VTX HR Manual

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Viyellatex HR Manual
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Date:21/11/2009
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Content
HR Policy 1
Section A
Section One
D Policy 1: Employee Responsibilities & Obligations - General 2
D Policy 2: Attendance 3
D Policy 3: Manpower Planning 4
D Policy 4: Organisation Structure & Establishments
Section Two
D Policy 5: Recruitment & Appointment
D Policy 6: Minimum Standards for Employment
D Policy 7: Equal Employment Opportunity
D Policy 8: Employment Interviews
D Policy 9: Pre-Placement Medical Examination
D Policy 10: Reference Checking
D Policy 11: Definition of Employment Status
D Policy 12: Job Contract
D Policy 13: New Employee Orientation
Section Three
D Policy 14: Performance Management
D Policy 15 Training and Development
D Policy 16: Employees Records Privacy and Retention
D Policy 17: Reports, Information and HRIS (Refer to Kormii Manual)
D Policy 18: Compensation & Benefits
D Policy 19: Salary Administration
D Policy 20: Incentive scheme Plan
D Policy 21: Transfer & Transfer Expenses
D Policy 22: Travel
D Policy 23: Standard Service Year
Section four
D Policy 24: Leave Entitlement
D Policy 25: Annual Leave
D Policy 26: Sick/Prolong/Accident Leave
D Policy 27: Casual Leave
D Policy 28: Maternity Leave
D Policy 29: Leave Without Authorized Pay
D Policy 30: Leave Encashment (Refer to D Policy 25)
D Policy 31: Over-Staying of Leave/Loss of Lien
D Policy 32: Public Holidays
HR Manual: Viyellatex Page 2 of 325

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Section Five
D Policy 33: Loan facilities
D Policy 34: Medical Benefits
D Policy 35: Succession Planning & Organisation Review
D Policy 36: Provident Fund
D Policy 37: Gratuity
D Policy 38: Group Term & Hospital Insurance
D Policy 39: Car Scheme
Section Six
D Policy 40: Standards of Conduct

D Policy 41: Conflict Of Interest
D Policy 42: Employee Discipline
Section Seven
D Policy 43: Suspensions

D Policy 44: Safety
D Policy 45: Smoking In Work Place
D Policy 46: Employee Counseling and Assistance
D Policy 47: Communication
D Policy 47/A: E-Mail Policy
D Policy 48: Suggestions/Ideas
D Policy 49: Participation Committee/Welfare Committee
D Policy 50: Grievance Procedure
D Policy 51: Employee Relations (Refer to D Policy 46)
Section Eight
D Policy 52: Employee Separation – General

D Policy 53: Resignation
D Policy 54: Termination
D Policy 55: Dismissal
D Policy 56: Discharge
D Policy 57: Deceased Employees
D Policy 58: Retirement
D Policy 59: Redundancy
Section Nine
D Policy 60: Exit Interview
D Policy 61: Compliance & Regulatory Affairs
D Policy 62: Stoppage of Work
D Policy 63: Lay Off

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Viyellatex HR Manual
Objectives of
HR Manual
The HR Manual for the employees of The Viyellatex Group sets
out the HR Policies and Procedures for all its business units
and functions with a view to providing uniformity in the
execution and monitoring of HR policies and practices
throughout The Group.
The manual is produced to enable supervisors and employees

to be aware of The Group's HR policies and procedures.
The manual will be available to all Line Managers/Head of the

Department/BUHs who should on request permit his staff to
have access to it. Besides, there will be option for on-line
access through The Viyellatex’s network.
This manual has articulated the broader aspects of the

employee issues only as such minor details exacting slight
variations can be adopted to solve a particular problem in
consultation with the Head of Group HR.
The manual should be used with the discretion to the extent

that some of the contents are confidential and should not be
disclosed to any one outside The Group.
The HR Manual supersedes all existing and previous

Administrative Instructions on the subject covered. It is the
authoritative guide for all HR affairs of the employees of The
Viyellatex Group.
Any changes in the manual will be published by the Head of

Group HR.
Human The Group recognises that the employees are an integral part
Resource of The Group being the most important resources in the
Policy organisation. Therefore, the employees, who serve in different
Business Units/Regions/Locations of The Group, are united in
their common endeavour to contribute to the strength and
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growth of The Group representing The Viyellatex Group.
Objectives The Viyellatex Group believes in providing uniformity in matters

of HR affairs throughout The Group and based on that belief
the objectives of the HR Policies are:
1. To attract the quality and caliber employees who would

meet its operational need.
2. To retain and motivate all its employees with a view to
maximise their contribution with efficiency and
productivity.
3. To provide a working environment in which employees
at all levels and in conformity to their positions are
treated fairly and consistently wherever they are
required to work and thus developing and maintaining
an effective workforce.
4. To develop employees to assume position of authority
and responsibility in The Viyellatex Group with a
thorough knowledge and commitment to The Group’s
objectives.
To achieve the above objectives, The Viyellatex Group

recognises the basic aspirations of the employees as
individuals which may be stated as:
 They desire worthy and challenging work.

 They want to be associated with The Group’s objectives
and they feel committed to them.
 They have joined The Group to pursue a meaningful
career.
 They are willing to accept responsibility.
 They expect recognition of their contribution and
rewards commensurate with their merit and
performance.
Trust and confidence of the employees in the management is

the pillar of good industrial relations in The Group. It is an
established fact that industrial unrest is generally created
because of :
- Inequality of treatment
- Lack of promotion opportunities
- Out-dated system of wage payment
- Poor working conditions
- Inadequate training

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- Poor communication
- Inadequate disciplinary procedure
It is therefore essential that:

- employees at all levels throughout The Group
have confidence in the leadership of their
supervisors
- The Group has a sound HR policy and laid down
procedures
- work is as meaningful as possible
- availability of promotion opportunities in The
Group
- existence of good welfare facilities, and
- Compliant.
Equality of The key note of our policy of management is a constant

treatment endeavour to achieve fairness. All our regulations, procedures
and actions should ensure that all persons connected with our
operation and business, - be they customers or employees are
treated fairly and with due consideration for their feelings.
Our policy is to provide promotion opportunities to our

employees based on merit and fitness for the job. Wherever
possible preference should be given, to the employees in lower
grade to fill up vacancy in a higher grade, particularly when
such vacancies offer promotion or broader experience to
existing employees.
Compensatio With a view to retain and motivate our employees to achieve

n and the maximum efficiency and productivity, it is essential that the
Benefits terms and conditions of employment compare favourably with
other companies. To maintain that situation, salary/wages and
terms and conditions of employment are reviewed periodically
and are matched with market forces.
Training and Training and Development activities help new employees learn
Development how to perform their jobs and help existing employees improve
job performance and prepare for higher positions. The primary
purpose of training and development in The Group is to assist
its employees to improve their skills, knowledge and overall
abilities in order to enhance both their personal growth and
their contribution to the achievement of The Group's objectives.

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Policy No: D-01
Subject: Employee Responsibilities & Obligations - General

Effective
Date:
Revision
Date:
01.1 The Viyellatex Group expects certain standards from its

Policy employees regarding job attitude and performance. The
Statement following listing describes some of such expectations.
All supervisory personnel are required to review these items as

part of the orientation process for newly hired employees. All
employees are responsible for meeting these criteria. Part of
each supervisor's responsibility is to take appropriate action
when an employee fails to meet these standards. This may
include “Standards of Conduct” (Policy No: ...) and the steps
contained in Policy No. ... on "Employee Discipline"
01.2 All employees are expected to be at their work place in

Attendance accordance with the hours of work established by The Group
and for its various business units and locations. The various timing
Punctuality of general and other shifts of any particular locations would be
announced separately by the BUHR Managers of the
respective BUs. If an employee expects to be late or absent
from work, the employee shall make every attempt to notify his
or her supervisor.
No employee should leave the work place during his/her

working hours without prior permission.
Complying with working hours and maintaining a good

attendance record are necessary so that The Group can plan
and conduct its business with minimum disruption.
Employees who are late or absent continually/frequently are

subject to disciplinary action.
01.3 Efforts should be made to schedule overtime with notice so that

Overtime employees can adjust their schedules and outside
Availability commitments.
However, there are times when advance scheduling may not

be possible. Employees are expected to be available for
overtime work as required. Refusal to work overtime without
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valid reasons is tantamount to violation of lawful orders.
01.4 Performance of all employees will be reviewed by their

Performance supervisors. Employees should be encouraged to discuss their
performance with their supervisors any time they are
concerned about how they are being evaluated. Details are in
Policy No. … on Performance Management.
01.5 All employees are expected to comply with the Group's safety
Safety, Health procedures, to work in safe manner and to report any safety
& breach or concerns to their supervisors. (Consult Policy No.
Environment … on "Safety, Health & Environment")
01.6 As part of employment responsibilities, employees are

Personal expected to maintain good relationship with co-employees,
Conduct acceptable behaviour with the customer and those having
business with The Group. If an employee has access to or is
authorised to use The Group’s supplies, funds etc., honesty is
expected.
01.7 Any employee while leaving his work place is liable to be

Liability to searched by a person authorised by the management. The
Search search must be undertaken in the presence of a witness.
01.8 All employees while on duty are instructed to carry with them
Identity Card their Identity Cards provided by The Group. Duplicate Identity
Card will be issued in the event of losing the first one on
payment of Tk:
01.9 Every employee is issued with the terms and conditions of

Terms & services at the time of appointment or at a later date which will
Conditions of be required to be signed by him/her on each and every page as
Service token of acceptance which will always be binding while on the
service.
01.10 No employee should refuse to work which may be assigned to

Work him whether of the same, lower or higher grade.
assignment

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Policy No: D-02
Subject: Attendance
Effective
Date:
Revision
Date:
02.1 To ensure uniform, proper and correct recording of

Policy attendance and to simplify the procedure, all supervisory
Statement: personnel are advised to strictly adhere to the procedures
described below:
01.2 a. Attendance of all employees at all the locations to be

Procedure: recorded electronically through time punch/ID card.
b. The system requires the employee to punch/swipe the card

both at the time of reporting for duty and at the time of
departure after the end of his/her duty.
c. Overtime should also be recorded electronically through the

punch/ID card.
d. The holders of the card should him/herself punch/swipe the

card and anybody other than the holder found
punching/swiping the card would make him/herself as
well as the holder of the card liable for disciplinary action
which could result in dismissal.
e. As a control measure for correct recording of attendance

through time punch/ID card electronically, regular/surprise
check at the point of recording attendance or cross check
with physical presence in the department should be carried
out.
f. In locations/sites where there is no electronic attendance

control machine yet, attendance will be recorded in the
Attendance Register by marking self attendance counter
signed by supervising management staff.
g. No grace period is allowed for attendance and late by even

five minutes is considered LATE and three times late in a
month or late for more than thirty minutes (cumulative) in a
month, irrespective of the number of times, will disqualify
individual employee for any incentive scheme in existence.

