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Contents

Brief Introduction............................................................................................... 5
Vision................................................................................................................ 5
Mission statement.......................................................................................... 5
History................................................................................................................. 5
Major Achievements....................................................................................... 6
Group Profile....................................................................................................... 6
Kohinoor Textile Mills..................................................................................... 6
Pak Electron Limited (PEL)............................................................................ 6
Saritow Spinning Mills & Azam Textile Mills...............................................6
Kohinoor Power Company Limited...............................................................7
Kohinoor Energy Limited............................................................................... 7
Company and departments hierarchy............................................................8
Corporate Profile................................................................................................ 9
Board of Directors........................................................................................... 9
Audit Committee............................................................................................. 9
Company Secretary......................................................................................... 9
Chief Financial Officer.................................................................................... 9
Auditors............................................................................................................ 9
Legal Advisors................................................................................................. 9
Departments....................................................................................................... 9
Hierarchy of departments........................................................................... 10
Finance Department..................................................................................... 10
Account departments................................................................................... 11
Departments of head office............................................................................ 13
Chairman Secretariat................................................................................... 13
MD office......................................................................................................... 13
IR & Admin..................................................................................................... 14
Human Resource........................................................................................... 14
Gate & Security office.................................................................................. 14
Dispensary..................................................................................................... 14
Telephone Exchange..................................................................................... 14
Carrier............................................................................................................. 14
Marketing (AD & PD).................................................................................... 14
Power Projects............................................................................................... 14
Internal Audits............................................................................................... 14

Commercial.................................................................................................... 15
QHSE............................................................................................................... 15
CMD................................................................................................................. 15
Finance........................................................................................................... 15
Accounts......................................................................................................... 15
Information Technology............................................................................... 15
Buying............................................................................................................. 15
Stores.............................................................................................................. 15
Civil.................................................................................................................. 15
Manufacturing (PD & AD)............................................................................ 15
Maintenance.................................................................................................. 15
EMP.................................................................................................................. 16
Switch Gear.................................................................................................... 16
CSD.................................................................................................................. 16
Imports........................................................................................................... 16
Exports............................................................................................................ 16
Product hierarchy............................................................................................. 17
Home appliances........................................................................................... 17
Power division............................................................................................... 18
Human resource management in PEL...........................................................22
HR Vision........................................................................................................ 22
HR Mission...................................................................................................... 22
Employee recruitment and selection............................................................22
PEL Employment policy................................................................................ 22
Equal employment Opportunities...............................................................22
Employment recruitment............................................................................. 23
Designation Cadre Wise (Management Level).........................................23
Job Analysis.................................................................................................... 23
Types of Vacancies........................................................................................ 23
Source for Vacancies filling.........................................................................23
Sorting received Resumes...........................................................................24
Test to short listed candidates...................................................................24
Selection process............................................................................................. 25
Criteria for selection:................................................................................... 25
Interview Detailed Form.............................................................................. 25
Initial Interview by Manager R& S.............................................................25
Interview Evaluation Form...........................................................................25

Panel Interview.............................................................................................. 26
Final Interview............................................................................................... 26
Reference Checking...................................................................................... 26
Confirmation of Candidates.........................................................................27
Job Offer Letter.............................................................................................. 27
Orientation..................................................................................................... 27
Training and development.............................................................................. 27
Training........................................................................................................... 27
Development.................................................................................................. 27
Training and development Phase of Training...........................................27
Types of Training........................................................................................... 28
Employees Development................................................................................. 29
Technique for individual development.........................................................29
Job Analysis and Description.......................................................................29
Job Analysis Components............................................................................. 29
Test and examinations:................................................................................ 29
1.

Questionnaires........................................................................................ 30

2.

Interviewing............................................................................................. 30

3.

Observation............................................................................................. 30

4.

Critical Incidents..................................................................................... 30

5.

The Diary Method................................................................................... 30

6. Management by Objectives (MBO)......................................................30


7. Self-Assessment...................................................................................... 31
8. Career Planning...................................................................................... 31
9. Action Learning....................................................................................... 31
10.

Training from abroad..........................................................................31

Technique for group development................................................................31


Group Meetings............................................................................................. 31
Group Projects............................................................................................... 31
Business Games............................................................................................ 32
The case Method........................................................................................... 32
Employee benefits and compensation..........................................................32
Basic salary.................................................................................................... 32
Skill base salary............................................................................................ 32
Promotion increase....................................................................................... 32
Confidentiality of salary............................................................................... 33
Housing allowance........................................................................................ 33

Utilities allowance......................................................................................... 33
Bonus.............................................................................................................. 33
Car for manager............................................................................................ 33
Hajj scheme.................................................................................................... 33
Group life insurance..................................................................................... 33
Leave............................................................................................................... 34
Relocation allowance.................................................................................... 34
House Rent:.................................................................................................... 35
Motorcycle loans for executives.................................................................35
Provident funds............................................................................................. 35
Mobile Phone Policy...................................................................................... 35
Health policy.................................................................................................. 36
Employee Relations......................................................................................... 37
Employee Union............................................................................................. 37
Hierarchy of Non-Executive Staff...............................................................37
Types of Worker:........................................................................................... 37
Temporary/ Seasonal Worker......................................................................37
Permanent Worker........................................................................................ 37
President and General Secretary...............................................................38
Voting for Elections...................................................................................... 38
Shift................................................................................................................. 38
Working Hours............................................................................................... 38
Overtime......................................................................................................... 38
Wage Rate...................................................................................................... 38
Employee Court Cases.................................................................................. 38

Brief Introduction
Pak Electron Limited (PEL) is the pioneer manufacturer of electrical goods
in Pakistan. In 1956, the Company was set up by Malik Brothers in
technical collaboration with M/s AEG of Germany ("AEG") to manufacture
transformers, switch-gear and electric motors. AEG relinquished their
share of PEL to the Malik Brothers in the late 1960s, which was
subsequently acquired by the Saigol Group of Companies in 1978.
Since its inception, the company has always been contributing towards
the advancement and development of the engineering sector in Pakistan
by introducing a range of quality electrical equipments and home
appliances and by producing hundreds of engineers, skilled workers and
technicians through its apprenticeship schemes and training programs.
Until the acquisition by the Saigol Group, PEL was solely catering the
power equipment market. The Company ventured into home appliances
market in 1981 after acquisition as a part of the Group's long term
strategy of diversification.
Vision
To excel in providing engineering goods and services through continuous
improvement.
Mission statement
To provide quality products & services to the complete satisfaction of our
customers and maximize returns for all stakeholders through optimal use
of resources. To focus on personal development of our Human Resource to
meet future challenges. To promote good governance, corporate values
and a safe working environment with a strong sense of social

History
Pak Electron Limited (PEL) is the pioneer manufacturer of electrical goods
in Pakistan.
It was established in 1956 in technical collaboration with M/s AEG of
Germany. In October 1978, the company was taken over by Saigol Group
of Companies. Since its inception, the company has always been
contributing towards the advancement and development of the
engineering sector in Pakistan by introducing a range of quality electrical
equipment and home appliance and by producing hundreds of engineers,
skilled workers and technicians through its apprenticeship scheme and
training programs. PEL is now technology forerunner and market leader in
providing new product and services to meet ever changing and
technology intensive needs of its customers. PELs EPC contracting
division delivers customs designed and built HV and EHV grid stations,
electrification of housing projects, industrial parks and optimum solutions
for power utilization to all kinds of industries and commercial customers.
PEL aims to maintain this competitive edge and at the same time keep
striving to improve it further by continuous R&D, creating new knowledge
and adapting to global development in technology and product design.

