Petron Engineering Construction Ltd

Human Resources Policy Manual

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Welcome to Petron Group! We are pleased to have you as part of our esteemed
organisation and hope you have a long, happy and successful career with us. We hope
your skills and potentials make a significant contribution towards taking forward our
vision and mission.

This manual comprises the human resources policies and procedures of Petron Group.
The manual is an effort to create better understanding of o rganisation wide human
resources policies. They should eliminate the need for personal decisions regarding
these policies, protect the rights of all employees, and assure uniformity of action
throughout the organisation. Each member of management is respon sible for
administering these policies in a consistent and impartial manner.

Policies in the field of human resources become subject to modification and further
development in the light of experience. Each member of management can assist in
keeping our human resources program up-to-date by notifying the Human Resources
Department when problems arise or improvements can be made in the administration of
our human resources policies.

The Office of the Group Head - HR will distribute notice of approved changes or
additions to this manual, as and when required. If you have any questions concerning
the handbook, please speak to your Manager / Functional Head or a member of Human
Resource Department who will be pleased to help you. You can write to us at
hr@petronengineering.com . You can also address your queries to Corporate Human
Resource, (Group HR) Petron, 6th Floor, Swastik Chambers, Sion -Trombay Highway,
Chembur, Mumbai 400 071, Tel. : 022 -40856200.

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Sr.No. Content Page No.

1) Introduction to the Group 4

2) The Group Companies (Petron) 5

3) Hours of Operation / Work Schedules 6

4) Holidays 6

5) Professional Standards and Business Conduct 7

6) Policy on work Tools 8

7) Local Travel Policy 11

8) Domestic Travel Rules 14

9) Leave Travel Assistance Policy 20

10) Leave & Attendance Rules 26

11) Employment Terms & Conditions 30

12) Performance Management System 36

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This handbook is applicable to all employees of Petron Engineering Construction Ltd,
including those on permanent rolls, project rolls (for specific period), advisors and
retainers. This manual is developed to provide you with an information resource for
common questions and concerns. If you have questions or concerns about the policies
outlined here, you should contact your manager or Human Resources Department.

The general guidelines and the policies stated in this manual are subject to change at any
time at the sole discretion of the management. From time to time, any change in the
policy will be updated and informed accordingly.

The Group companies, divisions and locations

Petron Engineering Construction Ltd., Mumbai

• Construction

• Petrofab (Dabhasa, Vadodara)

• Rockwool Insulation

• Petrotech

• Petron Mechanical Industries (Mahape)

Petron Civil Engineering Pvt. Ltd., Mumbai

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Petron Group is an established name in the EPC segment specializing in industrial and
infrastructure construction for the last four decades. The group having two flagship
companies PECL (Petron Engineering Construction Ltd) and PCEPL (Petron Civil
Engineering Pvt. Ltd) has its operations in India, Middle East and Western Africa. It
offers total solutions in engineering constructi on, with feasibility study, estimation,
procurement and managerial and administrative support for project construction.

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 Ref.No.: HR / Aug ’08 / HOP / Rev 0

The hours of operation currently in force are:

Location Petron, Mumbai Regional Offices Project sites

Office Timings 9.00 - 18.30 9.00 - 17.30 8.30 - 17.30 or

as per client /
consultant/
project requirement

Weekly Off Sat, Sun Sun Sun

Holidays: 12 days. List to be circulated during December every year.

(Note: Regional / Site offices will declare holidays based on local practice / state
government declared holidays).

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 Ref.No.: HR / Aug ’08 / PS / Rev 0

Petron Engineering Construction Ltd. - PECL assumes that those associated with the
organisation will conduct themselves ethically and in accordance with what are generally
accepted as "standard business practices." The increasingly complex relationships that
have evolved between Petron and the numerous individuals, companies, and other
groups, with which it deals, require that persons representing Petron exercise a high
degree of personal responsibility, integrity, and sound judgment.

Each employee should be familiar with the policies and procedural guidelines that cover
the business activities that are his / her responsibility. This requirement will vary
significantly depending on the employee's position.

It is expected that by clearly setting forth the sta ndards of behavior that Petron expects
from its employees, any misunderstandings will be minimized, and any questionable
situation can be brought to the attention of the responsible administrator and resolved.

Any employee who has a question about these issues, or the policies governing them,
that cannot be answered by his / her supervisor is encouraged to direct the question to
Human Resources Department.

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 Ref.No.: HR / Aug ’08 / PWT / Rev 0

1. Objective
To lay down guidelines for providing work tools to employees for official use .

2. Mobile Phone
a. To be provided to employe es including trainees, advisors and retainers
based on specific role requirement and with approval from immediate
superior not below the level VP.
b. Handsets and SIM cards are to be purchased by employees.

3. Local calls / SMS/ STD/National Roaming: To be provided on need based

and to be decided by Project Manager / Project co -ordinator / Director
Operations.

a) ISD/International Roaming: To be provided to employees at A & B Grade

purely based on role requirement and with approval from Business Head or
Managing Director.
Maximum Eligibility limit for usage of mobile phone (for off icial use only) are
given below :

Eligibility
Level
(Rs. Per month)
A (M17 – M15) 4000
B (M14 – M9) 3000
C (M8 – M5) 2000
D (M4 – M1) 1500
Advisors As per terms

Bills exceeding the monthly limits need to be approved by the HOD.

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b. Procedure
If the mobile bill is within the eligibility limits, employees have to self -certify and
return the bill to the concerned coordinator. If the bill excee ds the eligibility
limits, then the employee shall identify personal calls made by them in the
monthly bill and he shall give a cheque to the company for such amount.
Remaining bill shall be submitted for approval of Department Head.

4. Desktop PC
a. Eligibility:
All Employees.

b. Desktop Configuration
The configuration of the desktops provided should be at least Pentium 4
or equivalent. This shall be reviewed on annual basis.

c. General
Employees may only use software according to the business requirement.
The company prohibits the illegal duplication of software and its related
documentation.

Equipment must not be attached to or removed from the company

network, or removed from its normal location, without the approval of the
IT in charge / the person authorized by him.

Illegally acquired software must not be loaded on company owned

equipment to avoid risks from viruses or o ther malicious devices and to
prevent exposure to legal proceedings.

