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Human Resource Practices at Standard Chartered Bank


Mr. Ghulam Hussain


M.Afzal 43
Mazhar Khan 009

Group: 09



If oceans turns into ink and all the wood become pens, even then, the praises of Allah
Almighty can not be expressed. Unfeigned and meek thanks are before him, who created
the universe and bestowed the mankind with knowledge and wisdom to search for its
secret, favored and invigorated me with fortitude and capability to complete my report.
My special praises after Almighty Allah with trembling lips and wet eyes stand for our
HOLY PROPHET HAZRAT MUHAMMAD (PBUH), who is social reformer,
revolutionary and a source of guidance for the mankind, whose blessings enabled me to
perceive the higher ideas of life. We have a great honor to offer my heartiest gratitude to
my worthy teacher GHULAM HUSSAIN, Department of management science,
COMSATS institute of technology Sahiwal, for his personal interest, valuable
suggestions, inspiring guidance and sympathetic attitude during in the preparation of this

Executive Summary

The project of HRM practices in Telenor which we have taken is about Telenor and its
popular Prepaid service. In the we will discuss the organizational culture adopted by the
company and the strategies which affect the company policies. In this project report first
of all we have give the introduction of the telenor Company and its mission statement.
Then we have give the introduction of its popular Prepaid services(Explanation of the
service). Then we have discuss its Organizational HRM functions. We have discuss
about the recruitment and selection process that how Telenor can analyze and improve its
new employees. Then we have discuss about the training, training need assessment and
training policies. Then we discuss about the performance appraisal management. And in
the end of project we will discuss about the compensation and rewards given by the
Telenor to its employees.


Chapter No 1

elenor Pakistan acquired the lincense for providing GMS cellular service in Pakistan in April 2004,
and has launched its services commercially in Islamabad, Rawalpandi and Karachi on March
15,2005. the official opening was held in Islamabad with the President of Pakistan General Pervaz
Musharraf as the guest of honor nad a Telenor delegation headed by CEO Telenor Jon Fredrik Baksaas. on
March 23, 2005 Telenor started its services in Lahore, Faisalabad and Hyderabad will be launching its
services in other cities as per the roll out plan .
Telenor has its corporate headquarters in Islamabad, with regional offices in Karachi and Lahore . the license
terms stipulate that by year 4, Telenor will cover 70% of Pakistan’s 297 administrative Tehsil headquarters.
Telenor will fulfill the license requirements and provide superior quality coverage. Telenor is operating world
wide in 13 countries with more than million people in their services.It has a subscriber base of 21.88 million
as of December 2009 . Telenor Pakistan is owend by telenor ASA and adds on to its operations in Asia
together with Thailand, Malaysia and Bangladesh . Telenor ASA is an international sevices provider of high
quality telecommunications, data and media communication services. It ranks as world,s 7th largest mobile
operator with a total of 164 million subscribers in its mobile operations. Telenor Pakistan launched its
operations in march 2005 as the single largest direct European investment in Pakistan, setting precedence for
further foreign investments in the telecom sector. The company has crooses many milestones and grown in a
number of directions , making Telenor Pakistan a leading telecom operator of the country. Telenor is the
fastest growing mobile network in the country, with coverage reaching deep inta many of the remotest areas
of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts
in the south, at times telenor is the only operator connecting the previously unconnected. Telenor is keeping
ahead by investing heavily in infrastructure expansion with USD 2 billion already invested , Telenor have
extended agreements with vendors for network expansion and services until 2010.