Ever increasing local market share, growing export orders, numerous


successful power projects and greater than ever base of satisfied
customers are evidence to these aspirations.
Works of PEL are spread at two facilities in Lahore, the historical city and
cultural hub of Pakistan. The two facilities cover an area of 1,033,200 Sq
ft. and 614,252 Sq. ft. respectively. Both are equipped with latest
technology, state of the art testing facilities and environment friendly
production process. At the heart of PELs operations is its human resource.
PELs employees are its most valuable asset and PEL keeps them very
dear.
Major Achievements
PEL Company was established in 1956
Technical collaboration agreement reached with AEG Germany in
1958
PEL acquired by Saigol Group of Companies in 1987
Manufacturing of air conditioners with assistance of Fujitsu, Japan in
1981
Acquired license to manufacture VCB's from Hitachi, Japan in 1988
Agreement with ABB USA to manufacture energy meters in 1992
Acquired technology from Carrier, USA to manufacture window A/C
in 1997
Acquired technology Ganz, Hungary to produce power transformers
in 2004
Technical Assistant Agreement with Pauwels, Belgium to produce
distribution transformers in 2005
Power Transformer Qualification of 132-kV Power Transformer for
WAPDA & KESC in 2007
Distribution Agreement signed with LG for the sole distribution of
LG's home appliances in 2009
Acquired Licensing agreement from General Electric (GE), USA to
manufacture LV Switchgear in 2010

Group Profile
In 1984, the Saigol migrated from Calcutta and initiated their business in
Lyallpur (later named to as Faisalabad), the textile city of Pakistan, under
the banner of Kohinoor Industries Limited.
Kohinoor Textile Mills
The Saigol set up the first major textile unit The Kohinoor Textile Mills
under the umbrella of Kohinoor Industries Limited. The Kohinoor Textile
Mill has state of the art quality control from raw material to finished
product manufacturing. Its laboratory is top rated amongst the best
laboratories in Pakistan for testing raw materials, other inputs and yarn.

Pak Electron Limited (PEL)


In 1978, the Saigol Group of Companies purchased major shares of Pak
Electron Limited. At that juncture, the company was only manufacturing
transformer and switchgears. With the Saigol in management, PEL started
expanding its product range by entering into Air Conditioning
manufacturing.
The PEL Group comprises two divisions
Appliances Division
Power Division
Saritow Spinning Mills & Azam Textile Mills
In 1987, the Saritow Spinning Mills & Azam Textile Mills were established
under the banner of Saigol Group of Companies. Saritow Spinning Mills is a
spinning unit with 25.440 spindles capacity. Facilities with the most
modern and efficient Japanese and European machinery, its knitted yarn is
renowned in the Far East and Europe for its fine quality. Azam Textile Mills
is reputed for its carded and combed yarn, which is quite popular for
premier knitting and weaving.
Kohinoor Power Company Limited
In 1991, the first power unit commissioned in Pakistan, in the Private
sector, was Kohinoor Power Company Limited. Its present production
capacity is 15MW.
Kohinoor Energy Limited
1995, another power unit, Kohinoor Energy Limited, was established.
Kohinoor Energy Limited is a 120 MW power plant located on the outskirts
of the city of Lahore.

Company and departments hierarchy

Corporate Profile
Board of Directors
Mr. M. Naseem Saigol
Mr. M. Azam Saigol
Mr. Murad Saigol
Mr. M. Zeid Yousaf Saigol
Mr. M. Abdullah Haroon Saigol
Mr. Haroon Ahmed Khan
Mr. Syed Zubair Ahmed Shah
Mr. Akbar Hassan Khan
Ordinance
Ms. Tahira Raza
Ordinance
Mr. Khalid Siddiq Tirmzi
Ordinance
Mr. M. Khuram Khuwaja
Ordinance
Audit Committee
Mr. Azam Saigol
Ms. Tahira Raza
Mr. Syed Zubair Ahmad Shah
Mr. Haroon Ahmad Khan

Chairman/ Chief Executive

Managing Director
NIT Nominee
NBP Nominee U/S 182 of the
NBP Nominee U/S 182 of the
BOP Nominee U/S 182 of the
NBP Nominee U/S 182 of the

Chairman/Member
Member
Member
Member

Company Secretary
Mr. M. Omar Farooq
Chief Financial Officer
Syed Manzar Hassan

FCA

Auditors
M/s Yousaf Adil Saleem & Co. (A member firm of Deloitee Touche
Tohmatsu)
Chartered Accountants
Legal Advisors
M/s Hassan & Hassan Advocates

Departments
Majorly there are six departments in PEL, which are;
Marketing Department
Finance Department
Production Department
Human Resource Department
Administration Department

Research &Development Department


Hierarchy of departments

Departments

Finance

Account

Human
resource
management

Marketing

Administrator

Production

Finance Department
Finance manager works under General Manager Finance. His span of
management contains three finance officers. Major function of this
department, obviously, is to arrange funds for company and also allocate
funds. These officers perform significant role at their stead.
General Manager Finance
His duty is to take major financial decisions.
Manager Finance
Rate negotiations
Handling cash in & out
Bank relations
Handling short term and long term funds requirements
Assistant Manager Finance
Reports to manager finance
Arranging funds for production
Preparation of Budget
Senior Finance Officer (General)
Fund arrangement is a major responsibility of this officer, including
leasing, mudaraba, and secured and unsecured loan arrangements.
He keeps check on inventory in Bond houses against which
company finances. He is responsible to release raw material from
bond houses for production and sales purpose.
Check on working capital of the company is another task that falls in
his job description. What are the receipts and due payments for a
day is also a matter of concern. Moreover, he also coordinates with
other departments.
Generally, most senior person is entitled for this job. Three assistant
accountants work under his supervision while the senior finance
officer (General) himself reports to Manager Finance

Finance officer (Leasing & budgeting)


It is job title assigns a group of activities concerning leasing,
mudaraba and other finance arrangements. His job is to formulate
and conduct analysis on present status of company financing,
particularly, repayments and restructuring of installments. Certainly,
budgeting is also a part of his responsibilities.
Finance Officer (Treasury Finances)
National Bank of Pakistan (NBP) facilitates the company in Bond
financing, discounting bills, opening L.Cs. Bank also acts as
guarantor in particular cases. Financial officer (Treasury finances)
deals with all corresponding processing in this regard .Nation Bank
of Pakistan (NBP) is the bank by whom the company deals with.
Bank is performing duties regarding secured financing, discounting
bills and opening L.Cs. Bank developed a chain in such and manner
that all financial activities interrelate with each others.
Company acquires finance against the pledged stock; Pledging stock
includes imported raw material, components of air conditioner and
refrigerator, transformers, energy meters, refrigerators etc. These
stocks will be pledged in bond housed that situated in companys
premises, which is under-control of ban authorities. Bank opens an
account in the name of company, said as Cash finance account.
But as per requirement stock will have to be released for production
purpose or sales purpose. Bank sets limits in this regard, so each
replacement requires bank permission. The difference between
borrowed money and pledged stock would have to adjust either by
pledging more stock or by making payments equivalent to the value
of released stock. In PEL Finance department is working under the
supervision of four managers and one General Manager. This
department is comprised of four sections, namely