If a workstation is shared by mo re than one person, then each user

should use his own user ID while accessing the network. There should not
be any written record of passwords.

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5. Laptops
a. Eligibility
All employees at A (M17 – M15) and B (M14 – M9) levels are eligible for
laptops in place of desktop PC.
For employees at C (M8 – M5) & D (M4 – M1) Grade Levels, laptops shall
be provided to employees based on role requirement and with approval
from Department Head.

b. Pool Laptops
All individual business units and / or locatio ns shall keep a pool of 3 to 5
laptops with the individual I.T department so as to facilitate employees
who are required to travel on frequent basis.

6. Internet Data Card / Pen Drive

a. Eligibility
Internet data card and pen drive shall be provided t o employees based on
role requirement and with approval from Department Head & HR Head.

b. Monthly usage limits

Reimbursement towards eligibility of data cards usage bills shall be at
actual subject to a maximum limit of Rs.1000 per month.

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 Ref.No. HR / Aug’08 / LTP / Rev 0

1. Objective
To lay down guidelines for all employees in Petron Group so as to claim
expenses incurred on local travel undertaken on account of official outdoor
duties within the municipal limits of the place of posting.

2. Entitlements
2.1 Local conveyance expenses can be claimed as follows:

Grade Level Mode of Local Conveyance

A (M17–M15 Company Car/ Hired car
B (M14-M9) Own / Hired Car / Taxi
C (M8 – M5) Metered Taxi

Public Transport / Auto /Two

D (M4 – M1)
wheeler/ Metered Taxi

General
S1 - S5 Public Transport / Auto /Two wheeler
Staff

2.2 In case of employees using their car for local official travel, they will be
entitled to claim Rs.8 per km. (only G.M. & above).

2.3 In case of employees using their two w heelers for local official travel, they
will be entitled to claim Rs.4 per km.

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 2.4 For consultants and outsourced employees, the applicable category will
be decided at the time of finalization of conditions of contract / terms of
outsourcing agreement and documented therein.
2.5 All cases, where a car has to be hired have to be booked through the
local administration department (hired car for Level M9 – M14 will be @
Rs.10/- or below per km). For M15 – M17 hired car may be booked at
actual rate.
2.6 During local outdoor duty the employee can additionally claim
reimbursement for the following :
• Expenditure incurred towards meals if an employee is out on
outdoor work for 4hrs. or more and during the lunch time (12 noon
to 3 pm) or dinner time (8 pm or beyo nd) will be reimbursed. The
reimbursement will be as follows :
Grade Level Reimbursement
A (M17 - M15) Actuals
B (M14-M9) 500
C (M8 - M5) 300
D (M4 - M1) 200
General Staff S1 - S5 100
Subject to production of bills. Liquor not allowed

• Parking / Toll charges at actual, subject to production of parking

tickets.

2.7 Under this policy, no claim should be made for travel from home to office
and back.

3. Procedure
All claims should be authorized by the Department Head. It shall be the
responsibility of the employee and the immediate superior to verify the
correctness of the claim. Claims for reimbursement must be made through
business / conveyance form (Annexure – I).

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Employee Name : Company :
Employee Code : Division / Dept.:
Grade / Level :

Kindly reimburse the following expenses incurred by me in connection with Company’s

work.

Date Particulars Purpose Amount

Rupees in Words
Approved By :
Signature of Employee : Signature :
Name :
Date : Date :

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 Ref.No.: HR / Aug’08 / DTP / Rev 0

1. Objective
To provide guidelines for domestic travel, accommodation and related expense
incurred during business travel.

2. Applicability
This Domestic Travel Policy shall be applicable to all the employees of Petron
Group including Trainees, required to undertake business travel within India.

3. Mode of Travel
The mode of travel as applicable to different categories of employ ees in
different cities is listed below:

Mode of Local
Conveyance
Grade Level Class of Outstation Travel
(while on outstation
duty)
Air (Business Class) or AC I
Company Car/ Hired Car/
Grade – A (M17-M15) Class Train or AC Hired
Metered AC Taxi
Taxi.
Air (Economy Class) or AC I Hired / Metered AC Taxi
Grade – B (M14-M9) Class Train or Hired AC Taxi (hiring cost will be @
/ Own vehicle. Rs.10/- km or below.
Air (Economy Class) or AC
Public Taxi / Metered
Grade – C (M8-M5) chair car Train / Taxi Private
Taxi
/ Own vehicle.

AC -2 Tier or AC chair car or Metered Taxi / Auto /

Grade – D (M4-M1)
Luxury AC Bus Public Transport

General AC -3 Tier or AC chair car or Auto / Public Transport /

(S1 – S5)
Staff Luxury AC Bus Two wheeler

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 4. 4.1 Those travelling by Business / Economy Class must avail of Bulk Tickets
facility to ensure economic viability. All bookings are to be routed through
Admin. Department.
4.2 When more than one person traveling to the same place, possibility of car
pooling etc. should be explored.
4.3 For those not eligible for Air Travel, the same can be allowed for Business
exigencies with the prior specific approval (to be highlighted in the Travel
Authorization Form, Annexure - I) of HR Head / Business Head. Details of
the exceptions shall be furnished to HR Head on a monthly basis.
4.4 It shall be the responsibility of the employee traveling to cancel and
arrange for refund in case of change in plan.
5. Hotel / Guest House Accommodation / Daily Allowance
5.1 Guest House accommodatio n wherever available should be used as a
first priority. In case of non availability of suitable guest house
accommodation, employees can stay in the hotels.
5.2 The entitlements for Hotel accommodation as applicable to different
categories of employees in different cities is listed below:
Travel Entitlement Matrix
Particulars GRADES
Grade A B C D E
Level (M17-M15) (M14-M9) (M8-M5) (M4-M1) (S1-S5)
Air (Bus) / Air Eco. /
Travel Air Eco. AC 2T AC 3T
AC I Class AC I Class
Company
Metered
Car/ Taxi/ Metered
Hired Taxi /
Local Conveyance Metered/ Local Local
Car / Taxi Local Transport
Hired AC Transport
Transport
Taxi
Lodging (Metro)
Daily Room Rent Actuals 7000 5500 3000 2000
( bills to be submitted)
Lodging (Other than Metro)
Daily Room Rent Actuals 5000 3500 2500 2000
( bills to be submitted)
Food , tips, other misc.
Actuals 1000 750 500 300
Expenses
Self Arrangement
3000 2500 2000 1500 1000
(includes food / tips etc.)
Metro cities include Delhi, Mumbai, Kolkata, Chennai, Bangalore .

