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S & G Engineers Pvt. Ltd.Unit-II

NH-2, Vill-Bhagola,

Distt-Palwal.Haryana

About Us

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S & G Engineers founded in 1991 and has progressively evolved to maintain a position of market

leadership as a highly reliable and reputable manufacturer of pipe fittings.

Our successs can be attributed to years of building strong domain knowledge and enduring

relationship within the industries, that we serve. The main industries that we serve are power,

refineries, petrochemicals, oil, gas processing plants & heavy engineering firms.

By combining the expertise of a resourceful, dependable and well integrated team of engineers,

professionals, and skilled trade personnel with technology and innovative bisiness approaches, we

are commited to the successfully meet the challanges of most demanding projects. We recognise the

importance of providing outstanding customer service.

We can febricate piping assembllies with Carbon Steel, Stainless Steel and Allow Steel while

ensuring that each project meets the cistomer specifications, from accuracy to cost effectiveness, to

quality and on time delivery.

ORGANISATION STRUCTURE

S & G Engineers Pvt. Ltd.

Quality Control Dept.

r. Vikas Khatter

Mr. Siddharth Makkar(Director)

Mr. Jeewan Pant

(Works Manager)

Mr. Jayesh Narang

(Technical Head)

R cum PersonnelDept.

Operation andproduction Dept.

Finanace andAccounts Dept.

Mr. Murari Mishra(Accounts & Excise

Charge)Mr. Abbas Khan(Welding & Febrication)

Mr. Mohan Bisht (Sr.Q.C Engineer)

Mr. Lokesh(Trainee Engineer) Mr. Ajay Yadav

(Accountant)

Mr. Mohan Mathil(Commercial Executive)Electrical Dept.

Mr. S.B GuptaMr. Surender (PressShop Supervisor)

Store Dept.Mr. Sukhbir Saini

Mr. Manish(Q.C Engineer)

Mr. Manoj (TraineeEngineer)

Mr. Sandeep(Management Trainee)

Mr. Rupeshwar(Punching & Fittings)

Mr. Savan Singh(Q.C. Engineer)

Mr. Anand(Q.C. Engineer)

Miss Pushpa

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HR Policy Manual

The Human resource policy and procedure mannual has been developed to guide the actions and

rights of the employees. HR mannual contains various policies approved by the Top authority &

governing body of the S & G Engineers Pvt. Ltd.

HR POLICY

The Management believes their people. They accept every employees as a Human being.They

respect the values of their employees. Human resource is one of the greatest resources in this

industry. They recruit right people for right job. The Management identifies the talents and utilises it

for achieving business excellence. It also helps them to identify the training needs and provide

facilities in developing their knowledge and skills.Strengths and weaknesses of employees are

identified thro best performance appraisal systems. The Management isopen for new ideas, systems

and procedures.

1. Reqruitment & Selection Policy

Effective recruitment and selection is central and crucial to the successful functioning of Company.

It depends on finding people with the necessary skills, expertise and qualifications to deliver

the Companys strategic objectives and the ability to make a positive contribution to the

values and aims of the organisation.

Sources of Reqruitment:-

S & G Engineers Pvt. Ltd use many sources for reqruitments of candidates.

A. Placement agencies and Consultant.

B. Campus Reqruitment.

C. Reference of existing Employees.

Selection Process:-

There is a screening process based on the resumes of applicant followed by the group discussion &

personal interview.

2. Induction Policy

S & G Engineers believes that all new employees must be given timely induction training. This

training is regarded as a vital part of staff recruitment and integration into the working environment.

This policy, associated procedures and guidelines define the Companys commitment to ensure that

all staff are supported during the period of induction, to the benefit of the employee and Companyalike.

The Company expects that the implementation of good induction practice by managers/supervisors

will:

Enable new employees to settle into the Company quickly and become productive

and efficient members of staff within a short period of time.

Ensure that new entrants are highly motivated and that this motivation is reinforced.

Assist in reducing staff turnover, lateness, absenteeism and poor performance

generally. Assist in developing a management style where the emphasis is on leadership.

Ensure that employees operate in a safe working environment.

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Will reduce costs associated with repeated recruitment, training and lost production.