Account departments
All matters, starting from Book keeping to formulation of financial
statements are supervised by Account manager. Accounts manager
directly reports to General finance manager. He has divided his staff into
five-section
Cost section,
Import section,
Inventory section,
Salary section and
Accounts Payable section.
On the basis of these bookkeeping activities financial statements and
relevant statements are prepared, which necessitate in decision making at
corporate level.
Functions

This particular department has the responsibility to prepare and keep an


up to date record of following:
Financial keep of daily, including the income statement and balance
sheet.
Book keeping of daily monetary transactions.
Production maintenance reports
Cost data on labor, materials and overheads.
Remittances and loans
Expense reimbursement
Tax statement
Financial deals with the banks, leasing companies, mudaraba
companies, and other government agencies through Finance Center.
The finance department maintains record of all its expenses through
vouchers. Generally the following types of vouchers are used for this
purpose.
Cash payment vouchers for cash transactions recording.
Purchase vouchers
Bank payment vouchers
Journal vouchers for general expenses.
PAYMENTS TO SUPPLIERS
How does Accounts Department make payments to the
companys suppliers?
Supplier sends Commercial Invoice to buying department for the
purpose of recovery. Buying department put it forward to Accounts
department. Purchase section officer checks Commercial Invoice
against the computer report (store) to see what material have been
received that either supplier has valid right of title or not. After
confirmation, cheques is drawn in favor of supplier. Bank payment
voucher is used for the internal records against the drawn cheques.
Commercial department
Commercial Department deals with sales tax custom, and excise
matters. This department has been divided further on the basis of
these above-mentioned activities. Commercial department is headed
by Commercial manager, who supervises commercial staff.
Sales tax
Basically, it deals with sales tax matters of the company. Sales tax
section annexes the area of input-sales tax and output- sales tax as
well. Input-sales tax, which is levied on purchasing items, while output
sales tax, which is levied on selling items, are kept in record here in
this section. On monthly bases, sales tax section submits Return file
to CBR, wherein it gives net balance, output- sales tax minus inputsales tax. Finally, company claims refunding amount or makes
payment, of balancing figure, to CBR *.
Sales tax staff

Total staff of sales tax section is consisted of four people. Normally, two
commercial assistant officers do job concerning with output-sales tax,
one commercial officer engages in input-sales tax matters, and senior
commercial officer supervise all of them.
Sales tax and excise tax
Sales tax is levied on all retail. The variations in sales tax have not the
directional effects.
Excise tax is livable on goods, includes goods manufactured or
produced in non-tariff area and brought for consumption to tariff area.
Ministry of finance announces sales tax and excise taxs rates in its
annual budget. For the time being, 16% sales tax is imposed on
registered buyer and unregistered buyers are liable to pay. PEL pay 1%
S.E.D (special excise duty) on transformers.
Human Resource
This department deals executives appraisals, their training, hiring and
firing. They traditionally have been referred as personal management
or administration.
Marketing (AD & PD)
In this department all the sales and marketing campaign are designed,
marketing research is conducted, and competitors information is also
studied to make their plans according to them. They are working very
hard to make their brand name famous.
Production
PEL has state of the art methods of production and they also outsource
the products and raw material not only from Pakistan but also from
Asia, America, Europe, and Africa.
So for this purpose PEL has two different departments for Production,
which are:
Local Production
Foreign Production

Local
Local Production department is responsible for all the raw
materials that are required for making various products in the
factory. It includes from nails to large metal sheets. At the start of
each financial year they receive a major plan from the
management, which highlights all the raw material required for
each product. Dates and maximum time limit for raw material
requirement is also mention in this major plan.
Foreign

Responsibilities and duties are same as Local Production but they


vary in the dimension that, they have to arrange the raw material
from abroad. They also receive same plan as local Production for
the whole financial year and develop milestones to carry out the
plan execution properly

Departments of head office


Chairman Secretariat
Chairman Secretariat is headed by the chairman/chief executive officer.
The Chairman has his personal staff comprising of a Director Staff,
Protocol Officer, Private Secretary, Personal Assistant, who are responsible
to assist the Chairman in all the matters. Normally he visits and takes key
decision about their company matters.
MD office
Managing Director is one of the key post in any organization, its jobs
includes various administrative jobs this person actually developing
polices and implement them.
IR & Admin
Industrial Relations (IR) is an area where a person deals with labor, laws,
statutory. Here this department deals with administration, workers and S1
(S1=supervisors)
Human Resource
This department deals executives appraisals, their training, hiring and
firing. They traditionally have been referred as personal management or
administration.
Gate & Security office
As, Security gate officers, also known as security guards, patrol and
protect property from theft, invasion, fire and illegal activity. Here PEL give
very much restrict and have high security system.
Dispensary
This department is established to handle emergency medical treatment of
PEL personals and works. There are trained medical officer who can
provided first aid in case of emergency. They also conduct seminar time to
time and tell workers and engineers about the safety measurement and
how to prevent from accidents.
Telephone Exchange
This department controls all telephone calls within the organization and
outside the organization too. This is very good exchange system.

Carrier
PEL collaborate with a company named carrier. It is very famous foreign
company deals in air conditioner. This department is connected with them
and deals all issues related to their project.
Marketing (AD & PD)
In this department all the sales and marketing campaign are designed,
marketing research is conducted, and competitors information is also
studied to make their plans according to them. They are working very
hard to make their brand name famous.
Power Projects
This department deals all projects related to power. They have good
relation with WAPDA and other companies.
Internal Audits
This department internally audits all accounts in PEL. The company
internal auditors try to find out faults, fraud and corruption and inspect
that workers and company are following IFRS or not.
Commercial
This department deals all issues related to Excise, Taxes & duties, etc.
Moreover it also looks after bounded ware house. As most of raw material
they purchases is from abroad. So commercial department controls all
issues related to excise, duties and taxes.
QHSE
This department focuses on Quality, Health, Safety, and Environment. This
department works very efficiently and makes PEL culture friendly.
CMD
It is department, where they offer loans to their employees and selected
government peoples. They also give appliance products at factory rate to
their employees.
Finance
This department, develop financials for their executives. Annual report for
company is also developed by this department.
Accounts
This department manages all accounts. i.e., Accounts payables, Account
receivable, inventory, pay roll, etc.
Information Technology
This era is of IT, without giving importance to IT no organization can
succeed. They are working very hard to improve al system. After updating
MIS system, Oracle they become more efficient and effective.

Buying
Buying is one of the most important department, it purchase all raw
material which is used in production process.
Stores
This is very important department all the purchase items firstly go to store
department from their other department issue it.
Civil
They deal the maintenance of machinery and factory maintenance.
Manufacturing (PD & AD)
All the manufacturing concerns aspects are controlled by this department.
Maintenance
The main purpose of this department is to ensure quality and
maintenance of machinery.
EMP
Energy Meter Power, is one of the mega project of PEL, where production
of EMP is executed and all matters related to it are control.
Switch Gear
Switch Gear department is also like EMP department, where switch gear
are produced and other aspects related to it are solved and worked.
CSD
It is department where they offer loans to employees and selected
government servants.
Imports
All imported materials are controlled by import department. They also
have all knowledge about their important importers and the products they
imported.
Exports
This department controls and deals all exports to other countries, i.e.,
Bangladesh, Afghanistan and few other countries of Africa.

Product hierarchy

PAK
ELECTRON
LTD.
LTD.

