HR Manual

HR POLICY MANUAL
EMPLOYEE COPY
RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 1

CONTENTS
Section no.
1. Our Values
1.1 Creating a fun workplace
1.2 Code of ethics
1.3 Discipline
1.4 Misconduct
2. Recruitment and Selection

2.1 Objective
2.2 Recruitment policy
2.2.1 Procedure
2.2.2 Sources of recruitment
2.2.3 Recruitment consultant fees
2.2.4 Referrals
2.2.5 Employee referral scheme
2.2.6 Statutory requirement for vacancy listing
2.2.7 Ex-employees seeking requirement
2.2.8 Ex-employees’ recruitment
2.2.9 Employment of relatives
2.3 Interview and selection guidelines & procedures
2.4 Appointment
2.4.1 Appointment letter
2.4.2 Issuing authority
2.4.3 Acceptance letter and Joining reports
2.4.4 Joining expenses
2.4.5 Payment for notice pay
2.5 RMT recruitment process
2.6 Part-time recruitment schemes
2.7 Joining formalities
2.8 Payroll process for new employees
2.9 Induction
2.10 ID card and uniform
2.11 Confirmations
3. Employment Conditions and Benefits

3.1 Attendance and leaves
3.2 Rules for availing leaves
3.3 Encashment of leaves
3.4 National and Festival holidays
3.5 Working on National and Festival holidays
3.6 Weekly holidays
3.7 Late working
3.8 Transfer policy

3.9 Short Term relocation Policy
3.10 Transfer Grant
3.11 Guest House Policy
4. Compensation
4.1 Objectives
4.2 Compensation structure
4.3 Components of compensation package
Basic
Special allowance
HRA
House Lease Policy
Moving Expenses
Conveyance
Leave Travel Allowance
Medical Reimbursement
Mediclaim Cover
4.4 Personal Accident Policy
4.5 Annual health check-up
4.6 ESI
4.7 Salary advance
4.8 Telephone facilities and limits
4.9 Cell phone reimbursement
4.10 Laptops
4.11 Local conveyance
4.12 Hard furnishing
4.13 Buy back and renewal policy
4.14 Out of Pocket Expenses
4.15 Marriage gifts
4.16 Professional Magazine Allowance
5. Performance Management, Capability and Career Development

5.1 Performance appraisal system
5.2 The Performance Management System
5.2.1 Performance planning process
5.2.2 Performance review process
5.2.3 Performance assessment process
5.2.4 Development planning process
5.2.5 Potential assessment process
5.3 Performance rewards
5.3.1 Salary increment
5.3.2 Annual performance bonus
5.4 Promotion policy
5.5 Assessment centers
6. Travel Policy
6.1 Objectives
6.2 Entitlement
6.3 Local conveyance

6.4 Accommodation – Guest House and Hotels
6.5 Incidental expenses
6.6 PER DIEM
6.7 Deputation
6.8 General guidelines
6.9 Travel – International
7. Retirement and Separation

7.1 Retirement benefits
7.1.1 Provident fund
7.1.2 Gratuity
7.1.3 Superannuation
7.2 Separation
7.2.1 Resignation
7.2.2 Termination
7.2.3 Procedure to initiate full and final settlement
7.3 Retirement
7.4 Exit interview
7.5 Farewell to outgoing employees
8. Annexure

Section: 1
Our Values

1.0 OUR VALUES
We believe that working together with the customer and providing him/her what they need in
a clean environment coupled with new technologies & impeccable service creates a wining
combination.
We also believe that working together with one another at the workplace creates a fun
workplace, where we enjoy our work and the time spent on it.
We believe specialty and teamwork gives us the wining edge.
1.1 Creating a fun workplace
A fun workplace is a wining workplace. A place where everyone – the customer and we –
win because winning is enjoyable and addictive.
Why?
Simply because …. If the customer wins, he or she will keep coming back for more …. And
will come back ONLY to us and will also spread the good word about us to all.
If we win ?
We would be happy to return work every morning…. and would even recommend this
workplace to our best friends and above all feel proud to belong to it.
So let’s keep winning together!
How can we as employee help the customer to win?
By just believing in and following these three simple principles:
I. The customer wins if we get “customer friendly” and do what the customer
wants
Here are some ideas to get customer friendly:
Offer to help before being asked.

Recognize, make eye contact, smile, greet and acknowledge our customer’s presence.
Demonstrate utmost courtesy over phone by picking up the phone in three rings, being
cheerful and handling the call competently.
Know our products, policies, business and our competitors thoroughly.
Ensure that all products are always available for the customer to shop.
Ensure that the store has the entire infrastructure, equipment and facilities needed to
work efficiently.
Ensure that we act on customer feedback or complaints irrespective of which function
we belong to.
Present a neat and clean appearance of the workplace and use at all times.
Treat the customer the way we would like to be treated.

Keep up our promises to the customer.
Treat every complaint as a golden opportunity to improve and regain the customer’s
confidence in us.
Encourage customer feedback, learn from it and share it with your supervisors/peers
for action.
Never argue, answer back or take the customer’s anger personally.
Never let down our organization in front of a customer or make excuses.
Thank the customer at the checkout and invite him/her to visit us again.
Do something extra for the customer.
II. The customer wins if we maintain the dignity of the workplace by treating it as a
“place of worship”
Here are some ideas to maintain the dignity of the workplace:
Go out the way to keep the workplace, including the products and equipment neat and
tidy at all times.
Treat all work as important, big or small and do it with perfection.
Cooperate with your team and share workload voluntarily.
Treat your colleague the way you would like to be treated – with respect and dignity.
Handle company property and products with care and report damages and repairs
promptly for action.
Come to work on time and avoid unplanned absence.
Never let personal affairs interfere with your work time or use the workplace to
transact personal business or entertain friends and relatives.
Confirm to standards of grooming and personal hygiene.
Avoid chatting, laughing, quarreling and other disruptive behavior at the workplace.
III. The customer win if you demonstrate honesty in your professional and personal
conduct by being “true to your conscience”
Here are some ideas to demonstrate your honesty:
Never indulge in stealing.

Never give false information to the customer.
Never overcharge the customer or hold back the free gifts they are eligible to receive.
Never make false promise that you cannot fulfill.
Never conceal any information about stealing or other acts of dishonesty that you are
aware of.
Never spread rumors or succumb to them.
Never misuse company property and facilities.
Never divulge vital company information to outsider without authorization.
Never accept favors, discount or gifts from suppliers or vendors, which is likely to
create a conflict of interest and compromise the interest of Organization.
How you as a leader help your team members win?
By ensuring that all your policies and practices are guided by three key principles:
1. To treat your team member with respect and openness

Here are some ideas
Ensure that you are fair in your dealing with your team members without bias of
gender, religion or caste or favoritism.
Ensure that you lead by example and walk your talk.
Ensure that you respect team member’s need for their personal space and time by
making sure that they take their annual leave and also their weekly holidays.
Ensure that you praise your team members in public and criticize them in private.
Ensure that you use competence, facts and reasoning and not authority and subjective
judgments in making and making decisions that affect your team members.
Ensure that you never use abusive language with your team members.
Ensure that you let your team members when they are doing something wrong so that
they have no opportunity to correct it.
Ensure that you make available ample forums to help your tea members express their
views and grievances.
Ensure that you encourage your team members to give constructive feedback about
work methods and practices.
2. To provide your team members with the opportunity to learn, earn and grow
Here are some ideas
Ensure that your team members receive adequate induction, training and all the
information necessary to do their job well and also prepare them for greater
responsibilities.
Ensure that your team members are fully aware of all the benefits and facilities that
they are entitled to and the same is made available with ease and promptness.
Ensure that your team members are informed of the career growth avenues that are
available to them in the organization.
Ensure that your team members are given periodic feedback not only about their
current performance but also about their potential for future growth opportunities.
Ensure that your team members are provided opportunities to participate in decision
making.
Ensure that your team members are recognize publicly for any extraordinary
contribution.
3. To support help and guide your team members when in need as a member of their
family.
Here are some ideas
Support your team members both financially and emotionally in time of unforeseen
calamities.
Guide and support your team members in their academic pursuits.
Be available, as a trustworthy and reliable friend in whom tour team members can
confide their personal problems if they need to.
So, together let’s create a wining combination – the customer and we.

1.2. Code of Ethics
This Code of Ethics will be applicable and should be adhered to by all employees in RPG
Cellucom.
“It covers various situations which employees in RPG Cellucom might face in areas of
Financial Control, Personal Integrity, conflicts, etc., and the role which they should play
in such circumstances”.
While the CODE has attempted to cover a number of areas, it cannot obviously become
comprehensive. Situation might come where individuals find themselves in a ‘Conflict of
Interest’. It is always best to consult your supervisor before taking any decisions.
1.2.1 Conflict of Interest
A conflict of interest could be defined as a situation that arises when a decision- making
authority is seen to have a personal interest and /or stake in the outcome of the decision
itself.
Avoiding conflict of interest
RPG Cellucom recognizes that right of the employee to take part in activities outside their
job. However, these activities must be lawful and free of conflicts with their responsibilities
as employees of RPG Cellucom. Employees must not misuse RPG Cellucom resources or
influence, or discredit RPG’s good name and reputation.
Examples of Conflicts of Interest
Holding of financial interest directly or indirectly, including through close relatives

in.
A company to which you give business.
In a competing company.
In a company which you are involved in making a buy-out decision.
Directing business to a supplier managed by a relative or a close friend.
Soliciting subcontractors and vendors for donation/advertisement to a charity in which
you are involved.
Using company facilities after office hours for your spouse’s/relatives business.
Taking a part-time job requiring you to spend time on it during your normal working
hours or to use office equipment in meeting your responsibilities.
Making a promotion decision about a spouse or relative.
1.2.2 Membership of Social Service Organization
Potential conflicts arise when executives take membership of organizations and associations
that undertake Social Services of various kinds.

Conflicts arise in the form of fund raising from RPG companies for such
Organizations/Associations, using company infrastructure and facilities to discharge
responsibilities towards that organization and proving use of such facilities directly to the
Organizations/Associations and its members.
Relationship with suppliers, Dealers & other Business associates
Gifts
No gifts should ever be accepted from suppliers or vendors since it seriously compromises
the interests of the company and creates a conflict of interest situation.
Any breach of this code shall be viewed seriously.
1.2.3 Relatives as Competitors
Close relatives employed with competitors should be disclosed with details of relationship,
and responsibilities held. If employment is unavoidable on an ongoing one for a long time,
employees should exercise great discretion in maintaining confidentiality of potentially
damaging information.
1.2.4 Confidentiality and Discretion
Employee should all time realize that they are in the possession of (Sensitive Classified and
Confidential) information that should not be parted with under any circumstances to
competitors, Investment Analysts, Stock brokers, Newspaper reporters and Government
officials. Some illustration of such information is given here.
Financial information.
Tax planning measures.
Potential joint venture deals being negotiated.
New products introductions.
Future business policies and trade offers regarding your products and services.
Employee should maintain total confidentiality and exercise utmost discretion in parting with
any such classified information.
1.2.5 Accepting Honoraria for Lectures Outside
This is permissible provided:

You get advance clearance from your manager.
You do not reveal priority information in your talk.
1.2.6 Financial Interest
Among the most common type of financial interest are:

Ownership equity.
Partnership interest.
Direct or indirect interest trough a trust or other relationship. Financial interest is a
problem as soon as it presents a potential for conflict of interest with your
responsibilities as an RPG employee. For example you might involve in selecting
suppliers, selling to customers, or extending credit to other companies. A potential

problem might exist if you (or a relative) also had a personal financial interest in one
of these companies. The interest could be direct or indirect – what matters are that
your action as an employee in RPG Cellucom might affect the value of your interest
in the other company.
1.2.7 Corrective Action
Corrective action may be required even if an employee reports a potential conflict of interest.
There need not only be a realistic possibility of injury to RPG for a manager to consider
taking corrective action. If situation could impair employee’s judgment or performance of
company duties, damage RPG’s reputation, or result in a direct financial loss to RPG, steps
should be taken to correct the situation.
1.2.8 Setting up a Part-time Business or Taking a Part-time Job
This is not permissible. As an employee in RPG Cellucom you are expected to give your best
in terms of time, creativity and energy. Moonlighting will impede your performance and
clearly place you in a conflict of interest situation.
1.2.9 Your Personal Integrity
In your day-to-day work most of us are called upon to support board company objective like
providing equal opportunity and environmental protection. But some responsibilities are on a
more personal level. For example each of us also have a role in helping to keep the
company’s records accurate, and is protecting whatever company assets we use or manage.
Other issues can challenge individual’s integrity. Sometimes the chance for illegal or
unethical personal gain will arise. That’s when we must remember that the integrity of all of
us depends on the integrity of each of us. We must not only know right from wrong but also
relentlessly follow the right – even when it may be very tempting to do otherwise.
1.2.10 Financial Controls and Records
Follow financial accounting, reporting and control procedure, as well as rules for the release
of financial information outside the company. Whether you are filing out a time card,
preparing a purchase order or reporting on the financial status of the entire company strictly
follow the accounting, reporting and control procedure in place. Keep our records accurate,
timely and complete, and protect the security of our assets.
Form time-to-time auditors may want to look at your files and talk to you about them. You
should welcome these reviews because they are designed to prevent problems from
occurring. Under company policy, you are obliged to give auditors full access to your records
and any other cooperation they require. Also be sure to keep all financial information
confidential. Release it to others only after considering the interest of the company as a
whole, and only you have the proper authorization.
1.3 Discipline
Our discipline policy has been framed to ensure that:
We maintain the dignity of the workplace.

