EXECUTIVE SUMMARY

CORDAID is committed to contributing to a just and sustainable world. Their role in this is to fight poverty and exclusion. As one of the largest Dutch development organizations, they work with almost a thousand partner organizations in Africa, Asia, the Middle East and Latin America. They believe that every person is able to induce positive changes for his or her community. They support organizations and individuals who are successful at doing so. The major disasters of recent years the floods in Pakistan, the earthquake in Haiti, the tsunami in Asia, and the famines in Africa are still present in everybodys memory. People worldwide are willing to donate funds and means in times of crisis. CORDAID strives to use this generosity for more permanent improvements. To do so, we work on emergency aid as well as structural poverty reduction. CORDAID believe that the unequal power balance is one of the major factors standing in the way of development. Divisions between rich and poor, men and women, young and old, or healthy and handicapped, all sustain poverty and injustice. CORDAID supports civil society organizations that try to achieve changes. CORDAID combines nearly 100 years of experience. We are a knowledge-oriented organization with a large international network. We look for solutions from various perspectives, delivering expertise in diverse areas, ranging from emergency aid to entrepreneurship.

CORDAID
CORDAID stands for Catholic Organization for Relief and Development Aid. CORDAID is a Catholic Organization for Development Cooperation. It is one of the biggest international development organizations with a network of around a thousand partner organizations in 36 countries in Africa, Asia and Latin America and has a disposable annual budget of around 170 million euros (2006). Cordaid directly employs 400 people, amongst them 300 are based in the Netherlands and the rest are stationed all over the world (2010). Cordaid is also known under the names of the funds it manages: CORDAID Memisa, CORDAID Mensen in Nood (People in Need), CORDAID Vastenaktie, CORDAID Bond Zonder Naam (Link without name), CORDAID Kinderstem (Children's Voice)

Q1) What is the overall image of the CORDAID? What image are they trying to project?
CORDAID combines more than 90 years experience and expertise in emergency aid and structural poverty eradication. We are one of the biggest international development organizations with a network of almost a thousand partner organizations in 36 countries in Africa, Asia, Central and Eastern Europe and Latin America. The counterpart organizations work on various themes, including health care, quality of urban life, access to markets and peace and conflict. Each year around 170 million euros is spent on initiatives in the South. Of that, over 30 million Euros is available for emergency aid. A small part is spent in the Netherlands on lobby, public support and consciousness-raising. CORDAID has a strong support base in the Dutch Community This is proved not only by some 370,000 contributors who support CORDAID financially, but also by the commitment of volunteers who collect clothing, organize meetings in their towns or parishes and assist in organizing festivals. People and organizations that set up their own projects can also count on CORDAIDs support. This large-scale commitment is of vital importance to CORDAID. It expresses the solidarity between people and with that forms the core of our identity CORDAID stands in the long tradition of Mensen in Nood (Caritas Netherlands), Memisa Medicus Mundi, the Dutch Bishops Lenten Campaign (Vastenaktie) and Cebemo. Its history goes back to the beginning of the last century when the organizations were active in the area of shelter and (missionary) care for refugees, in providing direct aid in the event of disasters, in medical care and in the direct improvement of the social and economic position of poor people. Supported by broad layers of the Dutch population, they were able to support the work of hundreds of Dutch priests, nuns, brothers, and volunteers in their care for the whole of humanity.
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Conditions have changed over the years. The missionaries have handed over their work to local organizations, which has resulted in a huge expansion in CORDAIDs partner network.

Q2) What are (each of) the companys key competitive advantages?
CORDAID CORDAID is the Roman Catholic organization for development cooperation in the Netherlands. CORDAID was founded towards the end of 1999 following the merger of three Roman Catholic development organizations: Memisa, Mensen in Nood (Caritas Netherlands) and Bilance (formed in 1995 as a merger between Cebemo and Vastenaktie). Supported by half a million people in the Netherlands, CORDAID is working with more than thousand partners worldwide seeking a dignified existence for poor people and for those who are deprived of their rights. CORDAID also cooperates with a range of groups in Dutch society such as authorities and civic organizations and with the corporate sector, for example in the field of socially responsible entrepreneurship. CORDAID is also a member of international networks of Catholic development organizations such as CIDSE and Caritas Internationalis. CORDAID's approach is based on building on peoples own strengths. CORDAID does not implement projects in developing countries itself (except in cases of humanitarian emergencies). Instead, the organization cooperates with local organizations. The central issue in CORDAID's policy is poverty alleviation. CORDAID tackles poverty using a variety of approaches: direct poverty eradication (financial support to local counterparts); civil society building; lobby and advocacy; and structural assistance and emergency aid.

CORDAIDs Priorities: Peace and Conflict: CORDAID is working towards sustainable peace by offering people possibilities to combat injustice and inequality and to deal with conflicts in a peaceful manner; Access to Markets: CORDAID wants to facilitate lasting improvements in the incomes of poor people in developing countries. To this end CORDAID is focusing on small farmers and entrepreneurs who are organized in cooperatives or other forms of cooperation; Healthcare: CORDAID works to create a permanent healthy, livable environment and sufficient income for poor and vulnerable groups in cities in developing countries; Particular attention is paid to women, young people, the elderly and refugees.
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Urban Livability: CORDAID is working to achieve a permanently healthy, safe and supportive environment and sufficient income for poor and vulnerable groups in cities in developing countries; HIV/Aids: CORDAID focuses on preventing and fighting HIV/Aids and on its social consequences; particularly in Africa since this continent has by far the greatest number of HIV/Aids victims. CORDAID is also involved in Capacity Building activities through I/C Consult, a joint advisory unit of ICCO and CORDAID. I/C aim at strengthening the capacity of ICCO and CORDAID partner organizations (see the ICCO-profile for a description of this facility). Hivos - Humanist Institute for Cooperation with Developing Countries In 1968, representatives of the humanist movement in the Netherlands established Hivos. In 1978 it became one of the Dutch CFOs. Hivos operates on the basis of humanist values. It aims to contribute towards a free, just and sustainable world. The organization is committed to the poor and marginalized - and to the organizations that promote their interests - in countries in the South and in South Eastern Europe. Sustainable improvement of their situation is the ultimate benchmark for Hivos' work. Hivos contributes to a sustainable and fair world by increasing opportunities for people in developing countries and giving them greater scope to develop themselves. Local NGOs play a key role in this. They support groups of citizens who defend their own interests and who fight for human rights and democratization, thus helping to shape an active and resilient society. Hivos supports autonomous NGOs that contribute to sustainable development and is their ally in the political debate on international cooperation. As an active member of Dutch and European networks, Hivos lobbies for a foreign policy that considers developing countries. Hivos provides financial and political support to over eight hundred local private organizations in more than thirty countries in Africa, Asia, South America and South Eastern Europe. The activities of these organizations centre on the five Hivos policy themes: Economy and credit facilities; Culture and the arts; Women and development; Sustainable development; Human rights and AIDS. Since the year 2000, Hivos also develops an ICT action and policy program. With this program Hivos helps developing countries utilize the chances and opportunities available in the field of information and communication technology (ICT). In a European context, Hivos works closely with like-minded development organizations in Alliance2015. Hivos carries out international lobbying activities on issues with public appeal in
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close cooperation with pre-eminent southern or international partner organizations, or - in the case of the EU - within the Euro step framework. ICCO - Interchurch Organization for Development Cooperation ICCO's mission is to work towards a world where poverty and injustice are no longer present. ICCO's work consists in financing activities that stimulate and enable people to organize dignified housing and living conditions in their own way. ICCO is active in countries in Africa and the Middle East, in Asia and the Pacific, in Latin America and the Caribbean, and in Central and Eastern Europe. ICCO has its roots in the Dutch Protestant-Christian churches and cooperates with church and secular organizations that are directly involved with the prime target groups. ICCO focuses on three main themes: Access to basic social services such as education, food, water and health care. In the North, ICCOs advocacy activities focus mainly on the recognition and granting of economic, social and cultural rights, especially to women, children and minorities. Fair Economic Development (FED), which is directed at improving income, employment and environment in the developing countries. In the Netherlands, ICCO joins forces with other organizations working on development assistance and trade. It lobbies for a coherent policy on trade and development cooperation and it draws attention to ethical investments, socially responsible entrepreneurship, biotechnology, the plundering of raw materials and (economic) globalization. In October 2002, ICCO and partner-organizations founded the international SFU (Sustainable Forest Use) Working group that focuses on use-rights, identification of products, capacitybuilding and commercialization of products. For real economically viable development initiatives, processing of these products is needed. Sound and fair co-operation with both governments and businesses is also considered necessary to create better market opportunities. Democratization and Peace Building, which increases the chances for economic and social progress. ICCO pays extra attention to conflict prevention and peace building as well as to the conciliatory role of religion and churches. In the North, ICCO strives for good global governance by exposing violations of human rights and seeking more attention for the role of churches and religion. ICCO uses the following instruments for its policies: Co-financing: Emergency aid. In emergency situations, ICCO works with local partner organizations as well as in the Global Ministries of the Uniting Protestant Churches in the Netherlands (ACT
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Netherlands) to provide help. The activities are directed towards conflict prevention and stimulating peace, rehabilitation and human rights issues. Capacity Building: This takes place through two specialized agencies, I/C Consult and the Medical Co-ordination Secretariat. I/C Consult, the joint advisory unit of ICCO and CORDAID, provides tailored consultancy services on programmatic and organizational issues. The Medical Co-ordination Secretariat is a health advisory body for and of the Department for Global Ministries (MDO) of the Uniting Churches in The Netherlands, ICCO and the Reformed Mission League of the Netherlands Reformed Church (GZB). Personnel Cooperation: Personnel cooperation not only supports local organizations in developing or upgrading their capacities, but also provides contacts and ensures effective exchange and sharing of experience. Loans and Guarantees: ICCO has developed a special program concerning loans and guarantees. Through cooperation with Dutch banks, local banks and specialized financial institutions like Oiko credit, ICCO manages to multiply, with a limited amount of this investment-capital, the amount of available funding. ICCO gives financial support to promising economic projects that do not qualify any longer for start-up aid. Front Desk: To increase public support for development cooperation in the Netherlands, ICCO has set up a Front Desk, which provides financial support, staff and advice to development projects actively supported by social organizations in the Netherlands. ICCOs Front Desk also offers these groups and organizations the opportunity to translate their involvement in development cooperation into a financial or knowledge-based contribution to ICCOs work. To this end, the Front Desk will be building a network of volunteers in the Netherlands over the coming years, which will promote ICCOs work to the general public and specific target groups. Oxfam Novib - Dutch Organization for International Assistance Novib was set up in 1956. Novibs activities during those initial years were characterized primarily by campaigns to combat hunger. In order to increase the effectiveness of its work, Novib joined Oxfam International in 1994. Oxfam International is an alliance of 12 independent organizations that work together on the
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basis of the conviction that poverty and exclusion are unjust and unnecessary. In 2006 Novib decided to continue under the name Oxfam Novib. Oxfam Novib's aim is to try to put a structural end to poverty and marginalization in the world and to encourage worldwide justice. A variety of means are used to work towards achieving this. On the one hand, Oxfam Novib supports counterparts directly and, at the same time, tries to influence the policies of governments, the corporate sector and international organizations in such a way that these contribute to structural poverty eradication. Oxfam Novib works within the Oxfam 'codex' which centers on a rights based approach because poverty is in fact the same as a lack of rights. There are five rights to which anyone in the world should be able to appeal to:

The right to a sustainable livelihood; The right to basic social services; The right to life and security; The right to social and political participation; The right to identity.

These rights are all recognized individually by various organizations throughout the world and are laid down in a large number of agreements, conventions and declarations. Oxfam Novib and the other Oxfam members base their work on these international agreements. Within these five rights Oxfam Novib focuses primarily on the following themes:

Income and trade (right to a sustainable livelihood); Education for girls (right to basic social services); living in safety (right to life and safety); Social and political participation (right to social and political participation); and Rights and security for women (right to identity).

To attain its objectives, Oxfam Novib is active in three fields:

Initiatives to ensure that poor people have access to basic rights by means of support for local development projects initiated by private organizations in developing countries; Advocacy by lobbying national governments, the European Union, international organizations such as the World Bank or the World Trade Organization and the United Nations; and Campaigning, to make people worldwide aware of the injustices in the world and to show what they can do about them either via Oxfam Novib or in some other way.

Oxfam Novib cooperates with the eleven sister organizations of Oxfam International and with local organizations (in total 3,000) across the world and in the Netherlands.

Projects: Oxfam Novib is convinced of the power of people to solve their own problems. Local organizations in developing countries are best equipped to know what is needed. Oxfam Novib supports local counterparts in a variety of ways: financially, with advice, and through linking & learning. Because counterparts often tackle similar problems, Oxfam Novib regularly organizes meetings between them. In this way, experiences can be exchanged per country or per region and successful methods of working can be shared. Lobbying: Poverty and inequality are often perpetuated or aggravated by the policies of governments and large companies. Oxfam Novib uses advocacy to try to change such policies and to work, in combination with direct poverty eradication, towards achieving a just and poverty-free world. Oxfam Novib works on advocacy in two ways: indirectly by providing support to our counterparts in their activities in the field of advocacy, and directly via its own activities primarily in the Netherlands and - in Oxfam International context - at European and international level. Campaigning: Oxfam Novib campaigns in order to bring peoples attention to the injustices in the world and to increase the basis of support for, and involvement in, structural poverty alleviation. Another goal is to mobilize people to make a contribution to a just and poverty-free world. Cooperation: Oxfam Novib works at the national level with other Dutch development organizations, private initiatives and the corporate sector. At the international level Oxfam Novib works within the context of Oxfam International and with governments, international organizations, civic organizations and the corporate sector. Microfinance: Oxfam Novibs core objective is that micro finance is used in such a way that it contributes profoundly to improve income and to overcome the injustice, faced by the millions of people living in inhumane conditions across the world. Oxfam Novib is the publisher of Onze Wereld (Our World), which is a main Dutch monthly magazine on globalization issues. PLAN Netherlands
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PLAN Netherlands was founded in 1976 as Foster Parents Plan Netherlands (FPP). During the eighties the organization changed its focus from direct aid to children and their families to structural aid for communities. In 1999 FPP became an official CFO and two years later the name was changed into PLAN Netherlands. PLAN's vision is of a world in which all children realize their full potential, in societies that respect peoples rights and dignity. PLAN believes the answer lies not in handouts, but in building the foundations for long-term, sustainable improvements in the lives of children and the communities in which they live. PLAN's projects can be grouped into five key areas: Building relationships -or the right to listen and to be heard-. Plan seeks to create a worldwide community sharing a common agenda for development that focuses on children; Health -or the right to grow up healthy-. Plans health projects cover a broad range of areas, such as projects to immunize children against disease, to train medical staff or build a health centre; Livelihood -or the right to an income-. Projects in this area target the root causes of poverty to ensure that the families' improved financial position leads to increased economic and social benefits for their children; Habitat -or the right to a decent place to live-. Plan helps communities provide themselves with the resources they need to create decent living conditions, such as a constant supply of clean water, secure housing, lighting, roads and bridges; and Education -or the right to learn: Plan works to ensure that children, young people and adults get the basic learning and life skills they need to realize their potential and contribute to the development of their communities.

