Академический Документы
Профессиональный Документы
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Haryana
About Us
S & G Engineers founded in 1991 and has progressively evolved to maintain a position of market leadership as a highly reliable and reputable manufacturer of pipe fittings. Our successs can be attributed to years of building strong domain knowledge and enduring relationship within the industries, that we serve. The main industries that we serve are power, refineries, petrochemicals, oil, gas processing plants & heavy engineering firms. By combining the expertise of a resourceful, dependable and well integrated team of engineers, professionals, and skilled trade personnel with technology and innovative bisiness approaches, we are commited to the successfully meet the challanges of most demanding projects. We recognise the importance of providing outstanding customer service. We can febricate piping assembllies with Carbon Steel, Stainless Steel and Allow Steel while ensuring that each project meets the cistomer specifications, from accuracy to cost effectiveness, to quality and on time delivery.
ORGANISATION STRUCTURE
Finanace and Accounts Dept. Mr. Murari Mishra (Accounts & Excise Charge) Mr. Ajay Yadav (Accountant) Mr. Mohan Mathil (Commercial Executive) Mr. Sandeep (Management Trainee)
HR Policy Manual The Human resource policy and procedure mannual has been developed to guide the actions and rights of the employees. HR mannual contains various policies approved by the Top authority & governing body of the S & G Engineers Pvt. Ltd. HR POLICY The Management believes their people. They accept every employees as a Human being.They respect the values of their employees. Human resource is one of the greatest resources in this industry. They recruit right people for right job. The Management identifies the talents and utilises it for achieving business excellence. It also helps them to identify the training needs and provide facilities in developing their knowledge and skills.Strengths and weaknesses of employees are identified thro best performance appraisal systems. The Management isopen for new ideas, systems and procedures.
2. Induction Policy
S & G Engineers believes that all new employees must be given timely induction training. This training is regarded as a vital part of staff recruitment and integration into the working environment. This policy, associated procedures and guidelines define the Companys commitment to ensure that all staff are supported during the period of induction, to the benefit of the employee and Company alike. The Company expects that the implementation of good induction practice by managers/supervisors will: Enable new employees to settle into the Company quickly and become productive and efficient members of staff within a short period of time. Ensure that new entrants are highly motivated and that this motivation is reinforced. Assist in reducing staff turnover, lateness, absenteeism and poor performance generally. Assist in developing a management style where the emphasis is on leadership. Ensure that employees operate in a safe working environment.
Will reduce costs associated with repeated recruitment, training and lost production. ITEMS TO COVER WITH EACH NEW EMPLOYEE
The Department
Comple
t e
1. Department function 2. Introduction to colleagues 3. New entrants own job 4. Supervision 5. General layout - entrances and exits 6. Telephone system
Conditions of Employment
1. Information on hours of work, including duty rotas, shift systems "on-call" breaks 2. Time recording, flexi-time 3. Bonus scheme, allowances 4. Probationary periods of employment 5. Company Pension scheme and eligibility 6. Reporting in when sick including when on leave 7. Arrangements for requesting leave: annual leave, unpaid leave, compassionate leave 8. Issue of uniforms, and uniform policy, protective clothing, replacement, laundry arrangements Health and Safety, Security, Fire 1. Health and safety information relevant to the department 2. Issuing of fire instructions and procedure 3. Location of fire-fighting equipment 4. Accident reporting 5. First aid facilities/pre-employment health screening/role of Occupational Health / Company Doctor Conduct 1. Personal presentation 2. Disciplinary procedures 3. Courtesy to the customer and the public 4. Confidentiality 5. Noise Control 6. Acceptance of gifts 7. Statements to the Press 8. Local rules regarding smoking
9. Private use of telephones 10. Standards of Business Conduct Facilities 1. Cloakroom, lockers, lavatories 2. Canteen Education, Training, Promotion 1. Study leave 2. Means of advancement, promotion opportunities 3. Employee appraisal, review systems
The appraisal process will be a fair and equitable process in line with our Equality Policy.
The employee must also be informed at this stage if any further absences may result in their employment being terminated due to incapacity. Stage 4 If there is still no improvement within the laid down time scale a Review will be held with the appropriate Senior Manager / Director in the chair. The employee must be offered the opportunity for appropriate representation at this meeting. The Director / Manager will review all the available evidence including the Doctor's report. If there are no special circumstances the employee will be dismissed on the grounds of incapacity and their inability to meet the acceptable standards of attendance required by the Company.
Procedures Check List Stage 1 Return to Work Interview This is an informal part of the Procedure, however in order to give the process credibility the following rules should be followed : Every employee should complete a 'Return to work interview' form with their immediate line manager. Interviews should be carried out in an area where there will be no interruptions and where both parties may feel at ease. The employee should always be informed of the reason for the meeting. The meeting should be prefaced by an indication of concern for the employee as well as the need for the Manager to be aware of the health of his/her employees. The employee should be encouraged to discuss any problems they may be having with their health and to actively contribute to the solution to the problem. Any apparent problem or patterns of absence should be brought to the employees attention. All relevant absence documentation must be recorded on the employees personnel file.