We demonstrate honesty in our personal and professional conduct.

We are all clear about the standards of behavior expected of us.
In a frontline service industry like ours faltering standards of discipline have a direct impact
on our creditability with our customers and are therefore viewed seriously.
By highlighting the discipline standards that are expected of us it is believed that we will be
able to promote self-discipline.
1.4 Misconduct
Misconduct refers to any act, which are subversive of discipline and/or detrimental to the
interests of the organization. Misconduct is a violation from established standards of behavior
expected at workplace.
The following specific policies are applicable to all the employees working with RPG
Cellucom:
i. Members of the staff are forbidden from bringing any bags small/big into the store.
ii. Members of the staff are restricted from wearing sunglasses/goggles inside the store,
except under medical subscription.
iii. Staff will only wear the prescribed uniform on the company’s premises while on duty.
iv. Members of the staff are prohibited from bringing into the store any cameras,
Discmans, Walkmans, and Radio etc.
v. Supervisors and staff below the rank of supervisor are strictly forbidden to use
cellular phone on the sales floor.
vi. No pets are allowed inside the premises including the parking lot and surrounding
areas.
vii. Members of the staff can have snacks/lunch/meals only in the lunchroom provided.
viii. Supervisors and staff below that rank are not permitted to carry any writing
implement or stationary into the work area on the sales floor. They are forbidden from
taking anything out of the area specified above.
ix. Members of the staff cannot exit their work area during their shifts. In case they have
to do so, only the duty manager is allowed to give the necessary written permission.
x. Ex-employees who have resigned are not allowed to enter the restricted area reserved
for the company staff.
xi. Ex-employees have to secure the business head permission before servicing the RPG
Cellucom in any way whatsoever.
xii. All staff and visitors are subject to a body search whenever required to do so.

xiii. All RPG Cellucom premises are smoke free zone.
xiv. The carrying of cigarettes, cigars, lighters and matches etc. in the store or on the sales
floor is strictly forbidden.
xv. Borrowing, lending or extortion of money is strictly prohibited, and is subject to

instant dismissal.
xvi. Indecent and abusive behavior at RPG Cellucom will result in instant dismissal.
xvii. Employees are not allowed to make or receive personal calls on company telephones
unless there is a grave emergency. Employees are requested not to use the company
address & email for personal usage.
xviii. Sexual Harassment
The act listed below would amount to sexual harassment and form sufficient and
adequate grounds for instant dismissal.
Verbal harassment such as offensive or suggestive remarks, making sounds and

comments.
Non-verbal or gesture harassment such as leering, whistling, ogling with suggestive
overtones and sign language which denote sexual activity.
Visual harassment like exposure or pornographic material.
Psychological or physical harassment such as repeated social invitations.
Physical harassment such as touching, patting, pinching, stroking, kissing and
fondling.
xix. Any staff without wearing complete uniform and staff identity card cannot enter the
shop.
xx. Altering uniforms or staff identity card in anyway whatsoever will be subject to
disciplinary action.
xxi. Staff provided with company’s cap and any other special promotional attire will wear
it during working hours for the prescribed period.
xxii. All staff must wear proper shoes, which cover the feet fully, while reporting for duty.
No slippers, sandals or other is allowed.
xxiii. Being absent from duty without prior permission or taking leave without informing
and securing permission from your supervisor are grounds for disciplinary action,
which could lead to dismissal.
xxiv. Leaving your workplace without informing your supervisor is subject to disciplinary
action, which could lead to dismissal.
xxv. Late arrival and early departure without securing permission from your supervisor is
subject to disciplinary action and could lead to dismissal.

xxvi. Employees are strictly requested to follow the entry and exit procedure into the store
area.
xxvii. Please do not loose your identity card otherwise you will be charged Rs.500/- for the
replacement.
xxviii. Sleeping while on duty is subject to disciplinary action and could lead to dismissal.
xxix. Reading of any material not connected to your official work while on duty is strictly
prohibited.
xxx. Employees are not permitted to eat or chew during working hours.
xxxi. Chit chatting to a colleague who is on duty will be subject to disciplinary action.
xxxii. Staff will follow only the staff duty roaster unless given direct instructions by their
managers.
xxxiii. Spoiling or damaging the company’s property including any equipment in the office
or shop will be subject to disciplinary action and could lead to dismissal.
xxxiv. Stealing of goods is a criminal offence and will be liable to be prosecuted aside form
being grounds for instant dismissal.
xxxv. Be cool, polite and level headed with customer, colleague and supervisor.
xxxvi. Drunkenness, intoxication on the company premises, creating disorder or indecent

behavior, threatening, intimidating other employees or assaulting other is prohibited
and subject to disciplinary action and could lead to dismissal.
xxxvii. Fighting both verbal and physical with anyone on the company premises is subject to
disciplinary action and could lead to dismissal.
xxxviii. Gambling is not allowed on the company premises and is subject to disciplinary
action and could lead to dismissal.
xxxix. Destroying or altering any company document, records or property forms adequate
grounds for instant dismissal.
xl. Submitting false, improper or excess claims to the company is subject to disciplinary
action and could lead to dismissal.
xli. Attempting to obtain leave or being absent under false excuses is subject to
disciplinary action and could lead to dismissal.
xlii. Employees who use illegal drugs, or are found in possession of them or are involved
in any sort of a transaction involving them are liable for instant dismissal and criminal
action.
xliii. Unauthorized distribution or exhibition of any sort of publicity or store material on

the premises of the company will be subject to disciplinary action.

xliv. Employees are requested to maintain a clean working area, including the personal
desks and surrounding area.
xlv. Endangering the safety of others will lead to disciplinary action.
xlvi. No confidential document can be taken out of the company’s premises. In case
anyone has to take out any document relating to the company’s business, prior
permission has to be obtained from the business head. Any breach of this is liable for
instant dismissal.
xlvii. Repeated negligence or neglect of work, laziness, interfering with others, malingering
will be liable for the disciplinary action.
xlviii. No staff of the company is permitted to speak to the press, media, conferences, etc.
without taking prior permission of the business head.
xlix. All staff employed at RPG Cellucom who ride 2-wheeler must wear a helmet during
riding. In case they do not abide by this any conveyance allowances will not be paid
to them and the company will not accept any liability in case of accide
l. Staff salaries will only be paid through our bankers. In no case would cash be paid or
individual checks issued. In case staff doesn’t have bank accounts they have to open
them.
li. Cashier on duty are strictly prohibited from billing their family and friends. They will
direct them to another till. Failure to meet the above guidelines will result in
immediate dismissal.
lii. No sectarian or religious symbols are allowed to be displayed in the store.
liii. Internet and intranet services provided by the company to be used only for official
communication and strictly forbidden for personal usage.
liv. No employee is permitted to hold meetings, which are not authorized by the business
head.
lv. A first aid kit must be maintained at the workplace.
lvi. All shopping will be done as per the rules laid down below:-
Staff shopping will be done only before or after the shift.

Staff purchases cannot be stored on the shop floor or warehouse.
No special discount will be given to any staff.
No credit will be given to any staff.
All such purchases will be made after getting the shopping pass from the customer
service counter.

lvii. Staff salaries will only be paid through our bankers. In no case would cash be paid or
individual checks issued. In case a staff does not have bank accounts they have to
open them.
lviii. Cashiers on duty are strictly prohibited from billing their family and friends. They
will direct them to another till. Failure to meet the above guidelines will result in
immediate dismissal.
lix. No sectarian or religious symbols are allowed to be displayed in the store.
lx. Internet and intranet services provided by the company to be used only for official
communication and strictly forbidden for personal usage.
lxi. No employee is permitted to hold meetings, which are not authorized by the business
head.
lxii. A first aid kit must be maintained at every store.

Section: 2
Recruitment and Selection

2.1 Objective
To ensure right number of people with the requisite skills at the right time.
To ensure re-deployment of excess potential in a situation of change rather than
reduction in manpower by redundancy.
To be known as an equal opportunity employer.
2.2 Recruitment Policy
2.2.1 Procedure:
The recruitment & placement of people should be based on the analysis of the
requirement of the jobs and on the use of suitable selection technique and procedures.
The recruitment process begins after determining the number and types of personnel
needed by the Organization based on projection of manpower needs, job description &
specification.
Process Initiation:
All recruitment will be initiated after receipt of manpower requisition form duly signed
by department/functional head and by the president.
This is applicable for replacement as well as new appointments.
2.2.2 Sources of Recruitment
i. Employment Exchange
ii. Internal promotion
iii. External recruitment through newspaper advertisement
iv. Trade Journals and Data Base search
v. Internal Transfers
vi. Internet Job Sites
vii. Employee Referral
viii. RPG/ RPGC Website
ix. Recruitment Consultants

2.2.3 Recruitment Consultant Fees
Grade Consultant Recruitment fees as % of annual salary.

B+ 16.66% - 20%
B&C 12.5%
D, E & F 8.33%
G & below 6%
2.2.4 Referrals
Referrals are candidates sourced by co-employees for an open position or those referred
to us by Group Companies or Business Associates or external/Govt. officials with whom
we interact. In such cases we will certainly offer an opportunity for the candidates to
interview with us for an open position. However, beyond this, the decision will need to be
taken purely on merit.
2.2.5 Employee Referral Scheme
All vacancies in the group to be advertised internally- Responsibility Corporate HR
All recommendees should be logged in with Zonal HR.

Recommendees should clearly state “how they know the candidate”.
The recommender to get an acknowledgment and proposed action.
The recommender gets a status periodic update. e.g.” call for final interview”.
The pay-out will be after the recommendee joins the group. Following will be the
amounts:
Position Pay-out
CE/President : Rs. 70,000/-
Vice President/General Manager : Rs. 35,000/-
Sr. Manager/manager : Rs. 15,000/-
Asst. Manager : Rs. 7500/-
Others : Rs. 2,000/-
The pay-out to be made within one month of the person joins.

Following people will not be eligible for the scheme.
People responsible for ‘hiring decisions’.
Member of HR team.
2.2.6 Statutory Requirement for vacancy listing
Vacancies in all categories of sanctioned posts in the company need to be notified to the
appropriate employment exchange in the manner and form prescribed under the
Compulsory Notification of Vacancies Rules 1960. The local employment exchange will
have to be notified at least 15 days in advance of all vacancies.
[Employment exchanges (Compulsory Notification of Vacancies) Rules, 1960. Section 5,

clause 1.

