTL has created a work environment that fosters a spirit of teamwork, excellence andparticipation. We believe in nurturing human resources and in striking a healthy balancebetween responsibility and empowerment, expectations and enabling, professional and

personal development.An integral part of the companys HR policy is to help people grow within the organization byproviding an open work environment, equal opportunity, training, mentoring and a plannedcareer path.

We stretch ourselves to exceed customer expectations by empowering and rewarding ouremployees for initiative, quality, achievement, and integrity.

KEY POINTS OF IUTL CULTURE

Right people at right place.

OCTAPAC Culture : Openness, Confrontation, Trust, Autonomy,

Proactivity, Authenticity, Collaboration Open Communication

Clarity in roles

Facilitation

Empowerment and Accountability

Promote inter and intrapersonal relationship

Endeavor to develop inter and intradepartmental relationship

Informal yet serious work environment

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Sense of belonging to a large family/ group

Training/Mentoring program

To recruit the best breeds of industry.

Decentralization and an open door policy

Professional work approach with informal & supportive culture.

People to have an environment where they learn and grow with theorganization.

Adherence to schedules

Job ownership

Continual appreciation and recognition for employees

Participative management and reward initiative

Group Decision making

Change:a. Anticipate change

b. Manage change

c. Positive attitude towards changed. Implement change with speede. Learn new technology very fasts

Change is the natural phenomenon which is the only permanent thing in theuniverse. We, IUTL, as an IT company, is in the era of technologicaladvancement, where technology changes in the seconds so, it become inevitablefor us to stay in the receptive stage of every change, and here we will have toface resistance also.Successful implementation of change is very necessary for the organization

which requires lots of knowledge and sophistication and it is possible throughchange agent of industry. IUTL follows three stages for the successfulimplementation.

I Unfreezing: Recognizing the need for change, casting aside existingattitudes, value Systems, managerial behavior and structure for making newspace.II Changing: New values, behaviors and structures replace old ones.III Refreezing:Making change permanent.

HR POLICY AIMS AT PROMOTING THE FOLLOWING ATTRIBUTES:

Stretch Job ownership

Integrity

Empowerment

Initiative

Quality

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TIME KEEPING

A Attendance Policy

Time keeping is extremely important to the success of the Company. IUTL expect

employees to strive for perfect attendance and to arrive for work on time. Whileentering the premises, all employees shall mark their presence by signing in theattendance register

The employee will be marked absent in case he/she has not signed in the attendanceregister.

In case an employee is late by more than 15 minutes due to any reason, he/she mustcontact HR on arrival and will be marked late.

More than four late in a month will be considered as to half day unpaid leave or salaryfor the same would be deducted.

In case an employee goes for outdoor official work, he/she has to inform his/ hersupervising officer accordingly, enter the details in the movement register, or get it

entered through the immediate senior into the movement register. Duly approved withthe written authorization of manager needs to be provided to HR

The Attendance report based on attendance register will be generated once everymonth.

Evening attendance along with the exit time needs to be marked.

If you are absent from work for three (3) consecutive days without notice, the companywill consider that you have voluntarily resigned your position.

Excessive absences, or lateness and excessive patterns of absences or lateness maylead to disciplinary action, up to and including termination.

B Scheduled Leave or Planned Leave

In case of Scheduled leave or planned leave, leave application should be duly signedand approved from the immediate manager first and then needs to be routed tohuman resource department for the approval. This type of leave is always advisableand exhibit punctuality and discipline towards the work and organization.

C Unscheduled or Unplanned Leave

We recognize that, on occasion, you may not be able to come to work or need

additional time before you arrive. Sickness and other emergencies cannot always beanticipated so in this situation, you must notify your manager or the human resourcesdepartment who will let your manager know your situation. If your need for time off isforeseeable, you must provide as much notice as possible.

When you contact your immediate supervisor you must let them know for how longyou will be out and when you expect to return or, as the case may be, arrive for work.

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While you return from leave, you must notify your human resource department andsubmit the leave application by furnishing it with proper reason.

In case of illness, you must submit documentation for absences due to illness of three(3) days or more. Generally, you must provide a document from your doctor or other

recognized health care provider that would justify your absence. Likewise, you willneed to provide documentation justifying your return to work.

D Process of Leave taking

All leave has to be authorized by the employees manager /immediate supervisor in theprescribed format at least seven days in advance except in cases of emergency orillness and duly signed leave card will move to HRD for the final approval. Except incase of emergencies, no leave will be availed of without prior written sanction.

E Late Comings

Reporting for work regularly and on time is essential, since lateness or absencesinterfere with the performance of the company and place an extra work load on fellowemployees. But IUTL allow their employees to come late for 4 times in a month butafter 4th day late each late would be considered as half day unpaid leave and moneyfor the same would be deducted.

Late coming would be applicable only till 11.30, but after that half day absent would bemarked.

F On duty policy

On duty policy will be applicable only in exceptional circumstances for the staff thatare going for the official meeting either directly from home or from office to meeting,provided it is approved by the reporting manager.

Every employee needs to submit OD form in advance which states all the detail ofclient or meeting. This form should be duly signed by the immediate manager at thetime of submission & it needs to be submitted to reception.

In exceptional case of emergency or unplanned meeting, OD form needs to be

submitted after the meeting on the same day.

In case of Non- submission of OD, people would be perceived as absent and would beconsidered as unpaid leave.

WORK CONDITIONS AND HOURS

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The normal work schedule for all the employees and associated members in Mondayto Friday will be 8 hours per day but first and Second Saturday will be holiday.

The lunch break is of 30 minutes between 13:30 hrs to 14:00 hrs

Reporting for work regularly and on time is essential, since lateness or absencesinterfere with the daily running of company and place an extra work load on fellowemployees.

Failure to report to work on time and tardiness will result in disciplinary action up toand including termination.

Overtime: No overtime is payable, except employees covered under Payments ofWages Act?

CODE OF CONDUCT

The Directors and the Senior Management employees of the company shall follow thefollowing Code of Conduct adopted by the company.

Compliance and Ethical conduct: To comply with applicable laws, rules andregulations and promote honest and ethical conduct of the business. They should help

to create and maintain a culture of high ethical standards and commitment tocompliance, and to maintain a work environment that encourages the stake holders toraise concerns for the attention of the management.

Business opportunities: Shall perform their roles with competence, diligence, in goodfaith and in the best interest of the company and advance the companys legitimateinterest whenever the opportunity to do so arises. They are expressly prohibited fromtaking for themselves personally, opportunities that are discovered through the use ofcompanys property, information or position.