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h. Frequent/continued late over a long period would be

considered as habitual latecomer and will make him/her
liable for disciplinary action.
i. At the end of every month a statement of late attendance

(form attached) should be prepared centrally through HR
software and a copy circulated to the BUHR Department for
information and necessary action.

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Policy: D-02.
(Annexure 2/1)
The Viyellatex Group
STATEMENT OF LATE ATTENDANCE
MONTH: __________________
LOCATION/BU:
DIVISION/DEPARTMENT:
Cumulative up to
Previous month in the
Current month current service year
Name of Employee PN No. of Total time No. of Total time Remarks
occasion Late occasions late
__________________
Authority

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Policy No. D-03
Subject: Manpower Planning

Effective
Date:
Revision
Date:
03.1 The objectives of manpower planning is to determine

Policy manpower requirement for a given period, keep in view the
Statement: utilisation level of existing workforce in conformity with the
corporate business objectives. In order to achieve that, on
regular basis management should carry out job analysis to
determine the job forecast, the number of employees needed
for various jobs, recruit employees needed for various jobs,
recruit employees from inside and outside the organisation by
using techniques such as test, interviews and plan their career
and development.
The Group’s policy is to have a minimum number of jobs with a

consistent approach towards organisational effectiveness.
Manpower planning is essential for :
1. Projecting systematical manpower requirement on

realistic basis
2. Removing skill obsolesce
3. Removing employees imbalance
4. Enabling The Group to establish standard of
performance.
5. Adopting technological changes
6. Ascertaining cost involvement for new projects
7. Provide realistic training and deve1opment
8. Career planning
03.2 Business Unit Heads in coordination with and assistance of

The Group’s the Head of Group HR plan their manpower requirement on a
manpower continuous basis as far ahead as possible corresponding to the
machinery level of business activity both short range and long range. This
plan is then submitted to the CEO/Managing Director as
appropriate and when approved constitutes the Business Unit
establishment.
03.3 The Head of Group HR will therefore have the following

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Responsibility functions:
1. To review periodically the manpower positions of

different Business Units /Department/Functions.
2. In view of The Group’s changing business requirement,

wherever necessary, consult the Business Unit Heads
and the BU HR Managers with regard to their respective
establishments and recommend to the CEO/Managing
Director as appropriate for appropriate enhances ìn the
BU’s/Department's establishment.
3. To identify opportunities for reducing manpower
4. Whenever necessary carry out job analysis of different

positions and where necessary recommend changes.
5. To examine the implication of any new project and

recommend the manpower requirement in that
connection.

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Policy No. D-04

Organisation Structure - Establishment
Effective
Date:
Revision
Date:
04.1 Various Business Units as well as Corporate Functions have

Policy job positions approved by the respective Managing Directors
Statement: and the CEO of The Viyellatex Group as appropriate.
Organisation Chart is prepared accordingly and positions other
than those on the Organization Chart must be approved by the
Managing Directors and CEO as the case may be.
Normally job descriptions will be formulated by Corporate HR

Department after receiving the information from related
Business Units and Functions as the case may be.
04.2 1. Existing manpower resource will be reviewed, re-

Procedures evaluated and re-assessed after a year’s interval during
formulating annual budget, in relation to employees
job specification, job requirement and compensation
levels. Company's production/growth requirements will
also be kept in consideration.
2. Vacancies arising as a result of employees’ separation

for whatever reasons, unless the position is abolished,
shall be approved by the Business Unit Head/Functional
Head as the case may be.
3. Employee Requisition Form should be initiated by the

concerned Section/Department Head either because of
vacancies created due to separation or creation of a new
position. Prior to initiating the employee Requisition
Form, the concerned Section/Department Head should
critically review the job description to obtain the
followings:
a. Is it up-to-date?
b. Have duties and responsibilities changed

significantly since the description was last
written?

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c. Does nature of job require any change because

of changed environment, changed business
conditions or different demands? If so, this is the
time to make certain that the description
accurately describes the job the new incumbent
has to do. Corporate HR Department is to be
provided with updated description if the job has
changed significantly.
04.3 Before a new position is approved, job description shall be

Position/Job prepared by the Head of the concerned department in
evaluation consultation with Corporate HR Department, who would
arrange to evaluate the position for proper grading and
compensation purposes. Similarly all key positions should be
re-evaluated on regular intervals.
04.4 The job specification spells out the quality of employees to fill
Job the job such as education, knowledge, skills, abilities and
Specification experience that the person must have in order to be able to do
the job competently. While the job specification is primarily
used for recruitment purpose, job description provides the
evaluation.
Job specifications must be carefully determined. Special

caution must be given when height, weight, age, sex and other
physical requirement are included to assure that they are
bonafide occupational requirements.
04.5 To ensure that all employees are aware of the various

Organisation department and functional organisations, name of
Structure supervisory persons, etc., the Corporate HR Department is
responsible for monitoring and when necessary periodically
updating and issuing organisation charts.
The Corporate HR Department shall distribute copies of

respective organisation charts to each Business Unit
Head/Functional Head, who will then make them available as
they deem necessary for the information of others in the
Business Unit/Function.
No Business Unit or Function will have organization chart of its

own without having the same approved or amended in a
prescribed manner through Corporate HR Department as
described above.

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Policy No. D-05

Recruitment and Selection
Effective Date:
Revision Date:
05.1 This Recruitment and Selection Policy has been framed with
Policy the view of recruiting and selecting people who have a strong
Statement: desire to achieve The Viyellatex Group’s vision, and who will
assist us in achieving the business results
05.2 Minimum requirements are detailed throughout this policy

Procedure: and include:
1. The position is defined and justified by the requisitioning

Business Unit Head / Function Head and authorised and
processed by Human Resource Department.
2. The position is advertised unless a person has been

identified through the succession planning process or
other business requirements.
3. The Business Unit Head / Function Head is involved in

the recruitment and selection decision. As a minimum,
at least one other person from the Business
Unit/Function, competent in the recruitment process,
should assist beside the authorized person from HR
Department.
4. Pre-requisite skills, qualifications, experience,

competencies and other The Viyellatex Group’s or
legislative requirements are met and documented
5. At least 2 reference checks are completed and

documented
6. Offers are approved and made by Head of Group HR

and in some special cases by the Managing Director
7. All people, whether internally or externally recruited, are

inducted through employee orientation programme
(Policy No. 13).
05.3 The Viyellatex Group has succession planning which is a tool

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Link with to assist with planning Group’s future people needs. Within the
Succession succession planning process, potential successors are
Planning identified for certain management positions. When such a
position becomes vacant, an individual may be approached
about the vacancy. However, this may not preclude
advertisement, or consideration of people who respond to that
advertisement. Vacant positions not filled through the
succession process are advertised.
05.4 It is the BU Head/Function/Line Manager who will work with the

The role of new person. That’s why the BU Head/Function /Line Manager
Business are involved fully in recruitment and induction. The BU
Unit / Function Head/Function/Line Manager depends upon the people that
they recruit to assist them in achieving their MOs and KPIs or
action plans. The BU Head/Function/Line Manager is in the
best position to assess the candidate’s technical ability as well
as the candidate’s “fit” into the team.
05.5 Recruitment Standards for different positions will be available

Recruitment with the HR Department which should be strictly adhered to
Standard and no deviation there from should be made without the
approval of the Head of Group HR.
It is the responsibility of the Head of Group HR to review and

update the Recruitment Standard from time to time. Such
standards would not be applicable to existing employees but for
promotion cases, the set standards except the educational
qualification should be considered.
05.6 Employee When a vacancy comes about within the approved

Requisition establishment and it is deemed necessary to fill in the vacancy,
Form the Employee Requisition Form (Annexure-I) should be
completed and a copy thereof should be sent to Manager, ER
& Talent Management at the Corporate Office who should
find out if there is any suitable candidate already working in
the Group for whom a transfer to the vacant position would
mean either a promotion or better prospect promotion.
Manager, ER & Talent Management will return the Requisition
Form with his comments to the requiring department at the
earliest. Recruitment procedure will then be set in motion
where replacement of existing employee is not possible.
05.7 Hiring While hiring, preference is given first to employees working for
from the the Company. The fact that a qualified employee is doing
outside vs. essential work in a position that may be harder to fill than
from within the current open position may be an influencing factor, but
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when making such decisions supervisors must be careful in

order not to block career advancement merely for immediate
convenience.
05.8 Each BU Head / Functional Head has involvement in the

Filling selection process, since their assessments of employee
Vacancy performance directly influence the BU / Function operations.
Through However, the following guidelines to be followed in the
Promotions promotion selection process:
1. Such promotions should be purely need oriented but

wherever possible mid term promotion should be
avoided.
2. Promotions will be based upon merit.
3. Evaluations must be job-related.
4. Supervisors must consider as many potential candidates

as necessary to assure high quality candidates.
5. Management retains the right to select or not select

candidates from any source it considers appropriate.
05.9 Employees may be moved to different Business Units /

Filling Functions/ departments by transfer or promotion. If the move is
Vacancy not a promotion then the transfer should not cause an increase
Through in salary.
Transfer
05.10 ADVERTISING
Attracting the
Candidates 1. Internal versus External Advertising
2. The objective is to recruit the best person for the

position. Therefore it is always better to advertise the
position unless a person has already been identified
through the succession planning process or other
business requirements.
a. Internal
It’s easy to overlook an internal candidate, yet
placing an internal advertisement is at no
expense, so internally the position may be
advertised if deemed appropriate on Notice
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Boards at all Company Locations as per attached

format (Annexure-VIII). This way, everyone is
given a fair opportunity to have their application
evaluated on its merits, and it can be a good
opportunity to talk to the person about their career
aspirations.
b. External
Those who best meet the skills, qualifications,
experience and competencies required for the
position should fill vacancies. Therefore, if it is
believed that there is no candidate within The
Viyellatex Group who is suitable for the role, the
advertisement should be done externally as well
as internally. It may be chosen to advertise
internally and externally at the same time if there
is a tight time frame.
3. Where to advertise externally
Depending on the time the avenues like Websites (own

or placement firms); Campus Recruitment; Outsourced
placement /HR Firms should also be used, other than
simply advertising in a newspaper. It is a good idea to
think laterally how we might attract the right candidate.
4. HOW TO ADVERTISE
a. Once the recruitment is approved, an

advertisement needs to be drafted based on the
skills, qualifications, experience and
competencies as have been identified and
specified in the respective job descriptions.
b. A common template should be used designed by