1.2 Mission Statement

"Telenor has an inspiring vision: ideas that simplify. Telenor is committed to creating, developing and
launching new solutions that simplify our customers workday. We believe that by simplifying our own
organisation and routines we can achieve competitive power and value-creation

Vision of Telenor Pakistan

Telenor’s vision is simple:“ We're here to help”
It exists to help its customers get the benefit of communication services in their daily lives.
1.3 Core values of the Telenor
1.3.1 Make it Easy

We're practical. We don't complicate things. Everything we produce should be easy to

understand and use. Because we never forget we're trying to make customers' lives easier.
1.3.2 Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to help. We're about
delivery, not over promising, actions not words.
1.3.3 Be Inspiring
We are creative. We strive to bring energy to the things we do. Everything we produce
should look good, modern and fresh. We are passionate about our business and
Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide.
We want to be a part of local communities wherever we operate. We believe loyalty has
to be earned.
1.3.4 Be Respectful

We acknowledge and respect local cultures . we do not impose one formula woridwide.
We want to be a part of local communies wherever, we operate. We believe loyalty has to
be earned.
1.3.5 CSR
he telecom industry has a transformative impact on society. Corporate responsibility is
therefore an integral part of the way we operate

Goals of Telenor
Telenor’s main goal is to create value for shareholders through the servins of customers,
employees, partners nad the general public interest.

1.4 Product and services

Persona postpaid.

1.5 Services of Telenor

Mobile fun.
Mobile commerce.
Easy paisa.
ATM sim first mobile banking service.

1.6 Department & Function

1.6.1 Finance Department

1.6.2 Human Resources Department
1.6.3 Marketing Department
1.6.4 Research and Development Department
1.6.5 Information Technology Department
1.6.6 Aministrative Department

Chapter no 2


2.1 History of HR Department
Human Resource Department engage to perform a set of systematic and planned
activities designed by an organization to provide its members with the opportunities to
learn necessary skills to meet current and future job demands. HRD department in
Telenor plays very active role. The head office of HRD department is situated in
Islamabad however it has its four zonal offices, these are
1Central I
2Central II
Working of HRD department is cross functional, there is great coordination is among the
departments of the company. And HRD department play an important role in providing
strategic support.

2.2 Human Resources Development Functions

The functions of HRD in Telenor is to developing the required skills in employees as by

perceiving the future needs and demands of the company as well as the requirement of
the competitive environment. The major functions which they have to perform are
1Training and development (T&D)
Organization development
2Career development
3The “new learning and performance wheel”
4Strategic management and HRD
5The supervisor’s role in HRD
6Organizational structure of the HRD function

As Telenor is one of the growing company of the country so, it is also facing a lot of
challenges in order to make its human resource as its competitive advantages, the major
challenges which are being faced by the Human Resource Development department in
Telenor are
11. Increasing workforce diversity
22. Competing in a global economy
33. Eliminating the skills gap
44. The need for lifelong learning
55. Facilitating organizational learning
62.3 Units in HR Department

2..3.1 HR Planning
Franchisers are just like multinational firms with the only difference that multinationals
create the whole separate set up for all national campuses while the franchisers follow the
strict policies and strategies of HR being pre-set by the home base. However franchises
may carry out specific HR plans as per the local cultural adjustments but within a
restricted provision of base.

2.3.2 Transnational firms

It have no national home base, have several regional home bases, and optimize supply
and demand constraints locally, central core for decision making, but dispersed power
and financial power to the divisions. I.e. Citicorp, Sony, Ford.

Transnational firms retain the freedom of decision-making in determining its own HR
Such strategies follow the cultural adjustments in the best interest of company. Such HR
strategies are fully coated with local cultural essence that gives the firm a new home

2.3.3 Recruitment and selection

“The process of seeking and attracting a pool of qualified applicants from which,
candidates for job vacancies can b selected”.

2.3.4 Recruitment policy

The recruitment policy of Telenor Pakistan is.

2..3.5 Experience
HR needs the experience of 3 TO 5 years for managerial positions. They also hired fresh
graduates for their customer service department.

2.3.6 IQ test/Written test

If they got the experience of 5 years then there is no IQ test or written test.

2.3.7 CV Submission
Interested applicants should submit their CV to their official site and followings channel, Telenor Pakistan - Moaiz Center, 13-K, F-7, Islamabad

2.3.8 Approaching and Interviewing

Once they receive your CV, they will assess it according to there recruitment policy.
There recruitment methodology is based on looking at capabilities i.e. sets of behavior,
skills and knowledge that can be determinants of job success.