Fair dealing: Should endeavor to deal fairly and promote fair dealing by the company,its employees, agents, with customers, suppliers and employees.

Integrity of data furnished: Dedicate time and attention to the company drawing upon

their experience and provide expertise in their areas of specialization in the bestinterests of the company and give careful independent consideration to the affairs ofthe company and all documents placed before them to satisfy themselves with thesoundness of key decisions taken by the management.

Insider trading: To become familiar with and understand the laws, regulations,policies and codes as set out by the Government and ensure that they and theirimmediate family do not derive any benefit or assist others to derive any benefit fromthe access to and possession of information about the company or the group which isnot in the public domain and thus constitutes insider information.

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Confidentiality: Maintain the confidentiality of information entrusted for them incarrying out their duties and responsibilities, except where disclosure is approved bythe company or legally mandated or if such information is in the public domain.

Work environment : Provide a fair and just environment wherein all are treatedequally without regard to their race, caste, religion, sex, colour, ancestry, marital

status, age and maintain a work environment free of harassment whether physical,verbal or psychological.

OFFICE CONDUCTS

Mobile phones should be on the silent mode or on slow volume.

Eating and drinking is not allowed while sitting at workstation. Kindly use cafeteriafor this purpose.

Smoking, Chewing of tobacco and chewing gums are also not allowed in the officepremises.

Chair is a respect symbol so, we expect from each and every employee to respecttheir designation and kindly occupy their own respective chair and workstation.

The following are examples of infractions (misconducts) of rules of conduct that mayresult in disciplinary action, up to and including termination of employment.

o Willful in subordination or disobedience, whether alone or in combination withothers to any of the lawful and reasonable order or orders of the superiors.

o Theft, fraud or misappropriation of company's funds dishonesty in connectionwith the employer's business or property.

o Theft of property of another workman / employee within the premises of thecompany.

o Willful damage to or loss of employer's goods or property.

o Habitual late attendance or late attendance on more than 4 occasions in a month.And Unsatisfactory performance or Conduct.

o Habitual breach of any order or rules and regulations or instructions formaintenance and running of any department or the maintenance of cleanliness of anyportion of the company.

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o Misbehavior towards customers and visitors during working hours in thepremises of business of the company or outside or any act subversive of discipline inconnection with work.

o

Habitual absence from work without sanction of leave or absence withoutsanction of leave for more than 8 working days.

o Tempering with any records, evidence, threatening the witnesses, falsifying orrefusing to give testimony when incidents in the undertaking or other matters are beinginvestigated or being considered.

o False statements made or particulars given in his application form forappointment or when called upon by the management to make true statements of any factin connection with any matter connected with the work or business of the company.

o

Sleeping while on duty, Playing cards and gambling within the premises.

o Carrying lethal weapons, fighting or attempting bodily injury to other workman.

o Drunkenness or conduct which violates common decency and morality orWorking under influence of alcohol or illegal drugs

o Assaulting, abusing, threatening or intimidating, gheraoing any superior or anyother workman / employee of the company, whether inside or outside the factory inconnection with the work / business of the company.

o Refusing to sign a statement or declaration given by himself or to receive or signnotices, warnings, memo etc., issued or given by any superior or the manager.

o Conviction for any offence by a court of law, involving moral turpitude.

o Engaging in activities or giving false statement before any person or authoritywith the intention to cheat the company.

o Refusal to work overtime due to exigencies of work.

o Unauthorized disclosure, to any person, of any information with regard to the

process of the company, which may come in the possession of workman in the course of hiswork. Or Unauthorized disclosure of business secrets or other confidential information

o Holding meeting or shouting slogans or leading processions or demonstrationsinside the premises of the company or distributing or accepting inside the premises handbills, notices or pasting posters, abusing any superiors in the company.

o Refusal to submit for medical examination when directed to do so by themanager.

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o While in employment, working for any other employer for any consideration orotherwise or engaging in private work or trade within the premises of the company.

o

Unauthorized use of a vehicle of the company and communication systems (likeTelephone/Fax, etc.,)

o Willfully allowing any unauthorized person to enter the premises outside theworking hours of quarters.

o Possession, distribution, sales, transfer, or use of alcohol or illegal drugs inworkplace, while on duty, or while operating employer-owned vehicles or equipment

o Sexual or other unlawful or unwelcome harassment

o Violation of personal policies

Explanation on above code of conduct along with the disciplinary procedures and penaltyare being discussed under the section of disciplinary codes.

1.6 Duty Station

Duty station shall be stated in the letter of appointment and any transfer to other field officesshall be communicated in writing. The workstation for each member of staff shall be specified

properly. Employees will however be required to report to the Head Office before proceedingto their place of posting. They shall meet their travel costs to Head Office. Transfers are fullydiscussed in the policy for Staff Movements.

1.7 Confidentiality

All information related to IUTL operations or future endeavours, shall be treated with utmostconfidentiality.

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4 Recruitment and Selection Policy

4.1 Introduction

Recruitment and Selection aim to search and hire suitable candidate to fill vacancies in IUTLwith the view to satisfying human resources needs. Any position within IUTL that becomevacant will be filled, on completion of a requisition form by the Department Head and in thenext step all recruitments need to be approved by the Managing Director and in his absence aperson delegated by him.

The recruitment should be direct outcome of annual and quarterly budgeting and themanpower planning based on the integrated system supporting the planning, controlling andexecution of business activities. In todays rapidly changing business environment, a welldefined recruitment policy is necessary to respond to its human resource requirements intime. IUTL has a clear and concise recruitment policy in place, which can be executedeffectively to recruit the best talent pool for the selection of the right candidate at the rightplace quickly. The success and adaptability of a Company depends upon the recruitment ofemployees who are flexible, adaptable and committed to the success of the IUTL.

4.2 Objectives

This section aims to promote and maintain high standards of professional recruitmentpractice by encouraging recruiters to adhere to best practices.

Its purposes are to:

a) Ensure that recruitment is considered an essential part of the human resource.b) To plan in advance the manpower requirements and manpower budget keeping

in view the anticipated growth of the companyc) Ensure and explain best practice for all types of recruitment;d) Ensure that equality of opportunity is considered an integral part of good

recruitment practices and procedure;e) To ensure that organization has required number of suitable employees at

competitive and efficient cost with adherence to all organizational guidelines.

f) Wherever possible, it shall be the companys policy to promote / encourageexisting employees for the proposed new openings to create avenues andopportunities for hierarchical growth.

g) Develop our recruitment assessment tests as industry benchmarks.h) To use recruitment as a competitive differentiator for IUTL

4.3 Factors affecting recruitment policy:a) Organizational objectivesb) Personnel policies of the organization and its competitors.