Corporate HR Department. Manager, ER & Talent
Management would draft out the advertisement
and arrange for publishing the same.
05.11 On receipt of employment application(s) may they be in

Screening & response to the advertisement, through mail, e-mail, web-site
Selection of or by hand, Manager, ER & Talent Management (Corporate HR
Applicants Department) for Officers and above and BU HR Manager for the
positions below the rank of Officers will arrange weighted
scoring or preliminary interview as the case may be for the
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purpose of listing potential candidates. Depending on the level

of the position, following screening procedures will be followed:
a. For the positions above Assistant Manager: preliminary

interviews to assess technical (professional) and
behavioral competencies
b. For the positions of officers up to Assistant Managers:
aptitude, technical (professional) and behavioral
competencies, communication, psychological tests.
c. For the positions below officers: technical (professional) ,
dexterity/mechanical aptitude, communication tests.
d. For those meeting the stipulated specifications and pass
the tests as applicable will be recorded separately.
Application being rejected in the initial scrutiny/screening
tests or after preliminary interviews need not be informed.
e. For specified positions (listed by Corporate HR
Department) the candidates for the entry level position
may have to go through the Assessment Centre
f. Concerned Function/Department Head at the BU or
Corporate Office will then be forwarded with selected
applicants for review and if necessary for future short
listing of at least three suitable candidates. They to be
called for further interview along with the
Function/Department Head of the requiring Department,
if necessary.
g. Structured interview will be held in line with The Group
guidelines following interviewing techniques (Structured
interview forms and questions are available with
Corporate HR Department; Annexure-VII).
h. Such applicant shall be forwarded with the Viyellatex's
standard application blank (Annexure-VI) which he/she
will be required to bring along duly completed with at the
time of final interview.
i. If however, the applicants do not appropriately match the
job requirement, the position shall be re-advertised and
re-searched
j. Assessment of the interviews should be recorded on the
Assessment Form (as available with Corporate HR
Department) and maintained by Manager, ER & Talent
Management or BU HR Manager as applicable.
05.12 The Corporate HR Department or BU HR Department (as

Verification of applicable) will verify the information offered by an applicant in
Information his or her employment application. While it is preferable to do so
before hiring an applicant, there are many examples, when
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verification may be received after hiring an employee.
All applicants should be advised that false statements on the

Company's employment application form are grounds for
immediate dismissal, regardless of length of employment before
the falsification is discovered.
05.13 Hiring For Managers and above positions, Head of Group HR will
Decision make final selection in agreement with the requisitioning
BU/Function/Department Head and decide on appropriate
salary grades. For very senior positions he will consult the
Managing Director.
For the positions of officers’ up to Assistant Manager, Manager,

ER & Talent Management will make final selection in
agreement with the requisitioning BU/Function/Department
Head and decide on appropriate salary grades having
consented by Head of Group HR.
For the positions below officers level BU HR Manager will make

final selection in agreement with the requisitioning
BU/Function/Department Head and decide on appropriate
salary grades having consulted Manager, ER & Talent
Management.
05.14 Many job applicants, whether they are hired or not, may form
Treatment of definite opinions of The Viyellatex Group. Following cautions
Job Applicants to be followed in the treatment:
a. All job applicants will be looked upon as potential

friends and colleagues and will be treated
accordingly.
b. Avoid all practices that create ill-will.
c. Do not give applicants false hopes. If there is no
chance of employing an applicant then tell him/her
so.
d. Make no vague promises about a job in the future or
never tell the applicant to keep checking back with
us.
e. Unless there is a bonafide vacancy to be filled, or
unless we anticipate a vacancy in the immediate
future, do not give out any application blank to any
one who comes looking for a job.
05.15 Interview Candidates called for interviews (Annexure-III) are not entitled
Expenses to any payment from the Viyellatex Group excepting the
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expenses for pre-employment medical check-up.
05.16 Copies of solicited applications, appointment letter and related

Documentatio material, including interview notes for all interviewed
n candidates should be maintained by Corporate or BU HR
Departments as applicable.
Employees must be asked to produce originals of their

degrees, testimonials /certificates, if previously employed;
employment letter from the last employer, acceptance of
resignation letter, last pay slip (from the immediate previous
employer) and checked and copies will be retained for the
Group record.
05.17 Selected candidates will have to go through required medical

Medical check up by the Group’s designated medical center/physician.
Check-up
Corporate HR Department /BU HR Department will obtain the
comments on fitness of the candidates in the prescribed format.
05.18 Candidates selected in the final interview and found medically fit
Issuance of shall be given a written "Appointment Letter" in prescribed
Appointment format of the Group (available with the Corporate HR,
Letter Annexure-IX) and sent Regret Letters (Annexure-IV) to
candidates called for subsequent interviews (for the positions of
officers and above only) after initial scrutiny/screening and
preliminary interviews but not offered employment.
All appointment letters shall be signed by the Managing Director

(BU Head level positions only)/Head of Group HR / Manager
Talent & ER/BU HR Manager as the case may be.
05.19 Manager, Talent & ER/BU HR Manager will issue a Reporting

Reporting Memo (Annexure-II) to the concerned department to which the
Memo new employee is assigned. This will be issued after the
issuance of appointment letter to the new employee to the
concerned department.
Appointment Letter along with all the related documents will be

sent to the Manager, C&B for further action in case of officers
and above positions. However, for all other positions the
relevant information will be sent to Manager, C&B as per the
requirement of HRIS and payroll.
05.20 On joining the Company all new employees will submit a Joining
Joining Report Report in two copies.

Restricted
One copy will be retained in the personal file of the employee,

while the duplicate copy will be forwarded to Manager,
C&B/Central Payroll.
05.21 All new employees will be issued with an assignment memo

Assignments / (Annexure-V), indicating the department to which the new
Job employee's service has been assigned.
Description
A full job description will also be issued by the HR Department
where applicable

Restricted
Policy 05
(Annexure I)
THE VIYELLATEX GROUP
EMPLOYMENT REQUISITION
JOB TITLE __________________________
B/UNIT/FUNCTION _______________________________
DEPARTMENT ______________________ LOCATION ________________________ WHEN

REQUIRED ____________________________
STATE JOB RESPONSIBILITIES/ATTACH JOB DESCRIPTION (WHERE APPLICABLE)

_____________________________________________________________________________________
_____________________________________________________________________________________
STATE EDUCATION& EXPERIENCE REQUIREMENTS:

_____________________________________________________________________________________
OTHER SKILLS _________________ ________ _____ ______________________________________

ANY OTHER REQUIREMENTS ___________________________________________________
NEW POSITION YES _______ NO _______

REPLACEMENT YES ______ NO _________
SIGNED ________________DATE _____________APPROVED ____________DAT E

_________________
FOR MANAGER, ER & TALENT MANAGER

Existing employee is/are available/NOT available to fill-up vacancy. (If available name,
Employee No., Grade, present basic salary and location should be mentioned)
FOR HR DEPARTMENT’S USE ONLY

Restricted
DATE RECEIVED ____________________
POSITION FILLED BY STARTING DATE STARTING PAY REMARKS

JOBGRADE (NAME)
___________
SCALE ________
SIGNED
_______________
DATE _________

Policy 05
(Annexure II)
REPORTING MEMO
NOTE: The job level of the new employee often dictates how wide spread circulation is for the
memo. If the new employee is a senior member or will assume a position which will require
contact with most employees, the memo is often circulated organization-wide. Other position
may dictate only a department distribution.
From: Head of Group HR/Manager/ER & Talent/BU HR Manager
to:
Re: New Employee:
I am pleased to announce that Mr/Ms.. ……….. .. will be joining as (job title) on (day and date)
Mr/Ms..................................., will report to (name of supervisor) and will be responsible for
(brief statement of responsibilities).
(Insert a short paragraph about the employee's background and previous work experience, for the
senior position only)
I am sure you will join me in welcoming Mr/Ms. .......................... to (BUnit/Function) of

The Viyellatex Group.
_________________
Draft HR Manual: Viyellatex Page 26 of 325

Policy 05
(Annexure III)
INTERVIEW CALL LETTER
Ref:
Date:
Dear Mr/Ms. ......
RE: INTERVIEW
We thank you for your application in response to our advertisement and interest you have shown
in our Company.
You are requested to please call on the undersigned at our Office for an interview on …………..
at ………….. hours.
Please bring along with you the original testimonials.
Please note that no TA or DA will be admissible.
Yours faithfully,
Head of Group HR/Manager, ER & Talent/BU HR Manager

Policy 05
(Annexure IV)
(Regret Letter)
Ref :
Date:
Mr/Ms.. .......................................
...............................................
...............................................
Dear Sir/Madam,
We thank you for your interest in a position with this Company.
We have reviewed your education and work experience and regret that there is no similar
position open in which we would best utilise your qualifications.
We will keep your application/resume on file and contact you if any position becomes available
in the near future.
We wish you good luck in your job pursuit else where.
Yours sincerely,
Head of Group HR/Manager, ER & TM/BU HR Manager

Policy 05
(Annexure V)
ASSIGNMENT MEMO TO NEW EMPLOYEE (Before joining)
Date....................
Our ref: ..........................
Name: ...................................
Address:................................
……………………………..
……………………………..
Dear Mr./Ms,
Re: Assignment
Welcome to The Viyellatex Group. I am pleased that you will be joining us as (Position title).
Enclosed for your information are:
 Orientation program
 Assignments for the probation period
Please review it prior to your first day. Human Resource Department will be happy to answer
any questions about it for you.
Please report to HR Department. In the meantime, if you have any questions, please do not
hesitate to call me: (Phone number )
Look forward to working with you.
Yours sincerely,
...........................................
Policy 05

(Annexure VI)
APPLICATION FOR EMPLOYMENT
VIYELLATEX GROUP
(Please read through this form first, and then complete it in your own handwriting)
PERSONAL INFORMATION
Full Name: ………………………………………………………………………………...

(in block letters)
How are you addressed? Mr./Mrs.: …………………………………………………………
Father’s Name: …………………………………………………………………………….
Present Address: …………………………. Permanent Address: ………………………
……………………………………………. …………………………………………….
……………………………………………. Home District: ……………………
Telephone No: ……………………………. Telephone No. ………………........
Date of birth ………….. Sex: Male /Female Nationality…………… Religion ……...

dd/mm/yyyy
Marital Status Single

  Married
No. of Children ……… Blood Group …………
Spouse’s Name: ……………………………………… Spouse’s Profession ……………………
……………………………………….. ………………..
If you have any relative(s) working in VIYELLATEX GROUP, give name(s), designation(s), place of work and
relationship:
Name: …………………………... Relation: ………………………..
Unit:
Department: …………………….. Designation ……………….…… …………………………….
Name: ………………………... Relation: ………………………… Unit:

…………………………….
Department: ……………………. Designation: ……………………..