Power
Division
Distribution
Transformer
s

Appliances
divisin
Manufactrui
ng division

Tarding
Division

Energy
Meters

Refrigratior

Washing
Machine

Switchgare

Deep
Freezer

Microwave
oven

Power
transformer

Air
conditined

Genrator

Water
dispenser

Televison

Home appliances
Refrigerators
Refrigerators are one of the most needed home appliances and have
been evolved a lot. Whether you are buying it for the first time or
replacing the older unit, you should consider the ideal aspects to
select a unit which is best suited to the needs of your family,
matches your performance expectations. Considering the new
developments, innovations in the refrigerator technology and a wide
range of size, type, colors and other features, PEL in order to create
value for money has introduced new innovative and state of the art
features in its Refrigerator series.
All Air conditioner
PEL presents Cool life Split AC which is a technologically advanced
model especially designed for Pakistani market. This masterpiece

from PEL provides maximum cooling even at very high temperatures


while minimizing electricity consumption.
PEL Silver line Ovens
PEL the trustful company name in home appliances all over the
country, now introduced all new models of "PEL Silver line"
Microwave Ovens.
Silver line Water Dispenser
Water dispensers are a welcome addition to PEL range of home
appliances. Our Silver line and Life-Stream water dispensers make
life a little easier and fridge space a bit more plentiful.
PEL Deep Freezer
PEL has introduced its deep freezer which meets all the present and
future demands of a perfect kitchen! So Stock & Save more with our
Deep Freezer!
Power division
Distribution Transformer
PEL distribution transformers range includes oil immersed core type
transformers, Dry type (VP impregnated) transformers and
autotransformers. These transformers are tailor made for various
ratings. IEC or national standards are followed. We offer distribution
transformers voltage up to 33 kV and ratings up to 30 MVA. PEL
offers transformer tanks with corrugated walls, detachable radiators
and tubular arrangement. The corrugated tanks have a better
cooling efficiency, since the fins are expandable. Tanks are
hermetically sealed where possible. In order to meet sophisticated
requirements of customers PEL has also started manufacturing
transformers with foil winding. Foil winding efficiently uses space
which results in size reduction. It has better heat dissipation and
also increases potential to withstand short circuit current. PEL
transformers are available for various applications:
Distribution Transformers (Pole /Pad Mounted)
Auto Transformers
Furnace Transformers
Welding Transformers
Chokes for furnace Transformers
Any other special requirement
Power Transformer
Extensive experience and success in manufacturing distribution
transformers led to the establishment of power transformer division
in 2005. Since its birth the division has produced transformers of
ratings 31/40MVA, 20/26MVA, and 10/13MVA for ratings up to 132
KV. In order to provide its customers the best of technology and
products of international competence, PEL has combined its

technical expertise with GANZ, a renowned and experienced


Hungarian transformer manufacturer.
PEL is also exporting Power Transformer to International customers
for their special requirements and specifications. PEL power
transformers are equipped with best transformer accessories like
OLTC from MR (Germany), High Voltage Bushing from PASSONI &
VILLA (Italy), Buchholz Relay from EMB (Germany), insulation
material from WEIDMANN (Switzerland), silicon steel from THYSSEN
(Germany), and cooling fans from SCHORMANN (Germany). Material
of the windings is usually 99.99% pure electrolytic copper. Multiple
conductors as well as CTC are used in winding. The magnetic cores
are manufactured from cold rolled grain oriented (CRGO) steel
sheets. A robust clamping structure, jointing technique and cutting
and mitering of laminations ensure low no load losses. The steel
sheets in the core limbs and in the yokes are clamped together by
glass-epoxy bands.
Tank is constructed with boiler steel plates welded together and a
cover plate bolted on top. Strength is ensured by stiffeners.
Earthling terminals are attached to both sides of tank. Measuring
Instruments are installed on cover plate. Surface protection is done
by the process of sand blasting and by applying weather resistant
paint. Tap changers are in accordance with IEC standards. Usually
motorized On-Load tap changers are provided for voltage regulation.
Off- Load tap changers can be installed on request. The diverter
switch is placed in hermetically sealed oil filled chamber in order to
avoid contamination of oil in main tank.
Dry Type Transformer
Introduction
The demand of electricity in Pakistan has been increasing rapidly in
the last few years. There is a mushroom growth in the high rise
buildings, shopping areas, CNG and petrol stations, residential
colonies, etc. Due to the scarcity of space in cities, installation of
conventional oil type transformers in such congested and populated
areas is always a big safety risk. The developed as well as many
developing countries are installing dry type transformers as a
solution for ensuring safety in such scenarios.
Types of Dry Type Transformers
There are primarily two main manufacturing techniques for dry type
transformers; Cast Resin and Vacuum Pressure Impregnated (VPI)
with their own typical features. The main difference is their
insulation class; Cast Resin is Class F (155C) and VPI is Class H
(180C). The Vacuum Pressure Impregnated transformers not only
offers in-build safety feature but there are many other advantages
of using these transformers such as improved reliability, reduced
losses, minimal maintenance, enhanced overloading capability etc.
Dry-type-transformer

PELs Initiative for Technology Transfer


Considering these advantages of dry type transformers, Pak Electron
Limited (PEL) took the initiative and went into a Technology Transfer
Agreement in March 2007 with DuPont Pakistan Limited (DPOL) for
Designing and Manufacturing of Vacuum Pressure Impregnated dry
transformers with Nomex paper. PEL is now pleased to announce
that PEL will be the first local company in the production of dry type
transformers in Pakistan.
Advantages of Dry Type Transformers with VPI Technology
using NOMEX
Enhanced Safety With the increasing costs of low voltage cables, it
has become a trend to bring high voltage lines close to installed
loads. For cost reasons, transformers are located near habitable
areas such as buildings where fire risk has to be minimized.
Additionally, industries such as chemical, mining, etc. are also a
potential risk of fire. Ventilated Dry type transformers (VDT) have no
fluids to spill, explode or burn, and the insulation used (NOMEX)
does not support combustion in air. Therefore, these transformers
ensure enhanced safety of equipment against fire hazards.
Reduced Losses
Dry type transformers can be located close to their loads, such as;
inside factories, schools, hospitals and apartments and as a result
low-voltage lines can be shortened with a consequent reduction of
the related losses.
Increased Reserve Capacity
If transformers are to be operated continuously at or near their
rated loads, efficiency is of prime importance. In this case, one could
select 80C-rise in VDT units insulated with NOMEX, allowing these
units to operate continuously above (potentially up to 30 percent
more than) the rated load (if needed, for example, due to unplanned
expansions) at a much lower cost (in increased load loss) than that
associated with adding an additional transformer.
Improved Reliability
Transformers are inherently reliable pieces of equipment. Surveys
published by IEEE show failure rates of modern ventilated dry-type
transformers equivalent to conventional fluid-filled units in the same
power and voltage classes. However, in case of difficulty, dry types
can be easily inspected and minor repairs conducted on site and
repair time for dry-type units is also considerably shorter.
Minimal Maintenance
Dry type transformers require an annual inspection and only
cleaning of dust which can block path of the cooling medium i.e. air.
This is only where the maintenance is required to be carried out.

This considerably reduces the running cost. Whereas periodic


inspection for leaks and rust is required for liquid cooled
transformers. Liquid coolants need continuous monitoring and have
to be reconditioned when necessary.
Reduced Cost of Cabling
VPI transformers installation does not require particular fire safety
arrangements; consequently the transformers can be installed near
the load. This results in reducing the high costs of LT cabling.