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c) Government policies. (like reservations)d) Preferred sources of recruitment.e) Need of the organization.f) Recruitment costs and financial implications.

4.4 Employment Procedure

Recruitment

a) The recruitment process begins with the human resource department receivingrequisitions for recruitment from any department of the company.

b) The Human Resources Officer shall receive all applications for employment and shallacknowledge receipt thereof in writing. All requisitions for employment shall beaddressed to the Human Resources Officer and only department heads are authorizedto submit the requisitions.

c) Department heads will prepare an organization chart of their group showing thevacancies and will thereon forward an updated group wise resource allocation account.Department heads will give their department wise manpower requirements throughrequisition form to HRD, a month in advance or earlier depending upon theimportance urgency need.

d) Requisitions forms will be sent to management for the approval.

e) All the appointments in the company will be made based on the approved manpowerplan and budget initiated either by the quarterly skill work audit of HR or by the

respective departmental head based on the business opportunity.

f) Department heads/HR head will be jointly responsible for hiring people for differentgroups. HRD will act as facilitator and a key link for smoother processing.

g) Human Resource officer will generate a Profile / Job Specification in Consultationwith The Departmental Head and the MANAGING DIRECTOR.

h) The Human Resources Officer shall sort all applications through different sources thatmeet the minimum appointment requirements as advertised, and then forward theseapplications to the Department Manager concerned, together with a full list of all

applications received.

Sources of recruitment are as follows:

Advertisement in the newspaper.

Human Resources Specialist / Consultants.

Data Bank.

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Reputed colleges / Management institutes

Referral program/In-house.

Selection

i) Screening/Shortlisting of CVs shall be supported by Human ResourceDepartment on the basis of profile. j) Before initiating for interview process the entire list of short listed candidate

will be sent to respective or concerned department for screening.

k) The Department Manager, in consultation with the Human Resources Officer,shall draw up the list of shortlist candidates for interviewing.

l) All short listed candidates will be called for a technical test, psychometric testand a personal interview by HRD. This interview would cover the Cultural andProfile fit for the role.

m) Interviewees should be provided with 2 days prior notice for interview and theyshould be flourished with the company information in advance.

n) For process initiation, Employment Application form is to be filled by theinterviewee. This form encompasses the details of personal information,academic information, career history and salary details.

o) Candidates qualifying this round need to undergo for the next round alignedwith the respective concerned manager.

p) All the Technical candidates shall be forwarded for the technical round with thehead (this include written technical test also) or a person delegated by him/herfor the domain interview.

q) On the recommendation of concerned heads, HR will conduct a final interviewwith the Department Head or Managing director.

r) HR and interviewers will essentially fill interview assessment form beforereaching to the conclusion.

s)The interviewers essentially will fill interview Assessment Form before anydecision is made on recruitment.

t) After making decision on hiring, HR will end this process with the salarynegotiation then the employment offer in consultation with the relevantDepartment Manager to the selected candidate which upon acceptance shall befollowed by an appointment letter signed by the Chief Executive Officer orhis/her delegate. Once the selected candidate has accepted the employmentoffer, the Human Resources Officer shall send regret letters to all theunsuccessful candidates.

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u) Outstation candidates called for interviews shall be reimbursed as follows:

Grade Eligibility Class

Managers and above To & fro Train Fare III tier/AC ChairAC Three Tier

Director and above To & Fro Air Fare Economy class

** In absence of proof of travel tickets the candidates shall be reimbursed the amountup to second-class train fare.

v) A summary of the interviews shall be prepared by the Human Resources Officerand kept for record purposes.

w) The Human Resources Officer shall ensure that Reference Check on shortlistcandidates is done.

x) HR Department will carry out skill and manpower inventory audit everyquarter in Jan, April, July & Oct every year.

4.5 Employment Interview Panel

The Employment Interview Panel shall be provided with the ground rules of and procedures

for interviewing (by the Human Resources Officer) prior to the actual commencement ofinterviews.

The Panel shall consist of the following persons:

a) The Department Manager concernedb) The Human Resources Officerc) For Management Positions the MANAGING DIRECTOR as well as a selected

Board Member shall attend4.6 Age

IUTL shall, in terms of section 42(b) of the Labour Act 1992 Act 6 of 1992), notemploy any person under the age of (16) years.

Applicants of sixty (60) years and older can only be appointed on approval by the ChiefExecutive Officer or by the Board..

4.7 Appointment

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All staff will be appointed by the IUTL Board or as delegated

Letters of Appointment: The formal letter of appointment will bear the signature of theChief Executive Officer or as delegated. The letter shall require the signature of the appointeebefore the appointment is considered effective.

Job Description (KRA): On appointment, an employee shall be given a job description.This shall specify the scope and terms of reference for their position. It will describe all theduties and responsibilities which individual is supposed to handle in the upcoming financialyear. Each member of staff is expected to devote their time and attention to their work andnot engage in activities that may conflict with IUTLs interests or negatively affect theirperformance. Job Descriptions shall be reviewed yearly.

Probation: Any appointment made on IUTL shall be subject to a probation period of sixmonths which will be clearly specified in the letter of appointment. Individual will beconfirmed on the successful completion of probation period, employees immediate Managershall make an appraisal report or feedback recommending a confirmation or termination ofthe employees services. Where necessary, the probation period may be extended asconsidered necessary by IUTL. During the probationary period (including any extension),either party may terminate this appointment by giving fifteen days notice in advance. In theevent of such termination, the employee is paid for the period worked up to the time oftermination.

Parameters on which manager will assess the individual:-

a) Domain Knowledgeb) Work Performancec) Interpersonal Relationshipd) Disciplinary aspectse) Inter and Intradepartmental relationshipf) Accomplishment of targetg) Initiative taken

Parameters for Manager & Above

a) Above mentioned parametersb) Team Management,c) Leadership Skills,d) Nurturing of Talent and Creation & Implementation of Systems.

Confirmation of appointment. On recommendation from the immediate supervisor, theChief Executive Officer shall in writing, confirm the appointment

APPOINTMENT TERMS AND CONDITIONS

1. Basic Salary

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Basic salary will be as mentioned in Annexure I and shall be payable pro-rata basis inthe first month in case where employee join in the middle of the month. Basic salarywill be reviewed on annual basis of assessment of individual performance.