2.4 Assessment

The selection criteria may involve different steps with respect to the position you are
applying for. There can be one to one interview with concerned Division head,
Recruitment Manager and or a panel interview, or there can be series of interviews.
Special process of a preliminary test might be carried out, depending upon nature of the

2.5 Keeping details on file

If there is no specific job in the area of an individual's application, or an applied for
position has already been filled, they will hold all details in there Careers database for up
to one year, with the
consent of the applicant. Within this period, should any vacancy arise to which they feel
the applicant would be suited, he/she will automatically be considered.

2.6 Record Verification

All the information provided is checked and verified by the related areas and any false or
fake information provided can lead to the strict disciplinary action.

2.7 job Analysis

Job analysis means Defines jobs and the behaviors to perform them now we will see that
how telenor analyze jobs.There are two main things in job analysis job description and
job specification job description is a written statement of a what a job holder will be done
how it done and why it done and job specification is a also a written statement of the
minimum qualifications that a person must possess to perform a given job successfully.

Chapter no 4
Recruitment and Selection
In TELENOR, the activity to fill a vacancy or a new job starts with the requirement
communicated by the respective managers to the HR department. The HR department
then looks for the possibilities of internal and external recruitment.

4.1 Internal Recruitment

In TELENOR, internal recruitment is done for the managers of the higher grade and
directors. When a position is vacant, the HR department views the past performance of
the people working at lower levels than the vacant position and chooses the right person
who is promoted to that position. At the manager and director level, the internal
recruitment process is mostly carried out but when managerial position is vacant and a
suitable person is not available for the desired post from with in the organization then
external recruitment is carried out.
4.1.2 E-mail
When there is any vacancy in the organization they send mail to all of the employees.
4.1.3 Job posting
Whenever a vacancy of a job is made HR department announces it in the organization
with the help of intranet by which employees apply for their own or can contact their
4.1.4`Replacement charts

By the help of replacement charts HR department can easily fill up a vacancy by giving
promotions to the lower ones by this way they can fill the vacancies. This promotion
depends upon the performance of the employee.

4.2 External Recruitment

For external recruitment inTELENOR, the line managers are required to make a
requisition form for the job in which they have to mention their need taking in account
the budget for establishment and salaries for the position of Management, Business
Support Officers and Workers. Role profile for the specified job is also prepared
matching up the requirement and the grade of the job. Training period is also specified on
the requisition form. The requisition form along with the role profile is sent by the line
manager to the functional director for his approval and then forwarded to HR Manager.
The HR manager confirms the availability of budgets required for establishment, salaries
and cost of advertisement for the job. After all this, the requisition form along with the
job profile and the budget forecast is sent to the HR Director for his final approval. After
approval from the HR director the HR manager and the line manager work hand in hand
to prepare job and person specifications for advertising or giving to the head hunters. The
sources that TELENOR uses to attract applicants are:
• Inviting applications through advertisement
• Recommendations from the head hunters
• Applications obtained from the data bank of TELENOR where direct applications
are received from time to time. After a substantial amount of applications have
been received, the line and the HR managers again work together to shortlist the
This is done by carefully going through all the application and by giving different
weight age to the following criteria:

• Quality of early schooling

• Grade obtained
• Extra Curricular activities
• Overseas travel and education
• Age
• Target University

Relevant experience The HR Department then issue call letters to the short listed
candidates along with blank application forms by Date, time and venue for the
preliminary interview is advised and candidates are asked to bring along completed
application forms. A two-member panel of HR and line management carries out
competency-based interviews focusing on functional skills and managerial and
supervisory skills. After the preliminary interview is cleared people applying for
different jobs are tested in different ways.
The following management competencies are assessed by a panel of cross functional
assessors In the case of management selection:

• Communication skills
• Resource management
• Rational decision making
• Influencing
• Creative thinking
Business development The HR department is responsible for over administration of the
assessment centre including training of the assessors. The HR department provides details
of remuneration package and terms and conditions of service. The HR department also
prepares appointment letter, service agreement and finalizes other documentation for
service record.


They are using advertisements for recruitment purpose. For this the way is only
newspapers and this way is used in very least cases.