2.2.7 Ex-employee seeking employment
Employee who had earlier worked with us can apply for any vacancies that may arise
from time to time. Re-employment of ex-employees must be done only after receiving
recommendation by Zonal-HR head, and clearance from the Corporate-HR
The person interviewing, necessarily needs to be filled up the interview assessment form
which is different in case of ex-employee seeking employment. (Annexure-2)
If the employee joins within one year of leaving, he is to be employed on the same level.
Else, the situation will be handled on case to case basis.
All new recruits should be cleared by Head – HR.
2.2.8 Recruitment of Ex-employment
Before initiating the process, approval must be taken from the president/CE for
seeking out the employee concerned.
This rule as mentioned above may not be applicable to persons who were in
employment with us but to whom the HR offers employment based on the current
need.
All such appointment may be negotiated /approved by the HR-Head..
2.2.9 Employment of relatives
Relations are defined as spouse, children, parents, brothers, and sisters. The application
form requires every category of employees to disclose related status at the time of
application. Relatives cannot work in the same department/function or work in jobs where
one can influence/supervise the work & appraisal/rewards of the other. No change in this
should occur on account of transfer of such “related” employees.
2.3 Interview and Selection Guidelines
A decision to select a candidate can be taken only after at least two managers representing
two levels of management have interviewed the candidate and found him/her suitable.
Levels/ Interview Panel Interview Panel Signing authority Assessment Tool

Positions
B+ and above CE and Head-HR President CE Personal Interview and
Psychometric test
B and C Functional Head CE and Head-HR Head-HR Personal Interview and
Psychometric test
D-E Zonal HR Manager CE and Head HR Head-HR Personal Interview and
and Functional Head Psychometric test
G and below Zonal HR Manager Functional Head Zonal HR Manager Personal Interview and
PI
Interview Assessment Record
It is important that the interview assessment forms are completed and signed off by all those
who interview. The form to be used is given as annexure.

Regret letters
All candidates applying to us or interviewing with us need to be kept informed about the
status of their application & where a decision has been made to turn down, a letter of regret
must be sent immediately but not later than 7 days of interview, any delay needs to be
recorded.
Reference Check
Prior to an employee being issued a letter of appointment or even being made a verbal offer,
it would be necessary to check back on the reference either provided by the candidate or
established by your own sources. While these need to be discreet they nevertheless have to be
authentic and reliable. Decision should be based on minimum of two such reference sources.
Pre Employment Medical
Our policy on medical fitness places the responsibility on the candidates (upto grade ‘G’) to
declare fitness for the employment. All employee upto grade ‘F’ need to complete a medical
questionnaire which serves as an authentic self declaration of fitness and the employee will
be held accountable for such declaration.
All other employee above grade ‘F’ must undertake the following tests at the time of joining
at a company approved diagnostic center in every region. The medical check up will be done
at company cost.
1. Consultation with Physical Examination
2. Eye Check up
3. Gynecologist Consultation for Females
4. Investigations
X-Ray Chest PA
ECG
Ultrasound Screening of Whole Abdomen
TMT
Pulmonary Function Test - PFT
5. Pathological Tests
- Haemogram
- Lipid Profile
- Blood Sugar Fasting
- Blood Sugar PP
- Urea
- Creatinine
- Uric Acid
- Liver Function Test
- Calcium
- Urine Routine
- Stool Routine

Salary Determination
Employees who are taken at entry levels will have to be placed at the prevailing entry
level salaries.
The entry level salary must be in the line with the minimum wages policy of a
particular state.
It is mandatory that the entry level salary must not be less than the minimum wages
prescribed.
Employee with prior experience will have to be hired at a salary, which is appropriate
to his peer group. For this purpose a proper peer group comparison need to be made &
recorded in the salary fitment form and should be made available with the zonal HR
Head of the region. This information must be confidential.
The salary fitment form is to be made with the following inputs:
• Previous service breakup of the incumbent
• New salary offered
• The peer salary comparison for fitment
The person doing the salary negotiation & fitment must sign the same.
Any deviations need to be approved by HEAD-HR.
Interview and Travel Expenses
Levels/ Positions Travel Entitlement Approving authority

B+ and above “Y” Class Air fare(Check Fare) Head-HR
B and C “Y” Class Air fare (Check Head-HR
Fare) or LCC
D-E II AC Zonal HR Manager
G and below III AC Zonal Manager
Candidates called from outstation locations need to be reimbursed travel expenses. The
reimbursement would be based on the level they could be hired in as per travel policy.
2.4 Appointment
2.4.1 Appointment Letters
Appointment letters would be issued only out of Human Resources, and would be signed as
per clause 3.3 above. Each offer of appointment besides showing terms and conditions of
service shall also specify the grade, date by which the candidate should report for duty as
well as the reporting place of work.
2.4.2 Acceptance Letters and Joining Reports
The offer of appointment in duplicate will be sent to each candidate. The duplicate copy of
the offer of appointment should be signed by the selected candidate & be kept along with his
service file. The candidate has to specify the date on which he will report on duty. The
candidate should submit the joining report on the actual date of reporting for duty to the
Human Resources through the concerned divisional head.
The Human Resources will verify all the original records such as proof of age, qualification,
and experience if any, before directing the new employee to the department concerned.

2.4.3 Joining Expenses
Candidate at grade ‘E’ and above required to relocate city to take up employment with us are
eligible to be reimbursed reasonable expenses relating to relocation. These would cover
transportation cost of personal effects and personal travel expenses to report to the new place
of work. The candidate must submit three quotations and the HR department will approve the
last one quoted.
All deviations need prior approval from the Head-HR.
2.4.4 Payment for Notice Pay
When it is imperative that shortlisted candidate for senior positions are to join us immediately
then we have to pay the notice period to his/her organization. The process should be initiated
by the Zonal HR Head after consultation and approval from the Head-HR. Payable limits for
this pay is between one and two months salary.
In case of employee leaving the service within 1 year of his/her joining the same shall be
recovered.
2.4.5 MTs Recruitment Process
i. Respective functional heads will provide HR the requirement of MT’s by June every
year.
ii. Corporate Requirement Head will invite all colleges to the respective regional offices
for the first level screening.
iii. Depending on the number of colleges this screening will take one week to 10 days.
iv. The first level screening will consist of a group discussion and interview.
v. GD panel- Zonal/Regional Managers – both HR and line.
vi. First level interview panel- Business Heads/HR.
vii. Final interview will be by the CE/Head-HR.
2.5 Part-Time Recruitment Scheme
In our business Part-Time employment is necessary. In each store there are specific
requirement of this resource as against the permanent staff. The person selected under the
scheme do a 4-hour of work every day either in the morning or in the evening as per the
requirement of the store. The job would be to help in the stacking process, display
merchandising and customer service. They will be paid 50% of the minimum wages
prescribed by law at any region. The sourcing will be done from the following avenues:
Students from colleges and B schools.

Qualified Housewives
Board of Apprentice training – Vocational Training.
Ability Foundation
Voluntary organization
NGO
These part time employees can be on rolls of RPG Cellucom or outsourced.

2.6 Joining Formalities
To help update records and database and provides necessary inputs for payroll, it is important
that employees complete the joining formalities on the day of joining the organization and
submit the same to the Regional Human Resources.
Completion of joining formalities will entail the submission of the following:
The duplicate copy of the offer latter duly signed by the employee as a token of
his/her acceptance
Copies of testimonials
Relieving letter from the last served company
Experience certificate from the previous organization worked, if any
Joining form
Employment form
Medical Questionnaire with blood group
Nomination form for provident fund in duplicate
Medi-claim form
Four recent passport size photographs
PAN application form (If no PAN no is available)
ESI Nomination (if applicable)
Gratuity Nomination
Provisional Form-16 from previous employer
2.7 Logistics/ Facilitation
Following shall be provided on the day of joining.
• Laptop for F (Need based ) and above, and Cluster In-charge

• Desk-top for G and below for non-operation, office, staff
• Uniform (For store staff – On the final day of training)
• Mobile handset – Reimbursement on production of bills, as per policy.
• SIM card – As per corporate plan
• Visiting cards – Within 3 days of joining
• Office stationary
• E-mail account
(First name and Last name/Surname e.g John David as john.david@rpgcellucom.com)
2.8 Payroll Process for New Employee
The employee details will be entered into payroll only on receipts of the joining forms
duly approved by the Zonal HR Head.
Payroll will not authorized payment of salary in the event of Zonal HR Head does not
sign off the joining report.

2.9 Induction
At Organizational level
An induction program to all new employees to familiarize them with the responsibilities,
peers, superiors, organizational cultures & values.
The induction program is scheduled between two days to seven days based on the
employee’s profile.
A communication is sent to all the employees stating the joining of new employees of
all for grade ‘E’ & above and regionally for “G” and below.
Induction schedule is drawn before the employee joins. The induction schedule must
be prepared with details of all senior managers in the region/place of work and handed
over to the employee on the joining day.
This induction schedule will be prepared by the HR department and will be circulated
to the people concerned.
After the joining formalities are completed the Zonal HR Head must ensure that all
newly inducted employees are taken through an overview of the organization.
Employee is briefed up about his/her result areas, responsibilities & performance
expected of him/her.
The Zonal manager must also ensure that any one departmental person accompanies
the new employees for lunch on the 1st day as a part of the induction program.
Company HR policy familiarization for all new employees may be done once a month
or once a fortnight by the HR department as appropriate. This process will ensure that
there is clarity on all issues relating to employment.
At Store Level
The store manager must induct the new employee at the store.
Identity card and Uniform
All employees would be provided with ID card once their EID is generated by payroll, for
this period HR can issue temporary ID card at the time of joining.
All employees at stores are also provided with three sets of uniforms (Shirts) every year. The
color of shirt is Yellow for employees in Grade ‘H’ and below with four different sizes,
38”/40”/42”/44”. Trouser needs to be only denim. No other color is permitted. Additional
requirement over and above this will be provided to employee on actual payment.
Record of issuance of identity card and uniform needs to be maintained, in the respective
personal files and in HRIS Confirmation
All employees in grade ‘G’ & below are provisionally employed and are on the probation till
six months service in that post.
The company may extend the period of probation of such employees up to a further period of
six months if they are not satisfied with his work and/or conduct during the period of
probation.

Where the period of probation I extended, the concerned employee shall be informed in
writing at least one week before the normal date of completion of the probation and, in the
absence of any such intimation, the employee shall be deemed to have satisfactorily
completed his/her probation on the normal date.
All confirmation letters must be issued on the day of confirmation due.
Specific forms have been developed for the purpose of confirmatory appraisal (annexure).

Section: 3
Employment Conditions &
Benefits

3.1 Attendance and Leave
Work Timings-CO/RO/Stores:
Days Opening Time Closing Time

Corporate Office Monday-Friday 09.30 am 06.00 pm
Regional Offices Monday-Friday 09.30 am 06.00 pm
Stores All 7 days Regional operations to decide and convey
Attendance Procedure
The HR department is responsible for processing the payroll and other benefits. While
processing payroll is done by HR the commercial department is responsible for disbursement.
Attendance
All employees shall be at the place of work at the time fixed and notified to them.
Employees habitually attending late will be dealt with as for misconduct.
The respective floor managers are to report attendance on the basis of the enclosed
format. (annexure)
The report should mention the name of the person absenting on the given date, the
reason for absenting and alongside mentioning whether such leave is authorized or
unauthorized. This would be an official communication and would be used for
administrative purpose, payroll and performance incentives.
Attendance details at all Stores should be duly signed by the Sr. Store Officer.
Leave details have to be updated in the leave card available with the HR department.
For all practical purposes, the patrol period is from 20th to 19th of the succeeding
month.
Leave Rules
Types of Leave Nos. of days (Per year)

Privilege Leave 30
Casual Leave 7
Sick Leave 6
Accumulation Limit
Privilege Leave 90
Sick Leave 30
Privilege Leave
Employees are entitled to their past privilege after completion of 12 month of service with the
company. Since leave records are maintained on the financial year basis, those who join in
the middle of the financial year will be given pro-rata credit for the eligible period.
Entitlement will however be after 12 months.
For Example, if an employee joins the company on August 1,2000, he/she will be entailed to
avail of his/her first privilege leave after completion of 12 months i.e.: on August1, 2001.
However, his/her entitlement will be proportionate to what he/she has secured during the
eight months of his/her service from August1, 2000 through March 31, 2001 and brought

forward as of April, 2001. Full entitlement of an employee’s leave will fall due to his/her
credit at the end of each of the subsequent financial years. The above is to facilitate the
company to organize the privilege leave on a financial year basis rather than on the date of
anniversary of the employee’s service with the company.
The privilege leave an employee receives each is that which has been accrued and fell due for
the preceding year and is not, in any way, a part of current’s entitlement.
If an employee resigns from the service of the company any time during a calendar year,
he/she will be entitled to those days of privilege leave which fall due to him/her as on the 1st
of April of the running financial year and also the proportionate day of privilege leave of the
running year till the time of his/her resignation.
As a policy and practice, every employee is permitted and encouraged to avail at least 2
weeks of privilege leave every year. Leave may be carry forward subject to the
accumulation limit laid down.
All departments/stores are encouraged to do an annual leave scheduling exercise where

everyone commits to the time that he/she would like to go on leave and overlaps are
negotiated or planned in advance.
3.2 Rules for Availing Leaves
Privilege Leave
Privilege leave cannot be taken in more than three installments in a year. Any
deviation needs the approval of the CE or any other authorized person.
Application for the privilege leave should be submitted to the respective departmental
heads at least 15 days prior to the date of departure.
Privilege leave cannot be taken in continuation of casual leave.
Leave will include intervening holidays.
Casual Leave
The Department Head or any other authorized person will grant casual leave.
Casual leave should not prefixed or suffixed by Sick leave or Privilege leave.
Casual leave will be calculated from and up to 1st April on pro-rata basis. Casual leave
shall not be granted for more than three days at a time.
Sick Leave
All employees will be entitled to sick leave per financial year as per the rules
applicable for their respective regions.