2. House Rent Allowance

The company shall pay house rent allowance, which shall be equal to 50% of thebasic salary.

3. Medical

If applicable, employee shall be insured under the Employee State Insurance Scheme,subject to the applicable rules and regulations otherwise as per the Companys policy anemployee shall be entitled to Claim of Medical costs at the rate of 8.33% of the basicsalary Subject to a maximum of Rs. 1250/-

4. Retirals

The retirement age is 58 Years. The Company shall also provide employees with benefitssuch as provident fund. The Companys contribution shall be in accordance with the P.F.Rules and regulations. The Company shall also deduct employee contribution fromhis/her basic salary for provident fund. Employees rights to access the provident fundshall be subject to applicable rules and Companys policies in this regard.

5. Place of work

Employee initial place of work will be at the companys offices at New Delhi or anywhere

in India. However, employee services are transferable, and you may be assigned afterreasonable notice to any location in India or abroad where the Company conducts business or his/her services may be seconded to other group companies, associates,affiliates or joint ventures.

6. Working hours

As discussed earlier in the manual

7. Probation

As discussed earlier in the manual

8. Termination

Either party, giving notice in writing for one month or payment of gross salary inlieu thereof after your confirmation may terminate your services or as per letter ofappointment. The Company reserves the right to terminate your employment on

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This offer is subject to the precedent of the HR Policy of the Company and Declarationundertaken by you in your Joining report.

10. Resignation:

An employee can leave the company any time during the tenure of his services byproviding suitable notice as mentioned below:

1. Within the Probation: 15 days notice period or as per offer/Appointment letter.

2. On Confirmation:

a) For Managers and below- One month clear notice or payment of salary in lieu thereofcompletion of his probation or as per Appointment letter.

b) For Sr. Managers and above 60 days clear notice or as per Appointment letter.

4.8 Personal Data

On acceptance of an appointment, the new staff member is required to complete theEmployee Personal Data form. New joinee is required to furnish all the specified data whichincludes the entire personal information.

Any changes in personal status shall be reported promptly to the Human Resources Officerby completing a fresh Personal Data Form. Staff records and related correspondence shall betreated confidentially at all times.

4.9 Joining Procedure

Following documents to be submitted for completing the joining formalities:

Joining form

Academic and Professional Certificates (copy)

Residence Proof. Relieving certificate from Previous Employer/acceptance of resignation, proof of

previous employment.

Salary certificate/ pay slip (for past 3 months)

Details for Identification Card

Five recent passport size photographs

Accident Insurance formalities

Form 2 [PF and EPF] (if applicable)

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Form 13 - Transfer of PF (where necessary)

Form for opening bank account

All originals need to be submitted to HR for verification and would be returnedwithin 15 days of receipt

2.12 INDUCTION

All new staff shall undergo induction training to assist them in the process ofbecoming integrated to the organization within the shortest time possible. TheHR Officer shall conduct induction training for the purpose of the smooth functioningof the new employee[s] in the organization. Induction program helps the employee inbecoming more familiar with the department, services, policies & procedures and vision,mission of the company.

Induction program

Introduction to Iris Unified Technology Ltd.

Presentation on company vision, mission, products & services, structure, valuesetc.

Making them familiar with the organization structure and department heads of thecompany.

Make them equipped with the company procedures and norms.

Share the policy manual of company.

Description of the career path within the organization

Intimation of the method of identification of star performers and their career paths

Performance expectations from the employees Expected behavior and office conduct.

Induction into the overall department /functions by discussions with all the Dept.Heads

Introduction with the department of new joinee and brief him/her the relevantinformation.

The new entrant will be provided with a copy of following by the HR

1. Company Profile2. Employee Handbook or Policy Manual

2.13 PLACEMENT

Place the candidate to the respective position and assign all the responsibilities and authoritywhich is defined with the job.

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DELIVERY MODEL

Defining the

Recruitment

Position

Requirement

Planning

Defining the process

Setting the Time frames

Tapping the Target Group

Job Sites

Direct

Internal Reference

Campus

Selection Process

Screening

Preliminary Interview

Department evaluation

Final Step

Facilitating the

On boarding Process

Joining

Technology

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5 LEAVE & HOLIDAYS

1 The leave rules will be eligible for:-Regular Full Time Employees (After 6 months of joining or after the

completion of probation period.)

Consultants

2 LEAVE ENTITLEMENT

(a) MEDICAL LEAVE BENEFITS [7 days in a year]

IUTL provide paid sick leave benefits to all eligible employees for periods oftemporary absence due to illnesses or injuries.

Eligible employees will accrue on a pro rated basis sick benefits at the rate of 7 daysper year.

Employees who are unable to report to work due to illness or injury should notifytheir reporting officer or human resource department before the scheduled start oftheir work day. If an employee is absent for two or more consecutive days due toillness or injury, a Registered Physicians statement may need to be providedverifying the disability and its beginning and expected ending dates. Suchverification may be requested for other sick leave absences as well and may berequired as to receiving sick leave benefits.

These leaves will not be accumulated to the leaves of next year.

Employees who quit or terminated are not entitled to be paid any unused sick daysupon termination of employment.

Sick leave of more than two days would require the certificate and prescription tobe furnished to HRD

(b) CASUAL LEAVE BENEFITS [7 days in a year]

Casual leave is available in IUTL for eligible employees to provide opportunity forrest, relaxation or personal pursuits.

Employees are eligible to avail these leave after 6 months of their joining or (Afterthe completion of probationary period).

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Casual leave can be availed for 2 consecutive days at a stretch and It can not beavailed for more than two days in a month.

Casual leave cannot be combined with Earned Leave.

Casual leave can be availed up to minimum half day.

These leaves will not be accumulated to the leaves of next year.

(c) EARNED LEAVE BENEFITS [15 days in a year]

Earned leave will provided to employees those who have served the company forone year. Earned leave is not applicable during Training/ Probation period.

After resigning from services of IUTL and under notice period, staff members are

not permitted to take or adjust Earned leave. Earned leave can be availed forsickness also.

Earned leave has to be sanctioned 15 days in advance.

If Earned leave is not availed in a calendar year, it can be accumulated to themaximum limit of 42 days. Employees who quit or terminated are not entitled tobe paid any unused earned leave upon termination of employment.