Reference hiring
When ever a vacancy is made then the information is spread out all over the organization
which employees can contact their relatives for the job.


They have outsourced their most of the recruitment functions, the lower level or
operatives are completely selected by consultancies. They often use THE RESOURCE
GROUP (TRG) for head hunting and to beat there competitors.


They also post there job application form on their web site so that by this way employees
can save their time and efforts.

2.3.3 Selection

“The linking of selection activities to the organization strategic business objectives”

Selection policy

The recruitment policy of TELENOR PAKISTAN is:

TELENOR PAKISTAN have policy for quality of people for the middle and first line
managers they must be highly qualified and must be from graduated or post graduated
from HEC recognized Universities. For job qualification, skills and experience very
much count.

Selection technique
TELENOR PAKISAN don’t conduct the test for the top managers middle managers post
candidates with the experience more the 5 years.According to them its insult for the
candidate to have test for the job. They use to have interviews for them.

Management role

The Interviews are conducted by line manager and floor managers and HR manager. The
final authority to select the candidates is owned by the GM of the particular department.

Legal issues

They provide health and safety to their employees in the kind of any emergency.
Steps in selection procedure:

4.3 Criteria/officer
STEP1: Recruitment process
STEP 2: Collecting CV’s
STEP 3: Short listing of applicants as per job description
STEP 4: First interview on telephone
STEP 5: Short listing of applicants in first interview
STEP 6: Second interview with supervisor
STEP 7: Final interview with the head of HR department
STEP 8: Formal offer made to the selected candidates
STEP 9: Reference check
4.4 Criteria/top manager
STEP 1: Recruitment process
STEP 2: Collecting CV’s
STEP 3: Short listing of candidates as per job description
STEP 4: First interview on telephone by supervisor
STEP 5: Second interview with the head of HR department
STEP 6: Final interview by CEO
STEP 7: Formal offer made to selected candidate
STEP 8: Reference check

Chapter no 5
Training and development

5.1 Process of orientation or introduction of new employee

TELENOR has a very well organized and well established HR department that practices
all the HR strategies which are beneficial for the organization. As other departments are
well established and operational for there matters, HR department is empowered to
develop and plan what so ever is required for the company. Orientation and induction is
required for employee familiarization with the organization and TELENOR is well aware
of this fact. Affiliation with organization is only possible if the employees are informed
about each and everything. When the employee is hired he get proper orientation and that
orientation may exceed to few months until he get the feeling of affiliation and get to
know the organization well.
5.2 Training Need Assessment
Training needs analysis process is a series of activities conducted to identify problems or
other issues in the workplace, and to determine whether training is an appropriate
response. An analysis of training need is an essential requirement to the design of
effective training. The purpose of training need analysis is to determine whether there is a
gap between what is required for effective performance and present level of performance.
The needs analysis is usually the first step taken to cause a change. This is mainly
because a needs analysis specifically defines the gap between the current and the desired
individual and organizational performances. Training is a planned effort by a company to
facilitate employees learning of job-related competencies. These competencies include
knowledge, skills or behaviors that are critical for the successful job performance. At
TELENOR, there is a continuous assessment of the technical and managerial skills. For
the further enhancement of these skills formal training programmes offered at all levels.
The employees are provided with opportunities to put these skills into practice, in
preparation for the move to a managerial role. Training is viewed at TELENOR as a way
of creating intellectual capital. Employees are expecting to acquire new skills and
knowledge, apply them on job and share this information with other employees. The
training is cross-functional for sharing of skills. The employee are trained periodically

either locally or abroad according to preplanned schedules. The objective of such training
is to upgrade the capabilities of employees. If an employee attends an overseas training
then he/she has to serve the company for a certain period after the date of completion of
training subject to the cost and duration of training itself. In case an employee leaves the
company during this period he/she will have to pay the amount specified at that point in

5.2.1 Organizational Level

In Telenor, Training needs analysis at organizational level focuses on strategic planning,
business need, and goals. It starts with the assessment of internal environment of the
organization such as, procedures, structures, policies, strengths, and weaknesses and
external environment such as opportunities and threats. After doing the SWOT analysis,
weaknesses can be dealt with the training interventions, while strengths can further be
strengthened with continued training. Threats can be reduced by identifying the areas
where training is required. And, opportunities can be exploited by balancing it against
costs. For this approach to be successful, the HRD department of Telenor gets involved in
strategic planning. In this planning, HR develops strategies to be sure that the employees
in the organization have the required Knowledge, Skills, and Attributes based on the
future KSAs requirements at each level.