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 5.3 The Administration Department will negotiate Corporate rates with hotels
at various locations and notify the same. In case of availability of hotels
with negotiated rates at a location, the employees are expected to stay in
the same. In the absence of a notified ho tel at a location employees can
choose to stay in a hotel as per their entitlements.

5.4 Expenses incurred on liquor and tobacco is not reimbursable under this
policy.

5.5 Bills for entertaining official guests of the company [applicable only for
Grade A (M17-M15) & Grade B (M14 M9)] while on tour needs to be
submitted separately as entertainment bills. All such expenses should be
certified by the employee stating the designation and name of the guests
on the bill and must be duly approved by MD / Directo r (Operations) /
Executive President.

5.6 The boarding and lodging expenses eligibility mentioned above in the
travel entitlement matrix is the maximum limits in each grade. The
settlement of boarding and lodging expenses will be strictly on production
of hotel bills and the balance amount has to be refunded to Accounts
department, if advance is taken.

6. Travel Bookings/ Advances/Claims Settlements

6.1 All the travel related transactions (booking, cancellations etc.) should be
routed through the Location Administration Department. Employees at
Mumbai / Delhi shall route all travel requests through Admin. All travel
requisitions have to be made in the prescribed format.

6.2 Employees on tour will be required to settle travel expenses directly and
claim reimbursement from the company within 7 days of travel by
submitting a travel expenses report (Annexure – II). Cash advances
should be settled within a week time.

6.3 Till the submission of Travel Report and refund of balance money, if any,
the Accounts Dept. will hold the total amount paid to the individual as
‘advance’ against the employee’s name.

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7. Travel for Training / Education
7.1 Employees on training / educational course shall be provided with Guest
Houses or Hotel accommodations as per the company decision.

3) General
• Management Trainees and Graduate Engineer Trainees will be eligible
for travel as per Grade D (M4 -M1).
• For consultants and outsourced employees, the applicable category will
be decided at the time of finalization of conditio ns of contract / terms of
outsourcing agreement and documented therein.
• Any business / official travel and expenses thereof can be approved by
the employee’s immediate superior, not below the level of Dept. Head.
(GM – Manager).
• Any deviation in the claim can be approved by Business Head / HR Head.
Details of deviations shall be reported to the HR Head on a monthly
basis.

9. Maximum Reimbursement Limits against relocation :

D
A B C
Grades (M4-M1),
(M17-15) (M14-M9) (M8-M5)
S5 & S4
Shifting of
household
items Actuals Rs. 50,000/- Rs. 35,000/- Rs. 25,000/-
upto 1
truckload.

Relocation Expenses to be approved by HOD based on quotations from approved

transporters.

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 Travel Approval Form

Employee Name : ……………………………….. Designation : ………………

Employee Code : ……………………………….. Department : ………………

Project Name : : ……………………………… Job No : ………………

Visa Requirement (Yes/No)

If Yes………………………………………………….

For Country 1) ……………… Visa Type 1) ……………………

2) ………………. 2) ……………………
3) ……………… 3) ……………………

Travel Requirement
Mode Travel Date Return Date Remarks

Purpose ………………………………………………………………………………

………………………………………………………………………………………..

Emergency Address
……………………………………………………………………… …………………………
………………………………………………………… Phone : ………………….
Whom to contact in emergency…………………………………………………………..
Relation…………………………………………………………………………………..

Requested by Employee Signature Date

Approved by Authorised Signatory Date

Note : The approved form to be forwarded to the administration for necessary action.

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 TRAVEL EXPENSE REPORT
Employee Name : Designation: Grade:
Employee Code : Department:
Purpose of Trip : Date of Travel: To
Other Expenses
Date Location Transportation Lodging Meals (Out of pocket/Per INR
diem Currency)
Mode Total
Amount Amount Amount
(Air/Rail/Local) (INR/USD) Amount

Grand Total
Advances taken if any
Balance due to employee
Balance due to company

Signature of Employee: Approved :

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 Ref.No.: HR / Aug ’08 / LTA / Rev 0

1. Objective:
To provide guidelines for claiming Leave Trave l Assistance.

2. Applicability:
LTA is a component of the “cost to company” as agreed during the time of
employment. It is payable to only those employees wherein it forms a part of
their CTC.

3. Procedure:
• All employees eligible for LTA can claim the same only after completion of
one year of employment with the company.
• In case wherein the employee has undertaken a journey towards LTA
before completion of one year with the company, he / she can claim LTA
only after completion of one year from the date of joining.
• LTA is normally calculated on the basis of 8.33% of the annual basic
salary, which is approximately one month basic salary in a year.
• LTA is a privilege that the company provides and it expects all employees
to avail the LTA while undertaking a journey.
• For availing LTA, an employee is entitled to travel as per the eligibility
according to his / her grade. All travel related original documents like
railway ticket, air ticket, boarding pass, original taxi bills etc are to be
submitted to Accounts Department forprocessing of LTA claim.
• LTA calculations will be based on calendar year.
• LTA will be allowed to be carry forward for one year. All other perquisites
will lapse, if not claimed within the year.
• An employee has to take a minimum of five days PL, in order to avail the
LTA.

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 • An employee will have the option of taking LTA once in two years or twice
in a block of four years, to enable them to get LTA exempted from income
tax, if applicable.
• LTA amount payable to an employee will be on pro rata basis till the end
of the year (December), in the year of travel undertaken, so as to claim
exemption under income tax. However, if the employee leaves the
services of the organization before the end of the year, the equival ent
amount of advance LTA will be deducted from the full & final settlement of
the employee.
• Unavailed LTA will be paid on pro rata basis to the employees who resign
from the services of the organization.