(d) MATERNITY LEAVE

Female employee will be entitled to maternity leave up to a maximum of 90 days,provided the employee has been with the company for at least 180 days. All leavehas to be authorized by the employees manager and informed to HRD at least 30days in advance. Maternity leave is paid if an employee completes one year with theorganization (It could be sanctioned with retrospection). Company will pay theremuneration of 84 days to the employee and out of twelve weeks, 84 days salarywill be paid.

(e) PATERNITY LEAVE

This benefit is introduced to cater to the need for men to spend adequate time withtheir wives at childbirth. All permanent employee of the organization are of theorganization eligible for 3 working days paternity leave. The employee may suffixor prefix the annual leave to such a leave.

COMPENSATORY LEAVE

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Compensatory leave will only be eligible to the employee working on the day ofholiday for 6 or more than 6 hours.

Compensatory leave should be availed in a months from the working day and it willnot be clubbed or adjusted with any earned leave, Casual leave or Medical Leave.

The notification of compensatory leave should be provided to HR department inadvance by the respective manager. Only managers would be having any right to applyfor such leave else it would not be entertained.

Before applying for the leave manager should provide the overall information aboutthe day, time and the place of work.

Lastly this leave will not be encashed.

Tabular form of Leave policy

LEAVEDETAILS

NATURE OF LEAVE

CASUAL MEDICAL EARNED OR PRIVELAGELEAVE

MATERNITY

YEARLYENTITILEMENT

7 7 15 As per law

LEAVE AT STRETCH Min 1 day

Max-2 days

Min 1 day to theMaximum extent

admissible

Min. 3 daysMax. To 15

DaysAdmissible

As per law

COMBINATION OFLEAVE

NO With PL With SL With PL

ACCUMULATION OFLEAVE

Lapses at the end ofthe calendar year

Lapses at the endof the calendar

year

Accumulationis possible onlyup to 42 leaves,

after that it willbe lapsed.

N.A.

INTERVENINGWEEKLY OFFS

Included Excluded Excluded Included

ENCASHMENT OFLEAVE

No No No N.A.

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*If any employee is taking a leave on Saturday as well Monday then it will be considered asthree days leave vice-e-versa, if employees are applying for either of the day leave (i.e.Saturday or Monday) then it will be considered as one day leave.

(4) Encashment of Leave

No leave encashment shall be allowed for the leave encashment for the balance of thePrivilege Leave to his / her credit as on day of relieving.

(5) PROCESS OF LEAVE TAKING

All leave has to be authorized by the employees manager /immediate supervisor in theprescribed format at least seven days in advance except in cases of emergency orillness and duly signed leave card will move to HRD for the final approval. Except incase of emergencies, no leave will be availed of without prior written sanction.

Unscheduled and Uninformed leave would not be adjusted into leave balance andwould be considered unpaid.

Treatment of uninformed /Unauthorized leave/ Excess leave taken

Within 3 days of taking leave without information, the manager will inform HRD, who willsend a letter of absenteeism to the employee. Within 7 days of dispatch of the letter, if noinformation is received, the absence will be treated, as abandonment of service and theservices will be terminated.

(6) CREDIT OF LEAVE

Credit of leave accounted are as under:

Casual Leave Get Credited at the successful completion of

probationary period/ or every first day of thecalendar year.

Sick or Medical Leave Get credited at the successful completion ofprobationary period/ or every first day of thecalendar year.

Privilege or Earned Leave Get credited after 12 months from the date ofjoining, or end of probation period which ever islater with retrospect proportionately and / or after

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every first day of the calendar year.

(7) Rules

A leave card is maintained for each employee, which is available with HR.1. Leave cannot be claimed as a matter of right.2. The leave year for all types of leave will be calendar year.3. HR will make monthly pro-rata and entitled leave status available to all staff between

the first and the seventh of each month, on demand.4. Sanction of leaves is always subject to the urgency /exigency of work and /or at

managements discretion.5. Submission of application form does not automatically sanction the leave.6. The sanctioning authority for all types of leave will be the respective

Manager/Departmental Head. In case of Managers they need to have their leavesanctioned by their respective Departmental heads have to get sanction for their leavefrom the MD. In case of any doubt please contact HR.

7. All types of leave have to be applied for in the prescribed form.8. Except in cases of an emergency, no leave will be availed of without prior written

sanction.9. When leave is to be spent out of station, the outstation address and alternate

telephone number has to be furnished in the leave application.10. No half-day leave is allowed and would be counted as a full day leave.

In the event of an employee proceeding on leave before the leave is sanctioned, theemployee will be treated as unscheduled or absent without permission.

All sick leave applications of more than two days shall be accompanied by a Medical

Certificate from a Registered Medical Practitioner and a Fitness Certificate beforeresuming duties.

Extension of leave shall be allowed only if sanction is obtained before the expiry ofleave.

Intervening weekly offs and holidays in all type of leaves will be counted as a part ofthe leave.

In case of sick leaves or emergency leave an employee could inform by telephone abouttheir absence to their immediate manager before 11:00 a.m. on the first day of absenceand manager needs to take HRD in loop by providing the information.

Leave without pay shall be allowed up to a 30 days during a calendar year at thediscretion of the MD (and in her absence Director HR) after sanction from the

immediate Supervisor & Department head. Leave without pay includes weekly offsand other paid holidays.11. Leave without pay can be availed of after privilege / sick leave has been exhausted.12. When an employee has no leave accumulated to his credit and his need is genuine

such as sickness, tragedy, accident, self-marriage etc., the company may grant advanceleave subject to its liquidation at the earliest when earned. The advance leave for anemployee will be, sanctioned by the head of department in consultation with HRDepartment. Information has to go to Finance as well.

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13. Any exceptions to the above rules shall be permitted only under special authorizationfrom the COO in consultation with HRD after the department head or team leaderrecommends it.

(8) Annual Holidays

1. All employees working in New Delhi or at any other office of the company will beentitled to ten paid holidays in the year of which three (3) are national holidays. Theyare: -

- 26th January (Republic Day).- 15th August (Independence Day).- 02nd October (Gandhi Jayanti).

The other six (7) holidays are festival holidays, which will vary from region to region(Maximum of 10 leaves will be provided).

2. The list of annual holidays for the calendar year shall be notified through a circular toall the concerned by HR Department in the beginning of calendar year.

3. The list of holidays shall be finalized and released by HR Department in consultationwith the Management and the Administration Dept.

4. Any notification of holidays under the Negotiable Instruments Act shall not be

applicable to the company.