Terre des Hommes Netherlands (TDH Netherlands) The Terre des Hommes movement was founded in 1959 in Lausanne (Switzerland). Subsequently, Terre des Hommes groups were created in various countries. In 1966, they joined together to form the International Federation Terre des Hommes which links ten national organizations in Europe and one in Canada. Over the years, the activities of the Terre des Hommes movements evolved from an initial concept of assisting individual children towards a community based approach. The present trend is to address the causes of the problems that affect children, whilst respecting local cultures. The Dutch branch of Terre des Hommes, founded in 1965, fully subscribes to the Charter of the International Federation, including the article not to interfere with and not to be influenced by
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political and religious motives. The objectives of TDH are to provide effective, rehabilitation and care for orphans and homeless children and medical treatment in developing countries. TDH mainly funds small-scale projects in developing countries that strive to bring sustainable improvements in the local living conditions of children. Primary Areas of Work Through local non-governmental partners, TDH provides funds for a wide variety of activities such as basic education programs, primary health care, mother and child care, health/education/preventative health programs, vocational training, income generating projects, feeding programs for malnourished, shelter for homeless and abandoned children, special programs for deprived/disabled children, assistance for children who are victims of war and violence, action against child labor and support for neglected children. Besides supporting projects in developing countries, TDH also works to raise awareness and change attitudes and behavior among the Dutch public. In 1996, TDH launched the campaign Stop Child Prostitution to create public support in the Netherlands to combat these violations of children's rights. The aid provided by TDH to children in developing countries is underpinned by campaigns designed to place children's rights in an international context. Q3) How do this companys human resource policies work to support their business activities? Attendance and Time off Attendance policy is the back bone of organizational discipline which must be strictly respected. Punctuality can be used as a tool for employees performance appraisal.

1. Office Timings Official working hours for CORDAID Pakistan offices are as follows: Monday to Friday 08:30 a.m. 05:00 p.m. During the month of Ramzan 08:00 a.m. - 02:00 p.m. Lunch break Monday Thursday 01:00 p.m. 01:30 p.m. Lunch break on Friday 01:00 p.m. 02:00 p.m. CORDAID Pakistan offices will remain closed on Saturday and Sunday of every week, and on all national, religious and public holidays, as notified by Government of Pakistan. The annual gazette Circular regarding Public and Optional Holidays from the Internal Division, Ministry of Interior will automatically become the part of the policy each year.
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The official working week for CORDAID Pakistan Islamabad Office is 40 hours / 5days per week with 30 minutes per day for lunch based on schedules established by the management at each sub-office. Drivers, cooks, cleaners / care taker and guards (salary band 1 & 2) shall work to a maximum of 48 hours per week or as assigned by their supervisor. 2. Exceptions to Office Timings There can be certain exceptions from routine office timings which might arise due to certain circumstances or certain nature of job. Following will be treated as exception to timings: Senior staff may be requested to work on weekends in order to address any back log of workload or to meet certain target and goals. During field missions, certain goals are to be achieved out of the routine office timings. If necessary, field staff may have to work longer hours in field, while observing the security guidelines. Working hours of guards, drivers, and cook, caretaker and non-regular staff working in shifts are determined by the logistic officer up to a maximum of 48 hour week. For all staff, office hours do not include travel to and from place of work. Staff must be at their place of work on commencement of office timings. 3. Recording of Attendance Staffs arriving for work is to sign the Attendance Register placed at the Reception. The HR Department will remove the register at 9:00 a.m. and: Mark absent employees as A Takes a round of the office to cross check whether employees marked present are actually at their place of work.

Late-comers record their time of arrival in the Register in the HR Department. Such entries are circled in red. Employees who are unlikely to attend office due to reason (illness, emergency at home etc) are to inform the HR Department and his/her immediate manager by phone or through SMS before 9 am. The HR Department and Line manager will inform the incumbents Head of Department/Supervisor. Employee has to inform the HR Department/their line manager personally; no message coming from any other employee will be accepted. 4. Short Leaves Employees are discouraged from taking time off during office hours for personal work. In cases of emergency, employees may take short leaves of up to 4 hours with prior written approval of the concerned line manager. Three short leaves are treated a full days leave. To avail short leave, the concerned employee:
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Fills in a Leave Application Form, specifying reasons. Presents the Application to his line manager for approval. Proceeds on short leave In field Offices, applications will be signed and approved by respective Project Manager / Coordinator Signed form must be sent to HR Department

The HR Officer will post the application in attendance register and retains the application in short leaves file. At the end of the month, the short leave reviewed by HR Department and converts short leaves into full leaves, applying 3=1 formula. 5. Time Sheets Employees assigned to work on funded contracts from different sources are instructed to maintain Time Sheets. The HR Officer shall arrange for circulation of the Time Sheet form to all employees on the first working day of every month. The employees must log their time deployed on various activities performed on daily basis. Employees are required to submit their completed Time Sheets, duly signed by their line manager, to the Finance Officer as a precondition for payment of salary. 6. Flexible hours Employee may occasionally need their work schedule to be flexible. Upon approval from their line manager, employees may vary their scheduled work during the week and make up the time during the same week.

Leave policy Leave is mainly designed to allow staff to rest and recuperate from the stresses of work or to cover absences from work due to illness or other factors. Leave application must be submitted at least 15 days in advance, so as to enable the respective supervisor/department head to make arrangements during his absence. Leave Application Form (Annex 6) shall be filled for every instance of leave availed. The leave must be recommended by the line manager and approved by the Administrator and shall be passed on to the HR Department who keeps a record of all leaves availed by each employee. Failure to submit leave forms for absence from work is treated as misconduct. It will not be possible to grant leave to all staff of the same category at the same time (e.g. guards, drivers). Leave will be approved for the first person to have submitted an application. Leave should be availed during the current year. Remaining leave of the previous year may be
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carried forward into the current year depending upon the discretion of respective Program Manager and approval by Program Coordinator/ Administrator. Leave balances are not encashable. During periods when there is little work to be done (e.g. due to a shortfall in funding) staff may be required to utilize their accumulated leave balances. If staff is required to work on a public holiday or week-end, they are entitled to take the same time off in lieu (Refer 4.10 Compensatory Leave). This should be requested in the same way as ordinary leave and approved in advance by the Program Coordinator/Administrator. 1. Annual Leave In general, contracted employees are entitled to 2 days annual leave per completed month of service. This makes a total of 24 leave days per completed year of service. For contracts of less than one year, two days per month are granted. For contracts of one month or less, no leave is granted. Leaves can be availed in probationary period. Annual Leaves must be requested 14 days in advance. Unused Annual Leave of the current year may be carried forward to the following year. Cumulative carried over leave cannot exceed 30 days. CORDAID do not have the policy of leave encashment. Unused annual leave will not be paid out in cash. The approving authority may authorize 'leave in advance' at the request of the employee. Such leave if granted will be adjusted against the leave credited to the employee at the end of the year/contract. Employees may resume duty before the expiry of their applied leave period and adjustment will be made to their original applied leave days. CORDAID Pakistan has the right to recall an employee from their leave and the unspent balance of leave is cancelled and credited to his leave account. Annual leave may not be taken in continuation of sick leave. Any period of sickness during their annual leave will not be treated as sick leave but will be treated as annual leave. 2. Sick Leave CORDAID Pakistan recognizes the need for employees to be absent from work for reasons beyond their control, such as in situations of sickness or hospitalization, or due to illness or injury as evidenced by written statement from a registered Medical Practitioner. Medical certificate from a registered Medical Practitioner (at least M.B.B.S.) is required in the case of sick leave for more than 3 days.

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In case of medical leave, the employee concerned must immediately inform his/her line manager and the HR Department on before 0900 hours on the same day, either through telephone, sms or email. The Administrator shall approve the leave on the basis of employees track record of employee on sick leaves. In certain cases, the leave can be disapproved and leave shall be considered absence without pay. All employees are granted time off at their normal rate of pay for personal illness or non-job related injuries for up to 10 days per year. Sick leave cannot be accumulated. An employee who is absent, claiming sickness that is not certified by a licensed physician or medical officer, or which is certified but for which no evidence is presented, shall be considered to be absent without permission or without reasonable excuse and will be ineligible for sick leave pay. 3. Extended Sick Leave In case of prolonged illness, extended leave is considered, depending on the merits of each case. Any staff member requiring extended sick leave must be examined by a doctor approved by the Program Coordinator. If the medical evidence is approved and the employee is confirmed to be unable to attend work, the employee may be eligible to take up to 22 working days of extended paid sick leave in addition to the 10 days per year sick leave allowance. During the first month (22 working days) of sickness the employees monthly salary will be fully paid on receipt by CORDAID of a recognized sick note or medical/hospital certificate. After this period of extended paid sick leave, an employee who is unable to return to work will have their salary reduced to 50% of the full amount. The employee is entitled to a maximum of two months on half pay, following the period of extended sick leave. Following the period of two months at half pay, the employee will no longer be entitled to any salary from CORDAID Pakistan and the absence will be classified as leave without pay. CORDAID reserve the right to terminate the employees contract if it seems likely that there will be no improvement in the employees health condition. 4. Maternity Leave Female employees are entitled to maternity leave with full pay up to a maximum of 12 weeks, of which maximum of 2 weeks may be taken prior to confinement. Entitlement is subject to the following conditions: Female employees are entitled to a maximum of 2 maternity leave allowances during employment. Should a female employee wish to take more than 60 days leave during maternity, the excess shall be treated as sick leave, and annual leave up to a maximum of 18 days, but not extended sick leave. Maternity leave is granted on presentation of a medical certificate, certifying pregnancy and indicating the expected delivery date.
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Maternity leave cannot be accrued nor is any financial compensation in lieu considered by CORDAID Pakistan. Female employees on probation are entitled to maternity leave. 5. Paternity Leave Male employees are entitled to a paternity leave with full pay up to a maximum of 3 calendar days. Entitlement is subject to the followings: Male employees are entitled to a maximum of 2 paternity leave allowances during employment. Should a male employee wishes to take more than 3 days leave during paternity, the excess shall be treated as annual leave up to a maximum of 18 days. Paternity leave is granted on presentation of a medical certificate, certifying pregnancy of the spouse and indicating the expected date of delivery. Paternity leave cannot be accrued nor is any financial compensation in lieu considered Male employees on probation are entitled to paternity leave. 6. Bereavement Leave On the death of the employees child, spouse or parents, the employee may take up-to a maximum of 3 days of mourning leave from the date of death according to the needs and rituals of the family. On the death of a relative not mentioned above, mourning leave may be granted on a case by case basis, to be decided by the Program Coordinator/Administrator in accordance with Pakistan mourning customs and traditions. Informal requests for Mourning Leave must be made through the line manager to the Program Coordinator/Administrator indicating the probable date of return to work. . Recommendation must be given by the line manager and approved by Program Coordinator/Administrator. The employee must submit a Leave Application Form upon returning to work. Mourning leave is neither accrued nor will be financially compensated. CORDAID Pakistan allows iddat leave to a Muslim female married employee following the death of her husband or in case of divorce from her husband. 4 months and 10 days with half pay will be allowed for iddat leave. 7. Marriage Leave CORDAID Pakistan Employees are entitled to 5 days leave for their own marriage. 8. Other Compassionate Leave
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CORDAID Pakistan Employee may be availed a compassionate leave up to 3 full paid days in the event of a marriage of their brother, sister or child, or in case of sickness of their own child. 9. Leave without Pay Employee absent without approved leave are considered to have left their job if they are absent for a period of more than 14 days. This also applies to staff, which has taken leave and has not return to their duty station for more than 14 days after the return due date.. Employees who are absent without leave are not paid for their absent days, irrespective of the period for which they were absent. Unpaid or partially paid leaves shall be applied through the employees line manager describing the reasons for such leave. Approval for such leave is up to the respective line managers discretion. 10. Compensatory leave Employee may be granted compensatory leave if they are required to work on Public holidays or weekend with the approval from the Program Coordinator. In the cases where employees are required to travel for business or work over a weekend, they may be granted compensatory leave at the discretion of their supervisor. 11. Public Holidays Every employee shall be allowed ten days festival holidays in a year, or as declared by the Government, with full wages. CORDAID observes all public, national and religious holidays according to gazette circular from the Government of Pakistan, Ministry of Interior.. 12. Haj Leave Paid Haj Leaves of 40 days can be availed after 3 years continuous service with CORDAID Pakistan. 13. Compulsory Annual Leave Program Coordinator and Administrator may decide to close the office on the working day that falls between the official Public Holiday/s and/or the weekend. On this occasion, employees may be asked to take a compulsory annual leave. This compulsory leave day will be deducted from their respective leave balance. 14. Leave Encashment All employees are encouraged to avail their annual leaves. Employees who have been refused leave by CORDAID Pakistan due to exigencies of work is permitted to accumulate leaves that would otherwise lapse. Prior written approval must be obtained from the Program Coordinator/Administrator. Leaves are not en-cashed in any case, except on final settlement of account of staff leaving services of CORDAID Pakistan due to contract termination.
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Salaries policy CORDAID Pakistan seeks to operate a fair and equitable pay and reward system whereby all employees are remunerated in accordance with the contribution they make towards achieving organizational objectives. CORDAID Pakistan institutes a salary structure that consists of bands, grades and steps for the various categories of its employees. The salary structure comprises basic salary and other allowances and benefits (Transportation Allowance, Accommodation Allowance (for non locals) and Hardship Allowance). Islamabad based staff members will only receive the transportation allowance. Field staff may be eligible for all the three types of allowances. Employees are remunerated in accordance to the salary structure and allowances as approved by CORDAIDs headquarter. The salary structure will be reviewed every 12 months to determine CORDAID Pakistans competitiveness within similar INGOs (same work scope) in the market and revised if considered necessary. CORDAID Pakistan strives to meet the average salaries offered for similar position in other organizations. Salary increases will be based on a bi-annual performance appraisal process. Salary Determination Procedures In general, Program Manager/Line Manager in consultation with HR Department may recommend the salary level of a new hire in accordance to the applicants experience and qualification whilst ensuring reasonable equity across departments and locations. Program Coordinator and Administrator to provide final approval for the recommended salary. i. Salary Administration a. Salary Bands / Grades Structure The approved salary grid with bands/grades structure comprised of benchmark positions; and specifies the minimum and maximum amounts payable for a particular position and identifies the salary range and position applicable to those responsibilities. Each position is evaluated on specific criteria that determine their respective salary levels. Positions are placed in one of the bands on the basis of job description provided and final approval by the Program Coordinator and Administrator. b. Entry Ranges Each band/grade has a clear minimum and maximum salary steps. Individuals hired from external sources normally start at a salary within the range of Grade 1 - 4 of the salary Band designated for that position, corresponding to their experience/qualification and salary history. ii. Annual Increase