Sick leave (which should not be less than 3 days) cannot be granted unless a valid
Medical certificate from a registered medical practitioner supports the same.
Sick leave can be accumulated subject to a maximum of 180 days only at any point of
time.
Maternity Leave
Maternity leave to the extent of twelve weeks will be granted to female employees.
Maternity leave may be granted four weeks before the expected date of confinement
of the employee, subject to the recommendations made by a qualified gynecologist.
Any leave beyond twelve weeks will be adjusted against either privilege leave or sick
leave, depending on the merit of the individual case, or may be treated as on loss of
pay at the sole discretion of the management.
3.3 Encashment of Leave
Privilege leave (only) can be cashed at the time of cessation of service or at the time of
retirement.
Privilege leave to the credit of the employee concerned at the time of cessation of service up
to and including the date of cessation subject to the maximum permissible limit of
accumulation as per leave policy, will be reimbursable. This is, however, subject to proper
notice period by the employees concerned as provided under the term of his employment
otherwise proportionate leave will be adjusted against such notice period.
For the purpose of encashment, salary will include Basic salary, Special allowance, and
Individual pay last drawn by the employee and for calculation purpose, the number of days
per month will be taken as 30 days.
Particulars Salary Component for Calculation

Leave Encashment Basic +Spl. Pay + Indl. Pay / Basic + Management
Allowance
Notice Period(Recovery/Payment) Basic + Spl. Pay + Indl. Pay / Basic + Management
Allowance
General
Leave will be computed on a financial year basis and will be carried forward on April, 1st
every year.
All employees need to submit leave cards to the HR Department duly filled and approved by
the Head of the department to enable the HR department to maintain proper record.
Leave card- Annexure.
3.4 National and Festival Holidays

Our organization declares 13 national and festival holidays which are applicable to all
employees.
The National and festival holidays vary from state to state and are declared by the Businesses
at the state level and are applicable for a full calendar year.
3.5 Working on National and Festival Holidays
Given the nature of our retail where maximum sales takes place during our holidays, it is
imperative that our stores and distribution centers work on National and Festival holidays to
meet customer requirements. Employees are likely to be called on work on all of these
National and Festival holidays. Employees working on the National/Festival holidays will be
paid twice the (basic salary) wages. These wages will be computed on their (basic salary).
Authorization and Process
The decision to work on National and Festival holidays needs the authorization of the floor
manager.
It is also necessary for the floor manager of the store to specify the names of employees who
have worked on a National/Festival holidays to HR department to enable them to process the
same for payment. As per statutory requirements, National and Festival holiday payments
have to be processed only through payroll.
3.6 Weekly Holidays
It is mandatory to give a full day’s holiday to employees who have worked for a period of six
days continuously. Managers/Supervisors are prohibited from requesting employees to work
on their weekly holidays.
On account of work exigencies if it is necessary for an employee to work on a weekly

holiday, his/her manager needs to stagger the same much that the employee avails of a
weekly holiday three days before or after the scheduled day. Under no circumstances should
payment be made in lieu of a weekly holiday since law prohibits it.
3.7 Late Working
Given the nature of our business, it is likely that employees may be required to work beyond
working hours. This policy is meant to defray expenses incurred by employees by way of
conveyance and refreshments under such circumstances.
Applicability: This will be applicable only to employees in Grade ‘G’, ‘H’& ‘I’.
Authorization: The Cluster in charge is required to authorize an employee to work beyond

normal working hours.
Payout: Employee who works for more than four hours would be paid twice the (Basic
salary). These payments will be computed on their current (Basic Salary).
This is not applicable during new store openings and stocktaking.

This will also not be applicable where the company makes the transport arrangements.
Procedure: The Cluster in charge is to give the names of the employee eligible duly
approved by Operations Head to the HR Department.
The above payment is all inclusive and no other payment will be made towards food and
transport and will be paid by the Regional Account Office.
3.8 Transfer Policy
Inter-Group/inter-Company Transfers
Procedures for inter-company transfers:

i. All transfers would take place after respective company Presidents have given their
consent.
ii. Transfers can be initiated directly by respective presidents through communication
with each other.
iii. They may seek assistance of Group HRD to bring transfers about.
iv. Group HRD will ascertain availability and willingness of person to be transferred
through President and assist in arranging necessary meetings.
v. Receiving President would negotiate terms of service directly with the candidate.
Group HRD will be available for any assistance in the matter.
vi. Group HRD will be informed of any inter-company transfer of persons above the
level of General Manager, in order to ensure correct records at group headquarters.
It is assumed that with regard to all inter-company transfers, the president of the concerned
companies will wherever necessary; keep the respective Sector Heads informed/seek
concurrence.
Transfer within a Zone
i. The Zonal HR Head will authorize the same after obtaining the approval from the
Head-HR/ CE.
ii. The transfer letter must be issued to the employee with a copy in the personal file.
Transfers between Zones
i. For grade ‘E’ & below the zonal HR Head may initiate the transfer process after
obtaining approval from the respective business heads.
ii. The releasing HR will issue the transfer letter with changes as applicable.
iii. For Grades ‘F’ & above the transfer will be initiated after the respective business head
gives their approval for the same. The Senior VP-HR will issue the transfer letter.
iv. All emoluments relating to the transfer will be paid to the employee irrespective of
whether the transfer was made on employee request or otherwise. This will be paid
for both inter regional transfers within a zone and for transfers between zones.
v. The Zonal HR Head must approve all transfer related payments.
vi. The transfer letter must be issued to the employee with a copy in the personal file.

Employees, who are transferred from one location to the other location, are eligible for a
relocation allowance. Reasonable lodging and boarding expenses are born by the company
for a stipulated period as follows:
For Grade ‘G’ and ‘H’ employees: 3rd AC train fare for self and (also for family in Grade
‘G’) boarding and lodging arrangement for seven days in the new location.
For Grade ‘F’ & above employee: Train/flight fare as applicable, boarding & lodging
arrangement for 15 days, two month basic salary as relocation allowance, and transportation
cost of personal effects to report to the new place of work.
A company approved transporter, the list of which will made available with the HR
Department, will transport all household goods. HR will ensure that the least of three
quotations will be chosen to provide the service.
Transportation Limit:
At actual-E & above—2 Truckloads.

At actual-F & below—1 truckload.
The transfer must be authorized by the CE.

However employee may not be eligible relocation allowance if
The employee is not a confirmed employee.

Employee has already claimed relocation allowance in the last twelve months.
Transfer is solely on the account of employee’s interest.
Any deviations need to be approved by the Head-HR.
3.9 Short Term Relocation Policy
Short term transfer policy underlines the policy guidelines with regard to the transfer of an
employee employed in the company to any other location in India. This transfer will be of a
short duration of 3-6 months not exceeding 6 months from the date of transfer being affected.
The guidelines and coverage will be extended only to the employees and will not include
spouse, children or dependent parents.
Accommodation for the transferred employee will be provided by the company. This may be
a room in company guest house or a house leased by the company for such purpose. All
accommodation expenses will be paid by the company but will not include expenses on food
and laundry.
The employee’s monthly salary will be credited to the base location bank account. Some
employees may have been provided with mobile phone connection by the company. On his
transfer being effected to the new place the employee may change over to the local
connection provided in the city of his transfer. The cost of such change will be borne by the
company.

The transferred employee will enjoy all benefits on continuity of service as is currently
applicable to him/her. Local travel conveyance for official purpose will be paid as the norm.
The transfer reimbursement will not form the part of Basic pay for any purpose and will be
withdrawn/reviewed on transfer out of the new location. This will be paid through voucher
and will not be taxable.
3.10 Transfer Grant (In Case Permanent Transfer, for general expenses, upto
maximum limit)
Grade Amount (Rs.)

I
H 10,000
G
F 15,000
E&D
C & above 20,000/-
3.11 Guest House Policy
All employees in grade ‘F’ & above can use the company guest house for the purpose of
holiday with their family located at Mumbai, Chennai, and Hyderabad. The employee may
avail of this facility on prior booking, at least 15 days in advance. Subject to availability stay
is permitted for not more than 5 days at a time.
Employee staying in company guest house must settle their bills as per the prevailing
tariff and the bills submitted to the base location for the reimbursement.
All food expenses will be treated as extra at actual.

Section: 4
Compensation

4.1 Objective
The company’s compensation and benefits will be maintained at such level, as to attract and
retain the most suitable and competent professionals.
Salaries will be kept competitive vis-à-vis similar organization in the service industry.
4.2 Compensation Structure
The levels of management with grades and designation are given below:
Title is the suffix and prefix is the function.
Grade Approved Designation

Operational Non - Operational
A CE CE
B+ Heads of Functions Heads of Functions
B Zonal Head, Regional Head Regional manager, Chief manager
C Senior Manager Senior Manager
D Manager Manager
E Manager Manager
F Asst. Manager Asst. Manager
G Cluster In charge Officer/ Senior Officer
H Senior Sales Advisor Sr. Executive
I Sales Advisor Executive
4.3 Components of Compensation Package
Salary Basic
Allowances Special Allowance, HRA/Housing, Conveyance, Individual Pay.
Annual Benefits LTA, Medical, Mediclaim Cover, Group Accident Cover, Telephone
Limit, Mobile Reimbursement.
Valued Benefits Furniture and Appliances, Company Car or equivalent cash component
Retirals Provident Fund, Gratuity, Superannuation
Others Break Shift Allowance, Holiday Wage, National and Festival Holidays,
Weekly offs
Basic Salary Ranges
The salary ranges have a minimum and maximum, with amid-point. The salary ranges are
arrived at reflecting the salary levels of a given job and are therefore subject to changes in
tune with the market. Going forward increase will be expressed in “%” terms and not in finite
amounts.
The level “H” is where al the frontline employees are required for retail business. The entry
level basic would be different for each category, given that the market salaries vary for each
category.

Basic salary may range between 10% - 35% of total CTC.
Special Allowances and Individual Pay
Some taxable allowances are merged and are paid as a single taxable allowance called special
allowance and individual pay, which are not fixed as such.
HRA
HRA is paid at 50% of basic pay.
House Lease Policy
Employees availing of company leased accommodation based on their entitlement will be

governed by the following policies and procedures.
• Entitlement
Company leased accommodation is available only at level ‘E’ & above. At level ‘C’
& above, the limit will be based on 60% of the employee’s basic salary.
At level ‘E’ & ‘D’, accommodation will be as per the house rent allowance/lease limit
specified. Employees who have their own residential accommodation can lease it back
to the company on a specific lease, subject to the same limits. However, for such
leases, the company will not pay any advance rent/deposit.
Any deviation to lease limit need to be specifically approved by the respective CE.
• Nature of Accommodation
All rental accommodation needs to be taken in a “ready to occupy” condition.
• Lease Term
Current practice of lease for residential accommodation is for a period of 11 months,
renewable by another period of 11 months without escalation. Escalation should be
after the period of the 22 month period.
• Advance Rental
While the advance rental varies from city to city, it would be normally be between 3
months to 10 months depending on the city.
• Brokerage
Cannot exceed 1 month’s rent and will be paid directly by the company to the broker
upon possession.
• Society Charges
Society charges will generally have to be borne by the employee unless otherwise
agreed upon. It will by paid by the company if it is within the rent/lease limit
approved.
If society charges are payable to the owner, then it will paid along with the monthly
rental payments. Where it is borne by the employee, reimbursement will be allowed
on the presentation of actual maintenance receipt given by the society.