4. Definition:
Family: For this purpose "fami ly" means:-
(i) The spouse and children of the individual; and
(ii) The parents, brothers and sisters of the individual or any of them, wholly
or mainly dependent on the individual.

5. Exemption Limits in LTA:

LTA is exempt from income tax w ithin certain limits as under: -
(a) Where journey is undertaken by rail. The railway -fare for AC II class by
shortest route to the destination.
(b) Where places of origin and destination are connected by rail, but the
journey is undertaken by another mod e - the AC II class fare by shortest
route to the place of destination.
(c) Where place of origin of journey and destination, or part thereof, are not
connected by rail and journey is performed by any other transport; then:
(i) If a recognised public tra nsport system exists between such
places the first class or deluxe class fare of such transport by
shortest route, OR,
(ii) If in other case, Second AC class fare for the distance of the
journey by the shortest route, as if the journey has been
performed by rail.

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Exemption will, in no case exceed actual expenditure incurred in the
performance of journey.
For all those employees who are eligible for air travel as per domestic travel
policy, an amount not exceeding the air economy fare of the National Carri er by
the shortest route to the place of destination.
To qualify for exemption it is necessary to perform actual travel.
In case the LTA is encashed without actually performing the journey the entire
amount received by the employee would be taxed in his hands.
Number of times exemption can be claimed.
The employee can claim exemption in respect of two such journey(s) in a block
of 4 years. For this purpose, the existing block of 4 years is the period 2006 -09.

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 LTA CLAIM FORMAT

FOR THE BLOCK / CALENDAR YEAR…………………TO ………………………

PLACE OF VISIT: ……………………………………………………………………..

NEAREST RAILWAY STATION / BUS STAND:……………………………………

PART – A

(TO BE FILLED BY THE EMPLOYEE)

1. Name: ……………………………………………… 2. Emp. Code: ……………….

3. Designation: ……………… ………………………. 4. Basic Pay: …………………

(As on date of onward journey)

5. Place of Posting: ………………………………………………………………………

6. Leave Details ………………………………………………………………………….

a) Nature of Leave:……………………………………. b. Period: …………………..

7. Particulars of members of famil y in respect of whom the LTA has been claimed

Sr.
Name Age Relationship
No.

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8. Details of journey(s) performed by employee and the members of his / her family
Dep. Arrival Mode Class of
Distance Fare Ticket
Date Date of Accomm Remarks
(Km.) Paid Nos.
& Place & Place Travel odation

9. Amount of advance taken, if any: Rs.___________________

Certified that: -
1. The information given above is true to the best of my knowledge and
belief.
2. That my wife / husband for whom LTA is claimed by me is not employed
in any Public Sector Undertaking / Corporation / Autonomous body
financed wholly or partly by the State / Central Government or Local
body, which provide LTA facilities to its employees and their families.
3. That my father / mother / sister / brother is / are fully dependent on me
and he / she / they is /are residing with me.

Dated: Signature of Employee

Name:

Emp. Code:

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 PART – B
(To be filled by Accounts Section)

1. The net entitlement on account of Leave Travel Concession works out to

Rs. …………………………….. Rupees (in words):……………………

a) Railway / Air / Bus / Steamer Fare: Rs……………………….…………

b) Less Amount of advance drawn: Rs. ……………………………………

Vide Bill No.:…………….. Dated: Rs. …………………….

Net Amount:………………. Rs…………………………….

2. Expenditure is debit able to………………………………………………..

Major Head………………………………………………………………...

Sub Head…………………………………………………………………

(Signature)
Accounts Department

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 Ref.No.: HR / Aug ’08 / LAR / Ref 0

1. Objective
To define the leave entitlements, holidays and attendance rules for all
employees in Petron Group.

2. Applicability
This policy shall be applicable to all employees in Petron India including
retainers/advisors and trainees.

3. Eligibility of employees
All employees (including Trainees) will be entitled to two types of leave during
the year as follows:
Privilege Leave (PL) Medical / Casual Leave
No. of days 30 14

This leave can only be

availed after one year of
service. However,
depending on urgency of Casual Leave- 7days and,
Criterion
requirement, the immediate Sick Leave- 7days
superior can sanction
advance leave on pro rata
basis.

All 30 days PL can be

accumulated every year
Yearly Accumulation
subject to the overall limit of
90 days.
Total Accumulation (upto a maximum of 90 days)
Unavailed casual leave at
the end of every year shall
lapse.Sick Leave can be
accumulated upto 28 days.

Encashment of Leave beyond 90 days of

earned leave (to be accumulation can be NA
calculated on basic) encashed once in a year.

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4. General Conditions
• The year for purposes of calculating leave shall be the financial year.
• Leave cannot be claimed as a matter of right, and the discretion of grant
or refusal lies solely with the sanctioning authority.
• Prior approval is necessary for leave, including leave without pay.
However due to unavoidable circumstances, if prior approval cannot be
obtained, this must be regularized as soon as possible, but not later than,
on the day of resuming duties.
• Half day leave can be taken for absences either in pre -lunch or post-lunch
period, with the prior approval of the immediate superior.
• Leave can be suffixed and / or prefixed with weekly holidays / other paid
holidays.
• Holidays/ weekly off sandwiched between CL and SL will not be counted
as leave. However, holidays / weekly off sandwiched between PL will be
counted as PL.
• Holidays / weekly off prefixed or suffixed with any type of leave i.e., PL,
CL or SL will not be counted as leave.

5. Eligibility for Consultants / Employees on Contract

The eligibility of leave for consultants / employees on contract shall be
determined at the time of their appointment. However, the leave so finalized
cannot exceed 30 calendar days per year (or pro -rata for duration of
appointment during the year). The leave for consultants / employees on
contract can neither be encashed nor carried forward to the n ext year, if the
consultancy / contractual employment exist beyond a period of one year. Such
employees will not be entitled for CL & SL. However, they can avail PL on pro
rata from the second month onwards of joining.

6. Maternity Leave
Female employees can avail of Maternity Leave as per the provisions of the
Maternity Benefit Act 1961.

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7. Work on holidays / weekly off
A Entitlements
• All Head Office and Regional Office employees may claim reimbursement
of meal expenses at actual subject to a maximum ceiling of Rs.100 per meal
for working on holidays / weekly off or late sitting beyond 7.30 pm on a
regular working day. This is subject to approval of department head.