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Salary increase will be subject to the performance of the employee, which will be evaluated by a formal Performance Appraisal System (PAS). The Performance Appraisal shall be conducted on a bi-annual basis and must be based on the respective employees. The salary increase will be decided by the management based on the performance grade/scoring achieved by an employee in his/her performance appraisal. An employee who demonstrates an outstanding performance may receive a higher percentage than an employee who meets the minimum job responsibilities. The increment in a particular band cannot exceed the maximum upper limit of the pay scale for that particular band. iii. Salary Ceiling / Capping Employees who reach the maximum level of their salary band/grade/steps will not be eligible for any further salary increases unless promoted to the next band. iv. Salary Payment Salary is paid on monthly basis on the pre-decided specified date of every month. If for some reasons the last working day of an employee is earlier than the last business day of the month, the salary of the respective employee may be paid earlier. All salary payment must be approved by the Program Coordinator and Administrator. Monthly salaries will be automatically deposited into the employees bank account on last working day of the month. The employee is responsible to notify finance department regarding the details of their bank account and any changes that may occur. In case where employee is not able to open a bank account due to non availability of banking system in their area, payment of salary will be made in cash or through crossed cheque. 1. Salary Scales and Structure CORDAID Pakistan uses the combination of Bands, Grades and Steps method for its construction. Band: Grouping of several related jobs into one band. This method describes the number of hierarchical levels within the organization. The number of bands required to compose this structure is determined by one or more of the factors below: skill and responsibility job family the number of supervisor-subordinate relationships

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Grade: This method is used to allow appropriate salary increases in compensation for quality of performance and/or length of service. Grades within a band are divided into 14 steps to allow the employee to move within their band as they progress in their jobs. Methodology CORDAID Pakistans Salary Structure 2010/11 sets out the different levels of salary for positions, or groups of positions, by reference to: external relativities, via surveys of other INGO their relative internal value, as established by position evaluation where appropriate, negotiated rates for the position

2. Benefits and Allowances In line with other organizations and also acceptable Pakistan employment practices, benefits and allowances will be added to the basic salary in the structure. 2.1. Health Insurance

CORDAID Pakistan offers a comprehensive health insurance for its employees and their dependants who cover routine OPD facilities and hospitalization. Dependants are defined to be the spouse and the unmarried children of below 22 years of age. CORDAID Pakistan also offers a life insurance policy to its employees. Both the insurances are negotiated with any reputed insurance companies and best and most economical policy is arranged for employees. Claims for reimbursement of medical bills from insurance company must be submitted to HR Department to be forwarded to insurance company under the organization seal and stamp. The employees shall make sure that all the medical bills are arranged and presented to the insurance company according to the requirement of insurance companys procedures and according to the insurance policy terms and conditions. CORDAID Pakistan will not be responsible for any claim if rejected by insurance company. The claims can be rejected by the insurance company on submitting the incomplete documents of the reimbursement case, non-declaring of persisting health conditions at the time of hiring or any other factor not acceptable for insurance company under the terms of insurance policy. 2.2. Life Insurance

CORDAID provides insurance coverage to its employees insurance coverage up to 10.000 USD. Refer to Life Insurance Policy. 2.2.1. Exceptions to General Rules of Insurance
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CORDAID accepts no responsibility for death, disability, or injury, whether at work or not, that employees sustain as a result of:

Being under the influence of alcohol or drugs. Disobeying a direct instruction from their direct boss. Reckless or illegal behavior. Disobeying the CORDAID Pakistan security policy.

For the purposes of compensation for death, disability or injury, employees will be regarded as being at work: When they are physically at their place of work. When they are carrying out a task that they have been assigned. When they sustain death, injury, or disability at any time where it may reasonably be assumed that they suffered this injury, death, or disability as a result of their work for CORDAID, is including during an eventual evacuation. Insurance for injury, death or disability outside of work or travel to and from work is the responsibility of the individual employee.

Insurance Companies do not normally provide coverage to persons above 64 years of age. However, CORDAID Pakistan insurer may continue life insurance on a case-by-case basis for employees over 64 years but this cannot be guaranteed. Group life insurance is provided to regular full time and part time staff working more than 50% of the full time as well as intern. Terms and conditions are available by contacting HR. 2.3. Travel Related Expenses

CORDAID Pakistan meets actual travel and accommodation costs incurred by employees on official duty outside of their respective duty station. 2.4. Field Travel, Food and Accommodation Costs

CORDAID Pakistan will arrange transportation for field trip to all staff. In certain cases CORDAID Pakistan may require the staff to arrange transport for themselves and the actual bills for transportation shall be reimbursed. Staffs have to follow the logistical details as per Logistic Manual to fulfill the documentation and approval flow of the transportation for field. Staff may request for travel advance to cover for their travel expenses. On completion of the mission, staff should settle their travel advance within the first week of completion of the mission (Annex 10). In case of multiple travels, a separate advance should be taken and settled for each travel separately. In no case any advance shall be provided unless earlier advance has been settled. Mixing up of advances with multiple travels is highly discouraged.
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Accommodation and daily food cost is reimbursed on actual bills according to following ceilings. No fixed allowance is paid without invoice. Daily Meal Allowance Rs 800 (estimated 200 breakfast, 300 lunch, 300 dinner) CORDAID will provide transportation facility to the participants to attend trainings In case of any contingency the Line Manager can recommend any other arrangement keeping in mind the female staff separate arrangement 2.5. Meals at Office

CORDAID Pakistan provides a subsidized lunch facility at its offices. The facility is managed by a kitchen in the office, a staff cook. Staff is required to contribute to the lunch cost. Lunch cost of support staff i.e. driver, cook and guards shall be contributed by the office equal to the staff contribution. Support staff on duty during the evening or on weekends shall arrange food for themselves and the cost of it shall be reimbursed by CORDAID.

2.6.

Accommodation

Drivers on duty shall be provided accommodation in the drivers room of CORDAID office. 2.7. Pension Fund

CORDAID Pakistan shall contribute to the national pension schemes i.e. EOBI (Employees Old age Benefits Institution) on behalf of employees to the extent of mandatory employers contribution under the Labor Laws of Pakistan. Staffs are responsible to settle their claims with the pension institutions. CORDAID Pakistan will be willing to facilitate the forwarding the claims to the pension institutions. Any in-house mutual employees pension scheme shall be decided on with the mutual agreement of the staff. CORDAID Pakistan shall contribute to any mutual employees depending upon the cost and the availability of the budget. 2.8. Redundancy

CORDAID Pakistan is dependent upon donor funding for the payment of salaries of its employees. It is possible that when funding is exhausted, some staff may have to be declared redundant. When project funding comes to an end with no prospect of further funding, staff will be given as much notice as possible, but not less than one month. 2.9. Eid Bonus

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50% of salary will be paid on both Eids. Eid bonus will only paid to those employees who are confirmed employees at the day of processing of the payroll. Eid Bonus will be calculated on a pro rata basis based on the number of months the employee has been with the organization. 2.10. Overtime

Overtime will not be paid in cash. Compensatory Leave (day in lieu) will be awarded to staff who are required to work in excess of their normal working hours. 2.11. Office Pick & Drop

Based on Security reasons, upon recommendation by the Program Coordinator, pick and drop service may be provided to the female staff. In this instance, transport allowance will not be provided to the respective staff. 2.12. Housing Allowance

Applicable to CORDAID employees who are not resident of their duty station in:

Shangla - Rs. 5,000/month Kohat Rs 5,000/month Islamabad N/A Transportation Allowance

2.13.

Transportation allowance of Rs 3,000 per month will be provided to each staff. In the case where staff are provided with a pick & drop facility, this allowance will not be applicable. 2.14. Hardship Allowance

Hardship allowance of Rs 3,000 per month will be provided to all CORDAID staff at Shangla and Kohat duty stations. 2.15. Mobile Phone Allowance

CORDAID Pakistan provides mobile phone credits to be utilized for official phone calls. Rp 500 mobile phone credits per month may be provided to respective employees. Additional credits may be obtained with approval from the respective Program Manager. 2.16. Staff saving scheme

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Employees have the option to contribute to the Staff Saving Scheme. The saving scheme will comprise of 9% employer contribution and 9% employee contribution. The accumulated amount will be paid out at end of their respective contract. Consideration may be given for an Emergency payout, on a case by case basis. 2.17. Gratuity

Gratuity shall be paid to all eligible employees of the CORDAID equal to one-month final gross salary of that employee for each completed year of service or any part thereof in excess of six months. Gratuity shall be paid at the termination of employment for employees who have worked for more than six months. 3. Salary Disbursements In general, salaries of staff are remitted into their bank accounts in cities where adequate banking services are available. CORDAIDs Finance department can facilitate a corporate banking arrangement for transfer of salaries but all the costs (if there are any) shall be incurred on the employee account. Staff with salaries under Rs.10,000 or equivalent may request to be paid in cash. Employees shall be issued monthly salary slips where all the calculations are reflected for net salary transferred to the employees bank account. Salaries are paid in the local currency. The Finance Officer shall prepare the monthly payroll report where leave balances, income tax deduction, advances or any other addition and deletion in the salary will be reflected. Any addition or deletion of employees together with information regarding leaves shall be advised by the HR Department. The payroll report shall be approved by the Administrator and Program Coordinator. Salary slips shall be prepared by the Finance Officer and issued to the staff. On the basis of the payroll report, Finance Officer shall make a collective letter to the bank requesting the transfer of salaries to the employees respective bank accounts. 4. Staff Loan and Advances No staff loans are permissible under the CORDAID Pakistan financial procedure. Staff can request advances to be spent for organizations activities, which is to be settled after the activity is performed. Any outstanding advance against an employee at the time of salary payment date shall be deducted from their salary. 5. Increments, Promotions and Demotions All employees salary progression will be based upon their performance appraisal. 5.1. Increments
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Increment will be driven by the aggregate score achieved in the appraisal process. Increments by step are linked to the performance appraisals of employees and vary in amount or percentage from one employee to the other, depending on their respective performance levels. Recommendations for salary increments are made by the immediate supervisor of the concerned employee as part of the annual performance appraisal. These recommendations require approval from Program Coordinator and Administrator. Increments (or merit increases) are granted only to those employees who are on payroll of CORDAID Pakistan, whose positions have been assigned to appropriate salary ranges, and whose titles appear on the approved position classification. Salary increases are not automatic and are granted on the basis of employees effectiveness, accomplishments, demonstrated competence and superior performance in his present job assignment. 5.2. Promotions

Promotions from one grade to the next higher grade are not automatic. Departmental Heads / Immediate Supervisors may recommend a promotion of their sub-ordinate. Program Coordinator and Administrator are to approve this recommendation. An employee may be considered for a promotion when: - The employee is assigned or transferred to a position of substantially greater responsibility, or - If the current position is reclassified upward in recognition of changed and enhanced duties. On promotion, salary is fixed as under: a) If the present basic salary of the promoted employee is less than the starting basic salary of the new position, the new salary level shall be fixed at the minimum of the new position plus one additional increment. b) If the employees current salary level i is equal to or higher than the initial pay of the new position, the new salary will be fixed at the next higher stage, so as to allow a minimum benefit of one increment in the new level. 5.3. Demotions and Reversions

An employee may be reverted to their original position if the new role to which the employee was allocated has been made redundant or due to lack of adequate level of performance. This rule will also apply where an employee temporarily assumes the responsibilities of their immediate supervisor during the supervisors absence, due to leave or retirement/resignation. Upon the return of the respective supervisor, or the recruitment of a new supervisor, the employee will revert back to their own position. An employee may also be demoted to a lower grade, due to misconduct. 6. Temporary Duty Assignment / Work (TDA):
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Temporary Duty Assignment only applies in a situation where an employee is required to undertake the duties of a temporarily vacant position. The employee on temporary duty assignment may be compensated with a bonus. The bonus amount will be decided at the discretion of Program Coordinator and Administrator. TDA bonus does not apply to employee covering the duties of another staff during leave period. 7. Performance Bonus An extra ordinary performance bonus may be awarded to an employee if required. Clear and concrete justification will be required for awarding the bonus. Bonus may be awarded to an employee based on democratic discussions within line management meeting. Amount of the bonus is to be decided by the senior management.

Performance Appraisals CORDAID Pakistan institutes a bi-annual employee performance appraisal to measure employee performance in a fair and transparent manner. Performance objectives are set in line with the respective employees Job Description together with the mission and objectives of the organization. In order to ensure that the targets set are realistic and achievable, both the employee and the supervising manager should jointly establish targets to be achieved. Performance appraisals are carried out bi-annually by the immediate supervisor using Result Oriented Agreement form. The completed forms together with recommendations for increment / promotions / extension of contract etc. must be sent to the HR Department for processing. A special performance appraisal can be carried out for an employee if necessary. Such need can arise where there is a change in the duties of an existing employee due geographical relocation, promotion or a change to the organizational strategies. The appraisal process is essentially a subjective process and opinions can differ on any aspect being considered. Recognizing this inherent drawback, CORDAID Pakistan seeks to reduce the element of bias by subjecting all forms to be reviewed by the Program Coordinator and Administrator. 1. Development Planning The purpose of development planning is to devise specific plans and programs for the employees development within the organization. For this purpose the HR Department, in consultation with the respective Program Manager, identifies skill gaps and subsequently training needs for individual employees. The objective of Development Planning is to assist the employee
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in improving their performance, as well as to develop their potential for advancement towards positions with greater responsibilities. 2. Management of Poor Performance While all employees are expected to perform at a satisfactory or higher than satisfactory level, CORDAID Pakistan realizes that there may be situations where the performance of one or more employees may fall below the required standards. It is important that supervisors and department heads realize their responsibility in the management of poor performance, and employees are given encouragement and assistance to improve and meet the required minimum standards. However, if after repeated supportive efforts, an employee fails to perform up the required standard, the respective line manager is responsible to take an executive decision regarding the employees employment status. The procedures below should be followed in the management of employees poor performance: 2.1. First Performance Review

The supervisor discusses the reason for shortcomings in performance with the concerned employee. A plan for performance improvement is outlined, together with the concerned employee, and the supervisor confirms a date on which to again appraise the employees progress. This will assist the supervisor in determining the success of the improvement plan. 2.2. Second Performance Review

In order to gauge the success of the initial performance improvement plan, the supervisor again reviews the employees performance on the date agreed. If the employees performance has not improved, the employee is informed of the seriousness of the event, which may lead to termination of his services. 2.3. Third Performance Review

The purpose of this review is to give the employee a final chance to improve their performance. Should the line manager conclude that the employee concerned does not have the required abilities to perform the job efficiently; they must inform their respective Program Manager. The line manager may recommend the employees contract to be terminated on grounds of poor performance. 3. Termination of Employment The authorized officer conducts a detailed investigation into the case, including the adequacy of action taken to assist the employee in improving his performance. The related employee must be given the opportunity to defend their case. Should the authorized officer conclude that the
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employee is unlikely to improve or reach the desired standards, termination of employment on grounds of poor performance follows. The reason and procedure for the review are explained clearly to the employee by the line manager. In addition, the line manager must appropriately prepare for the performance review meetings and ensure that the interview is conducted in a structured and transparent manner. The employee must is given a chance to defend their case and put forward any mitigating reasons for poor performance. The reasons put forward by the employee must be understood and considered carefully before termination of service is affected. Termination Letter will be issued by the HR Department, once a decision has been taken. Original letter will be provided to the employee and a copy of the letter filed in the HR department.