Counselling As the first step in procedure it is vital that the message conveyed is clear and unambiguous. Prior to counselling, full details of the employees absence record along with reasons should be made available to both participants. The employee should be made aware of the date and location of the Meeting and the reasons for it. The employee should be given the opportunity to explain absence records and present any evidence required. If there are medical problems it may be necessary to adjourn the Meeting for medical advice. The Manager/Supervisor will advise the employee of the outcome of the meeting and where appropriate of the need for improvement of their current absence level. Written confirmation of the outcome of the meeting will be given to the employee and a copy recorded on their personnel files.
Name Designation Department First Day of Absence Last Day of Absence Total number of days absent Total number of days off work Is absence due to an injury at work? YES/ NO Have you seen a doctor ? YES/ NO Reason for absence(Please give a brief description of the illness or other reason for absence)
I understand that if I knowingly provide inaccurate or false information regarding my absence it may result in disciplinary action
Employees Signature
Managers Signature
5.
Disciplinary Policy
The Company Disciplinary Procedure will be used only when necessary and as a last resort. Where possible, informal and/or formal counselling or other good management practice will be used to resolve matters prior to any disciplinary action being taken. The procedure is intended to be positive rather than punitive but takes cognisance of the fact that sanctions may have to be applied in some circumstances. An employee can discuss any part of this policy with their Line Manager. They can help clarify an employees rights as well as give guidance and support where it may be needed. Every individual has the right to representation at any point during the disciplinary process. Suspension Suspension is not disciplinary action. The purpose of suspension is manifold and can be used when it is necessary to remove a member from the workplace pending an investigation for example, to allow time for a 'cooling down period' for both parties, for their own or others protection, to prevent them influencing or being influenced by others or to prevent possible interference with evidence. Only the Manager in charge of that individual, at that time or their superior, have the authority to suspend an individual. An employee suspended from duty will receive written confirmation within three days of: the reason for the suspension the date and time from which the suspension will operate. the timescale of the ongoing investigation.
Warnings Examples of Minor Misconduct Below are listed examples of misconduct which may warrant either a Verbal Warning or a First Written Warning. It is stressed however that this list is not exhaustive and that on all occasions a full and proper investigation must take place prior to the issue of a warning. Persistent lateness and poor time-keeping. Absence from work, including going absent during work, without valid reason, notification
or authorisation. Smoking within unauthorised areas. Failure to work in accordance with prescribed procedures. Incompetence. Unreasonable standards of dress or personal hygiene. Failure to observe Company regulations and procedures.
Verbal Warning A Verbal Warning is appropriate when it is necessary for the manager in charge to take action against an employee for any minor failing or minor misconduct. First Written Warning A First Written Warning is appropriate when: a verbal warning has not been heeded and the misconduct is either repeated or performance has not improved as previously agreed. an offence is of a more serious nature for which a written warning is more appropriate. the recurrence or accumulation of an offence/offences, if left, will lead to more severe disciplinary action. Examples of Gross Misconduct Listed below are examples of misconduct which may be considered to be Gross Misconduct and may warrant a Final Warning, Demotion or Dismissal. It is stressed however that this list is not exhaustive and that on all occasions a full and proper investigation must take place prior to the issuing of a Final Warning, Demotion or Dismissal. Theft, including unauthorised possession of Company property. Breaches of confidentiality, prejudicial to the interest of the Company, Being unfit for duty because of the misuse/consumption of drugs or alcohol. Refusal to carry out a management instruction which is within the individuals capabilities and which would be seen to be in the interests of the Company. Breach of confidentiality / security procedures. Physical assault, breach of the peace or verbal abuse. False declaration of qualifications or professional registration. Failure to observe Company rules, regulations or procedures. Wilful damage of property at work. Incompetence or failure to apply sound professional judgement.
Final Written Warning A Final Written Warning is appropriate when: an employee's offence is of a serious nature falling just short of one justifying dismissal. an employee persists in the misconduct which previously warranted a lesser warning.
Dismissal Dismissal is appropriate when an employee's behaviour is considered to be Gross Misconduct. an employees misconduct has persisted, exhausting all other lines of disciplinary procedure.
Letter of Warning All Warnings must contain the following information The letter must be issued within 7 days of the date of the disciplinary hearing. The nature of the offence and where appropriate, that if further misconduct occurs, more severe disciplinary action will be taken. The period of time given to the employee for improvement. The employees right to appeal to the manager directly above that of the one issuing the warning. A copy of the warning and any supporting documentation must be attached to the individuals personnel file. The employee must also receive a copy of the warning which in the case of any written warning will be sent to their home address by recorded delivery if not handed to them in person. In the case of a final written warning, reference must be made to the fact that any further misconduct will lead to dismissal, and that the employee has the right of appeal, and to who they can make that appeal.