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3.1 COMPENSATION DETAILS

Heads Calculation Payable

Basic Per month

House Rent Allowance 50% of the basic Per month

Conveyance Allowance Per month(case to case)

Medical** 8.33% of the basic Every Year(Upto maximum of Rs. 1250/- per month or Rs. 15,000/- per annum)

LTA 8.33% x12 of basic Every year *Medical and LTA is Payable on the yearly basis.

Note:

1.The structure is subject to change in case to case basis and also on the basis of salarybands.

3.4 PERSONAL ACCIDENT INSURANCE

All Permanent employees of company are insured for any injury or disablement arising out ofaccident not only during a course of employment but all the twenty-four hours of the day.The compensation is defined as per the Insurance Policy taken by the company for thepurpose.

3.6 House Rent Allowance

1. The objective of this allowance is to assist employees in having appropriate residentialaccommodation commensurate with their job level and status in the organization.

2. House Rent Allowance (HRA) shall be paid to the employees from month to monthalong with the salary. HRA will be a part of the employment as stated in theEmployment Offer Letter.

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3. In case the rent paid by the employee is more than HRA amount, no extra HRA overthe limits applicable will be granted to the employee.

4. HRA paid through pay roll is taxable as per the Income Tax. Act. The requisite relief ofdeduction will be allowed by finance & accounts department on providing rent receipts

for the rent paid, as & when demanded by the finance & account Department.

5. An employee who needs company lease would to make an application and it shall besubject to the approval by finance & CEO. The whole of the HRA and actual rent wouldbe deducted from the gross salary mentioned in the Appointment Letter.

3.7 Telephone Expenses (Cell Phone Only)

All employees (manager and above) who have a telephone and use this facility forcompanys business will be entitled for reimbursement of the following expenses:

1. If an employee has a phone in his /her name or in anybody elses, but has formalauthorization/ control over the instrument, can claim reimbursement as per his/herentitlement and as per the provision of Income Tax Act [if mentioned in theappointment letter].

2. Actual expenses, subject to the entitlement as mentioned in the appointment letter.3. Trunk calls /STD call [where the bill is produced] made directly on companys

business at actual, subject to the approval of the respective Head of the DepartmentPersonnel provided with company telephone will be paid expenses as reimbursementagainst the telephones bills from the date of installation.

4. For claiming the reimbursement of telephone expenses, the claim will be restricted tothe amount of entitlement.

5. Any unclaimed amount, will lapse at the end of the financial year.6. Employee shall produce the bills in original upon demand by the accounts

department.7. In case the telephone is not owned by the employee, he /she should get an

authorization letter from the registered owner stating that the telephone is being usedfor exclusive use of the employee.

8. The tax liabilities will be considered in all the above cases as per tax laws prevailingfrom time to time and the company policy from time to time.

3.8 VEHICLE CONVEYANCE ALLOWANCE POLICY

1. Employees are entitled for vehicle/conveyance reimbursement for attending officialduty only from office to customers or to OEMs, on production of details, subject to themaximum limit laid down as per their grade.

2. Monthly claim should be submitted to the Finance & Accounts Department in theprescribed format.

3. All the vehicles/conveyance reimbursement should be claimed during current fiscal year and routed through their respective supervising authority to the Finance &Accounting Depts.

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4. The vehicle in which the employee would travel and its insurance shall not be theliability of the company, but the responsibility rests with the owner of the vehicle.

5. Employees joining in the fiscal year may claim on pro-rata basis from his/her date ofjoining.

6. For DGMs & above, car travel is reimbursable @ Rs.6 per km and for others two

wheeler conveyance @ Rs. 3 per km..7. However, if a company vehicle is available then an employee should use it after duepermission from the manager of department but it will be subject to amount limit.Administration would arrange for the same.

8. In the event of local travel using hired transport arises, Director/ Vice President andabove use a car /taxi. Others can use auto and engineers will use Bus also.

3.9 BUSINESS PROMOTION AND PR

1. The company recognizes the need of employees to incur expenses towardsentertainment of clients, business associates, potential clients and employee forbusiness promotion.

2. Expenses incurred on business meetings by employee[s] as per entitlement, can beclaimed on monthly basis.

3. In case of outstation meetings reimbursement towards food and non-alcoholic beverages will be entertained under this expense. Expenses towards alcoholicbeverages will not be reimbursed.

4. All require prior approval of Sr. Manager & CEO.

3.10 LEAVE TRAVEL ALLOWANCE

1. The purpose of LTA is to offer assistance to employee[s] and family to visit their hometowns and other places of interest as part of welfare measure. The assistance isrestricted to journey within India as per the Income Tax rules.

2. Family for the purpose of LTA means self, spouse, children.3. All employees in the Companys employment will be eligible to avail the Leave Travel

Allowance as per their entitlement.4. During the fiscal year, LTA can be claimed after completion of at least nine months of

service or the first day of the fiscal years ex-gratia.5. The incidence of Income Tax, if any, will be borne by the employee concerned.6. Application in the prescribed form for LTA claim should be submitted to the HR

Department for preliminary verification of leave availed and entitlement of amountclaimed

7. After verification and approval of the amount, by the HR Dept. the claim should besubmitted to Accounts for verification of leave availed and entitlement of amountclaimed.

8. After verification and approval of the amount, from HR Department the claim shouldbe submitted to Accounts Department for payment supported with proof of travel[Ticket in case of air travel]

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3.11 MEDICAL REIMBURSEMENT /ALLOWANCE

1. Medical Re-imbursement can be claimed for self, spouse, dependent children, in theprescribed format available with HRD/ Finance.

2. A year, for medical reimbursement is from date of aaplication.3. Amount will be payable yearly after completion of 1 year in service along with the

salary.4. In case, the medical limit is exhausted, an individual cannot claim the expenses

incurred in the current year, from the next years entitlement.5. Bills have to be submitted with the attached format and have to be given to the

Finance.6. All reimbursement towards medical expenses will be governed by the Income Tax

rules. In case the reimbursement results in additional tax burden, the same shall bededucted from the salary of the employee.

3.12 VEHICLE MAINTENANCE

Coverage: Directors and above, for business use.

Entitlement: Actual expenses, subject to entitlement/ limit mentioned in theappointment letter/Increment letter.

1. Expenses towards maintenance of the vehicle(s) repairs and servicing may be

reimbursed on actual basis.2. All claims against maintenance must be made during the current fiscal year, with

original bills and vouchers.3. The tax liability will be considered in all above cases as per Income Tax laws prevailing

from time to time.