Professional membership ……………………………………….. ………………………………………
LANGUAGE PROFICIENCY (Excellent = 1, Good = 2, Satisfactory = 3, Poor = 4, None = 5)

Language Speak Read Write
Bengali
…………………………… …………………………. …………………………. ………………………….
English
……………………………. …………………………. …………………………. …………………………..
OTHER QUALIFICATION (Courses attended, training received or certificates obtained - not less than 7 days)
Dates Course attended Institute Country
From To
EMPLOYMENT RECORD (Start with your present job first)

Month & Year Name and Address Last Salary Job Title & Reason for
of Employer Drawn* Duties Leaving
From To
* You will have to provide proof of the last drawn salary of the current job, if employed by Viyellatex.
Have you had any serious illness? Give details. Have you ever been arrested? Give details.
No Yes No Yes
1. 1.
2. 2.

Position applied for: …………………………………………………………………………………
Expected salary: Taka …………………………………………….. per month.
Notice period required ……………………………………… days / months
Have you applied to VIYELLATEX GROUP for a job before? If so, when & where, please give details.
……………………………………………………………………………………………………………………
CAREER PLANS AND FURTHER INFORMATION

…………………………………………………………………………………………………………………………
………
…………………………………………………………………………………………………………………………
………..
HOBIES AND INTERESTS
1…………………………………………2……………………………………………..3…………………………
SPECIAL SKILLS
1……………………………………… .2 …………………………………………….3………..……………….
REFERENCES
Name Occupation/Designation Address
1. ………………………… ……………………………… ………………………………..

………………………………..
………………………………..
Tel No. (if any):
2. ………………………… ……………………………….. ……………………………….

……………………………….
……………………………….
Tel No. (if any):
CONTACT PERSONS
Name Relationship Address
1. …………………………….. ……………………………………… ……………………………..…..

……………………………........
……………………………....…
Tel No. (if any): ………..……..
2. ……………………………… ……………………………………… …………………………………

…………………………………
…………………………………
Tel No. (if any): ………………
EDUCATION
Year School/College/University/ Month & Year Major Subject/ Qualification Class/ Awards
Professional body From To Group attained CGPA/
Div
DECLARATION
I, …………………………………………………………………………………….. hereby declare that
1. The particulars furnished in this application are accurate and complete to my knowledge and belief and I
have not knowingly withheld any information, which, if disclosed, would affect my application
unfavourably.
2. I shall be deemed to have been guilty of gross default, misconduct in the event of my appointment with
Viyellatex Group if at any future date it is found that my declaration as above is false or materially
incorrect in any respect and in that case my service with the company will be liable to be terminated
without notice or payment of benefit whatsoever.

3. In the event of my being selected for employment with the Viyellatex Group, I agree to abide by the rules
and regulations of the company which may be in force from time to time.
---------------------
----------------------------------
Date Signature of the applicant

Policy 05
(Annexure VII)

INTERVIEW RATING FORM (OTHER STAFF)
NAME _______________________________POSITION________________________
Out Very Fair Average Poor Remarks

Standing Good 5 3 0
10 7
APPEARANCE
SPEECH &
EXPRESSION
EXPERIENCE
FOR WORK
MATURITY
POTENTIAL
FOR
DEVELOPMENT
TOTAL SCORE
STRENGTH FOR THIS JOB: ___________________________________
___________________________________
RECOMMENDATIONS: Suitable for employment
Hold for comparison with others
Not Recommended
______________________
Date _________ Signature of the Interviewer

INTERVIEW RATING FORM (MANAGEMENT STAFF)
Applicant : Time:
Position: Date:
BU/Function: Place:
Criteria Rating Comments

Work experience/exposure
Relationship between candidate’s work
experience / exposure and position available
Decision making and judgment

Candidate’s logic, opinions & soundness of
reasoning and decision making
Emotional stability & maturity

Candidate’s self-confidence, independence
(self-sufficiency) and ability to take on the
pressure, rejection or failure
Ambition-motivation
Candidate’s expectations, initiative & desire
to advance
Energy & drive

Candidate’s interest, energy and speed of
reactions to meet the demands of the
situation/environment relating to the job
Work styles and values

Ability to handle unpredictable situation,
challenges and also routine jobs with high
degree of professionalism and ethics
Flexibility
Ability to handle multi task, wide range of
problems, different environments, coping with
conflicting and ambiguous demands
Intellectual capacity & effectiveness

Ability to deal with intellectually demanding
aspects, thinking and conceptualization
Relationships
Ability to maintain boss-subordinate
relationship, team working, peer relationship,
external/public relations

Recommendation:
Employ Consider Turn Down
Overall comments:
Interviewer’s name & signature:
Date:
Instructions:
1. During the interview, please indicate on the form by scoring in the appropriate box, how well
the candidate matches the requirements for the position. Possible ratings: Outstanding 5;
Above average 4; Adequate 3; Poor 2; Unacceptable 0.
2. Your ratings should represent a comparison of this individual to the job requirements.
3. In the comments column, please write evidences as found against the particular criteria
during the interview. In doing so please ask politely appropriate questions (open, probing etc.)
to find out the evidences from the candidate’s given answers.
4. If you need, please add extra page and attach with the form.
5. After the interview the interviewer should review the form and make recommendation by
ticking the appropriate box as to whether the person should be employed or considered for
the employment or rejected

Policy 05
(Annexure VIII)
(Internal Recruitment Notice)
From : Our ref:
To : ALL NOTICE BOARDS OF Date:

THE COMPANY
RECRUITMENT
Applications are invited for the position of " ...............................................” to be initially placed
at......................... from employees or their children having the following qualifications.
Educational Qualification :
Special Attributes :
Experience :
Educational qualification may not be followed strictly incase of existing employees provided
they are found suitable in all other respects.
Applications should reach the undersigned on or before. ……….....
Existing employees should apply through their respective Manager.
Signature
Copy to:
Policy 05

(Annexure IX)
Appointment Letter (Senior Management)
Confidential
Date:
………………………..
……………………….
……………………….
……………………….
……………………….
Dear Mr/Ms. ……..,
Appointment
Further to our series of interviews and follow-up discussions, the management of The Viyellatex
Group (hereinafter referred to as Company) is pleased to offer you an appointment in Viyellatex
Limited (Garments) as ‘……………., Unit ………’, on the following terms and conditions:
:
1. Your employment with The Viyellatex Group will commence on (Date).
2. You will be based at (Location) and will report to the (Job Title).
3. You will be on probation for 6 months from the date of your appointment. On
satisfactory completion of the period you will be confirmed in permanent
employment.
4. Unsatisfactory progress during probation may result in extension of the period at the
discretion of the Company. During the period of probation, one month’s notice or
payment of one month’s basic salary in lieu of notice will be required on either side
for termination of employment. No reason need be given for such termination.
5. Effective from the date of your joining, the following salary and allowances will be
paid to you in arrears:
a. Basic Salary : Tk. ……..

b. Other Allowances: Tk. ………
In addition, you will be entitled to Incentives/Bonuses which will depend on the

Bonus Scheme in existence.

6. Other benefits, facilities and welfare, obligations and regulations are as per the
attached Conditions of Employment and Service Regulations of the Company. These
together with amendments from time to time will be applicable to you and binding on
you.
If you agree to accept this employment on the terms and conditions noted above, please sign the
duplicate of this letter along with the attached Service Regulations and return to us.
We would welcome you to The Viyellatex Group and sincerely hope that your career with the
Company will be prosperous and rewarding.
Yours sincerely,
Head of Group HR
I ______________________________ confirm that I accept the employment with

_____________________ on the terms and conditions specified above.

(Service Conditions – Senior Management Staff)
Strictly Confidential
Conditions of Employment and Service Regulations For

Management Staff
Employment of all Management Staff will be governed by the following terms and conditions in
respect of the benefits they will derive from the Company and the obligations they will have to
discharge as an employee of The Viyellatex Group (hereinafter referred to as the Company).
Every Staff shall be bound by these Conditions of Employment and Service Regulations and any
amendments that may be made to the same from time to time. These Terms and Conditions are
bilateral between the individual staff and the Company and are strictly confidential.
1. APPOINTMENT LETTER
Every permanent employee is issued with an appointment letter.
2. STANDARD SERVICE YEAR
The Standard Service Year for Management Staff starts from July 01 and ends on June
30.
3. SALARY AND PERQUISITES This comprises of two parts:-
3.1 The first part consists of the Basic Salary only.
3.2 The second part consists of all Other Allowances.
Part of the allowances may be paid against reimbursements against allowable house
hold expenses as perquisites subject to the sole discretion of the Company when
such policy is introduced.
4. REVIEW OF SALARY & ALLOWANCES
The Basic salary and allowances are reviewed every year in July and
changes, if any, are communicated to the individual staff.

5. PAYMENTS
Salary and reimbursable, if any are paid monthly in arrears directly into the Bank Account
of the Staff. Payments against claims supported by vouchers are made once a month.
6. PERQUISITES
6.1 Accommodation
No facility is in existence at this moment.
6.2 Transport
Car facility as per the car scheme in existence
6.3 Residence and Mobile Telephone
Depending on the job requirement Company may provide residential telephone and
mobile phones solely at the discretion of the Company.
7. INCOME TAX
All taxes on the income of the Staff is payable by the individual. Income Tax is computed
by the Company at the beginning of the service year on the basis of annual taxable
earnings and a declaration by the Staff. The tax is computed as per Income Tax Act rules
in force and is deducted from the monthly salary and paid to the Government. At the end
of the Income Tax year, a certificate is issued to the Staff showing the computation and the
amount of Income Tax deducted.
8. ANNUAL INCENTIVE
Annual Incentive Bonus, if any may be paid to the permanent Staff within 30 days after the
end of the financial year as per the Incentive Scheme in existence which will be totally
performance based.
9. LONG TERM BENEFITS
9.1 Gratuity
Although not in existence at this moment, all staff will be entitled to receive payment
of Gratuity after completing 5 years of service with the Company whenever such
scheme is introduced.