Resistance to Humidity
Vacuum pressure resin impregnation of the insulation paper
covering the conductors and the other insulation components make
it resistant to moisture and polluted atmospheres. This allows the
placement of VDT units in many locations not considered in the
past.
Friendly to the environment
In these transformers, no liquids is used, thus no risks for any kind
of leakage, moreover, no toxic or corrosive gasses, nor halogens are
released from the transformer in case of any accident/fire. At the
end of their useful life, VDT units can easily be dismantled, and the
copper (or aluminum) conductors recovered, along with the steel
core. A further impetus to wider use of dry-type transformers has
been the PCB hazard which is present for many oil filled
transformers.
Improved Capability for Harmonic Loading
Transformers supplying loads with heavy harmonic content
frequently see high hot-spot temperatures. Standard transformers
typically reduce the base temperature to compensate, which
increases the size of the unit. Dry-type transformers designed with
NOMEX still have a large reserve temperature capability to
accommodate these hot spots, with no loss of life.
Energy Meter
Automatic meter reading
AMR is the technology of automatically collecting consumption and status
data from energy metering devices and transferring that data to a central
database for billing, troubleshooting, and analyzing. It provides real time
& Pre Program Interval consumption rather than on estimates based on
previous or predicted consumption. This timely information coupled with
analysis, can help both utility providers and customers better control the
use and production of electric energy consumption.
PEL AMR enabled meters are based on RF and GSM/GPRS technologies.
This includes Single Phase, Three Phase and LT/HT meters. PEL based AMR
Server is used to collect data from the AMR meters for detailed analysis

and billing purposes. The AMR software interface is very user friendly and
easy to understand for utility staff. Moreover these meters comply with
DLMS/COSEM protocol.
PEL has its own developed state of the art in-house facility for Research,
development and production of AMR Enabled Meters. Our team of
engineers is continuously working on the development of AMR based
energy meters.
Switchgear
Following are some key products in LV category.
LV Distribution Panel
Indoor and outdoor type sheet steel fabricated, free standing, front or rear
accessibility, cable or bus duct connections are supplied complete with air
circuit breakers, molded case circuit breakers, load break switches,
necessary meters, relays and instruments etc. Breakers of either fixed or
drawout versions can be supplied as required. Switchgears Panels are
extensible on both sides.
Technical Specification:
Rated voltage up to 690/750V
Rated current up to 6000A
Rated S.C. Current up to 100KA
LV Power Factor Improvement Panel (PFI)
These panels are used for power factor correction and manufactured
as indoor units with fixed or automatic capacitor switching. The
panel is designed to align and couple with the LT distribution panels.
If requested, reactors can be used to eliminate unwanted
harmonics. The PFI panel is of self-ventilating design. The
components used are highly robust and reliable.

Human resource management in PEL


The Human Resource Department at PEL is engaged in the areas of
Recruitment & Selection, Training & Development, Performance
Management, and Organizational Development, and strives to align these
functions with overall Business Strategy. This organization place great
emphasis on People Development so that people and the organization
perform at maximum capacity in a highly effective manner.
HR Vision
To achieve the Excellence through innovative HR Practices and
continuously exceeding our people expectations.
HR Mission
Our Mission is two-fold:

To manage Talent and build capabilities of our people thus


enabling them to deliver Sustained Performance
To facilitate them in creating a Collaborative Work
Environment that development that develops a culture of
continuous learning

Employee recruitment and selection


Recruitment
The process of locating, identifying, and attracting capable
applicants.
De-cruitment
Techniques for reducing the labor supply within an organization.
PEL Employment policy
PEL recruit and staff the organization with competent, trained and
motivated individuals. Selection is done on merit and capacity to perform
the duties and accept the responsibilities of the job.
Equal employment Opportunities
PEL provides equal employment opportunity for all applicants and
employees. It maintain a policy of selecting, analyzing, training, training
compensating and advancing employees on the basis of ability, education,
training, performance and experience with regard to race, color, religion,
Gender or age.
Employee conduct or conservation, whether intentional or unintentional,
that result in verbal or physical harassment, abuse or intimidation against
any person on the basis of race, sex sexual, orientation, age or disability is
unacceptable. Inappropriate remarks and jokes based on these or other
personal characteristics are particularly offensive and unacceptable. Such
conduct will result in disciplinary action up to and including discharge.
Employment recruitment
PEL recruitment system is centralized on HR department which look after
all recruitment activities and provides coordination to other departments
in this regard.
Designation Cadre Wise (Management Level)
M6:
MD
M5:
GM & Director
M4:
Sr. Manager
M2-M3:
Manager
M1:
Assistant Manager
E1:
Sr. Executive
E2-E3:
Executive
JE:
Junior Executive

Job Analysis
An Assessment that defines jobs and the behaviors necessary to perform
them.
Head of department do the analysis of the section as well as his/her
subordinates. He knows very well where gap for proper or completer
working is. To fulfill the requirements of his section objective which lead to
company objectives as well company mission statement and vision
statement, he fulfills the Man-Power Requisition Form.
Types of Vacancies
There are two main types of vacancies in PEL which are as follows:
New Vacancy
Replacement (Existing position)
Source for Vacancies filling
Manager (R & S) is using two main sources for filling of the candidate
which are as follow:
a) Internal Source
b) External Source
Internal resource
Employee Referrals
Employee referrals mean current employees provide names of
potential employees in exchange for a referral fee. In PEL, mostly
recruitment is on basis of employees referrals but they do not pay
fee to employees on their willing.
Internal Hiring (RMS software of PEL)
PEL has its own software for Hiring named as Recruitment
Management System (RMS). It contained about 20,000 resumes of
all sectors related to company.
External resource
Firstly, HR department do its best efforts to recruit employees through
internal source because the cost is saved in this source otherwise PEL HR
is using the following external sources for recruitment.
Colleges/Universities
Fresh graduates of Engineering Line are hired from University of
Engineering, Taxila and Lahore, Ghulam Ishaq Khand (GIK). But most
of the students are hired from UET Taxila.
For Management Line, students are hired from National University
(NU-FAST), Lahore University of Management Science (LUMS),
Institute of Business Administration (IBA), University of Central
Punjab (UCP), Quaid-e-Azam University, Islamic University,
Islamabad.
Internee

The second way to hire the fresh Graduates/Master degree holder


students from universities is Internee. During the internship,
students are assigned special assignments; if the students qualify
the assignments successfully they are also offered for job.
Advertisement in Print Media
Print Media is also used in PEL for Hiring through external sources.
Ads are given in "Daily Jang", "Daily Dawn" newspapers and also at
international newspaper like "Khalige Times".
Company Web Site
New vacancies are also uploaded on web site of the PEL
(www.pel.com.pk\career). So third way to fill the position is the
company web site.
Employment Agencies
PEL is hiring the employees through employment agencies. It
prepare the job description and job specification according to their
required candidate and forward to recruitment agencies. The main
responsibility of the recruitment agency is to hire the candidate for
PEL and the next all working responsibility depend on PEL. The
agency demand about one month salary of the candidate for
payment.
Sorting received Resumes
After the closing date of the submission of resumes/applications, R & S
section Executives will sort the resumes on the basis of mentioned Criteria
for Job description and Job Specification. (Qualification, Experience,
Specified working experience). Manager recruitment and selection will
forward the sorted list of candidates to concerned HOD. He will
recommend the candidates and HR department will calls to sorted
candidates.

Test to short listed candidates


HR department will call to recommended candidates for Initial Interview
with date and time.
Test:
Fresh candidates enter in PEL through a standard test which
includes:
Mathematics
English Grammar
General Knowledge
Current Affairs
Related Filed Questions
In some exceptional cases like experienced candidates are not examined
by test, they are selected by interview for same post.