ITEMS TO COVER WITH EACH NEW EMPLOYEE

The Department Complete

1. Department function

2. Introduction to colleagues

3. New entrants own job

4. Supervision

5. General layout - entrances and exits

6. Telephone system

Conditions of Employment

1. Information on hours of work, including duty rotas, shift systems "on-call"

breaks

2. Time recording, flexi-time

3. Bonus scheme, allowances

4. Probationary periods of employment

5. Company Pension scheme and eligibility

6. Reporting in when sick including when on leave

7. Arrangements for requesting leave: annual leave, unpaid leave, compassionate

leave

8. Issue of uniforms, and uniform policy, protective clothing, replacement,

laundry

arrangements

Health and Safety, Security, Fire

1. Health and safety information relevant to the department

2. Issuing of fire instructions and procedure

3. Location of fire-fighting equipment

4. Accident reporting

5. First aid facilities/pre-employment health screening/role of OccupationalHealth /

Company Doctor

Conduct

1. Personal presentation

2. Disciplinary procedures

3. Courtesy to the customer and the public

4. Confidentiality

5. Noise Control

6. Acceptance of gifts7. Statements to the Press

8. Local rules regarding smoking

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9. Private use of telephones

10. Standards of Business Conduct

Facilities

1. Cloakroom, lockers, lavatories2. Canteen

Education, Training, Promotion1. Study leave2. Means of advancement, promotion opportunities

3. Employee appraisal, review systems

OTHER RELEVANT ISSUES SPECIFIC TO DEPARTMENT

3. Performance Appraisal Policy

S & G is committed to supporting every employee to reach their potential and achieve their personal

goals, which in turn will assist the organisation to achieve its objectives.

The performance appraisal policy supports the performance appraisal scheme. The scheme is a

formal process centred on an annual meeting of each employee and their line manager to discuss

his/her work. The purpose of the meeting is to review the previous years achievements and to set

objectives for the following year. These should align individual employees goals and objectives

with organisational goals and objectives.

Core Principles of the Appraisal Policy

1. The appraisal process aims to improve the effectiveness of the organisation by contributing

to achieving a well motivated and competent workforce.

2. Appraisal is an ongoing process with an annual formal meeting to review progress.

3. The appraisal discussion is a two way communication exercise to ensure that both the needs

of the individual, and of the organisation are being met, and will be met in the next year.

4. The appraisal discussion will review the previous years achievement, and will set an agreed

Personal Development Plan for the coming year for each member of staff.

5. All directly employed employees who have completed their probationary period are required

to participate in the appraisal process.

6. The appraisal process will be used to identify the individuals development needs and

support the objectives of the Training and Development Policy.

7. All staff will receive appraisal training as an appraisee, and where appropriate as an

appraiser.

8. The appraisal process will provide management with valuable data to assist succession

planning.

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The appraisal process will be a fair and equitable process in line with our Equality Policy.

4. Contrilling Absense Policy

It is recognised by the Company that from time to time staff and other employees may require to be

absent from their place of work due to illness. The length of time lost by employees through illnessmust however be monitored to ensure that each members is able to do their job, effectively and

without putting themselves or others at risk. It is not the intention of the Company to penalise the

genuinely sick, however it must be recognised that an employee who is medically unfit to carry out

his/her duties may not be able continue in that employment.

Managers will consider cases of sickness absence on an individual basis and ensure the provision of

appropriate support, advice and Occupational Health where appropriate. However, it is recognised

that in some cases, patterns/levels of absence will be unacceptable and formal management action

will be required.

Employees who become aware that they have an illness problem are encouraged to inform theirmanager at the earliest opportunity. All such requests will be dealt with as speedily and

compassionately as possible.

Overview of Procedural Stages

On return from absence all employees must be interviewed by their immediate line manager. At this

interview the employee and the line manager must complete a 'Return to work interview' form

agreeing the reason for the absence, the period of absence and, where appropriate, what course of

action is required as a result of the absence. This form must be signed by both parties before being

forwarded to the employees personnel file

Stage 1

In situations where an employee's sickness record is giving some cause for concern, then the

employee's Line Manager will discuss those concerns with the employee, providing support and

counselling where appropriate. It is essential that any message conveyed in this manner is clear and

unambiguous.

Stage 2

If there is no obvious improvement in the health of the employee or any sign of patterns emerging

in an employee's absence then the line manager would arrange for the employee to meet the next-in-

line manager who would 'formally' review the employees case. At this formal stage the employee

must be offered the opportunity for appropriate representation by a work colleague or trade union

official.