9.2 Staff Provident Fund
Although not in existence at this moment, all the eligible staff will be entitled to be a
member of Staff Provident Fund after confirmation whenever such scheme is
introduced.
10. FACILITIES AND WELFARE
10.1 Group Insurance
Although not in existence all the permanent staff will be covered under Group
Insurance Policy from the date of their joining the Company's service when
introduced. The policy covers death and partial/total permanent disability
resulting from accident during employment.
10.2 Annual Leave
A Staff is entitled to annual leave of 30 calendar days per Standard Service Year
and the leave should be availed within the service year. Accumulation of leave is
not generally allowed. A staff on application may be allowed advance leave at
the discretion of the Superior.
At the beginning of the Standard Service Year, a leave roster is prepared based
on leave plans submitted by the Staff. For leave of' 7 days or more application in
the prescribed form should be submitted to CEO's Office through the immediate
superior well in advance. There is no Casual leave and all casual absence will
be adjusted from the annual leave of the concerned staff. Application for casual
absence should be submitted preferably in advance. Post-facto application of
casual absence is not encouraged.
10.3 Pro-rata Compensation for Leave
Staff who leave the Company’s service before completion of a Standard Service
Year, are paid compensation for the annual leave unutilised on a pro-rata basis. If
the leave already availed exceeds the pro-rata entitlement, deduction is made for
the excess period. For the purpose of leave compensation/deduction, only basic
salary is taken into consideration.
10.4 Absence Due to Sickness
Absence due to sickness is considered as paid leave. Long absence will require
recommendation from a medical practitioner. Long and frequent sick leave may
be investigated by the Company.
10.5 Public Holiday

The Company publishes at the beginning of the calendar year a list of paid
holidays.
10.6 Loan
The Company may agree to facilitate personal loan obtainable from the
Company’s Banker as per terms and conditions of the Bank’s Special Loan
Scheme for Company’s employee, if any. No other loan is paid by the Company.
10.7 Transfer
A Staff may be posted anywhere in Bangladesh as decided by the Company. In

case of transfer requiring change of residence, cost of travel of the Staff and his
family, is borne by the Company. A Disturbance Allowance is also paid. The
quantum of the disturbance allowance is communicated to the Staff in the transfer
order.
Accommodation at a Hotel or Daily Allowance at the rate applicable to the

concerned staff is paid for the first 14 days after arrival at the new location.
Reasonable expenses for packing and transportation of furniture, household item
and personal effects, are reimbursed to the Staff on submission of expenses
vouchers. Estimate of such cost needs prior approval of the Superior.
10.8 Business Travel (Domestic)
All Staff are expected to avail of convenient mode of transport. For journey by
Rail, River Steamer or Road, a Staff is entitled to travel in 1st class air-conditioned
coach/cabin, if available. A Staff on tour, are entitled to free accommodation,
meals in hotel, guest house or club as approved by the Company for different
locations and an amount at out of pocket expenses fixed by the Company.
Where a Staff makes his own arrangements for staying with friends or relatives,
he is paid a fixed Daily Allowance for the nights spent away from his place of
work.
10.9 Business Travel (International)
International travel is authorized by the CEO and the class of travel,

accommodation, allowances and other expenses are communicated to the
individual. Where a staff makes his own arrangement for staying with friends or
relatives, he is paid a fixed Daily Allowance for the nights spent abroad.
11. OBLIGATIONS OF EMPLOYEES

11.1 Time and Attention
All Staff are required to devote full time, energy and attention to their duties
assigned by the Company. They are NOT allowed to have any gainful
employment anywhere or to engage in or be financially involved or interested in
any business or concern, directly or indirectly, other than as a house owner or
holder of share or debentures; unless specifically permitted by the CEO in
writing.
A Staff shall not remain absent without leave not will he leave the station of his
duty without permission from his superior.
11.2 Confidentiality of Information, Documents etc.
A Staff shall not, either during his employment or after cessation of employment
for whatsoever reason, divulge or communicate to any person or persons except to
those officials of the Company who are entitled to know the same, or himself
make use of any of the Company’s secrets or any other information in relations to
the Company’s affairs or to the working of any process or invention which is
carried on or used by the Company or information of any incident or any other
matter which may come to his knowledge in the course of or by reason of his
employment as misconduct.
A Staff shall not be interested or otherwise concerned directly, or indirectly, in the

trade, or use of any of the Company products for personal gains. If any interest
exists, it has to be declared to the CEO and a written consent obtained. Failure to
do so will also be considered as misconduct.
11.3 Joining Competition
It is a specific condition of employment with The Viyelltex Group that NO Staff,

either while in employment or within 2 years of cessation of employment for
whatsoever reason, shall under any circumstances, be engaged either directly or
indirectly as a Principal, Partner, Director, Agent, Employee or in any other
capacity whatsoever, in any business, manufacturing or dealing in any of the
products The Viyellatex Group manufactures or markets in Bangladesh without
the written consent of the CEO.
12. GENERAL CONDITIONS
12.1 Dismissal

A member of the Staff will be liable for dismissal without notice or payment in
lieu for any of the following reasons:
a) Breach of any of his obligations under Section 11 of this Conditions of

Employment and Service Regulations or any other Regulations made by
the Company from time to time.
b) Dishonestly with Company’s business or properties
c) Conduct unbecoming of a gentleman
d) Conduct prejudicial to good order and service discipline
e) Financial insolvency or being adjudged as insolvent by a competent Court

of Law
f) Willful disobedience to any lawful order or instruction issued by the

Superior
g) Conviction for a criminal offense involving moral turpitude
12.2 Termination
The services of any Staff may be terminated by the Company by giving 60 days
notice in writing or on payment of 60 days salary in lieu thereof. No reason need
be given for such termination.
12.3 Resignation
A Staff may resign from the services of the Company by giving 60 days notice in
writing.
12.4 Service Benefits
When introduced, a Staff will not be entitled to Gratuity or the Company’s

contribution to the Provident Fund if he
a) resigns from the service of the Company without due notice

b) has been dismissed from service under Section 12.1 of this Conditions of
Employment and Service Regulations.
12.5 Retirement

A Staff will retire at the end of the Standard Service Year during which he attains
the age of 60.
12.6 Special Conditions
Any special conditions of service mentioned in the Letter of Appointment, will be

binding on the concerned Staff in addition to those mentioned in this Conditions
of Employment and Service Regulations.
I ........................................................................... do hereby confirm, having read and understood

the contents, my acceptance of all the terms and conditions mentioned above.
Signature of acceptance with date _________________
Name _______________________________________
Designation __________________________________
Appointment Letter (Other Management Staff)
Strictly Confidential
Date:
Ref: HR/…/…
………………………………
………………………………
………………………………
………………………………

Dear Mr/Ms. ………,
APPOINTMENT
We are pleased to offer you employment in The Viyellatex Group as ‘………………..’ in

………… Department of the (Business Unit) on the following terms and conditions with effect
from (Date).
1. Your consolidated monthly remuneration will be Tk. ……… payable in arrear, itemized
breakdown of which will be communicated to you duly upon joining. In addition, you may
be entitled to the bonus/incentive as per the bonus/incentive scheme, if any in existence.
2. a) Other benefits, facilities, welfare, obligations, rules and regulations applicable to you are
mentioned in the enclosed service conditions for the Management Staff. The said
conditions of Employment and Service Regulations as may be amended from time to
time will be binding on you.
b) You will not disclose your salary, job group & other terms & condition to anyone in the
Company.
3. All taxes, if any on your income will be on your account and deducted from your monthly
salary.
4. You will be on probation for a period of 6 months from the date of your joining. During the
probation period your employment can be terminated by either party without assigning any
reason therefore and without payment of any compensation by serving on the other one
month notice or payment of one month salary in lieu thereof.
5. On successful completion of probation period, your employment will be confirmed in

writing. Probation period may be extended if the performance is not upto the expectation.
6. You will join in ………. Department. Your place of posting will be at the (Location) and you
will report to (Job Title) in …………. Department.
7. During the period you are on probation, you will not be entitled to any leave except on
account of sickness.
8. It is an expressed condition of this contract that you will not pass on, disclose to or discuss
with any unauthorized person either during your employment with the Company or after
cessation of employment any information, incident or document concerning the Company's
business, agreements, finances, planning, manuals etc. or staff salaries. Failure to observe
this condition will be construed as breach of trust and can warrant your dismissal and or
make you liable to such action as deemed appropriate under law.

9. You should understand that confirmation of your employment is subject to verification of the
information contained in your employment application.
Should you agree to accept this offer on the terms and conditions set out in this letter, you are
requested to return the duplicate copy of this letter duly signed by you.
We congratulate you on your selection and welcome you in The Viyellatex Group.
Yours faithfully,
Chairman & CEO

I ______________________________ confirm that I accept the employment with

_____________________ on the terms and conditions specified in Clause 1 to 9.

Service Conditions – Other Management Staff
(Strictly Confidential)
Conditions of Employment and Service Regulations For

Other Management Staff
The following terms and conditions will govern employment of all Other
Management Staff (below managers’ grades) of the Company in respect of
the benefits they will derive from the Company and the obligations they will
have to discharge as an employee of the Company. Every Staff shall be
bound by these Conditions of Employment and Service Regulations and their
amendments from time to time.
The Terms and Conditions are bilateral between the individual Staff and the
Company and are Strictly Confidential.
A STANDARD SERVICE YEAR
The Standard Service Year starts from 1st July and ends on 30th June.
B PAYMENTS
Monthly salaries, allowances and other cash benefits are paid into the Bank
Account of the Staff by cheque or bank transfer from Corporate Office.
C INCOME TAX
Income Tax is computed by the Company at the beginning of the Service

Year on the basis of annual taxable earnings and a declaration by the Staff.
The tax is computed as per Income Tax Act in force and is deducted from the
monthly salary and paid to the Government.
At the end of the Income-Tax Year, a certificate is issued to the Staff stating
the amount of Income-Tax deducted at source.
D MONTHLY BASIC SALARY AND ALLOWANCES

The Basic Salary and Allowances are paid monthly in arrears to each Staff at
the rate set out in the Letter of Appointment. Salary and Allowances are
ordinarily reviewed in July every year and changes, if any, are communicated
to the individual
E ANNUAL BENFITS
E. 1 Bonus/Incentive
Bonus/Incentive is paid to the eligible Staff as per the terms of the

bonus/incentive scheme in existence.
E. 2 Leave Encashment
At the end of the Standard Service Year the entire balance of Annual Leave is
encashed on a pro-rata basis. The leave encashment form, approved by the
respective Manager is sent to Corporate Office for payment by first week of
July. Staff who leave the Company’s service without fully availing his
annual leave entitlement, are allowed encashment of the balance outstanding
leave.
For the purpose of leave encashment only basic salary is taken into
consideration.
F INCIDENTAL BENEFITS
F. 1 Transport
The Company provides transport or reimburse the actual transport expenses

for all business visits.
F.2 Business Travel
When a Staff is required to travel on Company’s business, he/she is entitled

to travel in the 1st class airconditioned coach/cabin by Rail and Steamer,
airconditioned bus wherever available and in economy class by Air.
F.3 Daily Allowance
When a Staff is required to travel on Company’s business and stays away

from his normal place of residence upto one month’s duration, he/she is paid
Daily Allowance for the nights spent away from place of residence, except
nights spent on traveling. This daily allowance is some time substituted by
providing hotel accommodation in Company authorised hotels in which case
certain out of pocket allowance is paid for miscellaneous expenses.