Selection process
The process of screening job applicants to ensure that the most
appropriate candidates and hired.
Criteria for selection:
Candidates are selected of the basis of Job Description and Job
Specification.
Interview Detailed Form
This form is just like a Resume/C.V. of candidate which contained personal
profile, qualification, Salary information, major assignment and
achievements, computer proficiency, Personal career vision, inspirations,
personal S.W.O.T. and personal life etc.
Initial Interview by Manager R& S
On the said date and time the candidates will come for interview in HR
Department then HR department will give him Interview Detailed form.
First interview is conducted by the Manager (R & S) with HR
representative (not below the ranked of the Assistant Manager) and
concerned HOD. At the end of interview it is decided that the candidate
has recommended for selection or he/she is recalled for a nominated
panel interview.
Interview Evaluation Form
PEL is conducting a very good approach to evaluate the candidates
through a written criteria (IEF) form and this form is filled by the HR
Representative in that Interviewer which includes like name of candidate
and position applied for and others:Personal Traits Observation: At the time of the interview the
candidate is observed in personal traits like:
Appearance
Observable traits
Skills
Competencies
Salary and Benefits: It include the questions related to experience of
candidate such as;
Last salary drawn
Expected salary
Joining Date
Rating: The evaluation is done on the basis of rating in a numerical form
like;
1 = Poor
2 = Satisfactory
3 = Good
4 = Very Good

5=

Excellent

The most important points are also kept in mind which is: Recommendation for candidates
Additional Comments
Final Approval
Recommended Salary and Grade
Panel Interview
Successful candidates in initial interview are called for the next interview
on basis of merit list which is called nominated panel interview. Only the
recommended candidates by the first interviewer or short listed
candidates are called for the nominated panel interview.
JE to E1: After the initial interview the Manager (R & S) and
concerned HOD will recommend to GM / Head HR and Manager (R &
S) panel for selection or he/she is recalled for a final interview.
M1 and above: After the initial interview by the GM / Head HR /
Manager
(R & S) will recommend to MD/ Director for selection or
he/she is recalled for a final interview.
If the candidate is finalized in all aspects of the interview he is
finalized at same time otherwise he is recommended for the final
interview.
Final Interview
JE to E1: If the candidate is not finalized in all aspects of the
interview in panel interview, he is finalized in this interview. After
the nominated panel interview the Head HR /Manager (R & S) and
concerned HOD will take final decision for confirmation or rejection
of the candidate.
M1 and above: If the candidate is not finalized in all aspects of the
interview in panel interview, he is finalized in this interview. After
the nominated panel interview the Head HR will recommend to MD /
Directors and 2/3 GMs for final selection or rejection of the
candidate. Interviewee called from outstation is paid by bus/rail
return fare.
Reference Checking
After the confirmation of the employees the candidate can also be
checked by his/her given reference in C.V. so that his behavior, attitudes
and habits can be accessed. The best way to analyses the on-the-job
employee candidate is that ask the last organizations about his
employment history and his SWOT analysis questions.
Confirmation of Candidates
JE to E1: At this level of candidate is confirmation or rejection of the
candidate for employment is done by Head HR and GM.
M1 and Above: At this level of candidate is confirmation or rejection of
the candidate for employment is done by MD/ CEO.

Job Offer Letter


On the final recommendation of HR Department, the candidates are
offered a standardized and confidential offer letter for the selected which
includes the followings:
Position Title
Grade
Probation/training for the period of 3/6 months
Name of Reporting Manager
Policies & Procedures
Provident fund as per Company Policy
Orientation
Introduction of a new employee to his or her job and the HR Policies of the
organization. Concerned Manager explain about the Job Description and
introduce with department. It includes the orientation of the unit of the
PEL which is introduced by HR representative.

Training and development


Training
Planned programs designed to improve performance at the individual,
group, and/or organizational levels.
Development
The managerial function of preserving and enhancing employees
competence in their jobs through improving their knowledge, skills
abilities, and other characteristics
Training and development Phase of Training
The phase whose purpose is to design the environment in which to
achieve the objectives defined in the assessment phase by choosing
methods and techniques and by delivering them in a supportive
environment based on sound principles of learning.
There is proper working in PEL HR department named as Training and
Development (T & D) Section headed by Assistant Manager (T&D) with
assistance of 3 executive level employees. During my internship I
observed that PEL has two types of employees, one is at management
level (JE to M6) and second is technical staff (S1 to NG). The source of
training is performance evaluation report of employees in which reporting
officer has mentioned that his subordinates required training or not.
Align learning with business
After assessing the TNA form, type of program is finalized and his/her
learning program is aligned with business objectives. Such as Sales
Forecasting program is aligned to enhance the business of PEL
automatically.

Integrate learning with HR and other business processes


During my internship, I observed that the Sales Forecasting program
was integrated with business objectives that sales will increase the
profit of PEL and it will also increase its share value in market. Similarly
the HR vision will vision will meet its expectation like excellence people
through innovative HR practices. People become talented and their
competencies increased through training.
Create a learning culture
This learning program (Sales Forecasting) was arranged in
Auditorium of PEL. They set the mind of the employees that learning
is activity will also be favorable in their own career. Employees are
given certificate after the completion of training program which build
his/her career. So the employees automatically take interest in
learning.
Provide appropriate learning options
In case of appropriate learning, PEL is offering only two options. One is
in its factory position and other outside the organization. Other option
is off-the-job training program which also make the future of the
employees independently to PEL.
Manage learning effectively
An agenda is finalized in which time period is mentioned and
implementation is made accurately. During the training program
practical study case, business games and critical incidents etc. are
given as assignments and their weighted is added in final marks. So
the employees focus on their Grade on Certificate.
Support application of skills in workplace
During the training program employees are purely focused on its
implementation on workplace. The result of the training program
outcome with at least 6 months. Application of training program fully
support the work.
Types of Training
The following 16 main types of On-the-job Training adjust all the
employees in PEL because these training program lead to mission and
vision statement of the PEL.
HR Skills for Line Manager
Leadership
Total Quality Management Communication Skills
Strategy Making
Problem Solving / Decision Making Skills
Communication Skills
Financial Skills
Supply Chain Management
Building managerial Competencies

Lean Manufacturing
Sales forecasting
Time / Stress Management
Team Building
Negotiation Skills
Finance for Non-Finance Manager
MS- Intermediate level
MS- Advance Level

Employees Development
The major techniques are using in PEL to develop employees are given
below:

Techniques for Individual Development

Techniques for Group Development

Technique for individual development.


Job Analysis and Description
PM section of PEL HR department do assessment of the kinds of skills,
knowledge, and abilities needed to successfully perform each job in an
organization.

Job Analysis Components


PEL is focusing on following two major components which defines as:
Job description
A written statement of what a job holder does, how it is done, and
why it is done

Tasks, duties and responsibilities that the job entails.