Grievance Handling CORDAID Pakistan strives to provide employees an open and fair environment to work in. It encourages feedback, comments, and healthy criticism from employees concerning any aspect related to their jobs or work environment. In most situations the feedback or complaint is communicated and dealt with in an informal manner. On more serious matters, or where such informal means are not effective in resolving the issue, CORDAID Pakistan offers a formal Grievance Handling System for employees to seek redress of their grievances related to their employment. This procedure does not need to be used in all circumstances. The formal procedure is avoided in cases where informal discussions and dialogue with the supervisor would work just as effectively. Employees are encouraged to first resolve the issue with their immediate supervisor. The grievance procedure cannot be used for grievances on issues which are a matter of CORDAID, Pakistans general policy, e.g. compensation, working hours or other collective issues. Vexatious use of the grievance procedure is strongly discouraged. 1. Stage I Employees with any grievance shall at first try and resolve the matter with their immediate superior. This need not be in writing, however should be clearly supported by facts before presentation to the concerned officer. The officer concerned shall investigate the issue and give a reply within three days to the employee. If the grievance is about the employees own reporting officer, the employee shall take it up with the reporting officer's superior in writing. The concerned employee will be given a reply within one week from the date of reporting the matter to his reporting officer's superior. 2. Stage II
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If the employee is unable to get a satisfactory response, the employee may refer the grievance in writing to the department head supported by available facts and information. The Head of the Department will verify facts pertaining to the issue and take the matter up with the concerned officer. The Head of the Department will then respond to the grievance within 5 working days of receiving it. 3. Stage III If the employee does not get a satisfactory response from the Head of the Department after Stage 2, the employee may request the Program Coordinator for a meeting with a copy of the original grievance. The Program Coordinator will hear the grievance from the employee in a formal meeting, within a week. The Program Coordinator will take a decision with consultation of the Administrator. Separations CORDAID Pakistan has the right to terminate the services of employees failing to meet minimum standards of performance, or found guilty of misconduct. CORDAID Pakistan is obliged to provide the required minimum notice period to employees terminated for reasons other than misconduct. In the case of a probationer, services can be terminated with 24 hours notice by either side without assigning any reason for the termination. In case of permanent staff, services can be terminated through voluntary separation or involuntary termination/dismissal. A termination letter, explicitly stating the reason for the action taken, will be issued in each instance. CORDAID Pakistan or the employee may terminate the employment by giving the other party the requisite notice as per contract. This notice may be given at any time during working hours on a working day. The day on which the notice is given is included in the period of notice. CORDAID Pakistans employees whose employment has been confirmed and who wish to leave the CORDAID Pakistans service are required to give notice of at least one month. The Competent Authority may accept it with immediate effect or from any time before the expiry of notice period against payment of salary for the unexpired portion of notice period. 1. Probation Period During the probation period, either party may terminate the contract at any point. No notice is due by either party. CORDAID is obliged to pay only the days actually worked calculated according to the agreed salary rate. The employee is entitled to all the benefits during probation. After the probation period the probationers performance shall be evaluated using the job performance evaluation form. Based on this evaluation, the probationer may be:
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Confirmed Placed on further probation, for a period up to a maximum of 4 months, or Terminated

2. Termination by Employee: Resignation and Mutual Consensus Once the probation period has been served, employees must provide 1 month notice in writing (a resignation letter) to the CORDAID Program Coordinator before leaving the position. Failure to do so will result in the employee having to pay the full value of 1 month notice in salary and allowances. Upon their departure, CORDAID will: Pay salary for the days worked Pay salary for notice period Give payment for any paid leave still due Issue an employment certificate and recommendation letter Provide full and final payment (settlement of outstanding balance certificate is given and discharge of liability form)

3. Removal from Service by Employer CORDAID can remove a regular employee from service due to reasons of re-organization, CORDAID functioning, readjustment of work, reduction of activities or programs etc. The decision is made at the discretion of the Program coordinator. Upon departure of the employee, CORDAID will: Pay salary for the days worked Give one months notice or one months pay in lieu thereof Give payment for any paid leave still due Issue an employment certificate and recommendation letter once their CORDAID card has been returned Provide full and final payment (settlement of outstanding balance certificate is given and discharge of liability form)

4. Disciplinary Dismissal Once the probation period has been served, CORDAID must give the employee 1 month notice if they want to terminate the employment contract. Grave or serious misconduct may lead to immediate dismissal. On the departure of the employee, CORDAID will issue a dismissal letter to the employee with the reasons and date for termination of the employment agreement Pay all outstanding payments (paid leave still due will not be paid in cases of serious and/or grave misconduct) up to date of termination after employees have signed a settlement of outstanding balance certificate.
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Issue an employment certificate once the CORDAID card has been returned For all contract termination, the employee will return all CORDAID property, such as ID cards, clothing and tools, mobile phones, reports and records, etc. before the final payment. An employee, who has been convicted by a court of law for any criminal offence involving moral turpitude, will be removed from service forthwith. No notice of termination of service will be necessary in such cases. Willfully with-holding or giving incorrect information relevant to employment at the time of appointment will render the employee liable for removal from service or other suitable disciplinary action as decided upon by the Program Coordinator. CORDAID Pakistan reserves the right to dismiss any employee without any notice, who in the opinion of the competent Authority is guilty of misconduct. The employee charged with misconduct shall be afforded an opportunity for explaining and defending his position. The decision will be taken only after an inquiry is held, and the accused is given an opportunity of personal hearing by the Authority. 5. Death The death of an employee will terminate his service with CORDAID Pakistan. To assist the family of the deceased employee, final settlement of account is expedited, and dues are paid within three days to the nominee of the deceased. 6. Retirement An employee shall be subject to retirement on reaching 60 years of age or being declared medically unfit. In exceptional cases where CORDAID Pakistan feels the necessity for retaining the services of an employee beyond 60 years of age, the Program Coordinator may grant extension of service beyond the age of 60 years, but not beyond 65 years of age. This may be due to non-availability of a substitute or replacement, and only on the basis of annual review of the need and subject to incumbent's medical fitness. 7. Re-Hire of Former Employees A former employee who has previously worked for CORDAID Pakistan, whose contract has been terminated and thus has no outstanding employee benefit rights, may be re-hired based on need. A rehired employee shall be designated a re-hire and not a re-instatement. Previous service with CORDAID Pakistan will not be considered when computing employment related benefits. 8. Administrative Procedures upon Termination/Retirement Upon termination of service or retirement, the leaving employee shall:
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Complete all work in hand and hand over charge to a colleague as instructed by his immediate supervisor, and sign the Charge Handover Report. Hand over all files, library books, documents, unused stationery, and other properties. Return Identity Card and other permits for cancellation. Return cash drawn but not utilized to the Finance Officer for adjustment of advance. Review and acknowledge correctness of balance payable by/refundable on the Charge Handover Report. Leave contact address/phone number with HR Department in case CORDAID needs to contact. The Administrator approves final settlement. Dues are collected by the employee him/herself or the person(s) listed on his nominees to collect his dues, in case of death. CORDAID Pakistan obtains a Discharge Receipt duly signed by employees nominees if the employee dies during employment. Staffs leaving CORDAID Pakistan are called for exit interviews before they actually leave. The interview is conducted by the supervisor. Staff Training and Development CORDAIDs objective is to provide employees with opportunities to acquire knowledge and develop skills through training, to the mutual advantage of the institution and the employees in order to: improve their performance in their present jobs prepare them for positions of increasing responsibilities provide them with personal satisfaction through on-job achievements

CORDAID Pakistan in a planned, coordinated and continues manner, seeks to develop the knowledge and skills level of its employees through training using both in-house resources as well as outside opportunities. 1. Orientation In order to familiarize employees with CORDAID Pakistans basic policies, procedures, formation, organization and programs, every new employee is given a short orientation on joining service. The process orients new appointees to: - A brief description of CORDAID Pakistans history - A brief description of CORDAID Pakistans organization structure with an outline of principal jobs and their responsibilities - An explanation of CORDAIDs HR policies, procedures and administrative details
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- An introduction to the department heads and other personnel with whom the incumbent will principally interact 2. Specialized Courses In order to keep abreast with new skills and techniques in subjects of interest to CORDAID Pakistan, courses may be recommended or organized in specialized fields. Such courses may be conducted either within the organization, or outside agencies, depending upon needs and availability of funds.

3. On-The-Job Training The best place for effective learning is on-the-job, i.e. employees learning the job by performing it under instructions and supervision of his superior. Where relevant, the department heads prepare detailed training/rotation plans for on-the-job training of all new appointees. The HR Department monitors the process. 4. Nominations for Training Training needs assessment (TNA) is conducted by line manger as a continuing activity covering all subordinate staff. TNA is driven by the annual performance appraisal process. Appraisal reports specially list areas in which employees need more exposure. Nominations are not made simply because an opportunity for training exists. CORDAID Pakistan does not stand to gain by nominating staff for training courses unrelated to their jobs. The Program Coordinator approves nominations involving line managers. The line managers approve nominations for their direct subordinate team. 5. Training Costs CORDAID Pakistan provides specific allocations for staff training in the annual budget based on needs identified through the annual performance appraisal process. Utilization of the budget for training costs is highlighted in the periodic budgetary performance reports. The Program Coordinator enquires from the line manager in cases where allocations remain unutilized for too long. 6. Feedback on Training Every CORDAID Pakistan employee nominated to a sponsored training program is required to formally provide feedback on the contents and benefits of the course attended. The feedback includes commentary on: - Specific aspects of value of the course
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- Direct application of training contents to the job at CORDAID. - Suggestions as to who else should be nominated to a similar course, wherever next available. 7. Performance Bond Employees nominated for training abroad are required to sign a bond committing to serve CORDAID Pakistan for a period of at least one year. In the event the employee wishes to leave before the bond period, the cost of training abroad is recovered as part of the final settlement.

No Smoking Policy Smoking is strictly prohibited in CORDAID Islamabad office buildings and working areas. Program Coordinator/Administrator may designate a separate room or area which may be used for smoking. Smoking is also prohibited in CORDAID vehicles, seminar rooms, conference rooms and halls. Apolitical Policy CORDAID is a non-governmental, non-sectarian, apolitical, not-for-profit development and relief organization working nationally and internationally without regard to sectarian or political considerations in areas where we work. It is, therefore, necessary for all Pakistan Country Office staff members, both individually and collectively, to abstain from any activity that may be perceived as aligning them or CORDAID for or against a sectarian or political cause, issue or faction. Alcohol and Drug Policy Pakistan Country Office maintains a work environment free from the harmful effects of alcohol and drugs. The unlawful manufacture, distribution, dispensing or possession of a controlled substance or alcohol is prohibited on the job, whether on or off Country Office property. Any employee, who indulged in such activities, will be subject to disciplinary action up to and including immediate termination.

Q4) Is the firm both socially responsible and ethical? Are there any incidents from their past that support/refute this?
Yes CORDAID is socially responsible as well as ethical. There are some programs which show that they are socially and ethically responsible. Socially Responsible
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Participation CORDAID focus on individuals, groups of individuals and peoples who are pushed again and again towards the edge of societies. CORDAID want to participate in their society and take control of their own lives. That is where CORDAID want to give their support. CORDAID want to cooperate with their community centers, social structures, the Church and local authorities, and join them in lobbying at international institutes. To encourage their initiatives, to strengthen capacities of especially youth and women, to help getting ones own voice heard, that is the bottom line. Its the only way to seize the opportunity together to increase participation in society. Minorities In many countries the basic civil rights of ethnic or religious minorities are violated. Minorities are very often poorly organized and lack political clout. Society does not regard them as valuable citizens, there is no social cohesion. Minorities are increasingly losing control over economic and natural property and have no access to basic services. Consequently the basis for their livelihood and lifestyle disappears. The often fragile or repressive states in which they live offer no safeguards for multiformity in lifestyles and cultures. Ethnic or religious groups such as Papuans or pastoralists vehemently resist discrimination by demanding space and respect for their own identity and lifestyle. They work at feasible alternatives for income and services. Within their own social context, they organize themselves in order to create sustainable institutions and tighten up (inter) national legislation and regulation. Slum Dwellers Urbanization brings with it pressure on basic services. Governments invest more in facilities for urban economic growth than in facilities in slum areas. The trend towards privatizing basic services makes them much less affordable for the poorer inhabitants. This leads to mass illegal siphoning off of water and electricity, which is accompanied by enormous waste, fire hazard and pollution of the environment. Slum dwellers ask social security and a better future for their children. This requires facilities such as secure tenure, housing, water, sewerage systems, sanitary facilities, waste collection systems and energy. Slum dwellers want to organize themselves and be acknowledged as discussion partners. Local governments and politicians must take them seriously while making decisions about their neighborhoods. The strengthening of local organizations and more say for poor people are central to urban policy. Improved access to basic services can only be realized in collaboration with other civil groups, governments, banks and industry. More than half of the inhabitants of the rapidly growing number of slum areas are children and youth. In deprived neighborhoods they face the same problems everywhere: lack of social
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support and education, and not only for the parents amongst them - lack of work and income. Urban administrators and adults make decisions about them, but without them. Young peoples initiatives are ignored by society, as a result of which young people have an increasingly negative self-image. In reaction many youth and children seek refuge in criminal gangs and vent their frustrations in violence both on the street and at home. Girls find it doubly difficult. Children and youth have their own ideas for the future and often know very well what is good for them. Women and Violence Violence against women is now internationally recognized as violation of human rights. Brave women testify in front of international forums, global womens networks keep gender agendas of politicians and private sector. But how, than by supporting local womens groups, do you reach in remote areas, in closed communities where too many benefit from a subordinate role of women. Where on one in three women are beaten, raped or otherwise The perpetrators are often known: partners, fathers, friends or neighbors. Also soldiers use violence against as a weapon of war. Society glosses over violence women by continuing to see it as a private affair, whereby the victims are left in silence and shame. And standards that legitimize the inequality between men women must change. This change process is not a matter woman alone, but must also be supported by men, parents, politicians and policymakers. Emergency Aid and Reconstruction In damaged societies CORDAID will be present and support the victims of natural disasters and conflicts by delivering coordinated aid of high quality. Our first objective is to save lives. But there are more goals to achieve. Prevention of disasters, strengthening of peoples resilience, peace building and the participation in long-term developments are as important. Disaster Prevention and Emergency Aid Disasters demand a rapid and adequate response. Acute emergency aid saves lives, but merely emergency aid is not an adequate response to natural disasters. These disasters are not only events that happen to people from outside. Natural disasters can rarely be controlled and the absence of rain cannot be influenced, but the consequences of disasters are less serious if people are prepared for them. The poorest population groups are the most vulnerable to disasters since they have few resources to invest in prevention and extra protection.