B Procedure
• All work on holidays / weekly off days should have the pri or sanction of the
immediate superior and the departmental head, as the case may be.
• All claims must be made on a monthly basis and should be authorized by the
immediate superior, not below the level of a General Manager. It shall be the
responsibility of the employee and the immediate superior to verify the
correctness of the claim.
Claims for reimbursement must be made through Expenses form alongwith
proper bills / receipts.

8. Attendance
• All employees are expected to report for duty at least 5minut es before the
scheduled time.
• All employees are required to swipe their access -cum-identity cards on the
swipe machine(s). Where there are no swipe machines, employees are
expected to sign the attendance register daily at the time of reporting for
duty.
• Habitual late coming is not appreciated and may attract disciplinary action as
deemed fit.
• Employees have to inform the concerned supervisor and / or the HR
Department in advance if they are not coming to work. If, due to any
unforeseen exigency, the y cannot do so, then they are expected to inform
about their absence at the earliest.
• In case an employee is required to go for official outdoor duty, and he/she
would not be coming to office for the day, then; he/she has to fill the outdoor
duty slip given in Annexure – I. The same is applicable if the employee is
reporting later than the official start of work hours. The outdoor duty slip
needs to be approved by HOD and submitted to HR. if employees go for
official outdoor duty and are going to return to office, then they do not need to
fill the above.

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Name:

Designation: Employee Code:

Department: Location:

Nature of Leave

PL CL SL LWP OD

Number of Days:

From: ___________ To: _________________

Prefixed Holidays:

Suffixed Holidays:

Purpose of Leave:

Signature of Employee Sanctioning Authority

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 Manpower Planning, Recruitment and Selection

On-boarding process:

(Step by step approach)

1. Manpower planning is to be done at the beginning of each financial year, based
on the yearly business plan. Being a project driven organization, the manpower
plan may also be reviewed in view of new projects being undertaken during the
year and also based on the demobilization plan of projects getting closed due
to its completion.
2. The complete manpower plan must reach HR duly approved by Head –
Operations and MD. Whenever any such change (increase or decrease in the
hiring) is perceived by Head – Operations, the same must be duly approved
and communicated to HR Department for further a ction.
3. The HR Department in turn will complete the preliminary screening of CV`s
from internal database and arrange for the interviews with respective function
heads.
4. Once the candidate is shortlisted after interview, he / she will be offered a
designation and salary commensurate with the qualification, experience & job
profile handled. Also, a checklist will be sent to the candidate for the
documents he / she needs to submit before joining. The accepted offer letter
must be duly signed and sent to HR department within a week failing which the
offer stands withdrawn.
5. Once the person joins and submits all the documents listed in the checklist, he
/ she will be issued an appointment letter. The individual has to sign a copy of
the appointment letter and send it back to the HR department. On receipt of the
acceptance of the offer letter, the person will be allotted an employee code and
thus the salary will be processed considering that date of joining.

30
31
Absorption of notice period:
The management has the discretion to buy out the notice period of an
employee joining at a short notice. Though this should not be made a regular
practice, in such situations wherein the management feels that the joining of a
candidate may be expedited, the notice peri od salary deducted by the previous
employer may be reimbursed, subject to production of relevant documents.
New employees joining site or HO should get reimbursement after completion
of 90 days service in the company.

Joining at Site/ HO / RO:

Employees joining at any of the company locations will be reimbursed joining
expenses. The joining expenses include:
1. Travel expenses for self and family (dependents only). The travel
entitlement will be as per the grade of employee and limited to the
eligibilities mentioned in Domestic Travel Policy. Original tickets are to be
submitted for such reimbursements.
2. The household materials shifting expenses will be reimbursed to the
employee, as per the entitlement of the particular grade, subject t o
submission of original ticket jacket / challan etc.

The following types of accommodation are provided at site:

1. Shared bachelor accommodation.
2. Unfurnished family accommodation.

Employees reporting at any particular location must inform the respective HR

department at least a week in advance to make necessary accommodation
arrangements. A newly joined employee may be accommodated in the
company guest house (if available) for a period not exceeding 7 days. During
this period he has to make his own arrangement for stay. The administration
department at respective location will facilitate the employee in searching for
a suitable accommodation.

32
 However, such employees who would opt for bachelor’s accommodation will be
provided accommodation with mess facility.
Leave during Transfer:
Employees transferred from one site to another will be entitled for three days
joining leave so as to ensure safe shifting of family & other household
materials.
Employees transferred from one site to another must ha nd over the
responsibilities to the new incumbent / existing site personnel through a written
note. In the absence of such a note, the employee may not be released from
the existing site and any delay thus caused will be attributable to the employee.

Retirement Age & Extension of service:

Normal retirement age of the employee is 60 years. The last date of
employment is the end of the month in which the employee attains the age of
60. However, in selective cases, the management at its sole discretion may
extend the services of the employee beyond 60 years. Such extensions will be
limited for only one year and will be purely on retainership basis. During this
retainership period the employee is guided by the terms and conditions as per
the company policy for retainers & advisors.

Separation:
Separation of an employee can be on account of resignation by the employee,
death, termination etc.
In case the employee resigns from the services of the company, the following
mandatory clearances are required faili ng which the full and final settlement will
not be done.
1. Clearance certificate from stores & accounts.
2. NOC from site.
3. Exit interview duly signed by the employee.

33
Notice Period:
As per the terms of employment, an employee has to serve the no tice period
as mentioned in his appointment letter. However, the management at its
discretion may release the employee even before the completion of the notice
period. The management may not accept the notice period salary payoff by
the employee in lieu of the notice period.

Employees will not be entitled for any leave during the notice period.
Employees availing leave during such period will be treated as leave without
pay or the notice period will be extended by the equivalent amount of days for
which leave is taken.

Any waiver of notice period will have to be duly approved by the management.