5.2.2 Individual level

Individual Level HRD department of Telenor focuses on each and every individual in the
organization. At this level, the HRD department checks whether an employee is

performing at desired level or the performance is below expectation. If the difference

between the expected performance and actual performance comes out to be positive, then
certainly there is a need of training. However, individual competence can also be linked
to individual need. The methods which are most commonly used by the HRD department
of Telenor to analyze the individual need are:
Appraisal and performance review
1Competency assessments
2Customer feedback
3Self-assessment or self-appraisal
55.2.3 Operational Level

Operational level focuses on the work that is being assigned to the employees. The job
analyst at Telenor gathers the information on whether the job is clearly understood by an
employee or not. Training officers gathers this information through technical interview,
observation, psychological test; questionnaires asking the closed ended as well as open
ended questions, etc. Today, jobs are dynamic and keep changing over the time.
Employees need to prepare for these changes. The job analyst also gathers information on
the tasks needs to be done plus the tasks that will be required in the future.

5.3 Techniques for Determining Specific Training Needs

There are a number of methods which Telenor Pakistan is using to gather data about
employees’ performance. Each works well in given circumstances; therefore, Telenor
adopted the most suitable method for determine specific needs. Management of Telenor
believes that none of these methods can stand alone; they always use at least two, if for
no other reason to validate their findings.
These Methods are
11. Observation
22. Interviews
33. Questionnaires

44. Job description

55. Performance Appraisal
66. Analysis of Organizational Policies

5.4 Training method

• On Job Training
• Special Training Sessions
• Team Building
• Problem Based
• Refresher Courses
5.5 Types of Training in TELENOR
On a general basis the training done in TELENOR can be divided into two categories

• Soft skill training

• Technical Training
5.5.1 Soft Skill Training:
Helping your employees develop a stronger base of knowledge on topics that affect their
personal lives can make them more productive and less distracted in their jobs. Soft skill
development courses in areas like personal finance and childcare can help your team
better manage the most important areas in their personal lives. This may include the
following things for e.g.

• Conflict management training

• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc

5.5.2 Technical Training:

This type of training has direct effect on the job of the employee. Specific skills are
focused and developed accordingly. The engineering trainings of TELENOR are also
included with this along with.
• Customer Services training
• Sales related training
• Marketing and technology training etc. All these types of training are done to
enhance the employee’s job skills at the level he is at.
• Training programs leads to:
• Leadership
• Influencing
• Creative Problem Solving

7 Chapter No. 6
Performance management System

Performance management is a process used within organization to establish and evaluate

an individual’s job performance to achieve goals and objectives.

6.1 performance appraisal

A process of systematically evaluating performance and providing feedback upon which

performance adjustments can be made Performance appraisal should be based on job
analysis, job description, and job specifications. Reviewing performance and taking
positive steps to develop employees further is a key function of management and is a
major component in ensuring the success of the company through effective employee
performance. A review is about ensuring people know what levels of performance are
expected of them and then taking action to ensure they are trained and developed to
perform effectively.
6.2 Objectives of Performance Appraisals
• To measure the work performance
• To motivate and assist employees in improving their performance
• And achieving there professional goals
• To identify employees with high potentials for advancements
• To identify employees training and development needs
• To provide a solid path for career planning for each individual
6.3 Appraisals Process
The intent of these appraisals is to review current job performance and responsibilities,
set goals and discuss further opportunities with reference to past performance at
6.3.1 Appraisal categories
Appraisal category Definition of category % of total numbers of employees which can be
rated in this category.
1) Expert Indicates exceptional performance

2) Very Good Indicate performance that consistently meets the requirements of the
indicates the individual is on track for advancements.
3) Good Indicated performance that requires improvement (i.e. meet requirements
without initiative or advancement).
4) Basic Performance to be improved (hardly meets requirements)
Sources of Performance Appraisal:
At TELENOR the primary sources of performance appraisal are the managers and
secondary sources are employees themselves. Though the peers also give their opinion
but it usually does not have any weight age unless a conflict arises between the manager
and the employee.