F.4 Outstation Allowance
When a Staff is on temporary transfer from one establishment to another,

he/she is paid Daily Allowance for the first 30 days and thereafter an
outstation allowance @50% of the Daily Allowance for the days beyond 30
days.
G. LONG TERM BENEFITS
G.1 Staff Provident Fund
Provident Fund is under the process of being established. On confirmation,

all staff will be required to join the Staff Provident Fund of the Company .
An application has to be made for membership of the Fund in accordance
with the Staff Provident Fund Rules.
The Staff contribute will contribute an amount equivalent to 7% of his/her

basic salary which will be deducted from his monthly salary and the
Company contributes an equal amount.
A copy of the Fund Rules may be obtained on request from the HR

Department when will be finalised.
G.2 Group Insurance
The Company will insure under a Group Insurance Policy, the life of all Staff
from the date he/she joins the Company. The policy covers death and
dismemberment during employment. The amount is normally paid to the
nominee of the Staff as nominated under the Provident Fund Rules.
The Staff may assign the amount insured to one or more nominees.
The conditions stipulated in the Group Insurance Policy governs the

entitlement of the benefit.
H. FACILITIES AND WELFARE
H.1 Leave Entitlement
A Staff is entitled only to the following leave during the Standard Service
year.
Annual Leave : 30 calender days

Sick Leave : 14 calendar days

Annual leave cannot be taken for less than one day and leave for longer
period will need prior approval of the Superior in the prescribed application
form.
Sick leave is taken only when a staff is sick and should not be used as a
means to regularise absence for other reasons. Prolong sick leave will require
Doctor’s Certificate.
All leave is granted by the respective Superior.
H.2 Accumulation of Leave
Accumulation of Annual Leave is NOT allowed. Any annual leave not

availed during the year, are encashed at the end of the service year.
Accumulation of Sick Leave is NOT allowed.
H.3 Holidays
The Company publishes at the beginning of the calendar year a list of paid
holidays. If a holiday coincide with other or weekly holiday, no substitute
holiday is observed.
H.4 Loan
Only on special cases, solely at management’s own discretion, the Company

may agree to become a Guarantor for personal loan obtainable from Bank as
per terms and conditions of the Bank’s special Loan Scheme for Company’s
employee. The quantum and the nature of loan is controlled by the loan
Scheme. All such loan applications should be processed through the HR
Department.
H.5 Transfer
A Staff may be posted anywhere in Bangladesh as decided by the Company.
In case of transfer requiring change of residence, cost of travel of the Staff

and his family is borne by the Company. In such event, daily Allowance is
paid for the first 14 days after arrival at the new establishment.
A Disturbance Allowance is paid for the transfer requiring change of

residence. The quantum of the Disturbance Allowance is communicated to
the Staff in the transfer order. Reasonable expenses for packing and
transportation of personal effects and furnitures are reimbursed on
submission of expense vouchers. Estimate of such cost need to be approved
by the Superior in advance.

I OBLIGATIONS OF EMPLOYEES
I. 1 Time and Attention
All Staff are required to devote full time, energy and attention to their duties
assigned by the Company. They are NOT allowed to have any gainful
employment anywhere or to engage in or be financially involved or interested
in any other business or concern directly or indirectly, other than house
owner or holder of share or debentures unless specifically permitted by the
Company in writing.
A Staff shall not remain absent without leave nor shall they leave the station
of their duty without permission from their superior.
I.2 Confidentiality of Information, Documents etc.
A Staff shall not, either during his/her employment or after cessation of

employment for whatsoever reason, divulge or communicate to any person or
persons except to those of Officials of the Company who are entitled to
know the same, or himself make use of any of the Company’s secrets or any
other information, which he may receive or obtain in relation to the
Company’s affairs or to the working of any process or invention which is
carried on or used by the Company or information of any incident or any
other matter which may come to his/her knowledge in the course of or by
reason of his employment with the Company. Breach of this condition
during employment will be considered as misconduct.
A Staff shall not be interested or otherwise concerned directly or indirectly,

in the trade, or use of any of the Company products for personal gains. If
any interest exists, it has to be declared to the Managing Director and a
written consent obtained. Failure to do so will be considered as misconduct.
I.3 Joining Competition
It is a specific condition of employment with The Viyellatex Group that NO

Staff, either while in employment or within 2 years of cessation of
employment for whatsoever reason, shall under any circumstances be
engaged either directly or indirectly as a Principal Partner, Director, Agent,
Assistant, Employee or in any other capacity whatsoever, in any business,
manufacturing or dealing in any of the products similar to the products that
The Viyellatex Group manufactures or markets in Bangladesh without the
written consent of the Managing Director.
J GENERAL CONDITIONS

J.1 Dismissal
A Staff will be liable for dismissal without notice or payment in lieu thereof
for any of the following reasons : -
J.1.a Breach of any of the obligations under Section I of this Conditions of

Employment and Service Regulations or any other Regulations made by the
Company from time to time.
J.1.b Dishonesty with Company’s business or properties.
J.1.c Conduct unbecoming of a gentleman
J.1.d Conduct prejudicial to good order and service discipline.
J.1.e Financial insolvency or being adjudged as insolvent by competent

Court of Law.
J.1.f Willful disobedience to any lawful order or instruction issued by any

Superior.
J.1.g Conviction for an offence involving moral turpitude.
J.1.h Trying to influence Company’s decisions through external means.
J.2 Termination
The service of any Staff may be terminated with 60 days prior notice or on
payment of 60 days salary in lieu of the notice. No reasons need be given for
such termination.
J.3 Resignation
A Staff may resign from the services of the Company by giving 60 days
prior notice in writing.
J.4 Service Benefit
No service benefit or the Company share of Provident Fund is payable to any

member of the Staff who has resigned without due notice or whose service
has been dismissed under Clause J.1 of this Conditions of Employment and
Service Regulations.
J.5 Retirement

A Staff will retire at the end of the Standard Service Year during which
he/she attains the age of 60.
J.6 Appointment Letter
Any special conditions of service mentioned in the letter of employment will

be binding on the concerned Staff in addition to those mentioned in this
Conditions of Employment and Service Regulations.
I ___________________________ do hereby confirm my acceptance
of all the terms and conditions mentioned above as in pages 1-10
Signature ___________
Designation __________
Date ___________
Appointment Letter – Non-management Staff

Our ref :
Date .
Mr/Mrs _____________________
____________________________
____________________________

Dear Mr./Ms……….,
RE: EMPLOYMENT
We are pleased to appoint you as “....................................." in Grade ...............................
The terms and conditions of your employment would be as follows:
1. Basic Pay
Your starting monthly Basic Pay will be Tk: ……………… (Taka ...................)
payable in arrears.
2. Other Allowance & Benefits
In addition to the Basic Pay, you will receive other allowances benefits, Privileges
and facilities applicable to your Grade under the General Conditions of
Employment & Service Conditions for the Non-management Staff.
3. Tax Liability
All Taxes if any, on your income will be on your own account.
4. Probation Period
You wi11 initially be on probation for a period of 6/3 months with effect from
the ......... During this period your employment can be terminated by either party at any
time without assigning any reason there for and without payment of any compensation.
Further during the period of probation you shall not be entitled to any leave except on
ground of illness which will be without pay.
5. Confirmation in Employment
Upon satisfactory completion of your probation period you will be confirmed in

writing.
6. Notice Period
After confirmation , your employment can be terminated by either party by serving on

the other due notice or payment in lieu thereof under appropriate Labor Laws.

If however, the termination of your employment by the Company results from a
Disciplinary Action by way of dismissal/discharge , you would not be entitled to any
notice or compensation in lieu thereof.
7. Staff Provident Fund
On confirmation you will be required to join the staff Provident Fund of Company.
8. Notice Period
Your place of work will initially be at our (Location) but you may be posted at any
place within Bangladesh, at any time convenient to the Company’s operation.
9. Company’s Rules & Regulations
You will be required to abide by the Company's Rules & Regulations which are presently
in force and as amended by the Company from time to time.
10. Confidential Information
It is an expressed condition of this contract that you will not pass on, disclose to or
discuss with any unauthorized person either during your employment with the Company
or after cessation of employment, any information, incident or document concerning the
Company’s business, agreements, finances, planning, manuals etc. or staff salaries.
Failure to observe this condition will be construed as breach of trust and can warrant
your dismissal and /or make you 1i ab1 e to such action as deemed appropriate
under law.
Should you agree to accept the employment with us on the terms and conditions set out in
this letter, you are requested to return the duplicate copy of this letter duly signed by you.
…………………….
(Not on original but on all other copies)
I ………………………… ........ confirm that I accept the employment with The Viyellatex
Group on the terms and conditions specified in Clause 1 to 10.
Copy to:

Policy No D-06
Minimum Standards for Employment
Effective
Date:
Revision
Date:
06.1 Candidates for the job opening will be selected on the basis of
Policy qualification, merit, competence, experience, future potential
Statement and satisfactory character and employment reference, without
regard to race, creed, sex, origin, etc.
06.2 Candidates not qualified for employment are those who

Non-eligibility have previously worked in a permanent, full time job for the
Company and were terminated for any cause including
resignation.
Candidates not having attained the age of 18 years.
Candidates not found fit by Company Medical Officer.
Minimum Standards for different positions as prescribed in the

recruitment standard.
Candidates should possess general qualification of merit in the

related field, ability, competence education background and
have potential for promotion and further advancement in the
Company.

Policy No D-07
Equal Employment Opportunity
Effective
Date:
Revision
Date:
07.1 The Company will maintain a policy of nondiscrimination with

Policy all employees and applicants for employment. All aspects of
Statement employment within the Company will be governed on the basis
of merit, competence and qualifications and will not be
influenced in any manner by religion, caste or region.
07.2 All decisions made with respect to recruiting, hiring and

Decisions promotions for all jobs will be made solely on the basis of
individual qualifications related to the requirements of the
position, likewise, the administration of all other HR matters
such as compensation, benefits, transfers, reduction-in-force,
recall, training, education and social/recreational programs will
be free from any discriminatory practices.

Policy No D-08
Employment Interview
Effective
Date:
Revision
Date:
08.1 In most jobs, candidates will be interviewed in person.