The employee must be given the outcome of this meeting in writing and where appropriate they

must be given notice that their level of absence is unacceptable and a period of time to improve.

Stage 3

If the employee fails to improve in the given time scale then a formal second Review must be

undertaken. If possible, a more senior manager should chair this meeting. The employee must be

offered the opportunity for appropriate representation at this time.

Prior to the Meeting the employee must be seen by the Occupational Health / Company ApprovedDoctor who will give his opinion on the employee's health. The employee must be given the results

of this meeting in writing. Where appropriate they must be given notice that their level of absence is

unacceptable and that they are given a period of time during which to reduce their level of absence.

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The employee must also be informed at this stage if any further absences may result in their

employment being terminated due to incapacity.

Stage 4

If there is still no improvement within the laid down time scale a Review will be held with the

appropriate Senior Manager / Director in the chair. The employee must be offered the opportunity

for appropriate representation at this meeting. The Director / Manager will review all the availableevidence including the Doctor's report.

If there are no special circumstances the employee will be dismissed on the grounds of incapacity

and their inability to meet the acceptable standards of attendance required by the Company.

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Procedures Check List

Stage 1

Return to Work InterviewThis is an informal part of the Procedure, however in order to give theprocess credibility the following rules should be followed :-

Every employee should complete a 'Return to work interview' form with theirimmediate line manager.

Interviews should be carried out in an area where there will be nointerruptions and where both parties may feel at ease.

The employee should always be informed of the reason for the meeting.

The meeting should be prefaced by an indication of concern for theemployee as well as the need for the Manager to be aware of the health ofhis/her employees.

The employee should be encouraged to discuss any problems they may behaving with their health and to actively contribute to the solution to the problem.

Any apparent problem or patterns of absence should be brought to theemployees attention.

All relevant absence documentation must be recorded on the employeespersonnel file.

Counselling

As the first step in procedure it is vital that the message conveyed is clearand unambiguous.

Prior to counselling, full details of the employees absence record along withreasons should be made available to both participants.

The employee should be made aware of the date and location of the Meetingand the reasons for it.

The employee should be given the opportunity to explain absence recordsand present any evidence required.

If there are medical problems it may be necessary to adjourn the Meeting formedical advice.

The Manager/Supervisor will advise the employee of the outcome of themeeting and where appropriate of the need for improvement of their current

absence level. Written confirmation of the outcome of the meeting will begiven to the employee and a copy recorded on their personnel files.

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Return to Work Interview Form

Name

Designation

Department

First Day of Absence

Last Day of Absence

Total number of days absent

Total number of days off work

Is absence due to an injury at work? YES/ NO

Have you seen a doctor ? YES/ NO

Reason for absence(Please give a brief description of the illness or other reason for absence)

Action Taken(please give a brief description of any action taken to date)

Proposed Course of Action

I understand that if I knowingly provide inaccurate or false information regarding my absence

it may result in disciplinary action

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Employees Signature

Managers Signature

5. Disciplinary Policy

The Company Disciplinary Procedure will be used only when necessary and as a last resort. Where

possible, informal and/or formal counselling or other good management practice will be used to

resolve matters prior to any disciplinary action being taken. The procedure is intended to be positive

rather than punitive but takes cognisance of the fact that sanctions may have to be applied in some

circumstances.

An employee can discuss any part of this policy with their Line Manager. They canhelp clarify an employees rights as well as give guidance and support where it maybe needed. Every individual has the right to representation at any point during thedisciplinary process.

Suspension

Suspension is not disciplinary action. The purpose of suspension is manifold and can be used when

it is necessary to remove a member from the workplace pending an investigation for example, toallow time for a 'cooling down period' for both parties, for their own or others protection, to prevent

them influencing or being influenced by others or to prevent possible interference with evidence.

Only the Manager in charge of that individual, at that time or their superior, have the authority to

suspend an individual.

An employee suspended from duty will receive written confirmation within three days of:

the reason for the suspension

the date and time from which the suspension will operate.

the timescale of the ongoing investigation.

Warnings

Examples of Minor Misconduct

Below are listed examples of misconduct which may warrant either a Verbal Warning or a First

Written Warning. It is stressed however that this list is not exhaustive and that on all occasions a full

and proper investigation must take place prior to the issue of a warning.

Persistent lateness and poor time-keeping.

Absence from work, including going absent during work, without valid reason, notification

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or authorisation.