3.14 Driver wages

Entitlement: Directors and above, if specifically mentioned in the appointment letter,

sanction letter or increment letter

1. Employee(s) not employing driver may claim it as a taxable amount along with salary.2. Driver allowance shall be claimed as reimbursement in prescribed format when driver

is engaged. This has been modified subject to change, as per the latest income tax actto the extent that the driver has to be a contract/direct employee of the company.

3. The claim must be supported by the drivers receipt4. It could be maximum of Rs. 5000/-

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1.6 WELFARE POLICY

a) LUNCH & REFRESHMENT

As an additional welfare benefit the company will provide tea to all its employees.Timings are as follows

Morning Tea : 11:00 am 11:15 pmEvening Tea : 4.00 pm - 4.15 pm

The work culture expects that you to do self-service and food is supposed to be fetchedin cafeteria so no food or refreshment are allowed to be taken into the work area.

b) TRANSPORTATION (TO AND FROM OFFICE)

No transportation would be provided to any employee as additional benefit.

For all official visits to customer, the company would provide reimbursement as perconveyance rules.

c) TRANSPORTATION IN AN EMERGENCY

In case of any sudden emergency due to sickness, the employee concerned needs to

inform his or her manager/supervisor immediately. Appropriate first aid shall be provided immediately and in case of need for immediate

Doctors attention, administration shall arrange for a taxi/cab to the clinic/hospital ordrop at the residence.

It will be the responsibility of the immediate supervisor/manager/director to ensurethat the parent/local guardian of the employee is informed about the sickness at theearliest.

The first aid box will be the responsibility of administration.

All medicines and other medical requirements shall be replenished from time to timeand will be maintained by administration.

d) LATE STAY FACILITY

Employees working late on any working day or working over the weekend will beprovided snacks and it will be arranged from the company. Prior approval from theimmediate superior/manager or HOD must be taken and administration departmentbe informed accordingly, well in advance to make the necessary arrangements.

e) MARRIAGE OF A STAFF MEMBER

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A gift cheque of Rs.1001.00 will be gifted to the employee on behalf of the company.

f) Birthday Policy

Birthday wishes will be sent through card and mail.

g) TEAM BUILDING

IUTL believes in the philosophy of UNITED WE STAND, DIVIDED WE FALL. Weencourage team building and togetherness in the organization. As for us the word team itselfstands forT TogetherE Empowering each other toA AchieveM More

We target it by using the way of :-

1. Building Trust2. Goal/Role Clarification but by the way of sharing the common goal3. Communication of Perception4. Communication of Social Norms, ideas5. Conduction of Team building exercises6. Encourage discussion, participation and the sharing of ideas.

Main objectives for having the culture of Team Building

Manage resources an build rapport

Describe successful teams

Identify personal preference and resolve conflict

Clarify team roles

Identify competition and collaboration on teams

Establish common ground and make team decisions

Communicate effectively

Identify sources of conflict

Help in creating the harmonious environment amongst the organization.

People start valuing other people performance and values

Create a spirit of healthy competition.

Help in building strong inter department relationships.

We promote the culture of team management where people perceive every other member as apart of their own family where they share themselves without hesitation and exhibit a senseof belongingness towards other person. This culture will help IUTL in retaining employee aswell it will provide them the atmosphere where they will feel exactly what they are.

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h) RETENTION STRATERGIES

Retention is the most important work any organization does. In IUTL we deploy the tools forretention which are as under

Offer fair and competitive salaries. Fair compensation alone does not guaranteeemployee loyalty, but offering below-market wages makes it much more likely thatemployees will look for work elsewhere. In fact, research shows that if incomes lagbehind comparable jobs at a company across town by more than 10 percent, workersare likely to bolt. To retain workers, conduct regular reviews of the salaries you offerfor all job titles entry-level, experienced staff and supervisory-level. In IUTL wealways perform the comparative analysis of salaries amongst the team and then decidethe package so that it should not create any dissatisfaction in b/w the organizationmembers.

We remember that benefits are important too. Although benefits are not a keyreason why employees stick with a company, the benefits you offer can't be markedlyworse than those offered by your competitors

Imparting Trainings. It can't be said often enough: People stay or leave because oftheir bosses, not their companies. A good employee/manager relationship is critical toemployee satisfaction and retention. We impart the training to develop goodsupervisory and people-management skills.

Clearly define roles and responsibilities. We develop a formal job descriptionfor each title or position in your department. We make sure that our employees knowwhat is expected of them every day, what types of decisions they are allowed to makeon their own, and to whom they are supposed to report.

Provide adequate advancement opportunities. We foster employee loyalty,implement a career ladder and make sure employees know what they must do to earna promotion. We conduct regular performance reviews to identify employees'strengths and weaknesses, and help them improve in areas that will lead to jobadvancement. A clear professional development plan gives employees an incentive tostick around.

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Conduct employee satisfaction surveys. You won't know what's wrong ... orwhat's right unless you ask. To check the pulse of our workplace, we conductanonymous employee satisfaction surveys on a regular basis. One idea: Ask employeeswhat they want more of and what they want less of.

Foster an environment of teamwork. It takes effort to build an effective team,but the result is greater productivity, better use of resources, improved customerservice and increased morale. Here are a few ideas to foster a team environment inyour department:

Make sure everyone understands the department's purpose, mission or goal.

Encourage discussion, participation and the sharing of ideas.

Rotate leadership responsibilities depending on your employees' abilities and theneeds of the team.

Involve employees in decisions; ask them to help make decisions through consensusand collaboration.

Encourage team members to show appreciation to their colleagues for superiorperformance or achievement.

Make room for fun. In IUTL we celebrate successes and recognize when milestonesare reached. Lunches, birthday parties, employee picnics and creative contests willhelp remind people why your company is a great place to work.

Write a mission statement for your department. Everyone wants to feel thatthey are working toward a meaningful, worthwhile goal. We work with staff to developa departmental mission statement, and then publicly post it for everyone to see. Make

sure employees understand how their contribution is important.

Provide a variety of assignments. We identify the talents of our employees' andthen encourage them to stretch their abilities into new areas. Like We have someonewho likes planning and coordinating events? Ask him to organize a departmental openhouse. Know a good critical-thinker? Ask him/ her to work with a vendor to customizeapplications training on a new piece of equipment. A variety of challengingassignments helps keep the workplace stimulating.

Communicate openly. Employees are more loyal to a company when they believemanagers keep them informed about key issues. Is a corporate merger in the works? Is

a major expansion on the horizon? We communicate with our employees openly whichprevent us as well as anyone else in creating or listening humors.