• House Rent
When the landlord is not willing to enter into a lease or the employee prefers to avail
the house rent in lieu of lease, then the same will be paid through payroll. In such
cases, the house advance if any will be paid as a personal advance against the
employee’s name and the employee will be responsible for returning the same.
While brokerage charges are payable for such arrangements, the company will not
undertake any repair and maintenance, painting or white washing. The same is to be
arranged by the employee through the landlord.
• Rent Payment
As a policy, house rent would be paid in arrears i.e. within the first 7 days of every
succeeding month and not in advance.
• Procedure
Following is the procedure, which need to be adopted when the employee wants to
avail a house lease or renew a house lease.
i. The employee need to complete the enclosed form providing complete details of the
house, the landlord, the lease period, rent and other details.
ii. The HR department will go through the details and conform that it is as per the
employee entitlement and highlight areas which are in deviation.
iii. Lease authorization for Grades ‘E’ & below will be done at the respective zones. For
Grades ‘D’ & above the authorization will be completed at the corporate office.
iv. After the HR approval, the form will be handed over to the legal department who will
prepare the lease deed document and hand it over to the administration department.
The administration department will coordinate with accounts for payments of the
lease advance and arrange for payment of the lease advance and arrange for the same
to be handed over to the landlord and also incorporate standing instructions for
monthly rent payments.
v. All these advances and leases will be centrally managed for administrative
convenience and controls.
vi. Information on the same will be supplied to corporate commercial.
vii. Any deviation and exemption to the rule would require approval from the corporate
office –HR, legal & Commercial.
Moving Expenses
Where the employee has to move from one location to another on account of the landlord
terminating the lease, the company will bear the reasonable expenses for the same as
approved by the Head-HR.

Conveyance
Conveyance, for the level ‘B’ & below is paid through payroll and is fully taxable.
Driver Wages
Level Entitlement
Grade A Rs. 7000/- per month
Grade B+ Rs 6000/- per month
All drivers will be eligible for Diwali/ Puja bonus. This will be calculated on a pro-rata basis
for the period worked.
Any deviations need to be approved by Head-HR.
Leave Travel Allowance(LTA)
The LTA limit is equal to one month’s basic coupled with IT rule on LTA.
Maximum amount of LTA is Rs. 40000.00, claimable once in a block of two years for tax-
exemptions. Employees are allowed to avail LTA when they become eligible for their
Priviledge Leave, which is after one year of working. LTA is a part of employee's
compensation and every month he has worked he should receive 1/12th of the annual amount.
Please NOTE that LTA can be claimed only after the employee completes one year in service
Employees are allowed to avail of LTA when they become eligible for their privilege leave,
which is after 1 year of working. However, an employee would be credited pro-rata LTA if
he has worked half a year. For example, if an employee has joined on 1/10/2000 and his LTA
eligibility is Rs, 10,000/- p.a. he will become eligible for LTA on 1/10/2001 for the first time.
He would be paid Rs. 10,000/- as LTA for the year 2001-2002 and Rs. 5000/- being pro-rata
LTA for 2000-2001.
In case if employee has claimed LTA and resigns then we will recover LTA from him/her on
a pro-rata basis, on the other hand, if employee has not claimed any LTA and resigns, he
would be paid on a pro-rata basis.
Medical Reimbursement
Grade Medical Reimbursement Limit

For all Grades (‘G’ & above) Rs. 15,000 annually

Mediclaim Cover (Hospitalization Benefits)
Grade Sum Insured Coverage

A 10 lac Employee, spouse, two
B+ 6 lac children, with maternity
B 5 lac benefits and PEC
C 4 lac
D 3 lac
E 3 lac
F 2 lac
G 1 lac
H, I 1 lac
Procedure
• If at any point of time you are going to be hospitalized to undergo any
treatment/surgery (or) where you had to undergo any treatment/surgery all of a
sudden, you should contact your regional human resource and provide details
regarding the :
- Nature of illness
- Address of the Hospital/nursing Home and Telephone Numbers
• These details would then be forwarded to the insurance company and a claim form
would be obtained.
• This form would then have to be filled in by you along with hospital
receipts/bills/cash memos, documents, discharge summary, test reports in original as
listed in the claim form and should be submitted to the insurance company at the
earliest.
4.4 Group Personal Accident Insurance
Grade Insurance Cover (Fatal)

A 24 lac
B+, B, C 18 lac
D 12 lac
E 6 lac
F 3 lac
G 3 lac
H 3 lac
I 3 lac

4.5 Annual Health Check Up
Diabetes Evaluation
- Fasting Blood Sugar
- Post Prandial Blood Sugar
Cardiac Risk Evaluation

- ECG
- Stress Test/Tread mill test
Lipid profile
- S. Cholesterol
- HDL Cholesterol
- LDL Cholesterol
- S. Triglycerides
- Cholesterol: HDL ratio
Liver Profile
- S. Bilirubin
- SGPT
- SGOT
- Gamma GT
- Total Protein
- S. Albumin
- A/G ratio
- Alkaline Phosphate
Kidney profile
- S. Creatininel
- BUN
- S. Uric acid
Consultation
- Consultation with physician
- Examination by consultant ophthalmologist
General Investigation
- Complete Blood Count
- ESR
- Blood group
- Hbs Ag
- S. Electrolyte
- Urine Routine
- Stool Routine
- Chest X-ray
- USG abdomen with pelvis

4.6 ESI
Employees’ State Insurance (Central) Rules, 1950 has been amended and as proposed, the
salary limit has been raised for purpose of coverage from Rs.7500/- to Rs.10,000/-. The rate
of contribution from the employer is 4.75% and an employee is 1.75%.
4.7 Salary Advance
To help employees to meet their emergency monetary needs, a salary advance program has
been devised.
The employee should have completed one year of service in the company. This is meant to
cover situation like marriage, meeting emergency medical assistance, and pursuing higher
education.
Salary advance will be restricted to three months of the employee’s net take home pay (Cash
compensation) and the recovery will be made within the same financial year over a period of
one month to twelve months. For example, a person seeking salary advance in the month of
April may have to recover in 12 months and person seeking advance in the month of March
may have to recover in one month only.
4.8 Emergency Assistance Fund
To help employees to meet their emergencies on the ground s like medical, death, and
accident, fire etc. the company has initiated a fund named as Emergency Assistance Fund.
The company will contribute fro Rs.5000/- to Rs.20,000/- on the basis of emergency. This
needs the approval of CE/Head-HR.
4.9 Landline and Mobile Telephone Facility & Limits
Telephones are provided on the basis of need/level and limits have been specified as under to
cover rentals and local calls.
Grade Landline + Mobile reimbursements

A At actuals
B+ At actuals
B At actuals
C 2400 (Incl 399 CUG Fixed Charges)
D 1900 (Incl 399 CUG Fixed Charges)
E 1200 (Incl 399 CUG Fixed Charges)
F 1000 (Incl 399 CUG Fixed Charges)
G 800 (Incl 399 CUG Fixed Charges)
H, I Need based, Prior approval from CE must
4.10 Cell Phone Reimbursement (Handsets)

To elucidate mobile phones expenses limits and the category of employees provisionally
eligible for a company provided Handset.
Handset eligibility and cost limit
Only managers in Grade ‘C’ & above are eligible for a company provided handset.
Grade Eligibility
A Not exceeding Rs.15,000/-
B+ Not exceeding Rs.10,000/-
B and C Not exceeding Rs.6000/-
Guidelines for Purchase of Handset

Expenses in excess of the limits prescribed shall be recovered the employee unless
supported by business justification from the business head.
The company reserves the right to enforce guidelines on the handset models that may
be procured.
Replacement of handset may be considered, on case to case basis, after a minimum period of
three years. Employees will be expected to buy back the old headset at depreciated value. If
the employee leaves the company within three years then (s)he will require buying the
handset at a depreciated value at that point of time.
Reimbursement of Monthly Cell Bills

Employee will pay all monthly bills and reimbursements may be claimed.
The monthly excess/deficit will not be reimbursed/ recovered.
No carry forwards.
No deviations shall be approved.
The management reserves the rights to review, amend and /or alter the scope and contents of
these guidelines as deemed fit from time to time.
4.11 Laptops
Employee who travel constantly on official work and who play a national role may be
entitled to a laptop to ensure that their work does not get delayed and thus help improve
efficiency level. This is a need-based facility and is not to be treated as grade based
entitlement.

Standardisation of Laptop config across Organisation (Back end)
Data Monthly
card/ reimbursement on
Sl Amount
Grade Laptop Make Eligi Datacard Pen drive Remarks
No (Approx)
bilit
y
Intel core 2 duo, 1.8GHz, HP/Compaq/Toshib At Actuals

667 FSB, 160GB HDD, a/IBM (User choice)
2GB RAM, Webcam,
1 CE DVD Writer, BT, Yes At Actuals Yes
Wireless (Tech gadget of
user choice)
HP/Compaq/Toshib Rs.40-45K
Intel core 2 duo, 1.8GHz, a/IBM (Co to *
667 FSB, 160 GB HDD, decide)
2 B+/B Yes Rs.600/- PM Yes Exception
2GB RAM, DVD Writer,
s allowed
Webcam,BT, Wireless
Intel /Athlon, 1.6GHz, HP/Compaq/Toshib

667 FSB, 80 GB HDD, a/IBM (Co to
3 C,D …etc decide) Rs.30-35K Yes Rs.600/- PM Need basis
1GB RAM, DVD
ROM,BT,Wireless
CIs/other Intel/Celeron, 1.6GHz,

Executives 40GB, 512MB RAM and
(on without CD ROM
functional
Low cost like ACI
4 basis) subject Rs.20-25K Yes Rs 600/- pm Pool basis
Sahara
to approval
from
Respective
domain Head
Guidelines:
The CAPEX form must be raised with the appropriate justification for the same by the
respective departmental heads.
The CAPEX form duly entered must be approved by the Head-HR, and sanctioned by
Head-Finance in all cases.
Such persons will also be entitled to an air card that will ensure email connectivity.
The purchase of an air card must be approved by the Head-HR.
The IT department will negotiate on all purchases.
Employees are responsible for the safety of the assets and the confidentiality of the
information contained therein.
4.12 Local Conveyance
Employees prepare local conveyance statement declaring the expenses.