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By analyzing their situations themselves in terms of possible threats, by setting up early warning systems and by training disaster situations in collaboration with local governments and other organizations, groups can lessen their vulnerability. Balances of power can also change if poor population groups become more aware of their rights in national programs and budgets for preventing disasters. Most emergency aid is given by local organizations. By involving these organizations more in the risk analyses and by working on disaster plans in time, the number of victims among the poor population groups will be reduced.

Reconciliation and Reconstruction Since the end of the Cold War there has been a sharp increase in internal conflicts. These conflicts often involve a multiplicity of contending parties and often have strong regional dimensions. The conflicts result in a high amount of victims and large-scale violation of human rights. Increasingly conflicts are seen as a threat to the international stability because they are seen as connected to international terrorism. Societies have been heavily run-down by continuing conflicts. Social cohesion has disappeared and basic social services have stopped functioning. The reconstruction of a run-down society in post conflict situation is hampered by conflicting interests such as of ex-soldiers of different armies, (returning) refugees, displaced people, women, youth and children, who often have been abused and violated. Also opposing forces are often strong. The (illegal) conflict entrepreneurs scene is attractive for quick money and power: arms- and drug-trafficking, trade in minerals, and recruiting by rebel factions that are still active. Health and Well-being CORDAID dedicate their efforts to assure affordable and accessible basic health care for the poor. CORDAID support communities to enhance self determination for everybody. That is what they pursue with their partners. Through their lobby activities on national and international level, they want to make sure that the needs of medical personnel and the care for the most vulnerable groups will not be forgotten by decision makers. Access to Healthcare In most poor countries the accessibility, affordability and quality of health care is limited. Relatively speaking poor families spend a high proportion of their income on health care and, because of the costs, are able to make less use of the supply. Women suffer most in this situation since reproductive health care is often unattainable and unaffordable.
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In many countries the health care systems do not function properly. Public health care has to contend with a chronic lack of resources. The church health institutions find themselves forced to increase the patients own contribution, with the result that fewer people can make use of the services. In addition health care also has to contend with staff shortages. In East and this is intensified by the HIV/AIDS crisis. The national government policy is strongly influenced by international donors, such as bilateral donors, the World Trade Organization, World Bank and the IMF, which want to strengthen the free market of private health care. Care for Vulnerable Groups Many people, because of their age, physical or mental limitations, are socially, economically and politically marginalized. This includes large groups of elderly people, children, people with a handicap or groups in which poverty has been handed down from generation to generation. HIV/Aids Poor people are more vulnerable to an HIV infection while AIDS again leads to long-term sickness, so that families become poorer and poorer. This has enormous consequences for the development of the people and areas affected. So AIDS is mainly a development problem. Inequality in the balance of power between men and women is an important factor in the spread of AIDS. Girls often find themselves in a vulnerable position, just like the millions of children, whose parents died of AIDS. The stigma of AIDS continues to be a major obstacle in the implementation of AIDS programs. In recent years the amount of funding has increased considerably thanks to global initiatives such as Global Fund, MAP and PEPFAR. As a result, many more people have access to AIDS inhibitors. On the other hand, the huge amount of money in some countries has also lead to a proliferation in activities, mutual competition and sometimes an undermining of the broader health system. Entrepreneurship The sector Entrepreneurship focuses on the improvement of economic perspectives of low income people with a special focus on minorities and women. Together with their partners they reinforce the strength of small-scale producers and strive for better access to markets through building more structured relationships between small producers on one hand and processing companies, local traders, retailers and exporters on the other. Together with their partners they try to eliminate economic obstacles through development of sustainable chains of production. Besides, they lobby against unbalanced economic relations. Through the support of emerging microfinance institutions they try to empower people to become independent and tackle poverty. They offer donations as well as credit, guarantees and trade funding to achieve these goals.
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Small Producers The income position and food security of small producers is under pressure. Competition on local and regional markets is increasing. Incentive measures for small producers are too limited. Fierce international competition and trade barriers, tariff agreements and quality standards hinder access to international markets. The organizations of small producers are appealing for national legislation and regulation that takes their interests into account. They need land, equipment, knowledge, energy and cheap loans in order to develop their industry. Small producers in particular benefit from investment in local and regional markets. Special attention to female producers is needed. CORDAID encourages increasing the sustainability (social, financial and ecological) of well-organized chains, building on experiences of the organic and fair trade chains. Micro Finance Poor people who earn their living in the informal sector have no access to savings schemes, credit, insurance, investment capital and training aimed at increasing income security. Economically vulnerable people, in particular women, look for possibilities for improving their economic prospects and reducing dependence on middlemen and loan sharks. Regular banks however do not see them as customers. Micro finance is a widely propagated tool for poverty eradication. After the development organizations, an increasing number of commercial banks are now also finding their way to specialized micro finance institutions (MFIs). It is important that the products of MFIs adequately match the requirements of various groups of poor people (both the vulnerable poor and those with potential). In addition micro finance institutions look for a good balance between financial and social sustainability, whereby the target group gets and maintains administrative control. Quality standards enhance creditability and effectiveness. Of the estimated 500,000 MFIs, however, only a small number receive enough support to enable them to grow. A strong MFI sector in the South could serve as an example for drawing commercial banks over the threshold. Ethical Responsibility The objective of CORDAID Pakistans policy on conduct and disciplinary actions is to ensure the well being of the institution and its employees. CORDAID Pakistan strives to provide its employees an environment of support, trust and teamwork. CORDAID Pakistan takes disciplinary action in any case where the conduct of any employee is detrimental to the institution or detrimental to the well being of other employees. 1. General Guiding Principles
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Every employee shall conform to and abide by the rules and regulations of CORDAID Pakistan in letter and spirit. No employee shall lend or borrow money, or place himself under any obligation to any person with whom he has official dealings. No employee shall communicate directly or indirectly any official document or information to a person not authorized to receive it. No employee shall bring or attempt to bring political or other outside influence directly or indirectly to bear on CORDAID Pakistan in support of his claim or intervention on his behalf, in any manner connected with his employment. No employee shall, except with the prior approval of the Program Coordinator, engage in or undertake any trade, or business or private work during employment.

2. Rules of Conduct Employees are liable to disciplinary action if, in the opinion of the management of CORDAID, Pakistan, they are guilty of misconduct. Violation of the following rules of conduct is specifically prohibited: Willful failure to carry out any reasonable order by the employers representatives, including refusal to work on any job assigned by the immediate or department supervisor. Inattentiveness to duties such as idling, willful neglect of job assignments or slowdowns, or undertaking paid work for other organizations or personal gain during office hours. Causing any disturbance on CORDAID Pakistan premises, such as might be caused by attempting bodily injury to another employee, engaging in horseplay, throwing things about, or otherwise interfering with the work of other employees. Profane, indecent or unreasonable, abusive or provocative conduct or language. Misuse or disregard of safety devices or equipment, and refusing to conform to safety rules or safety instructions given by the department head, or any unsafe behavior. Willful or careless spoilage or waste of materials, tools or supplies or deliberate destruction of materials, tools or supplies. Habitual tardiness to be at place of work at the starting time. Habitual tardiness in returning to work from lunch.
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Repeated, unexcused or unauthorized absence from work or absences without leave for more than 10 days. Abuse of the excused privilege, early absence from assigned work area at quitting times and early absence to leave place of work for rest or lunch periods. Doing personal work at duty hours without permission of supervisor such as attending personal phone calls, receiving personal visitors etc. Unauthorized communication such as public announcements, statements, dealing and contracting on behalf of CORDAID with third parties. Any individual act or pattern of acts, conduct or expressions, which are detrimental to the welfare of CORDAID, its employees or services, and are not specified in this section. Coming to work under the influence of alcohol or any narcotic drug, or any involvement in drug trafficking. Willful falsification of any records such as time keeping, leave or absence etc. Theft or embezzlement of property from office premises, or sale or purchase of stolen property on CORDAID Pakistan premises. A conviction and sentence for any criminal offence. Violation of Government security regulations. Acceptance by any employee from suppliers, of personal gifts. Distribution by employee of unauthorized handbills, posters, pamphlets or any other written material in working or non-working premises at any time. Bringing firearms, explosives, incendiary devices, or other lethal weapons, or ingredients of an explosive or incendiary device.

3. Misconduct Misconduct means wrong and improper behaviour. Needless to say, neither innocent errors nor omissions, nor mere inefficiency constitutes misconduct but disobedience, insubordination or gross negligence does. Apart from the breach of any clause in this Regulation, the following are generally considered to be acts of misconduct. These are broadly categorized into three major groups: A. Misconduct affecting suitability of employee for particular employment B. Misconduct affecting discipline
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C. Misconduct affecting morality

A.

Misconduct Affecting Suitability of Employee for a Particular Employment Dereliction of duty, Non-performance of duty, Negligence of duty, Sleeping during duty hours, Loitering during duty hours, Absences without leave, Absence in-spite of refusal of leave, Constant indifference to work, Irregular or late attendance, Habitual late attendance, Doing personal work during duty hours, Lack of efficiency, Damage to property/funds of CORDAID, Unauthorized communication or disclosure of information, and/or Carelessness in handling CORDAID property/instruments.

B. Misconduct Affecting Discipline Riotous and disorderly behavior, Willful disobedience or default, Willful disobedience or insubordination, Disobedience of orders when justified, Acts of misconduct outside working hours, Offence involving moral turpitude, Illegal strikes Acting in a manner prejudicial to the interest of CORDAID, Interference or tampering with safety devices, Threatening or intimidating any official(s) of CORDAID, Unauthorized use of CORDAID property for personal purposes, Writing anonymous or pseudonymous letters, Writing to superior authority without proper channel, and/or Mala fide criticism of organizational authority.

C. Misconduct Affecting Morality

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Theft, Dishonesty, fraud, lying, misrepresentation and submission of false reports, Disloyalty, Acceptance of a bribe, Drinking alcohol while on duty, Damage to property or reputation of employer, Conviction in the court of law, Gambling, Sexual immorality, scandal or harassment, Alcoholism/Drug addiction, Use of abusive language or physical violence in the office, Possession of money/property disproportionate to the known sources of income, Furnishing false information/faked documents, and/or Refusal to accept orders of competent authority of CORDAID.

4. Disciplinary Procedures Any action considered to be misconduct may, according to the seriousness of the matter, warrant one or the other of the following disciplinary measures. The measures are decided on by the Program Coordinator and carried out and recorded by the Program Coordinator. Before any disciplinary action is taken a disciplinary interview with the employee shall be held. All staff subject to disciplinary action has the right to be informed at least 24 hours in advance of the disciplinary interview. During this interview the employee will be informed of his/her wrongdoing and is also given the opportunity to state their case before a final decision on disciplinary action is taken by the Program Coordinator. Any disciplinary action is recorded and kept in the employees personal file. 4.1. Warnings

When no previous warnings have been given to an employee, and the offence is not a severe one, first an oral warning is given. If no improvement or effort has been made subsequently, then there will be a written warning. Warnings are sent in writing stipulating the violation and date, and must be signed by the concerned employee or if this is refused, by two reliable witnesses. Written warnings will expire after a 6-month period, only if no further warnings have been issued during that period. Three valid warning letters automatically lead to immediate dismissal. Reasons for official warnings may be:
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The non-compliance with the rules of conduct or the CORDAID Code of Conduct. The non-compliance with the work schedule or the non-justified absence at work. Absence from work without notice during working hours. The lack of respect, physical or verbal threats towards visitors, staff members of the own or partner organizations and/or CORDAID property. Negligence in the performance of his/her tasks. Being otherwise found to be unsatisfactory in his/her work performance. Disobedience of orders and instructions from hierarchical superiors. Withholding Salary

4.2.

In cases of unjustified absence, loss or deliberate destruction of CORDAID material, fraud leading to misappropriation or theft of materials/funds, CORDAID may withhold/reclaim totally or a certain percentage of the concerned employee's salary. In no case may the amount of salary withheld be higher than the equivalent of the length of the absence or the sum price of the damage.
4.3.

Immediate Dismissal

Following the whole cycle of warnings and salary deduction, if there is no improvement, the employees contract will be terminated. However, the severity of the violation may also call for immediate disciplinary dismissal with or without prior notice. The dismissed employee is entitled to receive payment of the salary up to the date of dismissal. Outstanding claims of authorized expenses up to the date of dismissal will also be compensated. No further claims will be validated. Reasons for immediate dismissal may be the following of serious and grave misconduct: 4.4. Grave violation of the rules of conduct or the CORDAID Code of Conduct Intentional damage to property, robbery, corruption, sabotage Absence from work for more than 1 week without authorization Being under influence of drugs or alcohol during working hours Gross negligence in the performance of tasks Criminal offences Random Penalties for Misconduct

Any employee found guilty of misconduct, shall be liable to any of the following punishments as decided upon by the competent authority: Recovery from the salary of the whole or any part of pecuniary loss caused to CORDAID.
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Withholding of increment or promotion for a period. Recording reprimand/warning in the personal file. Reduction/demotion to a lower post. Removal from service, or Dismissal without payment of any compensation in lieu of notice and forfeiture of gratuity for committing grave acts or omissions.

Q5) Describe the CORDAIDs operations/manufacturing/processes. Do they do anything from an Operations perspective that gives them a competitive edge?
CORDAID is doing a good job which gives them a competitive edge. There three initiatives were very much successful which are mentioned below. Three Successful CORDAID initiatives 1. Performance Based Financing (PBF) in Africa CORDAID was one of the first organizations to introduce the innovative approach of Performance Based Financing (PBF) in health care. CORDAID was one of the first organizations to introduce the innovative Performance Based Financing (PBF) of health systems. PBF is a method for buying health services and based on a fee for every service delivered. By separating regulation, purchasing and the delivery of health care services, CORDAID aims to improve access to affordable and quality health care in developing countries. The government of Burundi already adopted and rolled out PBF on a national scale. In Cameroon a unique collaboration has been achieved between CORDAID, the government, churches and local communities. Patients assess the services provided and organize information campaigns. Health care has become cheaper, more accessible, and of better quality. As a result the government requested CORDAID to facilitate introduction of PBF throughout the country. 2. Disaster Risk Reduction in Haiti In Haiti struck by the earthquake that shocked the world in January 2010 CORDAID participates in the countries reconstruction. Literally, a local woodwork factory was set up and has supplied timber frames for sustainable houses. The local community is actively building the houses after comprehensive testing and made adjustments according to their own needs. For 30 years, Haitis infrastructure has been poorly maintained but these houses are weather resistant, are able to withstand forces of nature and are termite proof. By 2013 we aim to have constructed and rebuilt a total of 8,500 houses. Furthermore, we are trying to contain any risks and consequences related to future natural calamities through disaster management, setting up early warning systems and building shelters. Additional effect: community development which strengthens the position of vulnerable groups in society; they are learning to speak for
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themselves. Slowly, their negotiating position is improving. The basic underlying principle remains that it leads to a sustainable result for self-reliance. 3. Economic growth for women CORDAID has introduced loans, insurance, saving programs and pensions for the poorest in society. Through micro financing they offer women with small businesses in the informal sector the chance to break free from structural poverty. By supporting women, they can change the improper balances in society. Other programs are: CORDAID focuses on five main themes: 1. Conflict Transformation; 2. Health and Well-being; 3. Entrepreneurship; 4. Emergency Aid and Disaster Risk Reduction; 5. Urban Development. In all actions particular attention is given to the role of women, civil society, natural resources, migration and religion.