Encourage learning. We create opportunities for our employees to grow and learn.Reimburse them for CE courses, seminars and professional meetings; discuss recentjournal articles with them; ask them to research a new scheduling method for thedepartment. Encourage every employee to learn at least one new thing every week, andyou'll create a work force that is excited, motivated and committed.

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Develop an effective orientation program. We implement a formal orientationprogram that's at least two days long and includes a thorough overview of every area ofour department and an introduction to other departments. We assign a HR person toact as a mentor to the new employee throughout the orientation period. We develop a

checklist of topics that need to be covered and check in with the new employee at theend of the orientation period to ensure that all topics were adequately addressed.

Give people the best equipment and supplies possible. No one wants to workwith equipment that's old or constantly breaking down. We ensure that our equipmentis properly maintained, and regularly upgrade machinery, computers and software. Inaddition, provide employees with the highest quality supplies you can afford. Cheap,leaky pens may seem like a small thing, but they can add to employees' overall stresslevel.

We show our employees that we value them. Recognize outstanding

achievements promptly and publicly, but also take time to comment on the manysmall contributions our staff makes every day to the organization's mission. We neverforget these are the people who make us look good!

PERFORMANCE MANAGEMENT

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3.1 Introduction

Decisions concerning career development, promotion, succession planning andcompensation depend on information provided through effective performance management.IUTL ensure that all new employees understand the requirements of their jobs as well as the

expected results. The actual assessment of how well they have done will be undertaken at theend of each year through a comprehensive appraisal of their performance in relation to theseexpectations.

IUTL appraisal system involves analysis, review or evaluation of performance and behavioranalysis of employee. Therefore, a formal process is being followed to evaluate theperformance of the employees in terms of achieving organizational objectives.

3.2 Objectives

Staff appraisal is often viewed as a punitive measure where most junior staff looks it as a timewhen their seniors would get even with them for whatever reason. IUTL will therefore seekfirst to promote a healthy understanding of this process in terms of being an avenue topromote dialogue between staff and management as well as a system through which specificneeds of staff are identified and brought into the limelight. Specifically, the appraisal processat IUTL will be undertaken to:

a) Review performance of the employees against Key result areas (KRA) or Keyperformance areas (KPS) which is being set in the beginning of the year.

b) KRAs are designed in such a manner which helps in measuring and comparingthe performance in quantitative and qualitative manner.

c) To facilitate the process of executive development through performanceplanning, self review, performance analysis and two-way communicationbetween appraisee and appraiser.

d) Identify the areas of strength in manpower.

e) Identify the areas of weaknesses and provide positive feedback to the staff ontheir individual and team performance;

f) Identify staff that can be developed to take up increased responsibilities andcan be recommended for promotion and succession schemes.

g) Helps in developing and justifying a reward system, relating rewards toemployee performance.

h) To develop suitable training and development programs for enrichingperformance of employees.

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i) Deciding organizational development programs.

j) To identify motivational reinforcers, to develop communication systems andalso to strengthen superior-subordinate relationships.

k) Plan the KRAs for the following year or upcoming year.

3.3 Responsibilities of Managers/Supervisors

Managers/Supervisors are responsible for conducting substantive discussions and takingconclusive performance-related actions. These actions include selecting or

a) developing performance plans,b) communicating outcomes and expectations to employees,c) establishing employees' development plans,

d) providing performance-related feedback to employees at prescribed intervals,e) preparing end-of-cycle summaries,f) And discussing the summaries with employees.

Rules of Appraisal

Appraisers should carefully review what the appraisee has achieved and whatcomments should be made under each section of evaluation form.

Appraisees should be given a minimum of two weeks notice to prepare the appraisalmeeting.

Before the meeting, both the appraiser and appraisee should have a good idea of what

they are going to say. The appraisal shall be done on a yearly basis or as deemed fit by management.

The immediate manager of the appraisee will do the appraisal, or as decided by Sr.Management.

3.4 The Performance Management Process:

3.4.1 Planning

3.4.2 Appraisal Meeting & Performance Summary

3.4.3 Recognition

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ELABORATIVE STEPS OF APPRAISAL

3.4.1 Before Appraisal Meeting (Planning of Appraisal)

1) Approximately three weeks before the Performance Appraisal Meeting, HR shouldprovide the employee to be appraised with:

a) A blank copy of the Performance Appraisal Form.b) A copy of agreed Key Result Areas and Personal Development Targets (PDTs) agreed

at the last review or at the time of joining, including any changes made at any interimreview.

c) Any other additional information relevant to the appraisal.

2) Be prepared with each and every employeesa) Job descriptionb) Performance standardsc) Planned performance goalsd) Performance measures collected throughout the time periode) The critical incidents detailsf) Past appraisals of the employees.

Appraisal Meeting(Discussion on sixconversations Model

RECOGNITION

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3) The employee should carefully plan for the one to one meeting with manager and getprepared for the Six Conversation Model. (described below)

4) Employee, himself/herself should carefully review his success in achieving goals and

PDTs in the period under review. Competencies and abilities should be evaluated todetermine how they have altered work performance.

5) The employee shall also assess the type of developmental and training support required toenhance future performance.

STEPS OF PERFORMANCE APPRAISAL

1. ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards whichwill be used to as the base to compare the actual performance of the employees. This steprequires setting the criteria to judge the performance of the employees as successful orunsuccessful and the degrees of their contribution to the organizational goals and objectives.The standards set should be clear, easily understandable and in measurable terms. In casethe performance of the employee cannot be measured, great care should be taken to describethe standards.

2. COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all theemployees of the organization.

The employees should be informed and the standards should be clearly explained to the. Thiswill help them to understand their roles and to know what exactly is expected from them. Thestandards should also be communicated to the appraisers or the evaluators and if required,the standards can also be modified at this stage itself according to the relevant feedback fromthe employees or the evaluators.

3. APPRAISAL MEETING

Appraisal meeting will be one to one discussion meeting in between Appraiser and Appraisee.The discussion will be based on Six Conversations. Everyone attending the meeting issupposed to get prepared with the plan of discussion. This meeting consist of three steps ofappraisal process i.e Measure the performance, Comparing with standards and DiscussingResult. Six Conversation Model is as under:-

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RECOGNITION: A means of acknowledging employees for sustained outstandingperformance/service and providing incentives to continue provide outstandingperformance/service. Recognition should be linked to performance outcomes.