Job specification
A statement of the minimum acceptable qualifications that an
incumbent must possess to perform a given job successfully

Knowledge, skills, and abilities required of the job holder

Test and examinations:


After given the training for the management development of the
individual development trainer take the test by written test of the
employees mean that by adopting this simple method is to write a
narrative description and employees strengths, weaknesses, past
performance potential, and suggestions for improvement. The written
essay requires no completes forms or extensive training to complete
special test are

Aptitude
Intelligence
Ability
interest test batteries

1. Questionnaires: During and after training impel PEL trainer also ask
questions which is also a good techniques for the development of
management. The first type provides a list of times to ticked,
alternative answers to be selected, and blanks to be filled in. it could
also have a scaled structure or require yes/no responses. The second
type offers an opportunity to give a more complete and comprehensive
picture of a situation.
2. Interviewing: In PEL as well as in all the organization in the world this
technique is used for the development of the management and
different purpose and many different ways. This purpose is to get
information may concern
Events
Work results
Knowledge behavior
Attitudes
Opinions values
Habits
Perceptions
3. Observation: This Company has also solution of the development
problems apparent only through systematic care observations is done
which help for development. Observing a regular management
meeting, watching a Supervisor/Manger/HOD dealing with people or
problems, or observing manager full time.
4. Critical Incidents: PEL also developing its employees individually by
critical incidents, it is defined as:
Evaluating the behaviors that are key in making the difference
between executing a job effectively and executing it in ineffectively.

For the management development a Supervisor/Manger/HOD see


critical incidents by which the evaluator attention on the behaviors that
are key in main the difference between executing a job effectively and
executing it ineffectively. That is, the appraiser writes down anecdotes
that describe what the employees did not vaguely defined personality
traits. A list of critical incidents provides a rich set of examples from
which the employee can be shown the behaviors that are desirable and
those that call for improvement.
5. The Diary Method: In this company Supervisor/Manger/HOD also
record the activities over given period of time, selectively or be
confined to events regarded as critical incidents can be done by diary
method. So this approach is also a good development technique to
achieve the objectives of PEL.
6. Management by Objectives (MBO):
Basically in PEL employees are evaluated by how well they accomplish
a specific set of targeted/assigned objectives to be critical in the
successful completion of their jobs.
7. Self-Assessment:
This is a method in PEL by the order of HR department for selfassessment through which an individual will save his/her career by
availing the opportunity to test present skills in an environment where
he/she fails. So it helps to develop existing skills.
8. Career Planning:
Where the Supervisor/Manger/HOD of the PEL, compulsory to described
objectives; there he has to also described the performance, behavior,
competence and training need or the individuals for career planning.
9. Action Learning:
In real life experiential learner is using real-life experiences to change
behavior or attitudes, also uses element of action learn learning.
However, when describing experiential learning we have in mind not a
set of techniques or a type of program but a broad concept of utilizing
real-life experience to learning. Action learning comprises a set of
logically interconnected activities that are structured specifically of
achieving personal learning and organization change.
10. Training from abroad:
In PEL Employees are also trained by international training seminars,
session and institutions in respect of off-the-job training. Only GM level
(M4) employees go to abroad for training to remain in-touch with latest
technologies and according to the requirements of the organization. All
the expenses are compensated by the PEL. In October, 2008 Mr. Waqar
Khadim, Head HR went to abroad to attend the International HR
Seminar in Germany for 10 days.

Technique for group development


After the sorting and analysis of TNA forms most of the employees fall in
the same category training. So T&D section design the group plans for
development of the employees which are as follows:
Group Meetings
An evaluation method that places employee into a particular
classification, such as quartiles meeting in PEL. It requires the evaluator to
place employees into a particular classification, such as top one-fifth or
second one-fifth.
Group Projects
During on-the-job training in PEL groups are assigned a project like to
opening a new unit for sale. Then SWOT analysis of the unit. Such a group
projects serve a wide range of company objectives. In PEL two tend to
prevail
(i)
A temporary group is established on a part-time basis, with the
agreement and support of senior a management,
(ii)
A group is established with the combined objective of working on
a practical problems and of learning specific skills in the course of
this process.
Business Games
A situational test in which candidates play themselves, not an assigned
role, and are evaluated within a group. I observed that trainer from UMT
trainer the employees by the same practice. Firstly a group of 30
employees stand in an unshaped form not in proper circle and they catch
the ball to each other. After 5 minutes trainer make a group of only 15
employees and they catch ball each other. In last, a group of only 5 boys
stand in a circle shape and said to catch the ball in a circle shape also.
Trainer drew the result if the employees work according to plan and
direction they will have a clear objective and will get their target with
prescribed time period. So this approach also develops the employees in
management.
The case Method
During the training of sales forecasting program, I observed that
employees were assigned a case to enhance their sales by doing the
SWOT analysis that how they forecast their sales with competitors. This
method stimulates and synthetic work involved in preparing and
proposing solution to business problems.

Employee benefits and compensation


To retain the employees within the organization all the benefit are offered.
The benefits provided-for under the Policy of PEL are voluntary and not
construed to have any relation whatsoever to the determination of the

amount of compensation paid to an Employee, or to any of the terms of


Employment, but are to deemed as voluntary regards for, and in
appreciation of, faithful and, efficient service. This company is
compensating the employees by following benefits:
Basic salary
Basic salary is paid to each employees according to the grade. All the
allowances are added in salary on the percentage of Basic Salary.
Skill base salary
A pay system that rewards employees for the job skills they are
demonstrating. Performance appraisals that determine the employees
contribution and assist in
selecting the proper salary level within the
salary grade.
Promotion increase
A promotion is a permanent assignment to a more responsible job in a
higher grade or re-evaluation of current job to a higher grade because of a
substantial increase in responsibilities.
Confidentiality of salary
Salary is strictly treated as confidential. Employees do not discuss their
salary with anyone other than their supervisor or HR department.
Housing allowance
All Employees are eligible to receive a Housing Allowance of a percentage
(45%) of their Basic Salary is determined by the Human Resources
Department.
Utilities allowance
All Employees are paid a Utilities Allowance of their Basic Salary, is
determined by the Human Resources Department. (E.g. Electricity)
Bonus
This company offers four bonuses to its employees. One bonus is
equivalent to 30 days basic pay. As the bonuses are given 3 or 4 times in a
year therefore the numbers of days changes.
Car for manager
PEL offers the following models of car on installment with the service of 3
years and his installment is deducted from his salary.
Mehran
Cultus
Liana
Honda City Vario
Honda VTI PT

Hajj scheme
Total 6 (six) employees (workers / staff up to E1) are sent every
year
Employees are selected through balloting process
Employees with minimum service of 5 years with PEL Group are
eligible for this scheme
Cost of fares and stay in Saudi Arabia during Hajj Period will bone by
company
Selected employees are provided leave with pay during the period
Theses leaves are not deducted from authorized leaves of the
individual
Group life insurance
The company has assured all permanent employees in Group Life
Insurance. A comprehensive benefit coverage policy has been
undertaken with the spirit of concern and wellbeing that the company
cherishes for its employees.
This policy covers:
Death due to any cause
Permanent, total & Partial Disability Benefit
Accidental Disability Benefits
Body Injury
Accidents
Total Disablement
Partial Disablement
Loss of Limbs
Leave
Leave is very important for smooth running of the business each
department and for satisfaction of employees. PEL is compensating the
following leaves:
Total leave
In PEL, regular employees are entitled to total leave of Thirty (30)
workday (Annual/Sick/Causal) after completing one year of continuous
service to enable them to rest from their daily routines. Annual vacation is
calculated on a calendar year basis. An employee who is hired during the
calendar year basis and employee who is hired during the calendar year
shall earn vacation credits on a prorated basis until December 31st of that
year and theses are given to him on completion of one years service.
Leave Entitlement:
Category/ Grade of
Employees
Staff Grade JE and above

Annual/Sick/Causal
Leaves
30

Maximum Accumulation
of Leaves
90

After the completion of 12 months a continuous service, the above


mentioned leaves(s) are credited to the employees account,
thereafter the credit of leave(s) are made on 1st January every year.
Employees having annual accumulation up to 90 days can get their
leave encased at any time leaving a balance of 30 days minimum.
During probation, Executives may be allowed leave without pay for
a maximum, of 10 days.