Policy Generally, the Human Resource Department's interview is to
Statement explore the candidate background, attitude, etc, while the
department which has the opening evaluates the employee’s
job knowledge and capacity for growth in the position.
08.2 The following guidelines cover interview areas which all

Guidelines interviewers may keep in mind:
 Give the candidate information about the Company, the

job, working conditions, benefits and opportunities for
advancement.
 Use the interview to discover more information about

the candidate's qualifications. Use the Structured
"Interview Checklist” (attached in Annexure) as a guide.
 Try to put the candidate at ease.
 Don't build reasonable false hopes, if you are not be

reasonably confident that the candidate will not be
getting the position, make sure he or she does not leave
the interview thinking he/she has been selected
 Get the candidate to talk about his or her experience,

education, abilities, training, etc. But avoid questions
which deal with matters which are not related to the job.
 Keep in mind that it is against Company policy for

an interviewer to influence an otherwise acceptable
candidate to reject a position offer or to withdraw his or
her application from further consideration in order to
improve the employment prospects of some one else.
 The interviewer should be an attentive and interested

listener. Neither his or her manner nor works should
imply criticism or impatience .
 Write down facts, useful for follow-up interviews and will

provide helpful insights for other interviewers who may
be involved in them subsequently.

Policy 08
(Annexure)
STRUCTURED INTERVIEW CHECKLIST
Name of Applicant:________________________________________________________
Address: ________________________________________________________________
Telephone: ________________________________________
Position: _____________________________Department: ________________________

Interviewed by: _______________________ Date ______________________________
I. JOB FACTORS – GENERAL (Ask these questions for the applicant’s last
three positions)
___________ On your application you indicated you worked for ________ how long were you
employed there?
___________ Please describe your responsibilities and duties with this Company.
___________ What were some of the things that you particularly enjoyed about that job?
___________ What were some of the things you enjoyed least in that position?
___________ Tell me what you consider to be your major accomplishment at that Company.
___________ Tell me about some of your setbacks and dis-appointments on that job.
___________ Tell me about the progress you made while with that Company.
___________ What was the most valuable experience you obtained in that position?

___________ Why did you leave (or why do you want to leave) this Company?
II. EDUCATION
A. For applicants who did not attend university.
__________ What was the highest level of schooling you completed?
_________ Why did you decide not to continue your formal education?
_________ What were your overall grades?
_________ In what extra curricular activities did you participate?
_________ Tell me about the class or club offices you held.
_________ If you worked, how many hours a week? What kinds of jobs?
_________ What steps have you taken to acquire additional education since leaving
High School?
_________ What training did you have in High School (or special Schools) that helped your
career?
B. For university graduates and those who have had some university education.
_________ I see that you attended ____________ University. Why did you select that
University?
_________ What was your major ? What determined this choice?
_________ What were your overall university grades? How did they compare with your
High School Grades?
_________ What courses did you start in the University and later drop? Why ?
_________ In what types of extra curricular activities did you participate in the University?
_________ If you worked during High School or College, how many hours per week?
Summers? What types of Jobs?
_________ What were your vocational plans when you were in the University?

_________ If they are different now, when did you change your thinking? Why ?
_________ What additional education have you had since you graduated from the University?
III. TECHNICAL OR SPECIAL FACTORS
Questions related to specialised skills, training and experience should be developed for
each types of work for which applicants are being interviewed.
IV. INTANGIBLE FACTORS
A. Goals and motivation
- Tell me about your career goals, short-term and long term.
- How do you expect to reach these goals?
- In what way would a job in your Company meet your career objectives?
- What are your criteria for your own success?
- What factors in the past have contributed most to your own growth?
- What factors do you believe may have handicapped you from moving ahead more
rapidly?
- What aspects of a job are important to you?
- What are your present earnings expectations? How do you arrive at this figure?
- What do you seek in this job that you are not getting in your present job?
B. Job performance and attitudes
- How would you describe the most effective superior you have had? What were his
or her strengths? Limitations? Describe your least effective superior.
- In the past, on what have superiors complimented you? For what have they
criticised you?
- Tell me about some of the significant problems you encountered on your jobs.
How did you approach them?
- If you join our Company, where do you think you can make the best contribution?

Policy No D-09
Pre-placement Medical Examination
Effective
Date:
Revision
Date:
09.1 All prospective employees for a permanent position shall be

Policy required to undergo medical examination to determine if the
Statement prospective employee is physically and mentally fit to perform
the job for which he/she is being considered, and that physical
and mental condition of the prospective employee would not
endanger the health, safety and well being of existing
employees.
09.2
Procedure 1. Pre-placement medical examination of all prospective
candidates will be the responsibility of HR Department.
2. HR Department will issue a letter in the name of the

Company
3. Doctor (nominated by the Company) to carry out medical

examination.
4. The examination of applicants shall consist of the

following:
- Medical History (both physical and mental)
- Complete physical examination
- Chest X-Ray (for management staff)
- Blood TG DG ESR, HBS AG, VDRL (for

management staff)
5. Medical examination report should be in the Company's

prescribed form (if supplied) and accompanied by all
pathological test report.

Policy No D-10
Reference Checking
Effective
Date:
Revision
Date:
10.1 For recruitment, job applicants references should be checked

Policy including the previous employer only after they have been
Statement carefully checked for their previous academic and professional
(job related) records with a view to predict future attitude,
conduct and potential.
10.2
Procedure
1. HR Department shall be responsible to collect
pre-employment references of the prospective
candidates and verify them.
2. Contact at least two most recent employers as

shown on the ‘Employment Application'.
3. In addition to reference check from previous

employers also confirm.
- Personnel Character Reference

- Birth Certificate
- School /College Certificate & Degrees
- Physical verification of permanent address
as the need may be.
4. All reference checks shall be filled in employee's

personal file.
5. Telephone Inquires:
Information from previous employers may be

verified by telephone which may be limited to the
following :
- date of hire or date of separation
- reason for separation

- Job Title
- salary (confirmation only)
6. Written Inquiries
If the request for information is in writing, detail

salary information may be obtained in addition to
the above and a copy retained in the employee’s
file.

Policy No D-11
Definition of Employment Status
Effective Date:
Revision Date:
11.1 The Company will maintain Standard definitions of

Policy employment status and will classify employees for purposes
Statement of HR administration and related payroll transactions in
accordance with the following definitions.
11.2 Definitions
EMPLOYEE All persons who receive wages or salaries directly from the
Company and are offered employment in writing.
PROBATIONAR Is one who is employed on a full time basis against a

Y EMPLOYEE permanent vacancy initially for a period of three months for
Factory Staff (workers), and six months in case of Office Staff
(clerical) and Management Staff. If the performance of such
employee during the initial period of 3 or 6 months as the
case may be is not satisfactory, their services would be
terminated without notice or pay in lieu of notice and without
assigning any reason.
The probationary period of a factory (worker) or office staff

may however be extended by a further period up to three
months or any period for management staff at the discretion
of the Management. In case of poor performance when the
incumbent fails to demonstrate his abilities for the position
even in the extended period, his services should be
terminated forthwith without any notice.
Probationary employee is not eligible to certain benefits like

membership of provident fund, festival bonus , paid leave
of any types etc. but he would be entitled to the benefits
under group and accident insurance. In case a probationary
employee falls sick, leave may be granted on the
recommendation of the Company Doctor but that leave will
be without pay.

PERMANENT Is one who has been appointed for a work of permanent
EMPLOYEE nature and who has successfully completed his/her
probationary period and has been confirmed as such by the
Company in writing.
Permanent employee is eligible to all employee benefits

including bonuses, provident fund, group insurance, paid
leave, gratuity etc. in accordance with the appointment letter
and Company Rules.
TEMPORARY Is one who is employed for specific period or a specific work

EMPLOYEE of a temporary nature which is likely to be completed
within a specified period. A temporary employee is not
eligible for benefits except payment for prescribed holidays
and those specifically mentioned in his terms of employment.
Such temporary employment will be through temporary
employment written contract (Annexure-I)
BADLI/CASUAL Is one who is engaged (Annexure-II) on ad-hoc/daily basis

EMPLOYEE without any written employment contract. Payment to such
employee is made through CV (Cash Voucher) approved by
authorised Manager.
All employment be it probationary, permanent, temporary or

casual are made by Manager authorised to do so and are
included in the monthly employee return. Deployment of any
person as casual for long time against permanent position is
discouraged and if absolutely unavoidable should be done
with extreme care.
JOB Job contractor is an individual or a firm who is/are given

CONTRACTOR - contract to do or accomplish a particular work and is/are paid
VS EMPLOYEE for the work (Policy No. 12) and not on time basis. Such
contractor is not an employee and is not included in the
monthly employee return.
EPLOYEE For the purpose of fair and equitable compensation and job
GRADES evaluation, the different categories of job through out the
Company shall normally be classified into different grades
which would be made available on request from HR
Department. HR Department will keep the grades updated
and bring changes as would be required and through
approved process.

Policy No: 11
(Annexure I)
JOB CONTRACT
Contract No. ______________________________
_________________________________Son of _________________________________
(Name)
do hereby agree to complete the following work on or before __________________
The Total cost for the work will be Taka …………….. (__________________________)
in word
Work description ______________________________________________________________
I undertake not to ask for any payment before satisfactory completion of the work.
________________ _________________
Name of Contractor Signature of Manager
Date __________ Date _____________
CASHIER
As the work has been satisfactorily completed, please pay
Tk: ____________________ (Taka ______________________ ) to the contractor

(in words)
Signature of Manager
Date: ____________

Policy No: 11
(Annexure II )
CASUAL/BADLI WORKER’S TICKET
Mr/Ms. ___________________________Son/Daughter of ________________________
is employed as a Casual/Badli worker at ________________________ Factory/Office of The

Viyellatex Group, for the following job likely to last _________________________
day (s) ________________________________________________________________
Wages @ Taka _________________ per working day payable for the number of days worked.
___________________ _______________________
Signature of Worker Signature of Manager/Officer
RECORD OF ATTENDANCE
DATE INITIAL OF SUPERVISOR/OFFICER
_____________________ ___________________________
_____________________ ___________________________
_____________________ ___________________________
Total days worked ________________
To: Cashier, CV NO: ______________
DATE: _______________
Please pay the following amount to the holder on surrender of this ticket.