The aim of the Health and Well-being program is to improve health systems. They support self-reliance and offer help to patient organizations, unions, and knowledge institutes, among others. They draw the attention of policy makers to the exclusion of the poor and other marginalized people, such as women, the elderly and handicapped. The Emergency Aid and Disaster Risk Reduction program offers support before, during and after disasters. CORDAID stimulates people to be better prepared for emergency situations, for example by setting up early warning systems and contingency plans. They strive to link emergency aid with recovery, reconciliation, and structural development. They do so in close collaboration with community-based organizations. In the Conflict Transformation program they encourage minorities to use their voice effectively, for example in cases of environmental pollution or social injustice concerning mining, oil extraction, or logging. They stay in dialogue with companies and private corporations to ensure that profits also benefit the local population. There partners, amongst others human rights organizations, report on these injustices and exchange best practices in order to achieve fair power relations, both nationally and internationally. In the Entrepreneurship program they support small producers. Economic development is crucial in the fight against poverty. They support sustainable cultivation and better
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access to markets for farmers: farming as a business. They also support micro-financing. Their services range from savings programs and loans to micro-insurance.

The Urban Development program is a response to the increased poverty in major cities in developing countries. They aim to improve the living conditions of slum residents, through social housing, basic services, and work opportunities for young people.

Q6) Does the CORDAIDs performance and behaviors support their mission statement? Or, conversely, does the mission statement reflect their actions?
CORDAID is an international development organization based in the Netherlands. CORDAID'S inspiration springs from the Catholic Social Teaching. For CORDAID, every single person counts. Values such as respect for life, solidarity and love for fellow humans provide the basis for their mission: poverty eradication, justice, and peace. CORDAID puts heart and soul into its work for the poor and those who are deprived of their rights throughout the world and for social and economic justice. CORDAID supports them and their organizations, regardless of age, sex, disposition, race, religion, or political conviction. Mission Statement CORDAID works for poor people and for those deprived of their rights throughout the world and for social and economic justice. CORDAID (Catholic Organisation for Relief and Development Aid), an international development organization based in the Netherlands, has defined its mission as: to work for poor people and for those deprived of their rights throughout the world and for social and economic justice. It adopted a coherent policy on support through direct poverty alleviation, civil society building and advocacy. CORDAID works through collaboration with partner organisations in the south. This support is oriented on organisational strengthening, not at just financing projects of organisations. CORDAID came into being in 2000 with the merge of four development organisations: Mensen in Nood, Memisa, Bilance. In 2002 CORDAID formulated its strategic plan for the period 20032006, in which CORDAID opts for an organisational approach and a thematic approach. The organisational approach stands for a shift from individual projects to the support of social organisations. The effectiveness of CORDAIDS work depends to a large extend on the organisational capacity of local partner organisations and the degree to which they are integrated in civil society in their country. The thematic approach implies a concentration on four themes: Quality of urban life, access to markets, health and care, peace and conflict, and the regional-specific theme of hiv/aids. In this
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plan CORDAID has chosen to set priorities, because spreading one-self out over too large a number of sectors of countries reduces effectiveness. However, this concentration on themes led to a concern about the policy and practice related to the specific target groups, like children, elderly, disabled people. Historically CORDAID has considerable experience in the field of welfare, most of all related with the activities of Mensen in Nood. CORDAID considers the attention for vulnerable groups and its relation with partner organisations that work on community level with these groups, as a very important part of its identity. At this moment we are in the process of defining the CORDAID policy on vulnerable groups, of which the policy on disability forms part. One of CORDAIDS objectives in the selected thematic area Health and Care is: to protect and enhance the quality of life of vulnerable people and promote their rights, aiming at their inclusion into society. Vulnerable Groups in CORDAID Policy The target group of this policy has been defined as: Groups of people that temporarily or structurally lack the capacity to take care of themselves, and/or that are temporarily or structurally not able to participate normally in their own society, and therefore are socially excluded or have an increased risk to be excluded. Most important target groups identified in the CORDAID policy are: Children at risk Elderly people Disables people Psychiatric patients

CORDAID follows a twin-track approach with respect to vulnerable groups A. Direct interventions with vulnerable groups B. Inclusion of vulnerable groups in CORDAID policy A. Direct Interventions with Vulnerable Groups This strategy consists of the care for vulnerable groups and the strengthening of community activities related to the care of vulnerable groups and the promotion of self-organisation of vulnerable people. It deals with specific initiatives related with the care for and empowerment of certain vulnerable groups.
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The focus can be on three levels: 1. The direct care to those, who are not capable to care for themselves because of their physical or mental condition. 2. The empowerment and self-organisation of vulnerable people to create a better living for themselves through awareness raining and training. In addition empowering the community to take an active role in the care for the most vulnerable in their midst. 3. Advocacy and lobby for a more equal society by getting and maintaining the position of the vulnerable people on the political agenda (e.g. lobby organisations for elderly, disabled, street children). General strategies that can be identified for care: Emphasising community rather than institutional care Strengthening the care and coping capacities of families and communities Involving vulnerable people as part of the solution, not part of the problem Building broad collaboration among key stakeholders in all sectors Application of long-term perspective Integration with other services Linking care and prevention Where formerly the accent for support was on the more traditional form of care, CORDAID intends now to move to interventions in care that are more related to community development, and to lobby and advocacy activities. This means a gradual but clear shift from immediate poverty reduction to strengthen civil society, and lobby and advocacy. However, this shift should not imply that CORDAID looses its relation with partner-organisations that are directly involved at community level. B. Inclusion of Vulnerable Groups in CORDAID Policy
This strategy refers to the principle that as a result of an intervention by CORDAID or a partner organization, no vulnerable group will be worse off, and at least some vulnerable groups will be better off than before. In each of CORDAIDs thematic policy attention should be paid to the position and interest of vulnerable groups. The improvement of the income of vulnerable groups, the strengthening of their self-organization and the recognition of their rights are the central issues. It deals with the mainstreaming of vulnerable groups in the overall-policy: addressing inequalities between particularly vulnerable groups and non-vulnerable groups in all strategic areas of our work. For instance: Within Access to Markets there should be special attention on how to include particularly vulnerable people, and it might be necessary in some cases to develop specific intervention strategies to reach these groups. 48

Within Peace and Conflict the link with vulnerable groups lies at different levels. There is a link with the prevention of and care for people with a physical or mental handicap as a result of war (including psycho-trauma). Special attention for children, adolescents, elderly, etc. in war and conflict situation is crucial. Internal learning and capacity strengthening related with mainstreaming/inclusion of vulnerable groups. Theme and regional policy documents, annual work-plans and annual reports include attention for vulnerable groups Indicators developed to monitor progress of inclusion vulnerable groups.

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History
CORDAID was founded in 1999 in The Hague with the aim of helping people in distress and fighting structural poverty. It is a merge of three Dutch Catholic development organizations: Memisa Medicus Mundi (created in 1925), Mensen in Nood (People in Need, created in 1914) and Vastenaktie/Bilance. History of these organizations goes back to the beginning of the 20th century when the organizations were active in the area of shelter and (missionary) care for refugees, providing direct aid in the event of disasters, medical care and direct improvement of social and economic position of poor people. The merge allowed the newly created NGO to benefit from broader resources, rationalized management and organization and aimed at coordinating actions and projects. Each organization became a fund with Kinderstem (Children's voice) being part of Mensen in Nood until October 2004 until CORDAID's General Assembly voted the creation of a separate fund focusing on aid to children living in slums. CORDAID Microcredit was formed in October 2006, following the tenth anniversary of the microfinance activities. On the 1st of january 2007, the Dutch NGO Bond Zonder Naam (founded in 1938) joined CORDAID. Mission Statement CORDAID works for poor people and for those deprived of their rights throughout the world and for social and economic justice. 1. Chairpersons Message Celebrating ten years of peace building: Future Perspectives Ten years of continuous and uninterrupted service in the life of an organization is something worth celebrating, especially in a context where we have witnessed initiatives conceived today and die the next day. WANEP over the years has developed the capacity to manage a network of hundreds of organizations from different backgrounds, during which it went through a transition of leadership. As WANEP counts its achievements and the immense and unique contribution to peace building in West Africa, there is every reason to hope for better and brighter years ahead. The year 2008 was particularly challenging. WANEP sailed through a myriad of difficulties in sustaining itself as a result of funding exigencies. Permit me to acknowledge and thank the Government of Finland and CORDAID in particular for the financial support that kept the institutional fabric of the organization alive. We must also recognize all donors, partners, friends of WANEP who supported the organization financially, morally and in a big and small way because no contribution to peace building is small. In the course of its ten year history, WANEP has undoubtedly distinguished itself as a strong and resilient network. There is therefore cause for celebration.

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However, given the realities of our time, it is important not to sit on our laurels. The emerging challenges such as the global food crisis that hit Africa hard in 2008, the scramble for the worlds dwindling natural resources, the credit crunch and the looming world economic depression, constitute a great threat and brings to fore the inherent risks associated with our largely interdependent world. The issues aforementioned have direct bearing on peace, human security and sustainable development in Africa as we acknowledge that the world has become a global village. From past experiences, there is justifiable fear that whenever Europe or America sneezes, Africa catches flu. We must begin to strategize how we would deal with these issues to ensure peace building is still a priority for policy makers in 2009 and beyond. The recurrent issues of human security, that is, putting the human person at the centre of our development drive and decision making cannot be over-emphasized. I am happy to note that WANEPs work in 2008 has been largely informed by this new perspective to peace building, thanks to ECOWARN early warning indicators developed in the framework of the partnership with the Economic Community of West African States (ECOWAS). WANEPs medium and long term strategies and programs should therefore seek to make a rapprochement between these human security challenges by seeking means to break even. This demands commitment, engagement and sustained support. It has always puzzled me that the world has built military academies, war colleges, and created defense and security ministries with billions of dollars of budgetary allocations. Yet when it comes to peace building, we have made a lot of rhetoric and lip service. It is time to build and invest in building and sustaining organizations and institutions, institutes and ministries working for peace. Eleanor Roosevelt affirmed: It isn't enough to talk about peace. One must believe in it. And it isn't enough to believe in it. One must work at [achieving] it. International organizations and institutions, world economic powers, including emerging ones, must begin to set a new paradigm in investing in grassroots peace building more than ever before. Our corporate and business world in Africa must begin to see themselves as peace building partners and support indigenous institutions like WANEP. I am consoled by the United States President elect Barack Obamas assurance in his victory speech when he promised to support all those working for peace and security. Yes, we can build a foundation for peaceful relations across Africa through organizations like WANEP. As my term comes to an end, let me take this unique opportunity to congratulate the Management and staff of WANEP for their professionalism, perseverance, dynamism and resolve to make peace a part of their life despite all the odds and challenges. May God bless WANEP. Rev. Professor Emmanuel Anyambod Anya Board Chairperson, WANEP Rector, Protestant University of Cameroon

2. Board of Directors 51

CORDAID is a foundation lead by a board of directors, consisting of two directors who are supervised by a Board of Supervision. The board of directors is supported by secretarial and administrative staff. There is a workers council that negotiates directly with the director. There are four program sectors: Participation, Emergency Aid and Reconstruction, Health and Well-being and Entrepreneurship. The program sectors have regional teams. Besides regional teams the sector Emergency Aid and Reconstruction has a team for immediate emergencies. In the sector Participation there is a small team for the developing program of Women and Violence. And in the sector Entrepreneurship there is a fund management team.
3. Management Strategies Towards the Below Propositions

The last five years have witnessed an extraordinary growth in CORDAID (NGO) in almost all parts of the globe, and in all spheres of human activity. CORDAID has become a highly visible component of civil society and are now significant players in the fields of human rights, the environment and social development at local, national and international levels. Although they share some characteristics with state and private sector organizations, but now CORDAID are in a category of their own; they have particular organizational features, maintain relationships with a broad range of different actors, and face a number of special challenges. CORDAID management strategies have therefore evolved as a distinctive practice and field of study that differs in content and perspective from business management and public sector administration. With this growth comes an ever-more pressing requirement for effective management of their operations. Effective management requires the articulation of a clear and common vision for the organization and a set of strategies to achieve it; the mobilization of all necessary human, financial and intellectual resources, and external contacts and connections are required to operate these strategies effectively; and the continuous readjustment of strategy and structure in a changing context, implying an intimate relationship between organizational processes and a dynamic internal and external environment.' The major issues involved in CORDAID management, with an emphasis on organizations working in development and poverty-reduction in the region. It draws on the growing body of theoretical work and practical experiences to provide an outline of the most significant management challenges facing CORDAID today and the tools and approaches that managers use.

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EMPLOYEE IN A MULTICULTURAL ENVIRONMENT

Effectively managing a multicultural business requires at least a basic knowledge of your employee's culture and traditions. Familiarity with both is essential because each has a bearing on an employee's every day behavior. Our cultural identity helps us feel like we are "part" of the society around us. It keeps us from feeling isolated and sometimes it even helps us know how to react. For example, as Americans, we know it's appropriate to stand and place our hands over our hearts when we hear "The Star Spangled Banner" because it's part of our culture. Traditions involving family, religion, education, and nationalism play a large role in anyone's life. Personal appearance, ethics, and etiquette are also factors to be considered. Whether we realize it or not, culture and tradition are powerful principles we always carry with us. It's almost like carrying a cell phone. We take it for granted that our phone is in our pocket, but we don't think about it until it rings. Culture is like that. It's always with us even though we are unaware of it.