The letter confirming dismissal will contain the following information: The reason for dismissal and any administrative matter arising from the termination of their employment.
6.
Equity Policy
1. S & G recognises that discrimination and victimisation is unacceptable and that it is in the interests of the Company and its employees to utilise the skills of the total workforce. It is the aim of the Company to ensure that no employee or job applicant receives less favourable facilities or treatment (either directly or indirectly) in recruitment or employment on grounds of age, disability, gender / gender reassignment, marriage / civil partnership, pregnancy / maternity, race, religion or belief, sex, or sexual orientation (the protected characteristics). 2. Our aim is that our workforce will be truly representative of all sections of society and each employee feels respected and able to give of their best. 3. We oppose all forms of unlawful and unfair discrimination or victimisation. To that end the purpose of this policy is to provide equality and fairness for all in our employment. 4. All employees, whether part-time, full-time or temporary, will be treated fairly and with
respect. Selection for employment, promotion, training or any other benefit will be on the basis of aptitude and ability. All employees will be helped and encouraged to develop their full potential and the talents and resources of the workforce will be fully utilised to maximise the efficiency of the organisation. 5. Our staff will not discriminate directly or indirectly, or harass customers or clients because of age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex, and sexual orientation in the provision of the Companys goods and services. 6. This policy and the associated arrangements shall operate in accordance with statutory requirements. In addition, full account will be taken of any guidance or Codes of Practice issued by the Equality and Human Rights Commission, any Government Departments, and any other statutory bodies.
7.
Leave Policy
There are generally following categories of leave are sanctioned to employees: Earned Leave Casual leave Sick leave EARNED LEAVE: -For Every 20 man-days worked, 1 day Earned Leave is credited to each employee. -Earned leave can be availed of only after confirmation of services on muster roll. - Carry forward is allowed and automatically un-availed leave gets plus in next year. - Encashment is allowed. CASUAL LEAVE: -7 days C.L. will be credited at the time of confirmation of services on muster roll. -No encashment/carry forward is allowed. SICK LEAVE: -7 days Sick Leave is credited at the . -If an employee avails of Sick Leave for more than 3 days, he must produce medical certificate as well as medical fitness certificate immediately and on the day of resuming duty, he must produce medical fitness certificate. - No carry forward or encashment is allowed. - Those who apply sick leave as per ESI rules, they are not eligible to avail sick leave given by the Company..
In the event of validation of medical certificate produced by the employee, Company may ask Him to report to a medical practitioner nominated by the Company for validation. PROCEDURE FOR APPLYING LEAVE: Step 1: Employee fills up blank leave application with clear reasons and leave Address and type of leave required. Excepting unavoidable or emergent Situations, all leave must have prior sanction. Step 2: He must get the leave position portion filled from the Personnel Dept. before he submit it to his Shift Head/Group Head/HOD. Step 3: Group Head will discuss with Shift Head and make necessary Alternate arrangement before leave is recommended. Step 4: Group Head will forward the leave applications to HOD with recommendations for Sanctioning leave or comments for rejection of applied leave with reasons. Step 5: HOD/In-charge will sanction the leave only after Group Head/Shift Head/Supervisor Has recommended the leave. Step 6: If leave is sanctioned, the application will be forwarded to Personnel Department for up-dating employee leave records. If leave is not sanctioned The employee concerned may be advised/counselled accordingly. GENERAL RULES: PRIOR APPROVAL: No leave is sanctioned, if an employee avails of leave without getting it sanctioned and also he is not allowed to regularise it on the date of resuming duty excepting reasons which are of emergency or unavoidable nature. This will be decided by HOD concerned. If this attitude is repeated, HOD may discuss with Personnel /HR Manager to take appropriate Action against erring employees. Just applying leave does not mean that he got the sanction. He must get the leave sanctioned and only then, he may proceed on leave. OVER-STAYING: Employees are not allowed to extend their leave excepting the reasons/ Situations which are beyond the control. If this attitude is repeated, concerned HOD may take up the matter with Personnel Manager to take appropriate action Against erring employees. ABSENTING: If an employee is absenting continuously more than 7 days, without any Valid reasons, his name will be removed from the rolls of the Company and Suitable disciplinary action will be taken against the faulty employees.
8.
Compensation of employees
List of compensation breakups which the S & G Engineers has, listed below. 1. Basic-Lump sum rate policy 2. HRA-N/A 3. DA-N/A Allowances 1. Conveyance Allowances 2. Late Sitting Allowances 3. Mobile Allowances 4. Food Allowances 5. Cleanliness Allowances Benefits apart from salary 1. 2. 3. 4. Bonus-Yearly Performance bonus Inam-Exgratia Motivational Incentives
9.
S & G providing personal protective instrument to their employees while on workplace. Fire extinguisher. Helmets. Gloves. Ear Buds. Opticals.
1. 2. 3. 4. 5.
Thanks...................
From Vikas Khatter