Overseas Posting Policy:

Employees posted abroad will be treated as employee on deputation. Though
the salary and other perquisites will be payable according t o the currency
prevalent in the place of posting, the employees will be deemed to be in
continuous services for the purpose of calculation of terminal benefits such as
gratuity etc.
The employee will be briefed about the working status in the other countr y i.e.,
whether single or family status. For travel entitlements, for self and family, the
prevalent foreign travel policy is applicable.
On return to the native country, the employee may be offered a salary in the
equivalent currency. This salary may be higher, lower or equal to the salary
being drawn at the foreign location.
Employee will be entitled for travel from the place of posting to the native
country once in a calendar year. Company will provide air fare for self & family
(if family status is awarded) for such travel.

34
Induction:-
Every new employee will undergo a structured induction at their respective
locations. The immediate supervisor of the new incumbent must ensure that
the person joining is inducted properly, which includes orien tation to the
organization, various departments and their respective functions, his individual
roles and responsibilities etc.
In case any assistance is required, the supervisor may approach respective HR
department or the Corporate HR.

MIS:-
All site and regional HR representatives must send a consolidated HRMIS (in
the specified format) so as to ensure coherence in approach towards
implementation of HR systems and policies.

35
 Ref.No.: HR / Aug ’08 / PMS / Rev 0

Petron Group
Each of the companies will have annual business plan. These annual business
plans will further percolate down as the department objectives within a company.
The department objectives will form the basis of Key Result Area`s for
department heads. The department heads KRA will tr anslate into the KRA`s of
employees within the department. This will ensure that there is an alignment of
individual KRA`s (roles and responsibilities) with the overall objectives of the
group.

KRA`s will be formed by each employee of the organisation wit hin first 15 days of
the Performance calendar year (April to March). A mid term review (between
superior and subordinate) though not mandatory, is preferred so as to review the
performance and also to ascertain if there is any corrective action to be taken .

At the end of the year, i.e., during March, annual review of performance is to be
done (between superior and subordinate). The overall rating will be awarded by
the reviewer for his subordinate primarily based on the achievement of KRA
besides other significant contribution made to the business during the year. The
rating is on a scale of 1-5 wherein;

Rating 5 indicates - Performance redefines organisation standards.

Redefines her / his role. Performance is unprecedented / rarely observed
and sets a new standard or benchmark for the organisation.
Rating 4 indicates - Performance significantly exceeds expectations. Is
able to significantly exceed the target / goal set at the time of goal setting
exercise. This should be discussed at the time of goal s etting exercise as
a stretched goal.

36
Rating 3 indicates - Performance meets expectations. Is able to meet
the target / goal set at the time of the goal setting exercise.
Rating 2 indicates - Performance needs improvement. Is unable to fully
meet the target /goal which was set at the time of goal setting exercise.
Rating 1 indicates - Performance far below expectations. Is unable to
meet the target / goal which was set at the time of goal setting exercise.
In normal course, the annual increments will be b ased on business
results / company and industry performance. For those employees joining
during mid year, they must have completed a minimum of six months for
being eligible for annual increment.
The promotions and annual increments for supervisory grade w ill be
based on identification of the strengths and weaknesses, ability to take
higher responsibility and the potential to rise to the next level.

Training and Development Policy and Procedures

The purpose of Training and Development is to contribute to i mproved
business performance in the global competition by disseminating best
practice and developing employees and other associates to their full
potential to address the challenge of the changing environment.
The process of Training and Development will e nsure that employees and
associates have a high standard of skill and knowledge and can adapt to
technological and organisational change, thus achieving a high standard
of job performance.
Training and development needs are identified as part of strategic
business planning, during performance review of employees & induction
process and regular reviews of quality & effectiveness of the imparted
training. Employees are encouraged to be proactive in identifying and
acquiring skills and knowledge for effective working in consultation with
their superiors.
Responsibility of identifying training needs of subordinates lies with senior
management. Meeting the training and development needs thus derived
from performance reviews and business objectives is the responsi bility of
the Human Resource Department.

37
 Policy
Petron is committed to excellence in people development in order to
maintain and enhance its position as a world class construction company.
We aim to create a culture of learning throughout where individua ls take
responsibility in partnership with the company for their development.
Petron recognises the need to develop its people so that they are fully
equipped to deliver Petron`s business objectives; both in the present and
in the future.
Objective
To ensure that Petron has people with the appropriate knowledge, skills and
behaviours to meet its business objectives in both the short and longer term
and also to allow our people to achieve their potential and career aspirations
within Petron.
Aims
• To equip people with the technical skills required.
• To provide leadership and management development to all managers
within Petron.
• To identify the development needs of Petron and those of individuals and
balance the two.
• To ensure that development nee ds are identified as part of the business
planning process and reviewed regularly.
• To promote the use of the full range of development opportunities.
• To ensure equality of access to all development opportunities.
• To provide career development for all.
• To provide effective induction for all new appointees.
• To ensure the effective delivery of mandatory training e.g. Health and
Safety etc.
• To ensure the appropriate skills are in place to deliver the business
strategy.

38
Procedures
Identifying Needs
Individual - These should be identified as part of the appraisal process.
When individuals work objectives have been agreed they should, with their
line manager, then consider the development needs to enable them to meet
those work objectives. At the same time individuals should consider their
longer-term career aspirations and identify the development needs arising
from these. These should always be discussed with line managers who will
need to take account of the needs of the whole te am and operational
requirements before agreeing.

Team - These too should be identified by team leaders and notified to the
Corporate Human Resource Development.

Organisational - These may arise as the result of new projects, changes in

legislation, the introduction of new policies or procedures etc. and should be
considered by Directors and HOD`s. They should be included in business
plans and notified to the Head of Human Resources Development. Needs
should be reviewed formally at least once in a year during the appraisal
process.

Meeting Needs

Individual - Once the appraisal is received, the HR department would

formulate the training calendar based on these specific needs.

Team – The HR department will support line managers in carrying out a

training needs analysis and identifying the most appropriate solution.
Wherever possible they will provide a tailored solution to the particular need
identified.

39
Organisational - Once a broad need has been identified more specific
training needs analysis will be carried out by the HR department. This will
enable them to specify the requirement and determine the most appropriate
way of meeting the needs. More specific details will then be discussed and
agreed with Top management to ensure their requirements ar e taken into
consideration.