Environmental Foundation
In environmental foundation some points are discussed such as globalization and worldwide development, political legal and technological developments and ethics and social responsibility in CORDAID.
1. Globalization and Worldwide Development

Globalization means different things to different people and thus it has been used in several ways in the literature. It is a process of integrating not only the economy of nations but also their culture, technology and governance. Generally, it may be referred to as: The widening, deepening and speeding up of world-wide interconnectedness in all aspects of contemporary social life, from the cultural to the criminal, the financial to the Spiritual. This, in essence illustrates the way in which contemporary globalization connects communities in one region of the world to development in another continent. The whole idea of globalization therefore revolves around other new realities and terminologies as Information Technology, Deregulation, Trade liberalization, Economic competition or free enterprises and an emergent political structure/system that is people oriented etc. More explicitly, perhaps, it refers to a process of increasing economic openness, growing economic interdependence and deepening economic integration between countries of the world. It is associated not only a phenomenal spread and volume of cross-border economic transactions,
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but also with an organization of economic activities which straddles national boundaries. In other words, it refers to the increasing integration of economies particularly through trade and financial flows around the world. The term also refers to the movement of people i.e. labor, knowledge and technology across international borders. The breakdown of boundaries as barriers to economic exploitation that globalization represents means that every country of this world, rich/developed or poor/developing would have access to every other country. That is, the developing nations would have access to the markets of the developed countries, unrestricted: and vice-versa. It will be a borderless world. CORDAID has also taken a much broader perspective that, as in the case of the global firms, is often multinational or global. Even international organizations, such as the United Nations, the International Monetary Fund and World Bank, and the new World Trade Organization have new global roles. Overall, multinational enterprises and other such organizations, both private and public, have become the central agents of the new international globalized economy. CORDAID play the role of advocates of "alternative" development, with a special emphasis on values. In the current process of rapid globalization, the value-oriented nature of CORDAID will gain importance as a counterweight to this trend of extreme market-orientation. Speaking from my Amity background, we would like to give a few examples of the values that are being promoted through CORDAID. CORDAID uphold a holistic approach to development, with a special emphasis on training. The emphasis on holistic development comprising material, cognitive and maybe even spiritual aspects is particularly true for CORDAID like Amity with its Christian connection. Not all among Amity's staff may have a genuinely spiritual or Christian motivation for their work, but the spirit they work in - Amity's "Three C's" [compassion, commitment, competence] - is just the same. The fact that CORDAID engage in holistic development concerns not only with beneficiaries, but also the people they work with, project partners at the local level as well as their staff and volunteers. All those involved in development work experience personal growth, and often staff can be overheard saying "I gained more than I gave." In this way, CORDAID help to shape an elite of dedicated social workers (whether professionals or volunteers). In the cultural context of Pakistan, where solidarity networks traditionally were confined to the extended family, the volunteerism promoted by CORDAID is an important new value. And the idea of contributing voluntarily will be even more needed with more social gaps opening up after WTO entry. As grassroots-oriented organizations, CORDAID can help to preserve traditional cultures and values; in a very general way. CORDAID has emerged as an important force on the world stage working to democratize decision-making processes, protect human rights and provide essential services to the most
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needy. Underpinning this expanded role in global governance has been certain disillusionment with the role of the state in facilitating sustainable human development and the belief that more flexible, motivated and decentralized structures have the required skills and responsibility to undertake this role. In recent years, the arena of CORDAID action has expanded rapidly from local and national settings to the international level. The institutional transformations that are occurring in the context of globalization have seen international actors such as United Nations agencies, regional organizations, finance and trade institutions and transnational corporations as well as intergovernmental "summits" assume an increasingly prominent role in global governance. CORDAID has been late-comers to this evolving system of global governance but are now finding ways to influence the international decision-making process associated with development issues. To sum up, we think that CORDAIDs strength is their "soft" values as opposed to the "hard" values that go with an entirely market-driven agenda. CORDAIDs should play this card of "soft values" as their strength when they try to cope with the challenges of globalization. 2. The Political, Legal and Technological Developments There are many factors in the macro-environment that will affect the decisions of the managers of any organization and same as it is doing in CORDAID. Tax changes, new laws, trade barriers, demographic change and government policy changes are all examples of macro change. Political Factors These refer to government policy such as the degree of intervention in the economy. What goods and services does a government want to provide? To what extent does it believe in subsidizing firms? What are its priorities in terms of business support? Political decisions can impact on many vital areas for business such as the education of the workforce, the health of the nation and the quality of the infrastructure of the economy such as the road and rail system. CORDAID is a private organisation and operates autonomously with regard to the government, politics and church in terms of policy forming and implementation. Technological Factors New technologies create new products and new processes. MP3 players, computer games, online gambling and high definition TVs are all new markets created by technological advances. Online shopping, bar coding and computer aided design are all improvements to the way we do business as a result of better technology. Technology can reduce costs, improve quality and lead to innovation. These developments can benefit consumers as well as the organizations providing the products.
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CORDAIDs new technology advancements are V-satellites, data server or thurrya. Environmental Factors Environmental factors include the weather and climate change. Changes in temperature can impact on many industries including farming, tourism and insurance. With major climate changes occurring due to global warming and with greater environmental awareness this external factor is becoming a significant issue for firms to consider. The growing desire to protect the environment is having an impact on many industries such as the travel and transportation industries (for example, more taxes being placed on air travel and the success of hybrid cars) and the general move towards more environmentally friendly products and processes is affecting demand patterns and creating business opportunities. Legal Factors These are related to the legal environment in which firms operate. In recent years in the UK there have been many significant legal changes that have affected firms' behavior. The introduction of age discrimination and disability discrimination legislation, an increase in the minimum wage and greater requirements for firms to recycle are examples of relatively recent laws that affect an organizations actions. Legal changes can affect a firm's costs (e.g. if new systems and procedures have to be developed) and demand (e.g. if the law affects the likelihood of customers buying the good or using the service). Different categories of law include:

Consumer laws; these are designed to protect customers against unfair practices such as misleading descriptions of the product Competition laws; these are aimed at protecting small firms against bullying by larger firms and ensuring customers are not exploited by firms with monopoly power Employment laws; these cover areas such as redundancy, dismissal, working hours and minimum wages. They aim to protect employees against the abuse of power by managers Health and safety legislation; these laws are aimed at ensuring the workplace is as safe as is reasonably practical. They cover issues such as training, reporting accidents and the appropriate provision of safety equipment

CORDAID is a fully registered company, and it is affiliated with economic affair division.

3. Ethics and Social Responsibility CORDAID is a social organisation and an expert in the area of development cooperation and humanitarian aid.
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CORDAID takes its inspiration from the Gospel and the Catholic social teaching based thereon. The focus is on the worth of every human being and the solidarity to offer everyone a dignified existence, regardless of age, gender, sexual orientation, origin, religion or political conviction. CORDAID believes in peoples own strength and supports initiatives that come from people themselves. This is based on the principle of subsidiary: people must be afforded the opportunity to work on their own development without outside patronisation. CORDAID has a quality policy with a system for monitoring and evaluation and guidelines for reporting on the policy pursued. CORDAID recognises the importance of transparent management. Preparation, decision-making and the supervision of counterparts and programmes therefore take place in teams. At least two people are involved in any important decision moment. Within this framework powers are delegated as much as possible. CORDAID believes in peoples own strength. Therefore it does not implement programmes itself, except in the case of humanitarian emergencies. Instead, CORDAID chooses to cooperate with local counterparts and encourages them to seek cooperation with other organisations. CORDAID strives for full cooperation in the relationships with its counterparts. CORDAID and its counterparts work together to give content and shape to the policy and share responsibility for the achievement of results. The autonomy of the counterparts and CORDAID is emphasised within this cooperation. CORDAID uses various forms of contracts depending on the type of counterpart, the capacity and the cooperative relationship. The delegation of powers and funds is specified in the contract. The completion of partnerships is a matter of meticulous customisation. CORDAID has a policy of technical assistance. Within this framework, CORDAID uses its expertise to strengthen the organisation and, if necessary, to fill vacancies at local counterparts. CORDAID delegates tasks and responsibilities to regional offices and field offices in order to build the capacity needed by the local organisations in an institutionally weaker environment. In doing so, local capacity is used as much as possible. CORDAID raises funds for its activities from private individuals, non-governmental institutions, businesses, the Dutch and European governments and international institutions. Through CORDAID, Memisa, Mensen in Nood and the Lenten Campaign have been granted the CBF mark of approval for responsible fundraising. CORDAID wants equal opportunities for development for both women and men, both in the South and within its own organisation. CORDAIDS gender policy is expressed in the manner of support to organisations in the South, in fundraising and information provision in the Netherlands and in the internal organisation. CORDAID rejects (sexual) intimidation, aggression and discrimination on the basis of race, age, philosophy of life, religion, political conviction, gender, sexual orientation, marital status and disability as forms of unwelcome behaviour.
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CORDAID undertakes to prevent and combat these forms of unwelcome behavior in day-to-day practice and in the development of policy. The conduct protocol is part of the general policy of the organization and the professional attitude of CORDAID employees, including contract workers and field staff. The organisations structure fulfils the legal requirements in this area, particularly in terms of Working Conditions legislation, and is such that employees, trainees and volunteers feel safe. The latter is partly realised by providing opportunities for communicating information relating to gender, philosophy of life and age. In dealing with one another, directors, employees, trainees, volunteers, visitors and partners have respect for one anothers race, gender, philosophy of life and other grounds referred to in this conduct protocol. Discriminatory, sexist or other insulting or offensive statements or jokes are not permitted, either verbally or in writing. Aggressive actions and/or statements are not permitted. With regard to statements to the outside, the employee will comply with the rules for media information and will not make any statements that harm CORDAIDS reputation. Internet, telephone, e-mail and fax are primarily intended for business use. Private use is also permitted in incidental cases and within reason. The essential points are set out in the communication tools protocol CORDAID rejects aggressive behaviour from visitors or partners and its employees will not initiate any aggressive behaviour towards at them. CORDAID rejects unwanted sexual conduct from visitors and partners and its employees will not initiate any unwanted sexual conduct towards them. CORDAID rejects discriminating behaviour by visitors or counterparts and its employees will not initiate any discriminating behaviour towards them.

Role of Culture
1. Managing across Cultures

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Globalization of the economy challenges virtually all employees to become more internationally aware and cross-culturally adept. The path to the top, these days, typically winds through one or more foreign assignments. Even managers and employees who stay in their native country will find it hard to escape todays global economy. Many will be thrust into international relationships by working for foreignowned companies or by dealing with foreign suppliers, customers and co-workers. The global economy is a rich mix of cultures, with different ideas, different ways of social conduct and different methods of organizing work. Its easy to think that people who have lived abroad or who are multilingual have global brains, while those who still live in their hometowns are parochial. But both notions are fallacies. Employees, who have never left their home countries can have global brains if they are interested in the wider world around them, make an effort to learn about other peoples perspectives and integrate those perspectives into their own way of thinking. CORDAID was created at the end of 1999 through the merger of three Catholic development aid organizations. There source of inspiration is the Roman Catholic social doctrine of human dignity and respect for diversity, international solidarity, freedom to act on personal responsibility, and the preservation of Gods creation. CORDAID excludes no one, and works both with Catholic partners and target groups and those of other persuasions; likewise, CORDAID does not discriminate by ethnicity, gender, sexual orientation or political conviction. CORDAIDS nearly one hundred years of relief work began in 1914, aiding Belgian war refugees fleeing World War I. In the many decades since then, CORDAID has been both providing emergency aid and reconstruction and fighting poverty in developing countries. Emergency aid and efforts for real, lasting development are used in concert to facilitate progress to reconstruction and development, and CORDAIDS network of Roman Catholic organizations and institutions have an important role in this process. CORDAID works with partners based on their vision, premises, objectives and capacities. Ecclesiastical and faith-based organizations account for half of CORDAIDS nearly 1,200 partners in 33 countries. New partners are evaluated based on a number of scans. Where capacities prove to be inadequate, an improvement process is initiated. CORDAID keeps close tabs on partners and their progress through working visits, reporting, external accountancy and evaluations. CORDAID has a good terms and coordination with their partners and in CORDAID Pakistan different people are working and all belong from different backgrounds and they have different cultures but overall the team of CORDAID is doing a good job and they have the best employees so respect each other.
2. Organizational Cultures and Diversity 59

Organizational culture The set of the set of beliefs, values, and norms, together with symbols like dramatized events and personalities that represents the unique character of an organization, and provides the context for action in it and by it." Beliefs and values are words that will pop up frequently in other definitions, as well. Norms might be described as traditions, structure of authority, or routines. Organizational diversity In the business world, the term "organizational diversity" refers to the concept of hiring many different kinds of people with as many different backgrounds and experience as possible. Organizational Cultures and Diversity in CORDAID CORDAID has a very versatile organizational culture. People around the globe, from different cultures working in one organization; results in a very unique and learning atmosphere. Though it is very difficult to survive in a different culture, especially in the Pakistani culture, but such situations create a learning environment for everyone in the organization. Organization like CORDAID is always very much welcoming to diversity. 3. Cross-cultural Communication and Negotiation Cross-Cultural Communication Given different cultural contexts, this brings new communication challenges to the workplace. Even when employees located in different locations or offices speak the same language (for instance, correspondences between English-speakers in the U.S. and English-speakers in the UK), there are some cultural differences that should be considered in an effort to optimize communications between the two parties. In such cases, an effective communication strategy begins with the understanding that the sender of the message and the receiver of the message are from different cultures and backgrounds. Of course, this introduces a certain amount of uncertainty, making communications even more complex. Without getting into cultures and sub-cultures, it is perhaps most important for people to realize that a basic understanding of cultural diversity is the key to effective cross-cultural communications. Without necessarily studying individual cultures and languages in detail, we must all learn how to better communicate with individuals and groups whose first language, or language of choice, does not match our own. Cross-Cultural Negotiation In its basic form, negotiation is a method of conflict resolution. It is a problem-solving process in which two or more parties attempt to resolve their disagreement or conflict in a manner, and
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through a process, that is mutually agreeable. Whereas the general concept of negotiation is easy enough to understand, in practice it can be an extremely difficult proposition. Opposing views about what is right and wrong, disagreement on what is fair and equitable, understanding each others message and form of communication, and even the procedures that will be used to conduct negotiations are but a few of the hurdles that negotiators will encounter. Negotiation is further complicated when the parties find themselves negotiating across dissimilar cultures. Culture is a powerful factor in shaping how people think, communicate and behave. It therefore affects how they negotiate. Cross-cultural Communication in CORDAID Verbal Communication

Avoid telling sexual jokes or stories, Avoid making sexual comments about a persons body, Avoid asking personal questions about sexual or social life, Avoid making sexual comments and innuendoes,

Non-Verbal Communication Avoiding different facial expressions Avoid bad gestures While talking to another employee have a good smile

Cross-cultural Negotiation in CORDAID Employees are not permitted to start and maintain business relationships between members of their own extended family and CORDAID. Where an employee becomes aware of a potential conflict of interest he or she must immediately discuss this matter with their manager. CORDAID will make every effort to ensure that staff will not be disadvantaged by the process of enhancing neutrality and fairness. Where employees continue to permit a conflict of interest to remain, disciplinary processes may be invoked.

International Strategic Management

1. Strategy Formulation and Implementation

Strategy Formulation Strategy formulation refers to the process of choosing the most appropriate course of action for the realization of organizational goals and objectives and thereby achieving the organizational
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vision. The process of strategy formulation basically involves six main steps. Though these steps do not follow a rigid chronological order, however they are very rational and can be easily followed in this order. Setting Organizations Objectives The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for realization of organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives. Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives. While fixing the organizational objectives, it is essential that the factors which influence the selection of objectives must be analyzed before the selection of objectives. Once the objectives and the factors influencing strategic decisions have been determined, it is easy to take strategic decisions. Evaluating the Organizational Environment The next step is to evaluate the general economic and industrial environment in which the organization operates. This includes a review of the organizations competitive position. It is essential to conduct a qualitative and quantitative review of an organizations existing product line. The purpose of such a review is to make sure that the factors important for competitive success in the market can be discovered so that the management can identify their own strengths and weaknesses as well as their competitors strengths and weaknesses. After identifying its strengths and weaknesses, an organization must keep a track of competitors moves and actions so as to discover probable opportunities of threats to its market or supply sources. Setting Quantitative Targets In this step, an organization must practically fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments.