6.4.1 The Critical Incidents File

The critical incidents file is a performance appraisal method in which the manager writes
down positive and negative performance behavior of employees throughout the
performance period. The critical incidents file is a form of documentation that is needed
in this litigious environment.

6.4.2 The Rating Scale

The rating scale is a performance appraisal form on which the manager simply checks off
the employee’s level of performance. Some of the areas evaluated include quantity of
work, quality of work, dependability, judgment, attitude, cooperation, and initiative.

6.4.3 Behaviorally Anchored Rating Scales (BARS)

BARS is a performance appraisal method combining rating and critical incidents. It is
more objective and accurate than the two methods separately. Rather than having
excellent, good, average, and so forth, the form has several statements that describe the
employee’s performance, from which the manager selects the one that best describes the

employee’s performance for that task. Standards are clear when good BARS are

6.4.4 Ranking
Ranking is a performance appraisal method that is used to evaluate employee
performance from best to worst. Under the ranking method, the manager compares an
employee to another employee, rather than comparing each one to a standard
measurement. An offshoot of ranking is the forced distribution method, which is similar
to grading on a curve. A predetermined percentage of employees are placed in
performance categories: for example, excellent—5 percent, above average—l5 percent,
average—GO percent, below average—l5 percent, and poor—5 percent.

6.4.5 Management by Objectives (MBO)

MBO is a process in which managers and their employees jointly set objectives for the
employee, periodically evaluate the performance, and reward according to the results
(review Chapter 6 for details).

6.4.6 The Narrative Method

The narrative method requires the manager to write a statement about the employee’s
performance. The system can vary. Managers may be allowed to write whatever they
want, or they may be required to answer questions about employees’ performance. The
narrative is often combined with another method.

6.5 Performance Evaluation

6.5.1 Strengths
though the management claim that their performance measures are congruent to
strategies, reliable and acceptable but they emphasized that main strengths of their
systems are the validity and specificity .

6.5.2 validity
the performance measurement system use at Telenor are valid. As stated by the
management, the core job areas extensively. They are not only aligned with the
company’s strategic objectives but are also free from deficiency. Contamination is
acceptable as few things extra from the actual job recuirements are expected.

6.5.3 Specificity
the performance measure used at Telenor has a very high specificity because it guides the
employees as to ehere they lack and how can they improve.

6.5 Performance Feedback

Workers at TELENOR are informed of their performance and given the opportunity to
express their opinion over their own level of performance against each competence. This
serves the following two main purposes:

• It enables the reviewer to redefine whether the initial assessment was correct, as
circumstances may exist that the reviewer is unaware of.

• By asking the worker what he sees to be his own strengths and development areas
often help to reduce negative responses and makes planning training needs/inputs
activities easier if the person is able to express for himself the areas in which he
feels he can improve.

Chapter No 7

Reward and Remunaranative Management

7.1 compensation
Telenor Pakistan offers the employees with good salary packages and incentives in return
of the performance the employees are providing. The employees are awarded with high
quality income in relation with the high quality performance. The compensation and
benefits are the motivating tools for some of the employees at telenor that enhance the
efficiency and working ability of the employee.Instance, if the employee is having the
urge to get better salary he have to work better from the others, cause it’s the rat race. So
being productive for the company, benefits the employee themselves.
7.2 Salary Policy
• The company will pay salaries of the employees as fallows
• All new employees have to open bank accounts in specified banks prescribed by
the company so that their salary will be credited at the end of each month.
• After opening account with the bank employees should forward his account
number to HR.
• Upon termination of services the employee will receive his salary within 15 days
up to the time of date of his last working day.
Upon resignation the employee will be paid his dues during a maximum period of 15
days from the date he left the job.
7.3 Monetary Reward