On job Training:-
Being a skills driven industry, lot of emphasis would be given to on job
training. As far as possible, the training would be conducted at respective
locations to cut down on travel time of participants.

Evaluation
Learning must contribute to both business success and personal
development and overarching all these, is the need to ensure that Petron
achieves value for money. For these reasons there will be a robust process of
evaluation in place. All deve lopment activity will be evaluated in accordance
with Petron's Training Evaluation Guide.

40
The performance management system to be followed will be based on KRA`s. KRA
stands for Key Result Area. While we have number of responsibilities when working
in an organisation, not all the task that we do are of critical nature. All those tasks
which are critical to business are to be identified as Key Result Areas.
For example, an engineer supervising excavation at site will have “Excavation” as a
KRA. For this KRA, the measurables could be in terms of:
1. Within budgeted cost.
2. Within budgeted time.
3. Within permissible tolerances (allowance).
Thus even one KRA can have more than one measure. This concept of PMS is
derived from the well known management p rinciple of “Management by Objectives”.
It is generally said “What gets measured gets done”. Thus a system of framing the
KRA`s at the beginning of the year results in the following benefits.
1. Clarity of goals. This ensures that there is no ambiguity bet ween the
management expectations and the deliverables of the employee.
2. Alignment to the business objectives. This exercise ensures that all
employees of the organisation strive towards a common agenda. The
business plan of the compan y for a particular year becomes the
organisational goal.
3. At the end of the appraisal cycle, there is no room for subjectivity
regarding the performance measure of the employee.
4. Enables the employees to do a self appraisal as the planned objectives
are personally set by him / her at the beginning of the year.
Goal setting is an important aspect of life which can be implemented not only in
professional but personal life too. At the time of goal setting it must be ensured that
the goals are not too easy (as this makes it l ess challenging) and also not unrealistic
(as non-achieving them may result into losing faith in the system). Goals should be
stretchable to such an extent that achieving it gives a sense of satisfaction.
Collectively, it should elevate the organisational standards to achieve a higher level
of delivery in performance.

41
 MANAGEMENT GRADE
(M1 to M17) & Trainees
PROCESS FLOW

Setting of
Business Goals

Project Sites will have

Setting of Project Specific Goals like
Department Goals profitability, project
schedule, quality, HSE etc

Goal Setting of
Department Heads

Individual KRA`s of
employee

Performance Review of employee based on KRA`s

set

Performance evaluation by the reviewer

Promotion & Annual Increment

42
Name: Grade:

Designation:

Qualification: Location:

Experience outside: Years with the Company:

Year of Last Promotion:

Immediate Superior: Department Head:

PART I: KEY RESULT AREAS 200 - 0 (Attach additional sheets if required)

Procedure: The Key Result Area section is designed to help you set objectives,
identify performance metrics, review th em in the course of the year and record
results achieved at the end of the year. You are required to fill in 5 to 7 Key Result
Areas based on the job allocated and done by you during the financial year April to
March.

You and your Manager need to sign of f the form to signify agreement. The original
should be with your Manager and a copy each with yourself and the HR Department.

1a. Key Result 1b. Performance 1d. Summary of 1c. Summary of

Areas Measure / Results Achieved Results Achieved
Objectives Appraisers Appraisee
Assessment (Self Appraisal)

1.

43
1a. Key Result 1b. Performance 1c. Summary of 1d. Summary of
Areas Measure / Results Results Achieved
Objectives Achieved Appraisers
Appraisee Assessment
(Self Appraisal)

1a. Key Result 1b. Performance 1c. Summary of 1d. Summary of

Areas Measure / Results Results Achieved
Objectives Achieved Appraisers
Appraisee Assessment
(Self Appraisal)

44
 6

1 e.
Detail any significant factor (positive / negative) which has had an effect on your
performance during the Appraisal year?
………………………………………………………………………………………
……………………………………………………………………………… ………
………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………

1 f.
Do you have any concerns that you would like to highlight. If yes, please
elaborate?
………………………………………………………………………………………
…………………………………………………… …………………………………
………………………………………………………………………………………
………………………………………………………………………………………

Signature of the Appraisee Signature of the Appraiser

Date : Date:

45
PART II

2. Assessment: - (Please tick the appropriate box below).

RATING SCALE : The rating scale is between '5' to '1' where:

5 4 3 2 1

Performance Performance
Performance Performance Performance
Redefines Significantly
Meets Needs Far Below
Organization Exceeds
Expectations improvement Expectations
Standards Expectations
Redefines his Is able to Is able to meet Is unable to Is unable to
/ her role. significantly the meet the target / fully meet the
Performance exceed the target / goal, target / goal,
is target / goal set goal,which was which was set which was set
unprecedented at the time of set at the time at the time of at the time of
/ rarely the goal setting of the goal the the goal setting
observed exercise. setting goal setting exercise.
and sets a new This too should exercise. exercise.
standard or be discussed at
benchmark the time of the
for the goal setting
organization. exercise as a
stretched goal.

2a. Self Assessment: Over all performance assessment by the Appraisee him / herself
on a scale of 1 to 5

1 2 3 4 5
Employee Signature
2b. Reviewer Assessment: Over all performance assessment by the Reviewer on
a scale of 1 to 5

1 2 3 4 5
Reviewer Signature

46
PART III: To be filled only if the employee is recommended for promotion.

Otherwise leave it blank.