The same has to be passed by respective department manager & sent HR for approval.
After sanction, HR submits the statement to commercial for reimbursement.
Reimbursement of local conveyance to employee.
Mileage Allowance: Car - Rs. 7.00 per km (For Grade ‘E’ & above)
2-wheeler - Rs. 3.00 per km (For Grade ‘F’ & below)
However mileage allowance for car (4 wheeler) can be extended to grade F employees also
depending upon the functional requirements and based on the recommendation from the
functional head for approval from Head-HR.
4.13 Hard Furnishing
Objective
In order to equip an Executive’s residence with a standard befitting his position and
responsibilities in the company, where he needs to attend to work connected with company’s
business, and also meet and entertain customers, clients, business associates, etc. the
company will provide specified items of hard furniture, equipment appliances etc.
Scope
This scheme will be applicable to Executives in Grade ‘D’ & above.
Eligibility
Employees in Grade ‘D’ & above will be eligible for this scheme as per the limits given.
The items that are eligible to be provided are:
• All types of hard furniture such as cots/mattresses, sofa sets, chairs, tables, wall units,
side boards, cupboards, etc.
• Carpets/ rugs/ paintings/ artifacts.
• Household equipment/ appliances such as refrigerators, air conditioners, washing
machines, food processors, grinders, water filters, heaters, dish washers, deep
freezers, cooking ranges, microwaves, lighting fixtures, audio/video appliances, type
writers, personal computers, modems, etc.
Hard Furnishing Entitlement
Grade Entitlement
D 25,000
C 50,000
B 75,000
B+ 1,00,000
A and above 1,25,000
Eligibility Conditions
a) Executives will be provided with any of the specified items of their choice and
requirement once in a block of five years subject to an overall maximum amount
determined by the company.

b) Payment for the items provided will be made to the vendor directly by the company
on the basis of bills endorsed by the executives/ or through reimbursements
c) At the end of the five year from the date of purchase or earlier in case of separation
from service of the executive, the company at its discretion will make available the
assets provided to the executive concerned, at a prorate depreciated value.
d) A condition specific to availing the benefits under this scheme is that as and when the
company makes the assets available at the depreciated value it is incumbent on the
executive concerned to accept and pay for the assets at the depreciated value offered.
e) If an executive is already provided by the company any of the items described above,
the assessed value for the same will be set off against the maximum eligible amount
under this scheme.
f) Items purchased and provided under the scheme shall remain the property till those
are made available as per the clause above and the executive shall take responsibility
to use the same with due diligence and care and to service and maintain in good order
at his cost.
g) In case of promotion to a higher level job, the executive will be eligible from the date
of such promotion, for furniture / appliances equivalent to the different amount in the
specific limit, if any applicable to the higher grade.
h) Any tax liability in providing items as per this scheme will be to the account of the
executive.
4.14 Buy-Back and Renewal Policy
As per the policy, at the end of the five year period, the employee is eligible for a fresh limit
and the assets used by him over the previous block need to be purchased by him at salvage
value with no option to return them to the company.
At the end of the five year block, employee will have to buy back assets acquired by them at
5% of the original purchase value or the written down value, whichever is higher. This rule
will be applied on all the assets acquired by the employee irrespective of when in the five-
year period the same were purchased.
The HR and Finance department will jointly administer this process automatically upon
completion of five years. The purchase considerations need to be paid by cheque.
Employees can avail of afresh limit after the close of the earlier block. Needless to say, the
amount not availed of by the employee out of his/her entitlement will stand lapsed.
In the event an employee’s limit get enhanced on account of promotion, his/her additional
limit will need to be traced separately, running for an independent block of five years.
This process will not be applicable to employees who resign from the company during the
block. For such employees the salvage value will be calculated as follows:

Purchase price - Purchase price / 60 x No. of months used from the date of
Purchase
4.15 Marriage Gift
Marriage gift:-
In case an employee of RPG Cellucom enters into matrimony, (s)he is entitled to a

gift from the company. The expenses of the gift will be borne by the company. The
gift entitlement is uniform across all grades and levels, that of Rs.5000/-.
4.16 Professional Magazine allowance: -
Each year, ¼ of the basic salary to be given as a “professional magazine allowance” to

foster reading habits among the employees and keep them abreast with business
realities of today.
The employees will be reimbursed for the reading material that they buy/subscribe to
for that year. The allowance will be restricted to only professional books/magazines.
The reminder part of the allowance to be taxable.

Section: 5
Performance Management,
Capability
&
Career Development

5.1 Performance Appraisal System
The objective of the Performance Appraisal System is to ensure that performance

expectations are clarified at the beginning of the year and every employee receives objective
feedback at periodic intervals about his/her performance on the job. While measurable
performance objective are not set for front-line and supervisory employees, it is necessary to
clarify this performance expectations with employees periodically.
For managers at “F” & above levels the performance management process takes a two
pronged approach. Measurable performance objectives are set with the balance score card
system and the review process is also set in place.
I. The Annual Review Process(Junior Management Level & below)
Goal Setting Process: For employees at these levels, while there is no formal goal setting
process, supervisors are required to clarify job expectations and standards at the
beginning of the year and also do periodic reviews through out the year.
Appraisal Process: The appraisal process is an open process and is meant to provide
feedback and also an opportunity for making improvements.
The process begins with the distribution of forms to the respective senior store officer.
Primary Review
a. As a first step, there should be a preliminary performance discussion where the
supervisor reviews the employee’s performance during the performance period. This
meeting should be well planed so that the employee has time to crystallize his/her
thoughts.
b. Taking into account the views expressed in the preliminary discussion,(where most of
the talking should be done by the employee) the immediate supervisor is required to
complete the appraisal form along with his comments and discuss the same with his
supervisor before having the second and final appraisal review meeting with the
employee concerned.
c. It is in this meeting that feedback is really shared with the employees.
d. Once the employee and the supervisor agree on the appraisal, they sign off on the
form. If the employee has any disagreement the same need to be resolved or
documented.
Secondary Review
The appraisal form duly completed and signed off, must be reviewed by the next of
management to ensure that the appraisal process was well handled and documented.
The next level of management needs to document its view and sign off.
Performance Rating
The supervisor needs to decide on the employee’s performance rating in consultation
with the next level of management.
However, it is advisable not to share the performance rating with the employee till
such time the rating is ratified at the moderation meeting (a time the employee’s

rating must be moved downward or upward in the moderation meeting with other
functions where it is felt that in a relative sense some employees have been over
rated). It is best to communicate the final rating after normalization.
Time Schedule
The entire process gets over before March. The appraisal committee is to review these
recommendations by the first week of April, and the employees are to receive their revised
salaries with effect from April.
Training
The Human Resources Department normally plans a few small workshops each year
to refresh people’s memory & skills on doing objective appraisals and handling the appraisal
review meeting constructively.
Rating
An overall rating of performance is given on a 4-point scale, ‘A’ to ‘D’.
II. The Performance Management System( For managerial Level & above)
The Performance Management System (PMS) is an important tool to enable the

organization to systematically plan and monitor its business operations. The system helps
communicate to the employees the organization’s objectives and link them to each
individual in the organization through an effective planning process. The PMS also
strives to act as an ongoing mechanism for review and feedback. More specifically the
PMS attempts achieve the following objectives:
It clearly emphasizes the contribution that each employee must make in order that the
Organization succeeds in achieving its objectives every year. By emphasizing on
individual objectives, the system ensures ongoing improvement in all parts of the
Organization.
Through the process of joint objectives setting in the Organization, it clearly
demonstrates the need and importance of team work at all levels in the
Organization.
By clearly establishing Key Result Areas (KRAs) for each employee, the system
ensures clarity in roles and responsibilities for all employees and also makes the
performance assessment fair and objective,
The PMS also reinforces the link between business results and pay & helps recognize
outstanding contributions made by individuals.
5.2 The Performance Management System at RPG Cellucom
The RPG Performance Management System contains the following elements:
Performance Planning Process

Performance Review Process
Performance Assessment Process
Development Planning Process
Potential Assessment Process
The responsibility of completing of the PMS rests on the supervisor and the employee. HR
Dept. will play a facilitative and monitoring role.

5.2.1 Performance Planning Process
The objective of the Performance Planning process is to outline the performance dimensions
of the employee for a given year. This process has two parts:
Performance Objectives
Performance Competencies.
A) Performance Objective
The performance planning process is initiated by the CE of the Organization. Based on the
organization’s performance, its future strategies, opportunities, threats and weaknesses, the
organization set for itself a set of key performance objectives. These performance objectives
are then deployed throughout the organization through individual objectives. In other words,
the organizational objectives are the basis for setting individual objectives for each employee.
The performance objectives are in the form of a Balance Score Card.
Balance Score Card (BSC)
The concept of balance Score Card has been framed and put into implementation on our retail
business. The four elements of balanced assessment are:
i. Finance - ROCE, Market Cap, Cash Flow etc.
ii. Customer - Market Share, Customer Satisfaction, Strength of the Brand etc.
iii. Process - Productivity, Supply Chain Efficiency, Manufacturing Efficiency.
iv. Innovation/ - Time to market of new product, Impact of TQM.
HRs
All employees in the executive category in Operations, Merchandising, Warehouse,

Marketing, Commercial, and HR have been covered. Specific percentage/marks are fixed to
be achieved for the year under the four elements mentioned above as relevant to each
function.
Achievement in terms of performance will not be related based on the yardstick indicated
above.
Structure of the Scheme
i. Identify 2 to 3 indicators for each of the four elements.

ii. Fix a target for each indicator wherein a performance level is indicated for qualifying
the total score.
iii. Assign weight ages to reflect the relative importance of different indicators.
iv. Assign a floor level of performance for each level of indicators (zero score).
v. Sign off the final and complete score card by the employee and immediate supervisor.
The above concept is integrated with the performance system. In the PMS the emphasis
would be given to dovetail the Business Score Card weight age scores and competencies
required for achieving the same.

The performance objective in the BSC will be documented. The performance objective
setting process is not complete till the same is sign off by the supervisor and the employee.
B) Performance Competencies
While the performance objective specifies “what will be achieved”, the performance
competencies outline what means the employee should adopt to achieve these objectives. The
PMS lays emphasis on both performance objectives and performance competencies.
The following six performance competencies have been identified as relevant to us. These six
competencies will form the basis on which the employee will be evaluated in the course of
the year.
i. Business and Technical proficiency.
ii. Innovation and Creativity.
iii. Team work and Cooperation.
iv. Setting and fulfilling commitments.
v. Communication with others.
5.2.2 Performance Review Process
The performance review process is a tool for managing organizational and individual
employee performance. The process will be the most effective only when it is reviewed on an
ongoing basis. The performance review process is meant to be used by supervisors as an
opportunity for coaching, reviewing and providing feedback to the employees so that they are
fully prepared to meet and fulfill the performance objectives and demonstrate the
performance competencies.
A setting performance objective and performance competency has a provision for a mid-year
review. One mandatory mid-year review must be conducted. However, the supervisors and
the employees are encouraged to review the objectives and competencies as frequently as
possible.
The mid-year review is an opportunity for the supervisor and the employee to agree on any
mid course correction. Relevant comments arising out of the review must be made in the
space provided for the same and signed off.
5.2.3 Performance Assessment Process
The performance assessment process is meant to take stock of the employee’s on the BSC
and six performance competencies, and arrive at an overall assessment. The performance
forms are the basis of linking the individual’s performance with the organizational rewards.
The performance assessment uses two sources of information:
i. Self assessment by the employee, and

ii. Supervisor’s assessment of the employee.
The performance of the employee on the BSC and six performance competencies are rated
using a four point scale.

The rating scale and description of the same are given below:
Rating Description
Excels all Employee consistently goes beyond the requirements. Employee

Expectations achieves results in away that maintain relationships. They are
exceptional and serve as a role model for others. The employee always
demonstrates the six performance competencies. There would be a
significant loss to the manager if this person chooses to leave.
Exceeds target Results consistently meet and sometimes exceed expectations. The
Expectations employee constantly demonstrates all the six performance competencies.
This is strong performer and not a merely average performer.
Achieves Results meet expectations. The employee generally demonstrates most

Targets of the six performance competencies. Some improvements are however
required to be made by the employee. This is a steady performer.
Contributes to Results just meet expectations but are missing in some crucial areas. The
achieving employee often fails to demonstrate some of the six performance
targets competencies. In case of this employee, immediate corrective action is
required.
This system does not provide rating for non-performers for whom separation decisions are
necessary. Such employees (if any) should be dealt with separately.
The performance assessment process begins with the employee making self-assessment using
the self-assessment forms based on the BSC (a copy of which will be available with
employee).
The supervisor prepare his own assessment of the employee’s performance based on the
objectives outlined at the beginning of the year, and sits with the employee concerned for a
preliminary performance review discussion. The preliminary performance review discussion
is a first discussion between the supervisor and the employee to outline the accomplishment
of the employee supported by specific data and critical incidents. The self-assessment inputs
of the employee are taken into consideration in this discussion.
After the preliminary discussion, the supervisors prepares a draft of the review and completes
assigning the ratings to each of the performance objectives and the performance
competencies in the column provided in the same section.
Performance Rating
Performance rating is done in three steps:
i. Rating based on BSC.

ii. Rating on six performance competencies.
iii. An overall rating reflecting both.