7.3.1 Intrinsic and Extrinsic rewards include:

• Smart/Quality work
• Exceptional performance in a project

• Targets achievements
• Special assignments
• Medical care
• Life insurance
• Vacations
• Relocation
• Credit advance policy provident policy/advance against provident fund and a
capping of gratuity
• Recreation
• Club Policy Travel
• Education assistance policy
• Mobile phone
• Business mobile phone policy
• Official Blackberry Policy
• Life insurance

7.3.2 Promotion
The employees are upgraded when their performance meets the standards or beyond, this
is a motivating driver. The employee is awarded for the level of productivity contributing
towards the organizational vision and values.

7.3.3 Bonuses
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished
objectives. In TELENOR the reward system is based on the individual performance and
individual employee performance is judged for the reward. The manager of respective
departments recommends a candidate from his section for the reward purpose to HR.

7.3.4 Medical entitlement Health & Safety Policies

The safety of employees is everyone’s responsibility. Accidents, precaution and efficient
work go hand in hand. All levels of employees have a primary responsibility for the

safety and well being of all of us. Therefore, interest in practicing safety prevention must
be encouraged by:
A) Setting good examples
B) Acting upon safety records.
C) Reviewing safety programs.
D) Holding personal interviews or group conferences.
E) Starting activities that will stimulate and maintain employee’s interests.
No phase of operation of administration is of greater importance than accident
prevention. It is the policy of the Company to provide and maintain safe and healthy
working conditions and to follow operating practices that safeguard all employees and
result in safe working conditions and efficient operations. Proper First Aid Kit will be
available at all TELENOR Offices including remote locations. There is no need for such
measures at TELENOR as maximum jobs do not expose you to the health hazards and
are not such that require safety measures.

Chapter no 8
Industrial Relation
Industrial Relations
It is the company policy to ensure that the required standards of performance and conduct
are maintained. The disciplinary procedure is intended only as a statement of Company
policy and management guidelines. It does not form part of the contract of employment
or otherwise have contractual effect.

8.1 Discipline Procedure

Warning may be addressed to the employees verbally and in written through their
immediate supervisor. The warning shall refer to the contraventions committed by the
employee and will serve to remind the employees the he/she abide by the company rules
and regulations in performing his/her work, and that this contravention should not be
repeated in future.

• A written letter may be addressed to the employee describing the contravention

committed. The employee will also be notified that a higher penalty may be
inflicted on him in the contravention is repeated in future. The warning letter may
be registered in the employees personal file .issuance of written warning can be
recommended by the respective supervisor and HOD. It will be issued by the HR
department after approval of VP HR ruction from the salary will be an amount of
employee salary depending on the type offence and decision taken accordingly.

• The employee may be suspended from performing his or her duties for a period of
time as conveyed in written.
• Unauthorized absence of more then two times in Six month can result in
termination of employment.

• An employee who is absent from the job with out satisfactory explanation is
considered to be an unauthorized unpaid absence.
• Discrimination, intimidation and harassment based on sex, race, religion, age,
color, disability, sexual orientation and cultural background is prohibited at the w
• The Head of Department should maintain direct control of all disciplinary records.
A copy of all records must be placed on the employee's personal file in the
Human Resources Department. All warnings will remain upon the employee's
personal file indefinitely, but will normally be disregarded for disciplinary
purposes after the following periods:
• Stage 1 - Verbal warning: 03 months
• Stage 2 - Written warning: 06 months
• Stage 3 - Final written warning: 12 months
• Stage 4 - Dismissal
• These time periods may however be extended in appropriate circumstances taking
into account the nature of the offence.
• The time period will commence from the date of the letter/memorandum
confirming the warning, even though any specified time for improvement has
8.1.2 Dishonesty
Falsification of any official company records will subject to the termination without prior
8.1.3 Violation of Safety Rule
Failure is refusal to conform to safety practices or the misuse of safety device.
8.1.4 Violence
Causing a disturbance on company property resulting from fighting.
8.1.5 Profanity or Indecent Conduct
The use of engaging in immoral conduct