PROMOTION RECOMMENDATION FORM

PROMOTION BEING RECOMMENDED FROM LEVEL______ TO LEVEL

_______

EMPLOYEE INFORMATION

NAME OF EMPLOYEE RECOMMENDED FOR PROMOTION :

EMP. CODE : COMPANY / DIVISION :

D.O.J : AGE :

CURR. LEVEL : DATE OF LAST PROM.:

QUALIFICATIONS :

WORK EXP. : PRIOR TO KSS / Petron AT KSS / Petron

PRESENT JOB RESPONSIBILITES

………………………………………… ……………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

47
SUGGESTED RESPONSIBILITES ON PROMOTION

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

…………………………… …………………………………………………………

JUSTIFICATION FOR PROMOTION

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………… ……

………………………………………………………………………………………

NAME & SIGNATURE OF ASSESSOR

Part IV: (To be filled by HR / Panel Members)

4a. Panel Assessment: Over all performance assessment by the Panel on a scale of 1 to 5

1 2 3 4 5

48
4b. Panel Recommendation

Panel recommendation for Promotion / Confirmation

Increment Recommended for To be considered To be considered

(based on rating) promotion this for promotion next later
year year

Comments from the Panel :

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

………………………………………………………………………………………

Panel Member Name: Signature:

Panel Member Name: Signature:

Panel Member Name: Signature:

Panel Member Name: Signature:

Part V- Training & Development Plan (To be done jointly by the Appraiser &
Appraisee)

Procedure: The development plan should be used as a tool for evolving a plan for the
Appraisee’s personal and professional development. The development plan should go
beyond nomination to training programs and should include specific actions and tasks
that the Appraisee and her / his supervisor / manager will undertake for the Appraisee’s
development. The responsibility for the fulfillment of the development plan is jointly
shared by the Appraisee and his / her Manager. Appraisee to fill in the self
perceived training need and submit to the Supervisor / Manager, who will fill in the
form after discussion. This section is mandatory, thus do not leave it blank.

49
 5a. Strength:

Areas of Improvement:

5b. Action Plan for Training & Development of the individual.

APPARAISEE APPRAISER (FINAL)

Self
Appraiser's
assessment Reason for Reasons for
assessment of
Training needs of the the desired identified
the
training training training
training needs
needs

1. Technical

2. Behavioural

3. Others

4.4. On- the -job.

Other

5c. Signature/ Employee's Date Assessor's Signature/Date

50
 PERFORMANCE REVIEW FORM

REVIEW FOR THE PERIOD APRIL TO MARCH

Name: Grade:

Designation:

Date of Joining: Date of Birth:

Qualification: Location:

Experience Outside: Years with the Company:

Year of Last Promotion:

Immediate Superior: Department Head:

General Guidelines

• Allow the employee to complete the Self Review Form before commencing the

Appraisal discussion.

• Plan for the Objectives / Goals to be set for the ensuing year.

• Review targets set for the previous year and measure the extent to which targets

were accomplished.

• Keep the entire period under review and avoid isolated instances from

influencing the entire Appraisal.

• Joint discussion with the employee is essential.

• Do not let personal biases affect the appraisal review.

• Avoid salary considerations while assessing performance.

• Conduct the performance discussion in the right ambience and without any

external interruptions.

51
• All KRA`s have equal weightage.

Final Rating: Outstanding (5) / Superior (4) / Good (3) / Average (2) / Poor (1)

Comments of the Reviewer: ……………………………………………………….

52
 SECTION A

A Performance in Key Result Areas Marks

5 Total Points

Out of 100

Overall rating ( as applicable)

Outstanding Superior Good Average Poor

5 4 3 2 1

Out of 100

Overall Reasons for Outstanding / Poor Rating

Elaborate reasons for the above rating and suggest proposed development plan for

outstanding employees / nature of assistance to be provided for poor p erformance

53
 Strengths Areas of Improvement

Training Programmes suggested

Training / Development (e.g. Formal courses, books, changes in responsibilities) needed

in relation to the coming year's targets

TECHNICAL –

DEVELOPMENTAL -

Promotion

(To be filled up only if recommendation is concerning Promotions)

I recommend that Mr. / Ms. _________________________be promoted from Grade

____________________

Designation ____________________________ to Grade ________ , Designation

____________________________

Assessor’s reasons justifying promotion of the employee:

54
 Overall Comments of Assessor

Assessor’s Name: _________________________ Assessor’s Signature . _________

__________________________________________ _____________________________

Assessor’s Designation: _________________________ Date:

_________________________________________ _______________________________

Reviewer’s Name: _________________________Reviewer’s Signature __________

Reviewer’s Designation: _____________________ Date: _____________________

Enclosure: 1. Annexure A - To be filled at the beginning of the appraisal year.

2. Annexure B - To be filled at the end of the appraisal year.

55
 Annexure A

ANNUAL PERFORMANCE TARGET & REVIEW FOR THE YEAR 2007 -

2008 (To be filled at the beginning of the year)

NAME: DESIGNATION EMP.CODE

EARLIER BRANCH PRESENT BRANCH

JOINED PRESENT BRANCH ON

S.N. KEY RESULT AREA TOTAL MARKS

Total Marks 100

REVIEWEE NAME REVIEWER NAME PROJECT MGR/HOD

SIGNATURE SIGNATURE SIGNATURE

56
 PERFORMANCE APPRAISAL FORMAT
FOR SUPERVISORY GRADE
(S1 to S5)
PERFORMANCE REVIEW & POTENTIAL ASSESSMENT FORM
REVIEW FOR THE PERIOD APRIL TO MARCH

Name: Grade:
Designation:
Date of Joining: Date of Birth:
Qualification: Location:
Experience outside the company: Years with the Company:
Year of Last Promotion:
Immediate Superior: Department Head:

General Guidelines
• Allow the employee to complete the Self Review Form before
commencing the Appraisal discussion.
 • Plan for the Objectives / Goals to be set for the ensuing year.
• Review targets set for the previous year and measure the extent to which
targets were accomplished.
• Keep the entire period under review and avoid isolated instances from
influencing the entire Appraisal.
• oint discussion with the employee is essential.
• Do not let personal biases affect the appraisal review.
• Avoid salary considerations while assessing performance.
• Conduct the performance discussion in the right ambience and without
any external interruptions.

Final Rating: Outstanding / Superior / Good / Average / Poor

Comments of the Reviewer :

57
 SELF APPRAISAL
DEVELOPMENTAL
Significant contributions made during the year (Mention at least 3):

Training / Development (e.g. Formal c ourses/ books/ changes in responsibilities)

needed in relation to the coming year’s targets:

STRENGTHS AREAS OF IMPROVEMENT

Additional responsibilities taken during the year / tasks handled:

Comments of the Assessor:

OUTSTANDING: 5 SUPERIOR: 4 GOOD: 3

AVERAGE: 2 POOR: 1
FINAL RATING: PERFORMANCE
CAREER ADVANCEMENT / SUCCESSION PLAN

Is the Assessee capable of moving to higher positions?

Yes Not Ready No

58