Smoking within unauthorised areas.

Failure to work in accordance with prescribed procedures.

Incompetence.

Unreasonable standards of dress or personal hygiene.

Failure to observe Company regulations and procedures.

Verbal Warning

A Verbal Warning is appropriate when it is necessary for the manager in charge to take action

against an employee for any minor failing or minor misconduct.

First Written Warning

A First Written Warning is appropriate when:

a verbal warning has not been heeded and the misconduct is either repeated or performancehas not improved as previously agreed.

an offence is of a more serious nature for which a written warning is more appropriate.

the recurrence or accumulation of an offence/offences, if left, will lead to more severe

disciplinary action.

Examples of Gross Misconduct

Listed below are examples of misconduct which may be considered to be Gross Misconduct and

may warrant a Final Warning, Demotion or Dismissal. It is stressed however that this list is not

exhaustive and that on all occasions a full and proper investigation must take place prior to theissuing of a Final Warning, Demotion or Dismissal.

Theft, including unauthorised possession of Company property.

Breaches of confidentiality, prejudicial to the interest of the Company,

Being unfit for duty because of the misuse/consumption of drugs or alcohol.

Refusal to carry out a management instruction which is within the individuals capabilities

and which would be seen to be in the interests of the Company.

Breach of confidentiality / security procedures.

Physical assault, breach of the peace or verbal abuse.

False declaration of qualifications or professional registration. Failure to observe Company rules, regulations or procedures.

Wilful damage of property at work.

Incompetence or failure to apply sound professional judgement.

Final Written Warning

A Final Written Warning is appropriate when:

an employee's offence is of a serious nature falling just short of one justifying dismissal.

an employee persists in the misconduct which previously warranted a lesserwarning.

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Dismissal

Dismissal is appropriate when

an employee's behaviour is considered to be Gross Misconduct.

an employees misconduct has persisted, exhausting all other lines of disciplinary

procedure.

Letter of Warning

All Warnings must contain the following information

The letter must be issued within 7 days of the date of the disciplinary hearing.

The nature of the offence and where appropriate, that if further misconduct occurs, more

severe disciplinary action will be taken.

The period of time given to the employee for improvement. The employees right to appeal to the manager directly above that of the one issuing the

warning.

A copy of the warning and any supporting documentation must be attached to the

individuals personnel file.

The employee must also receive a copy of the warning which in the case of any written

warning will be sent to their home address by recorded delivery if not handed to them in

person.

In the case of a final written warning, reference must be made to the fact that any further

misconduct will lead to dismissal, and that the employee has the right of appeal, and to

who they can make that appeal.

The letter confirming dismissal will contain the following information:

The reason for dismissal and any administrative matter arising from the terminationof their employment.

6. Equity Policy

1. S & G recognises that discrimination and victimisation is unacceptable and that it is in the

interests of the Company and its employees to utilise the skills of the total workforce. It isthe aim of the Company to ensure that no employee or job applicant receives less favourable

facilities or treatment (either directly or indirectly) in recruitment or employment on

grounds of age, disability, gender / gender reassignment, marriage / civil partnership,

pregnancy / maternity, race, religion or belief, sex, or sexual orientation (the protected

characteristics).

2. Our aim is that our workforce will be truly representative of all sections of society and each

employee feels respected and able to give of their best.

3. We oppose all forms of unlawful and unfair discrimination or victimisation. To that end thepurpose of this policy is to provide equality and fairness for all in our employment.

4. All employees, whether part-time, full-time or temporary, will be treated fairly and with

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respect. Selection for employment, promotion, training or any other benefit will be on the

basis of aptitude and ability. All employees will be helped and encouraged to develop their

full potential and the talents and resources of the workforce will be fully utilised to

maximise the efficiency of the organisation.

5. Our staff will not discriminate directly or indirectly, or harass customers or clients because

of age, disability, gender reassignment, pregnancy and maternity, race, religion or belief,sex, and sexual orientation in the provision of the Companys goods and services.

6. This policy and the associated arrangements shall operate in accordance with statutory

requirements. In addition, full account will be taken of any guidance or Codes of Practice

issued by the Equality and Human Rights Commission, any Government Departments, and

any other statutory bodies.

7. Leave Policy

There are generally following categories of leave are sanctioned to employees:

Earned Leave

Casual leave

Sick leave

EARNED LEAVE:

-For Every 20 man-days worked, 1 day Earned Leave is credited to each employee.