Stage A
At this stage the supervisor discusses the assessment and the overall rating with the
employee. Once they come to an agreement on the assessment, the same is documented.
Stage B
i. The final rating of the employee is assigned only after the normalization process. In
other words, the ratings of all employees in a given division or function need to be
compared in totality to ensure parity and a normal distribution.
ii. Once the rating is finalized, the supervisor has a final assessment meeting with the
employee.
iii. At this meeting, the supervisor shares the performance feedback as well as the final
rating. The same is signed off by the employee, who has the opportunity to add any
comments that he may like to make. This is done section ‘B’ in the form.
Normalization Process
As mentioned earlier, each employee’s rating is used as the basis for determining the
employee’s rewards. Appraisers should bear the distribution in mind while rating their
employees. The distribution rating and normalization process would be handled at the
company level for employees below GM level; the same would be handled by the sector head
in consultation with Group HRD, before submitting the forms and recommendations to
chairman’s office.
Purpose of Normalization
Rater’s biases in term of being too strict or too lenient, if not balanced can lead to disparate
rewards and therefore dissatisfaction.
Normalization ensures that the rater’s biases are smoothened out into a normal distribution
curve across divisions, functions and organizations.
5.2.4 Development Planning Process
The development planning process helps the supervisors and the employees to reach an
agreement on the areas that the employee needs to do to improve his performance and also
plan his career for future positions. The development planning process should not be used
merely as a training nomination form but should include specific plans and commitment like
additional responsibilities, membership in the projects and task forces, commitment to
demonstrate behavioral changes and so on.
This is also an opportunity for the employee to communicate his career interests and personal
needs and preferences in terms of location etc.
In the final assessment meeting the supervisor and the employee need to come to an
agreement on a development plan and the same must be documented in section ‘C’ and must
signed off by both. The responsibility for fulfilling the development plan rests with the
supervisor and the employee.

5.2.5 Potential Assessment Process
The potential assessment section is a confidential section to be completed by the supervisor in

consultation with his supervisor. This must be completed using Section ‘D’ of the form and
should provide information about the employee’s promotion ability, strengths, weaknesses
and key developmental needs arising out of this. This is not to be discussed with the
employee.
5.3 Performance Rewards
Performance rewards will always be awarded based on the performance assessment of the
employee as reflected by his performance rating. The policy and procedures with regard to
rewards is explained below:
Two categories of reward exist.

Salary Increment
Annual Performance Award (Bonus)
i. Salary Increment
The quantum of salary increment will be influenced primarily by the cost of living
and the employee’s performance.
Procedure
Salary increment will be awarded as a percentage of the employee’s current gross
compensation (Gross cash compensation would be defined as monetary compensation
of the employee including basic salary and cash allowance but excluding valued
benefits, HRA, conveyance, LTA and medical).
Based on the cost of living, an average increase rate is arrived at for the group. This
will be communicated by Group HRD to all group companies in April each year.
The appraisal rating forms the basis for salary decisions and is communicated to the
employees after the process of normalization.
Any parity correction or substantial market correction for select individuals outside
and beyond this would be necessarily done during the performance reward cycle.
All salary adjustments or correction outside the reward cycle are permitted only after
obtaining approval from the president/CE.
ii. Annual Performance Bonus

The annual performance award is an individual performance bonus. The purpose of
the performance award is to reward individuals for their contribution in a given year.
The performance award is not a part of guaranteed compensation and is given as a one
time bonus. The performance award is based on the employee’s achievement against
the objectives sets as reflected by his “performance objective rating”--- BSC. (While
the salary increment in based on the overall rating, the performance award is based on
the rating against the objective achieved. Here the competencies do not reflect the
reward.)

The performance award is paid based on a percentage of the employee’s gross cash
compensation excluding valued benefits.
It must be noted that “G” and below grades are eligible only for salary increment
whereas “F” and above employees are eligible for both salary increment and bonus.
It must also be noted that while performance award is linked to the individual rating
on one side, it is also linked to the company’s performance. In a year the company has
had very poor result; the performance award will not be paid out.
5.4 Promotion Policy
Promotion will be based on:
1. Open positions being available.

2. When the person is found suitable or the size of the position that the person has grown
is evidenced by the position evaluation.
3. Promotions will be done normally in April or October each year.
Guidelines:
1. Promotion up to the level of manager (Grade ‘H’ to Grade ‘B+’) will be approved by
the head of the company.
2. Promotions of GM & above will require the approval of Sector Head & Chairman.
5.5 Assessment Centre
The objective of this training phase is to:
Diagnose strengths and weakness

Provide participant feedback to produce change or team building
To identify and plan development
The assessment centre results will be used in succession planning, career planning and to
predict potential for any kind of position. Most assessment centre use numerous techniques
for individual assessment, case discussion, role-plays, structured experiences, simulations, in-
basket games, outdoor interaction and adventure tasks.
This will be a 3-day program, 2-day exercise; both individual and group during which a set of
assessors will observe identified competencies. The third day will be a feedback session.
Feedback will be done on a one-to-one basis and used for developmental purposes.
The assessment will be held at the end of the six months of training.

5.6 Encouraging Higher Studies:-
To encourage employees to avail higher education in their chosen fields,

The employees to be given paid leaves on the day of examination.
50% Tuition fees to be reimbursed by the company before the course starts, 50% to be
reimbursed after course completion.
The above benefits are available for the employee who are confirmed in the services of
RPGC and also have completed one year of service with RPGC. A maximum of one course at
a time and on prior approval of immediate supervisor, and concerned HR person.

Section: 6
Travel Policy

6.1 Objective
The objective of our travel policy is to enable employees to undertake business travel to
perform company duties in a convenient, comfortable and cost effective manner. Travel
expenses are a part of business expenses and should never be viewed as an element of
compensation. In other words, travel on company work should not result in personal benefit,
income or gain.
6.2 Entitlement
Grade Mode of Travel
A and above, CE, VP Business class travel by air.
Functional heads to ‘E’ Air (Y- class-Check Fare)/II class AC.
Grade ‘F’ & below III AC / Low Cost Carrier (LLC) (with prior approval)
Deviations in the mode of travel (upward) in exceptional cases need the prior approval /
sanction of the department / Function / location head.
Sectorwise travel:-
1> Delhi-Ludhiana-Jaipur-Amritsar
2> Mumbai-Pune
3> Ahmedabad-Vadodra-Surat-Rajkot
4> Kolkata-Durgapur
5> Bangalore–Chennai.
6> For travel between the above cities, journey should be performed either by train or roads.
• If case of extreme necessity, air travel is allowed by LLC only.
• If distance>500 km or Time Taken>5 hours, Travel by low cost carrier + Rs. 200 per
sector allowance
• All business travel must be performed by Low Cost Carriers (LCC) only.
• If a business travel is performed by own vehicle, expenses shall be limited to eligible

class of train fare.
6.3 Local Conveyance
Local conveyance refers to business travel expenses within the city of visit.
Category/Grade Entitlement
A and above, CE, VP Lancer, Honda city, or equivalent

Grade ‘B+’ Esteem, Ford Ikon, Indigo or equivalent
Grade B & C Tata indica or equivalent
Grade D & E Metered taxi/ Cabs whatever is better at lower rates
Grade F & below Metered taxis/autos/Cabs whatever is better at lower rates
In case of prescribed category of cars as per the grade is not available, booking to be done at
lower level of eligibility.
6.4 Accommodation
Guest House Policy
All persons traveling on business for the company purposes should stay at Guest Houses
where ever applicable. In the absence of Guest Houses being available, employees are
permitted to stay at low budget hotels (if available), or hotels as per the annexure.
Guest house accommodation limits:-
Grade Guest House Limit
Senior Management (A, B+, B, C grades) Above Rs. 2000

Other Executives Limit Rs. 2000.
Employees staying at company Guest House will be entitled to a Fixed Allowance of Rs.200
per day of stay.
1. This is inclusive of “incidentals” and NOT in addition to the same.

2. This however is in addition to the expenses, the employees may incur on food either
outside or taken at the Guest House.
Employees staying in Company Guest house must settle their bills as per the prevailing tariff
and the bills submitted to the base location for reimbursement
Hotels
These rates are exclusive of taxes and for lodging only.
CE & above At actual.

Metro* Rs.4000/-
Grade B+
Non Metro Rs.3000/-
Metro* Rs.3000/-
Grade B & C
Non Metro Rs.2000/-
Metro* Rs.2000/-
Grade D & E
Non Metro Rs.1500/-

Metro* Rs.1500/-
Grade F & below
Non Metro Rs.1200/-
• Metro – Mumbai, Delhi, Kolkata, Chennai, Bangalore, Pune, Hyderabad, Ahmedabad

and Cochin.
• No Liquor charges will be admissible.
Other Expenses
• Employees are discouraged from making long distance calls from hotels given their
high services charges, except in urgency maximum one long distance call per trip will
be allowed.
• All reasonable boarding expenses will be reimbursed at actual.
• Business entertainment needs to be approved separately by the Head of function.
• Employees in the grade B and above are only entitled for expenses for entertainment
of guests important for business.
• Reimbursement for laundry expenses at actual will be allowed subject to the stay
extending five days and above.
• Reimbursement of personal expenses like liquor, cigarettes, magazines etc. will not be
allowed.
6.5 Per Diem
PER DIEM applies only when employees stay on their own without availing guest house
facility or hotel accommodation. This entitlement is for employees who wish to make
boarding & lodging arrangement on their own. This is paid on a “per day basis”. However,
where overnight travel is involved, PER DIEM can be claimed only for one leg of travel.
When PER DIEM is claimed no separate food or incidental expenses can be claimed.
The PER DIEM policy applicable currently is as follows:
Metro Rs.1000/- per day

Grade B+ & above)
Non-Metro Rs.850/- per day

Managerial & above grade
( Level E to B)

Executive & below grade
( Level F to I)

6.6 Deputation
In case an employee is deputed outside his/her base location for a period of 3 months
or more, (s)he is entitled to a one time travel to his base location every month, for the
period (s)he is posted outside. The mode of travel for the same would consist of low
cost air travel for grade ‘E’ and above. For the grade ‘F’ and below the travel would
be according to their corresponding entitlement. It should be noted that the employee
is not entitled to a leave for such travel and any such leave taken would be deducted
from the total annual leave entitlement to the employee.
6.7 General Guidelines
• Claim for the reimbursement of travelling expenses should be submitted in the

prescribed form duly authorized by the concerned department Head and the travelling
advances should be settled within 7 days from the date of completion of travel.
• Where an employee’s travelling with his supervisor and joint expenses are incurred,
the claim for such expenses needs to be raised by the supervisor and approved by the
next level.
• The travel expense statement must be complete in all respects and must be
accompanied by relevant bills, air/rail tickets. If tickets have been booked by the
employee and not by the company, the same has to be attached as proof. If the train
ticket has to be surrendered at the station, the travel agent’s docket or details of travel
date and train need to be mentioned.
Employees need to contact the HR deptt for any questions in interpreting the policy.
6.8 Travel-International
Guidelines for foreign exchange relating to official international travel
The following new guidelines will become applicable with immediate effect for international
travel in all the companies. These new guidelines take into account the RBI regulations
applicable to forex releases for foreign travel:
i. Foreign exchange (Forex) will be released on a per day basis for each trip to cover all
normal expenses such as boarding, lodging, local transport, telephone, laundry,
normal entertainment, airport taxes, etc.
The maximum amount of forex to be released will be as follows:

Category Limit (USD per day or equivalent)
Sector Head 325
CE/President/ED 300
VPs 275

GMs & below 250*
ii. At the end of each trip, an overseas travel expense statement in the enclosed format
will need to be submitted to the immediate superior/ president who will approve it and
then forward it to Accounts Department. The following points should be noted in this
regard.
a) The above categories are the maximum permissible limit inclusive of any
expenses booked through credit cards. Each company is at liberty to structure its
own scales lower than the above levels.
b) The daily allowances are inclusive of any expenses booked through international
credit cards. These expenses should be accounted for in the expense statement.
c) In view of varying time zones, the number of days for each trip will be calculated
on the basis of the total hours starting from the time of leaving India and ending
with the time of arriving back in India, divided by 24 hours. Any fraction left
which is more than 12 hours will be calculated as one full day.
d) All hotel bills, where applicable, should be attached to the expense statement in
the normal course. Other bills, if available can be attached at the discretion of the
manager. It is not expected that all expenses are backed by bills. (Expense for
taxi, and other incidental expenses not supported by vouchers should not cross-
Presidents/ CEs 100 US$ per day

VPs / GMs 75 US$ per day
Others 50 UD$ per day
e) Where the managers enjoy the local hospitality from their hosts or Airlines in
terms of free hotel stay, only half of the daily allowances will be applicable for
such days.
f) Extraordinary expenses such as inter-town travel, special entertainment etc. are
not included in the daily allowance. These can be claimed over and above the
daily allowance limits, subject to corporate guidelines.
g) Management Board members/ CE/ President/ ED may take if required for special
entertainment upto $500 per trip as special entertainment allowance. Full
supporting would need to be provided on return for any expenses incurred under
this head and balance foreign exchange left need to be refunded. Any amount
required above this or for other categories of management would require the
specific approval of the chairman or vice-chairman.
iii. Any special entertainment allowance needs to be cleared in advance by the

undersigned and supported by vouchers on return. Any unutilized amount needs to be
refunded.
iv. For attending agreed education courses or for long term oversea stay, specific
allowances will be agreed upon depending on the structure of fees/local hospitality
etc. The companies will obviously seek cost effective solution for such purpose
without putting managers to any discount.
v. It should be noted that under Forex guidelines of RBI, at the end of the trip all unspent
foreign exchange (except for small amounts as specified) must be returned to the

authorized dealers such as banks. The responsibilities for following these regulations
will be that of the manager concerned.