Aiming in Context with the Divisional Plans In this step, the contributions made by each department or division or product category within the organization are identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends. Performance Analysis Performance analysis includes discovering and analyzing the gap between the planned or desired performance. A critical evaluation of the organizations past performance, present condition and
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the desired future conditions must be done by the organization. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist. Choice of Strategy This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities. Strategy implementation Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of competitive advantage. But, organizational structure is not sufficient in itself to motivate the employees. An organizational control system is also required. This control system equips managers with motivational incentives for employees as well as feedback on employees and organizational performance. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups. Following are the main steps in implementing a strategy: Developing an organization having potential of carrying out strategy successfully. Disbursement of abundant resources to strategy-essential activities. Creating strategy-encouraging policies. Employing best policies and programs for constant improvement. Linking reward structure to accomplishment of results. Making use of strategic leadership.

Strategy formulation and implementation in CORDAID Develop project proposals for the back donors E.g. UN USAID CIDA DFID etc. to get funding for the projects. 2. Entry strategies

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A market entry strategy is the planned method of delivering goods or services to a target market and distributing them there. When importing or exporting services, it refers to establishing and managing contracts in a foreign country. Entry strategy in CORDAID The Ngo is working in disaster affected areas like during earthquake of 2005, IDP crisis of 2009 and flood of 2010 in Pakistan. It get help from government to reach the needy people. Organizational Structures The framework, typically hierarchical, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. Organizational structure in CORDAID They have a head of mission, program coordinators administrator program manager.
3. Managing Political Risks

For investors, political risk can simply be defined as the risk of losing money due to changes that occur in a countrys government or regulatory environment. Acts of war, terrorism, and military coups are all extreme examples of political risk. Expropriation of assets by the government or merely the threat can also have a devastating effect on share prices. Political risk may deprive a company of its assets, restrict its ability to fulfill a contract and / or prevent it from meeting loan repayments. The range of potential scenarios is very broad but all could have a critical impact on the balance sheet. The exercise of political power is the root cause of political risks in international business. How political power is exercised determines whether government action threatens a firm's value. For example, a dramatic political event may pose little risk to a multinational enterprise, while subtle policy changes can greatly impact a firm's performance. The first distinction that must be made is between firm-specific political risks and countryspecific political risks. Firm-specific political risks are risks directed at a particular company and are, by nature, discriminatory. For instance, the risk that a government will nullify its contract with a given firm or that a terrorist group will target the firm's physical operations are firmspecific. By contrast, country-specific political risks are not directed at a firm, but are countrywide, and may affect firm performance. Examples include a government's decision to forbid currency transfers or the outbreak of a civil war within the host country.
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Firms may be able to reduce both the likelihood and impact of firm-specific risks by incorporating strong arbitration language into a contract or by enhancing on-site security to protect against terrorist attacks. By contrast, firms usually have little control over the impact of country-level political risks on their operations. The only sure way to avoid country-level political risks is to stop operating in the country in question. There is a second distinction to be made between types of political risk: government risks and instability risks. Government risks are those that arise from the actions of a governmental authority, whether that authority is used legally or not. A legitimately enacted tax hike or an extortion ring that is allowed to operate and is led by a local police chief may both be considered government risks. Indeed, many government risks, particularly those that are firmspecific, contain an ambiguous mixture of legal and illegal elements. Instability risks, on the other hand, arise from political power struggles. These conflicts could be between members of a government fighting over succession, or mass riots in response to deteriorating social conditions. Managing Political Risk to CORDAID It has been happened in the past that Sometimes if someone is hired with political affiliations they do negative propagandas in the newspapers that they are Christian organization and they are promoting Christianity and vulgarity in the community and they are not properly implementing the projects and they are just wasting money on themselves and not on real beneficiarys. CORDAIDs Government relations The INGO is an independent entity he gets funds from Dutch people and Dutch government they collaborate with Pakistani government for project NOCs and maintain cooperative relations with different ministries like health and education and the organization holds impartial views and never associate with any political party and leadership neither it associated with any religious group.NGO signed a memorandum of understanding with ministry of economic affair decisions and also registered in Pakistan as INGO.

Alliances The Ngo is member of different INGO groups as well as INGO security forum part of all UN clusters and general coordination bodies of UN. PHF (Pakistan humanitarian forum) INGOs working for disaster response in Pakistan formed an informal network by the name of Northern Areas Earthquake Relief Operation (NAERO), following the 2002 earthquake in the Northern Areas of Pakistan. The objective of the network was to coordinate response and rehabilitation activities of INGOs in the affected area.
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This was a constructive and useful experience of networking, coordination, and resource sharing for INGOs, and motivated the group to create a more formal network. In June 2003, a two-day workshop with over 20 INGOs resulted in the formation of an acknowledged coordination body. All the leading INGOs working in disaster management signed on to an informal membership. At the conclusion of this meeting the Pakistan-Humanitarian Forum was formed to coordinate and strengthen the efforts of International NGOs working in disaster management. The forum collectively represents INGOs to the Government of Pakistan, United Nations, and the larger humanitarian community, including the National Humanitarian Network of Pakistani NGOs and Community-Based Organizations. Since its formation various INGOs have acted as Chair of the PHF, the main responsibilities being to coordinate communication among members, participate at meetings, and lead PHF advocacy initiatives. Former Chairs include Islamic Relief (UK) in 2004/2005, Church World Service-Pakistan/Afghanistan in 2005/2006, Oxfam GB in 2006/2007, and World Vision in 2007/2008. The PHF is currently chaired by CRS. The current and immediate past chair of PHF sit on the Humanitarian Country Team, the Policy and Strategy Meetings in Peshawar, the Emergency Relief Fund Advisory and Review Boards, and the Pakistan Interagency Standing Committee (IASC) Country Team, a coordination mechanism constituted by UN agencies, the Red Cross Movement, and international NGOs. There are 39 member organizations of the PHF. 13 Organizations participate at PHF meetings as observers. 4. Management Decision and control Management Decision Management decision refers to the decisions that are made by the company for different purposes and with the help of different departments or solely by the head himself. Management control A typical process for management control includes the following steps: Actual performance is compared with planned performance The difference between the two is measured Causes contributing to the difference are identified Corrective action is taken to eliminate or minimize the difference. All the decisions are made by headquarters and head of mission.

Management decision and control in CORDAID All the decisions are made by headquarters and head of mission.
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Organizational Behavior and Human Resources Management

1. Motivation across cultures Motivations across the culture is how people from different culture come together on the same platform and are motivated by working together and by involving in different activities with each other. Motivation across cultures in CORDAID Joint training programs about communication gender, security financing procedures logistic procedures and the team building exercises. 2. Leadership across cultures Globalization means that managers will increasingly be working with foreign employees or in overseas offices. There is no doubt that culture shock, and varying ethical and moral codes of countries make it difficult for any such manager. A manager must research and understand the situation he is entering, and then try to adhere as strictly as possible to his and the company's ethical standards. He should also help his employees overcome cultural differences and unite as a functioning team. Leadership in CORDAID In CORDAID matters are handled by the head of mission and he makes sure that everything is followed morally and ethically and according to the rules and regulations of the country.

3. Human Resources Selection and Development across Cultures:

Hiring of staff can be due to the fact either creation of a new position within organization or a vacancy of an existing position Vacancy Creation The recruitment process shall be initiated by request of the line manager using an Employee Request Form. Approval from the Administrator and Programme Manager must be sought prior to the recruitment process. Job Description The job description of the position will have to be presented in the line managers meeting where it will be discussed in a democratic way.
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Job Announcement The job announcement shall include brief job description, desired qualification and minimum required amount of experience. CORDAID Pakistan is an equal opportunity employer. No applicant is discriminated against on the basis of race, age, philosophy of life, religion, political conviction, gender, sexual orientation, marital status and disability. Preference is given to Pakistani nationals in cases where all other credentials on the aggregate are equal. Screen Testing/First Interview The relevant line manager, upon finalizing the shortlist of applicants, will prepare a written test and interview questionnaire. The first interview shall focus on exploring the skills of the candidates. HR Department will be responsible for the formation of Interview Panel, which will include the concerned line manager, HR representative and if necessary, a third party. During interviews, each member of the selection committee evaluates the candidates using an Interview Assessment Form Applicants securing the highest ranking shall be selected. Job Offer Depending upon the Budget, Hiring Manager or HR Department shall be responsible to negotiate financial terms of employment and salary with the candidate. Hiring Manager should refer to the approved salary scale, where Band, Grades and Steps (BGS) are defined. Conditional Job offer shall be made to successful candidates pending satisfactory reference checks.

Reference Check Prior to issuing an appointment letter, the HR Department will conduct reference checks on the selected candidate. The checks are intended to identify and confirm the applicants prior working experience together with feedback regarding the applicants previous job performance. Medical Checks Selected candidates are required to visit a general medical practitioner other than his/her own general practitioner. A medical fitness certificate is required from the candidate for health insurance purposes. Completion of Hiring Process

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On completion of the hiring process, the HR Department will prepare the employment contract to be signed by the employee and the Program Coordinator. Only Program Coordinator has the mandate to sign the recruitment contract on behalf of CORDAID. Joining and Orientation New employees joining CORDAID Pakistan are required to report to the concerned line manager as soon as they commenced. HR Department will receive the new employee on the first day and introduce him/her to other staff members. On commencing date, following procedures shall be followed: The HR Department will provide a brief orientation regarding the organizations profile, staff regulations and role of other staff members. Finance and Logistic departments may also provide a basic orientation to the appropriate process and procedures. The respective Program Manager will provide their Project Overview. HR Department will provide the new employee with a copy of CORDAID Pakistans Code of Conduct. The new employee is entitled to request for a copy of the HR Manual and, if required, to be provided with further clarification on HR policies and procedures. HR Department will be responsible to provide information regarding: - The official office hours and system of recording attendance - Procedure for payment of salary and benefits Commencement of Duty Upon completion of the orientation by the Human Resource Department, the new employee will be handed over to the concerned line manager who will decide how to accommodate the staff in their respective project offices. The respective line manager is responsible to provide: Outline of the job function within the department/project. Job description, objectives and responsibilities Line of authority and reporting Newly hired field office staff may be required to attend CORDAID Islamabad office for up to a maximum of 3 working days for the purpose of initial training/job orientation. A written justification from Hiring Manager is required for additional number of days attendance in CORDAID Islamabad office. Probationary Performance Reports All employment contracts are subject to a maximum 90 day probationary period. All new employees must be clearly informed of the fact that their employment contract can be terminated at any time during the probationary period. This termination may be due to reasons such as unsatisfactory performance, misconduct or inappropriate behavior.
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Confirmation New employees are confirmed in the jobs provided their performance during the probation period is satisfactory. A brief performance appraisal shall be done by the line manager in presence of the respective Program Manager and a representative from HR. Employee must be provided with the opportunity for an open feedback on the points for attention. Probationary Evaluation form must be signed by both employee and manager. Both manager and employee will formalize their comments on the form. The completed Performance Appraisal form will be handed over to HR Department for implementation of the decisions and issuance of job confirmation letter. 4. Labor relations Labor relations can refer broadly to any dealings between management and workers about employment conditions. Most commonly, however, labor relations refer to dealings between management and a workforce that is already unionized, or has the potential to become unionized. Labor relations are thus crucial to industries like autos and airlines with heavily unionized workforces. Labor relations and industrial democracy in CORDAID They work according to labor law of Pakistan, implement policies like EOBI funds, working hours, holiday allowance, leaves criteria and other benefits.

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CONCLUSION
CORDAID is a civil society organization with its headquarters based in Netherlands. It raises funds through the participation of Dutch people and the Dutch government. It is expert in the area of development cooperation and humanitarian aid. CORDAID is focused on the value of every human being and the solidarity to provide a dignified existence for everyone, regardless of age, gender, sexual orientation, origin, religion and political conviction. Every single person matters. They are inspired by dreams, ideas and actions for a better society. They believe In human dignity and respect for diversity. They recognize the power of people to bring about positive changes in their own lives. They understand Development essentially as a process in which, driven by social justice, balance of power changes. They co-operate with Civil society organizations as passionate instruments of change that share their beliefs. They cooperate with these organizations in order to contribute towards strong and just societies. They offer a Coherent support package that consists of strategic development funding, including emergency aid and reconstruction; coupled to that they promote consciousness raising and public support and participation. They have allies In their own community: contributors and volunteers, government, companies and other civil society organizations. They are committed to carrying out their duties in a neutral, impartial and non discriminatory manner.

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RECOMMENDATIONS
There are some recommendations which we think that CORDAID should consider and try to work on it. CORDAID should continue to support networking by partners and encourage joint advocacy by them, both at local and national levels.

CORDAID is already supporting the development of partner networks, but could not encourage these networks to engage in joint advocacy on specific issues, such as on land erosion in Bangladesh, or the creation of local disaster response funds in Indonesia. This advocacy could be both at the national level for the creation of favourable policies and at the local level for the implementation of existing or new policies in a favourable way. CORDAID should only undertake large investments where there is a significant community contribution, to indicate that the community have the resources to maintain the structure.

The largest investments seen were for water storage systems for pastoralists. CORDAID should include the adoption of a risk-aware approach by partners for their whole portfolio as one of the objectives of the CORDAID program.

One way to address this would be to look specifically at the partners that have already adopted a risk-aware approach to see what learning points there are for encouraging other partners to do the same. CORDAID should continue funding its current pilot for at least another five years to allow more learning by CORDAID and its partners about how the risks that disasters pose to the poorest can be minimised.

This means that CORDAID should continue to actively document all examples of where investments in Disaster Risk Reduction had paid off. CORDAID should invest more resources in project as it brings many advantages apart from the purely monitoring function.

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REFERENCES
N.A., (2000). Cordaid: http://www.devex.com/ company profile. Retrieved on 10th May, 2011 from

N.A., (N.D). Cordaid. Retrieved on 12th May, 2011 from http://www.cordaid.nl/ N.A., (N.D). Cordaid. Retrieved on 9th May, 2011 from http://www.greenandgrey.nl/ N.A., (2003). Cordaid: Cordaid policy on vulnerable groups. Retrieved on 6th May, 2011 from http://www.dcdd.nl/ Tabije, I., (2006). Cross-cultural Management: Managing in a multicultural environment. Retrieved on 14th May, 2011 from http://cross-culturalmanagement.bestmanagementarticles.com/ N.A., (2006). Globalization and development: An implication for the NGO. Retrieved on 10th May, 2011 from http://www.idosi.org/ N.A., (2002). The world of organizational behavior: Managing across Cultures. Retrieved on 7th May, 2011 from http://mcgraw-hill.co.uk/

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