-Earned leave can be availed of only after confirmation of services on muster roll.

- Carry forward is allowed and automatically un-availed leave gets plus in next year.

- Encashment is allowed.

CASUAL LEAVE:

-7 days C.L. will be credited at the time of confirmation of services on muster roll.

-No encashment/carry forward is allowed.

SICK LEAVE:

-7 days Sick Leave is credited at the .

-If an employee avails of Sick Leave for more than 3 days, he must produce medical certificate

as well as medical fitness certificate immediately and on the day of resuming duty, he must

produce medical fitness certificate.

- No carry forward or encashment is allowed.

- Those who apply sick leave as per ESI rules, they are not eligible to avail sick leave given by

the Company..

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In the event of validation of medical certificate produced by the employee, Company may

ask Him to report to a medical practitioner nominated by the Company for validation.

PROCEDURE FOR APPLYING LEAVE:

Step 1: Employee fills up blank leave application with clear reasons and leave

Address and type of leave required. Excepting unavoidable or emergent

Situations, all leave must have prior sanction.

Step 2: He must get the leave position portion filled from the Personnel Dept. before he

submit it to his Shift Head/Group Head/HOD.

Step 3: Group Head will discuss with Shift Head and make necessary

Alternate arrangement before leave is recommended.

Step 4: Group Head will forward the leave applications to HOD with recommendations for

Sanctioning leave or comments for rejection of applied leave with reasons.

Step 5: HOD/In-charge will sanction the leave only after Group Head/Shift Head/Supervisor

Has recommended the leave.

Step 6: If leave is sanctioned, the application will be forwarded to Personnel

Department for up-dating employee leave records. If leave is not sanctioned

The employee concerned may be advised/counselled accordingly.

GENERAL RULES:

PRIOR APPROVAL:

No leave is sanctioned, if an employee avails of leave without getting it sanctioned and

also he is not allowed to regularise it on the date of resuming duty excepting reasons which

are of emergency or unavoidable nature. This will be decided by HOD concerned.

If this attitude is repeated, HOD may discuss with Personnel /HR Manager to take

appropriate Action against erring employees. Just applying leave does not mean that he gotthe sanction. He must get the leave sanctioned and only then, he may proceed on leave.

OVER-STAYING:

Employees are not allowed to extend their leave excepting the reasons/

Situations which are beyond the control. If this attitude is repeated, concerned

HOD may take up the matter with Personnel Manager to take appropriate action

Against erring employees.

ABSENTING:

If an employee is absenting continuously more than 7 days, without any

Valid reasons, his name will be removed from the rolls of the Company andSuitable disciplinary action will be taken against the faulty employees.

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General rules regarding sunday paid holiday

S & g is committed towards the policy of sunday paid holiday. S & G has personnel policy

that described that any employee whether belongs to staff category or workman category,

will have to come atleast 4 days in a week including one day of saturday & monday rule.

Example:-

Mon. Tue. Wed. Thru. Fri. Sat. Sunday Monday

P P P A A A Without pay A

Mon. Tue. Wed. Thru. Fri. Sat. Sunday Monday

P P P P P A Without pay A

Mon. Tue. Wed. Thru. Fri. Sat. Sunday Monday

P P P A A P With pay A

Mon. Tue. Wed. Thru. Fri. Sat. Sunday Monday

P A A P P P With pay A

8. Compensation of employees

List of compensation breakups which the S & G Engineers has, listed below.

1. Basic-Lump sum rate policy

2. HRA-N/A

3. DA-N/A

Allowances1. Conveyance Allowances

2. Late Sitting Allowances

3. Mobile Allowances

4. Food Allowances

5. Cleanliness Allowances

Benefits apart from salary

1. Bonus-Yearly

2. Performance bonus3. Inam-Exgratia

4. Motivational Incentives

9. Employes Health & Safety

S & G providing personal protective instrument to their employees while on workplace.

Fire extinguisher.

Helmets.

Gloves.Ear Buds.

Opticals.

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Uniform.

Shoes.

First Aid.

10. Incrementation Policy

S & G has yearly compensation increment policy which is based on the following

performance dimensions.These Performance Dimension consists...

1. Target Achievement.

2. Quality of Work.

3. Ethics used in target achievement.

4. Attendance.

5. Discipline & code of conduct.

Thanks................... FromVikas Khatter