Work accident leave


If an employee who is not covered under Social Security, meet with an
accident arising out of and in the course of his employment, shall be
allowed work accident leave if recommended by a specialist Doctor and
the concerned Head of Department.
Other following leave are:
Annual Leave (Trainees)
Short Leave
Leave without pay
Sandwich Holiday
Public Holidays
Compensatory Leave
Relocation allowance
PEL may relocate from time to time any employee from his/her current
location to any other region/city within Pakistan. The purpose of such
transfer is focused on the development of employee and benefits of the
company. In such cases, relocation allowance is provided by the company
as per approved scheduled.
Grade
Relocation Allowance
JE-E1
3,000/M1
8,000/M2- M3
10,000/M4
15,000/M5
20,000/M6
25,000/In addition to this, company shall provide a lump sum amount as a
Disturbance Allowance (1.5 Basil Salary) to the employees in all Grades.
Household, Personal Belonging Packing & Transportation:
Company bear the cost of removal of material and also make
arrangements for truck or container for shifting to new location.
Travel Cost:
Cost for employees and immediate family (spouse & Children) are
reimbursed by the company. In case of traveling by air (is
applicable), employees are reimbursed as:
Self/ Family As per entitlement.

House Rent:
In case of Advance Rent/Security to get the ownership of the house,
Company provide loan to the employee (maximum of 6 months advance)
which shall be deducted from his/her salary in 12 equal installments.
Motorcycle loans for executives
Junior Executive and Executive in Grade E-III and above working in
Marketing/Customer Services Divisions, where nature of job entails
traveling, are entitled to Motorcycle under the sales/ After Sales froes
Scheme.
Junior Executive / Executives may be paid a special duty conveyance
allowance per month, which is announced from time to time. In case of
separation before 5 years, Management may, in its direction, allow to
purchase the motorcycle on book values plus lease charges.
Provident funds
All permanent employees who have completed their probation period are
eligible to join the Groups Provident Fund. The rate of contribution is
Employee
Employer

10% of Basic Salary


10% of Basic Salary

The entire amount of Employee


s and Groups contributions together
with interest is payable to the employees upon separation from services.
Mobile Phone Policy
Entitle of Mobile phones and their billing is allowed to employees as
mentioned in the following table.
Grade

Billing Limit
Rs./month

M1-M6
E3 to E1
Sales Officer (AD)
JE & below

1,500 to 3,000
1,000
---300

Billing limit (for sale


and marketing staff
Rs./month)
1,600 to 3,500
1,500
600
300

Limit for Mobile


Phone Set Rs.
8000 to 20,000
Not Allowed
Not Allowed
Not Allowed

In case of mobile set is stolen or snatched, employee (Manager)


provide the FIR to enable the company to file the insurance claim?
Manager is responsible to provide FIR.
In case of official foreign travel, managers provide with international
roaming facility and cost of official calls during foreign travel borne
by the company over the limited mentioned above.
Private International calls are not covered in the above limit and is
borne by the Manager privately.
Health policy
Medical / Hospitalization Expenses

In PEL to assist the permanent employees and their immediate family


members (spouse and dependent children not more than 19 years old)
and incase of unmarried and full time students the limit is increase (to 23
years) to maintain their good health and pay for costs incurred on
medicines, medical services and hospitalization for themselves and their
eligible family members, the company reimburse 100% of the employees
actual expenses. The employees are reimbursed for the expenses on
presentation of a Doctors prescription and receipts.
Medical expenses (purchase of medicines) etc. for up to or less than
Rs. 500 for Mangers and Rs. 300 for Executives is exempted from
presentation of Doctors prescription. This applies to an individual
bill (receipt).
In case, chronic diseases (heart, sugar, blood pressure etc.) doctors
prescription shall be required for once and not with rest of the
claims for that particular treatment, unless there is a change in
medication (costing more than 500 for Mangers and Rs. 300 for
Executives) prescribed by doctor.
After every six months, employee shall be required to submit a copy
of prescription for that particular treatment.
However, in case of such prolonging diseases, IR & Admin
department at times may ask an employee submit a copy of
prescription for proper record purposes.
The company make provision to cover the expenses for:
All medicated toiletries / cosmetic items e.g. tooth pastes,
shampoos, creams and soaps etc. even if prescribed by a doctor are
not entertained for payment by the company. Similarly all diet
items. E.g. mega diets, slimming diets, powder milk, etc. is not
admissible in the medial bills.
For injuries as a result of actively participating in a criminal act.
For injuries or diseases sustained as a consequence of attempted
suicide, self-inflicted injuries, or employees own provocation.
For health examination unless made in connection with an
accidental body injure or sickness.
Executives level employees are restricted to purchase the medicine
maximum to 15 days only.

Employee Relations
Employee Relations involves the body of work concerned with maintaining
employer-employee relationships that contribute to satisfactory
productivity, motivation, and morale. Essentially, Employee Relations is
concerned with preventing and resolving problems involving individuals
which arise out of or affect work situations.
Advice is provided to supervisors on how to correct poor performance and
employee misconduct. In such instances, progressive discipline and
regulatory and other requirements must be considered in effecting
disciplinary actions and in resolving employee grievances and appeals.
Information is provided to employees to promote a better understanding

of management's goals and policies. Information is also provided to


employees to assist them in correcting poor performance, on or off duty
misconduct, and/or to address personal issues that affect them in the
workplace. Employees are advised about applicable regulations,
legislation, and bargaining agreements. Employees are also advised
about their grievance and appeal rights and discrimination and
whistleblower protections.
Mr. Sher Afzal is the Head of Industrial Relations and Administration
(IR&A) Department. All the labor related matters are handled by IR& A
Department.
Employee Union
An organization that represents workers and seeks to protect their
interests through collective bargaining.
Hierarchy
S1
S2
S3
C1
NG

of Non-Executive Staff
Supervisor 1
Supervisor 2
Supervisor 3
Clerical 1
Non- Grade (Worker)

Types of Worker:
Total 4,000 workers are working in this factory and it this strength
increased in season about 1,500 workers more.
Temporary/ Seasonal Worker
Such a type of recruitment is made in February to April months in respect
of order from market and demand in season or economic effects. So PEL
require more worker than in routine work. Similarly its sales leads to
enhance the profit.
Permanent Worker
After three or four year temporary worker are also done permanent on the
basis of performance. The benefits are also given only to permanent
worker not to temporary.
President and General Secretary
PEL Labor is well established under a President, Umer Saleemi and
General Secretary and Collective Bargaining Agent (CBA).
Voting for Elections: The president and general secretary is selected by
the voting in PEL.
Shift
All the employees related to manufacturing do the work in three shifts.

Working Hours
There are total working hour in one shift. If any worker does the work
more than 8 hour then his time for work is considered as overtime.
Overtime
After eight hours of duty the working time period is counting as overtime
and this factory is giving equal rate wages per hour. But in some
organizations overtime is giving with continuous increased wage rate per
hours.
Wage Rate
After the delectation of the Prime Minister of Pakistan on May 01, 2008
PEL has also upgraded their wages rate for labor i.e. Rs. 6,000.
Employee Court Cases
Mr. Saeed Ahmad in IR& A Department is handing the court cases.