Section: 7
Retirement & Separation

7.1 Retirement Benefits
7.1.1 Provident Fund
General
Benefit of provident fund is extended to all employees under the EPF Act and
Employee pension scheme.
Membership & Nomination

An employee is required to become a member of this provident fund scheme from the
date of his joining by filling up form-2 and also nominate his family members for
receiving any benefits posthumously.
Contribution
Contributions Employee Contribution Employer Contribution
Provident fund 12% of basic salary –(less)

12% of basic salary
(PF) EPS contribution
Employee Pension 8.33% of basic salary or

---------
Scheme (EPS) Rs.417/- whichever is lower
Gratuity 4.81% of basic salary -
7.1.2 Gratuity
Eligibility
5-years or more (waived on grounds of death, Disablement due to accident/
occupational diseases)
Rate of Payment
15- Days basic salary for a year of continuous service. Salary per day is determined
by dividing the last monthly basic salary drawn by 26.
Tax Implications
Gratuity received by an employee is taxable in accordance with the tax laws.
7.2 Separation
7.2.1 Resignation
Any permanent employee desirous of leaving the company’s service shall give the requisite
notice to the company. The wages due to such employee must, if possible, be paid/ recovered
on the day notice expires and, in any case within two day of expiry of the notice. If a

permanent employee leaves the service without notice he shall be liable to pay to the
company his wages in lieu of notice. All resignation are to be attested by the departmental
head or functional head.
This must be forwarded to the Zonal HR Head with the proposed relieving date. On receipt of
the attested resignation letter of an employee the HR department may initiate the release
process.
All dues cleared from must be signed off by commercial, HR, supervisor and departmental
head.
Once the employee submits his resignation, employer is authorized to relieve the employee
even before the expiry of the notice period by setting his dues.
7.2.2 Termination
Termination can be effected in cases of gross misconduct, unauthorized absence from work
and sexual harassment.
In case of termination:
If an employee is absent for more than 3 days, supervisor will inform the same to HR
Issue of show cause notice by the HR to the employee to report within 48 Hrs.
If the candidate doesn’t turn up a termination letter is sent to him.
In cases arising out of misconduct the employee will be given a written memo by the
functional Head. The copy of the same will be sent to HR for the personal files.
The HR must take initiative to counsel the employee.
In case employee is not willing to adhere to the policies of the company a full written
complaint letter must be issued by the functional head.
On enquiry and validation of facts mentioned the Zonal HR Head may terminate the
employee immediately.
In cases relating to sexual harassment a full written complaint from the affected
person must be made available to the HR before action is initiated. In all such cases
decision of the sexual harassment committee will stand final. The Zonal HR Head will
be a member of the committee.
On validation and if charges are found to be true the process of full & final settlement
will be initiated. For termination cases the company will pay the notice pay as per the
grade eligibility. All recoveries on loans and advances will be made as done for
resignation cases.
The employment of any permanent employee may be terminated by the company by giving
three months notice for employees of Grade ‘F’ & above and one month notice For Grade ‘G’
& below and for probationers or payment of wages in lieu of notice. The reasons for
termination of service shall be recorded in writing and shall be communicated to the
employee at the time of discharge.
Probationers, other than those transferred from permanent posts in the company may leave or
be discharged from service without notice by the manager.

7.2.3 Procedure for Full & Final Settlement
Employee submits resignation letter which is verified by concerned department head

and the Dept. head forward it to the HR department.
HR informs the actual date of resignation to payroll for preparing “STATEMENT OF
SETTLEMENT”. Broken period of salary is given separately to the employee.
Other entitlements like gratuity, PF, SA are send to HR. if employee has not cleared
his dues HR instruct employee to settle the dues.
If company has dues HR advices for settlement.
Employees send the PF settlement letter to HR for verification and authorization.
(Employee sends it to PF office if it is corporate and employee himself submits if it is
RO).
The PF department directly pays to the employee. (settlement form- annexure 17)
The gratuity and superannuation papers will be forwarded to LIC by the payroll
department and paid to employee on receipt of the same from LIC.
Any increment made on salary will be payable only if the employee has completed 30
days of service after the receipt of the increment letter. In case of the employee
resigns within 30 days of receipt of the increment letter the new enhanced salary will
not hold for computation of the full & final settlement. In such cases the settlement
will be calculated on the salary before the increment was announced.
Notice Pay Recovery
The recovery in lieu of notice period will be calculated on the salary component- basic and
management allowances (Special allowance and individual pay) for every day of notice
period not served.
In the event the employee resigns and is willing to serve the notice period but the company
chooses to relieve him/her immediately then this can be done on approval from the Head-HR.
in such cases the payout will be calculated on the basis that the employee has served the full
notice period and all the component of salary will be taken for calculation purposes.
The following rules apply for calculating the final settlement:
Identity card to be returned to employer at the time of leaving failing which an

amount of Rs.150/- recovered at the time of settlement. This is applicable for all
employees in all grades.
Notice pay payable or recoverable on the following components: Basic + SP + IP.
Privilege leave payable: all components of gross salary except for fixed allowances.
(HRA and conveyance)
All reimbursement payable or recoverable on submission of bills on a prorate basis
and employee should have worked for a minimum of 15 days in a month on pro rata
accounting.
All loans / advances to be recovered along with settlement.
Hard furnishing: Employee leave before the five year block, he/she needs to settle the
respective amount which is 20% of the depreciated values as on date of leaving and
cannot return the appliance.
PF/Gratuity/ Superannuation: Employee needs to apply to the concerned authority for
settlement.
The relieving letter will be issued only after the Full & Final settlement is completed.

The entire separation process is available in the form of a check list.
Settlement of long term employees on rationalization
The settlement of long term employees will be done in the following manner:
Cash component-
Period- Number of years CTC- Number of months
Number of months
0-5 2 1
6-10 4 2
11-15 6 3
16-20 8 4
21> 12 6
Definitions:
Cash Component: it is comprise of Basic, HRA, Conveyance, Special allowances-
inclusive of Sodexo pass and individual pay.
CTC: it comprise of all components as per the grade eligibility.
Calculation Methodology
Must include:
i. Normal settlement calculation- PL encashment, notice pay as per grade
eligibility, gratuity
ii. Ex-gratia is added to the above calculation as per the table above (this payout
is over and above the notice pay payable)
iii. In case a person in his/her last year of service the calculation will be
balance number of months of CTC or appropriate number of months of CTC
as per the employment length whichever is lower.
7.3 Retirement
Expect as provided below, the date of compulsory retirement of a company’s employee in all
grade of services will be:
The date on which he/she attains the age of 58 years, in the case of employees who
joined before August, 1990.
Is declared medically unfit by the company’s medical officer, provided that the
company may retain any person who, although he/she may come within the
classification as referred to above, in the opinion of the management has received
special training or acquired special knowledge, skills or aptitude such as to render the
termination of his/her services undesirable to the company.

7.4 Exit Interview
Exit interview are to be conducted and documented for all employees who resign from the
organization at Grade ‘G’ & above. Exit interview to be conducted one level above the
employee. The purpose is to use the opportunity to elicit the employee’s frank view on his/
her experience of working and for all future references.
The exit interview report should essentially cover the following areas:
Factual information about the employee.

Date of joining, resignation, department he/she has worked in and so on and the
reasons for leaving as communicated by the employee.
The strength of the Organization as perceived by the employee.
Areas where the employee feels change / improvement need to be made.
The report to be sent to Business Head and concerned department head.
7.5 Farewell to Retiring Employees
Objective: to appreciate their association and bid a warm farewell.
For Retiring Employees
Up to Grade G Up to Grade C Grade B and above
A memento with company’s

A memento with company’s
A memento with company’s name and Logo.
name and Logo.
name and Logo.
Certificate of appreciation.
Gift worth Rs. 5000/-
Dinner for the retiring
Party for the retiring member
Party for the retiring member along with the staff
along with the staff from the
member along with the staff from the department, MC
department and HOD & local
from the department. members & reporting
head.
members.
Party to be arranged by the
Party to be arranged by the
head of the department. Party to be arranged by the
head of the department.
location head.
Expenses will be at the
Expenses will be at the
discretion of the HOD. Expenses will be at the
discretion of the HOD.
discretion of the HOD.
Write up in the house magazine to be published along with the pictures taken on
the occasion and sent to the departing employee.

ANNEXURE
1. Interview assessment form
2. Manpower requisition form
3. Ex-employee re-employment form
4. Confirmation appraisal form
5. Leave application form
6. Local conveyance claim form
7. Travelling expenses form
8. Reimbursement claim form
9. No Objection Certificate Form
10. CAPEX Form
11. Exit interview form

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HR POLICY MANUAL

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 1

2. Recruitment and Selection

3. Employment Conditions and Benefits

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 2

5. Performance Management, Capability and Career Development

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 3

7. Retirement and Separation

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 4

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 5

We believe specialty and teamwork gives us the wining edge.

1.1 Creating a fun workplace

So let’s keep winning together!

How can we as employee help the customer to win?

By just believing in and following these three simple principles:

Here are some ideas to get customer friendly:

Offer to help before being asked.

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 6

Here are some ideas to maintain the dignity of the workplace:

Here are some ideas to demonstrate your honesty:

Never indulge in stealing.

1. To treat your team member with respect and openness

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 7

Here are some ideas

Here are some ideas

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 8

1.2.1 Conflict of Interest

Avoiding conflict of interest

Examples of Conflicts of Interest

Holding of financial interest directly or indirectly, including through close relatives

1.2.2 Membership of Social Service Organization

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 9

Relationship with suppliers, Dealers & other Business associates

Any breach of this code shall be viewed seriously.

1.2.3 Relatives as Competitors

1.2.4 Confidentiality and Discretion

1.2.5 Accepting Honoraria for Lectures Outside

This is permissible provided:

Among the most common type of financial interest are:

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 10

1.2.7 Corrective Action

1.2.8 Setting up a Part-time Business or Taking a Part-time Job

1.2.9 Your Personal Integrity

1.2.10 Financial Controls and Records

Our discipline policy has been framed to ensure that:

We maintain the dignity of the workplace.

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 11

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 12

xv. Borrowing, lending or extortion of money is strictly prohibited, and is subject to

xviii. Sexual Harassment

Verbal harassment such as offensive or suggestive remarks, making sounds and

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 13

xxxvi. Drunkenness, intoxication on the company premises, creating disorder or indecent

xliii. Unauthorized distribution or exhibition of any sort of publicity or store material on

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 14

xlv. Endangering the safety of others will lead to disciplinary action.

lii. No sectarian or religious symbols are allowed to be displayed in the store.

lv. A first aid kit must be maintained at the workplace.

Staff shopping will be done only before or after the shift.

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 15

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 16

RPG CELLUCOM – HR MANUAL EMPLOYEE COPY VERSION 1 - 2007 17

2.2 Recruitment Policy