Number of days ________________________ @ Tk. ________________ per day
Total: TK. _______________ (________________________________________)

in word
________________________ __________
Signature of Manager/Officer Date

Policy No D-12
Job Contract Contractor
Effective
Date:
Revision
Date:
12.1 There may be some jobs for which employment of people may
Policy not be necessary but contract may be given either to an
Statement individual or to a firm for accomplishment of the job. The
contractor, at his own convenience and depending on the
volume of the work may either do the work himself or employ
one or more people to do the same.
12.2 Payment will be fixed on job basis and not on time basis.
Examples
Example:
- Contract may be given to load and unload a truck.
- Contract may be given to cut grass in a garden.
- Contract may be given to clean premises.
- Contract may be given to install a pipeline.
12.3 1. All such contract should be written contract (Annexure)

Procedures and signed by the contractor as acknowledgement of the
terms and conditions of the contract.
2. There should be two copies of the contract one for the

Department file and the other for the Central Accounts.
3. Our normal Purchase Order (PO) may be used in lieu of

the contract and treated as purchase of services.
4. Payment will be made on submission of bills by the

Contractor as per the terms of the Contract or PO.
5. The cost for such contract is charged against the work

and not treated as employment cost.
6. The contractor and/or his people will not be considered

as The Viyellatex employee and hence, will not be

included in the monthly employee return.
Policy 12

(Annexure)
W ORK CONTRACT
CONTRACT NO......
MR. S/0. of ____________ is hereby given

to do the following work: on/from . . . . . . . . . . . . . . . . . ( date )
WORK DESCRIPTION:
PAYMENT
The cost of the work will be Tk.....………….. Tk:····……….·.per...... payable on completion of

the work and on submission of bill.
In case of failure to perform the contracted job as described above, proportionate deduction will
be made by the Company from the amount receivable by the Contractor.
This work contract may be terminated by the Company at any time without giving any
prior notice and without assigning any reason.
___________
MANAGER
ACKNOWLEDGEMENT
I do hereby accept the above contract and the conditions thereof. I will be entitled to payment
only after completion of the work to the satisfaction of the Company. I also confirm that this
is purely a work contract, and does not entitle me to any employment with the Company or
payment other than what is stipulated above.
_________
Contractor
Note : To make 2 copies : one for the department file and the other for Accounts.

Policy No D-13
New Employee Orientation
Effective
Date:
Revision
Date:
13.1 To invest time and effort in the new member, with the
Policy expectations of being repaid by loyalty, hard work and rapid
Statement learning, ensure congenial and homogeneous working
atmosphere for all new employees. Familiarize new employees
with the Company culture and train them, and teach them what
is important in the organisation.
The basic stability and effectiveness of the organisation,

depends upon its ability to familarise new members.
Orientation will help the new employees to become an effective
member of The Viyellatex Group.
13.2 To establish logical objectives which makes an orientation

Objectives programme more meaningful.
Objectives might include:
a. To provide accurate and relevant information about the

job(s) and the organisation so that new employee
morale remains high and good performance is
facilitated.
b. To provide a clear understanding of what the

organisation offers and what it expects from a new
employee.
c. To define the terms of employment.
d. To acquaint the new employees with the physical

surroundings (i.e., the department, building, canteen
etc.).
e. To familiarize new employees with their job duties, and

to introduce them to others in similar positions.
f. To introduce the employee to employees and with

detailed understanding of various aspects of the
organisation. (Make sure that these people remain

accessible).
g. To provide clear information regarding how problem get

resolved: who do the new employees turn to for
assistance with particular questions?
h. To offer a forum in which issues and questions

pertaining to policies, benefits, etc. can be raised and
resolved.
i. To promote the bond between the new employees and

the organisation.
j. To reduce the level of anxiety new employees have and

to increase their comfort level with the job and the
organisation.
13.3
Procedures 1. EMPLOYEE AND THE COMPANY
(HR Department)
- Tour of the facility
- Benefits
- Shifts, annual leave, holidays, sick leave.
- Basic policies: security, discipline, transfers and

promotions, code of conduct, wages, efficiency,
incentives, etc
- Safety: safety committees, procedure and its link with

efficiency bonus, accident prevention etc.
2. INTRODUCTION (Department Manager -Person whom

he/she reports )
- Welcome (given by the Department Manager )
- Company History
- Products, Services and Department overview
- Introduction to other members of the

Sections/Department

3. QUESTIONS AND ANSWERS
- Encourage employees to ask question freely.
NOTE:
Other objectives may come to mind that are more suitable for a
particular position. But remember, don’t try to fulfill all
objectives in one day, or even one week. Let employees
know which matters have high priority - cover these items first.
Detailed information which is not necessary for reducing
anxiety and succeeding on ‘Day One’ should be left for another
time.

Policy No. D-14
Performance Management – Management Staff

Effective
Date:
Revision
Date:
14.1 Managing performance is about identifying what the individual

Policy or team must do to achieve business goals, and finding ways to
Statement do this better than before. Managing performance is about
getting the right job done now, and developing the individual to
do a better job tomorrow.
Our business goals are achieved through the performance of

all employees in the Company. Performance Management
System is the means by which to get alignment of personal
goals with business strategy, provide feedback for performance
improvement and help identify and exploit the potential of our
people.
14.2 The entire Performance Management System in Viyellatex

Parts includes:
1. Performance Management Document (PMD), i.e.; Major
Objectives (MOs) and Key Performance Indicators (KPIs), -
Annexure 2
2. Career Plan i.e.; Employee Development Plan (EDP), -
Annexure 3
14.3 1. To align the outputs of appraisee and teams with the

Objectives objectives or goals of the Company, and in relation to one
another,
2. To build productive working relationships between appraisee
and appraiser, with shared meaning about the work to be
done.
3. To optimize individual work performance by continual

improvement, and so achieve superior work outputs

4. To encourage appraisee behaviour that demonstrates the
values adopted by this Company.
14.4 a. The performance objectives (MOs) of every appraisee are

Principles aligned with the individual job description, team and
organizational goals.
b. Formal MO setting is done at the beginning of the year

through joint discussion and agreement.
c. Appraisees are managed on a day-to-day basis according to

the principles of the Performance Management process (i.e.
towards achieving MO & KPI).
d. Standards to be met by appraisees (Key Performance

Indicators) incorporate:
 Customer expectations
 All relevant Company, professional or legislated

standards.
 Those agreed between appraiser and appraisee.
e. Pay increase and Incentive Scheme are linked to

performance and these are determined as an outcome of the
Performance Management process.
f. The appraiser maintains a Performance Management record

for each appraisee, which contains both formal
documentation and informal notes about the appraisee’s
performance and the appraisee has the right of access to this
record.
g. The appraisee’s Performance Management record is

reviewed by the appraiser’s at least once a year and
preferably more often.
h. The Performance Management Process is based on joint

discussion and comment between appraiser and appraisee,
and there is joint responsibility for its occurrence.
i. A half yearly reviewed is done after six months (i.e., in

December).
j. All the PMD records are kept with HR Department.

14.5 Major Objectives (MO)
Elements 1. those outputs of the job which contribute to organisational
goals, i.e. why the job exists
2. ideally a job should consist of 4 - 8 MOs
Key Performance Indicators (KPIs)

1. those activities and standards which deliver the required
outputs, i.e. what the Appraisee must do and how it must
be done
2. KPIs answer the question: “What will we see as an
outcome?”
3. KPIs should be:
a. Specific and Stretching
b. Measurable
c. Achievable and Accepted
d. Realistic and Relevant
e. Time-framed and Traceable
4. a number of KPIs can be set for each CRA
Alignment
1. MOs and KPIs are determined with reference to the
objectives or business plan of the department or business
unit, i.e. what does the Appraisee’s job contribute to
achievement of the organization’s goals?
2. it is the responsibility of senior Appraisers to communicate
and inform Appraisees about the goals of the business unit.
Documentations
1. the MOs and KPIs are recorded, and signed off by both
parties
2. along with MOs and KPIs EDP is also recorded and signed
off by all the parties
3. all the related documents are made in three copies and kept
with the appraiser, appraisee and HR Department.
14.6 At the beginning of the Performance Management Process

MO & KPI period, the MO and KPI to be jointly discussed, agreed, signed
setting and documented as per the following process:
1. During the end of the last quarter when the performance

appraisal of the previous year is done the MO & KPI for the
next period is also jointly discussed, agreed, signed and
documented. There will be 4 – 8 MOs with the following
mandatory segments:

a. Functional responsibilities (JD)
b. Departmental Objectives
c. Compliance (Company rules, procedures, standards,
ethics/integrity, conducts etc.)
d. Developmental Objectives (behavioural competency)
2. The criteria for ratings are understood between the parties
i.e., the weighted factors and the KPI standards i.e.,
SMART factors (Example in Annexure 1)
3. Resource requirements, if any are spelled out and action
plan for the arrangements are documented along with.
4. These to be made in three copies and kept accordingly –
with the appraise, appraiser and HR Department.
5. If the business circumstances change anytime during the
appraisal period requiring MO/KPI to change accordingly,
the PMD will be changed through joint discussion and the
documents to be modified accordingly in three copies as
above.
6. HR Department will have prerogatives to challenge the
justification of such changes, if felt.
14.7 Following ratings matrix to be followed:

Ratings
Rating Key Rating (Example)
Exceeding target (MOs) by wide margin 5 >167%
Exceeding target (MOs) by significant margin 4 >133%
Exceeding target (MOs) by visible margin 3.5 >117%
Good - on target (MOs) 3 =100%
Missing the target (MOs) marginally 2.5 >83%
Missing major criteria 2 >67%
Missing out mostly 1 >33%
14.7 1. Performance Review (appraisal) will be done minimum of

Performance once per year, along with provision for half year review.
Review
2. Performance review (appraisal) will be done against
documented MOs and KPIs (as per 14.6)
3. A joint discussion between appraiser and appraise will be

held
4. This discussion to be conducted in private
5. Outcome and comments will be documented and signed by

both parties. As the review is expected to be a joint
outcome, there will be less chance of disagreement, but if

otherwise happens the appraisee will put dissent notes.
6. This will include feedback from significant others, e.g.

customers, colleagues, and subordinates etc, where
possible
7. There will be columns for incorporating the appraisee’s own

assessment of performance (self assessment).
8. All the documents will be reviewed by the second appraiser

(Appraiser’s Supervisor) judiciously.
9. Rating compilation will be done by HR Department and

endorsement to be done by the C&B Committee having
reviewed the company wide ratings to maintain the
uniformity and internal equity.
14.7 1. Assess performance against MOs and KPIs and rate it

Performance
Review 2. Commend good performance
Activities
3. Counsel to improve any elements of poor performance
4. Action plan:
a. to correct shortfalls, where necessary
b. to link to other HR processes e.g. Training and

Development, Recognition and Reward (ISP) and
pay review
5. Document the outcome (PMD, EDP)
6. Revise MOs and KPIs for the next period.
7. Submit all the documents to Corporate HR
14.7 While rating, the followings will be done:

Performance
Rating 1. Separate ratings prepared by appraisee and appraiser
before the appraisal.
2. Include reference to formal measures and informal

indicators, e.g. data from performance indicators where
these are formally measured, letters of commendation from
customers, warnings for poor performance or misconduct.

3. Joint discussion and decision by the appraiser on the final
rating and endorsed by the appraiser’s supervisor
4. Rate performance per MO, KPI and then overall (Example

in Annexure 1).
5. Rating should not be a rigid arithmetic process, but be

based on a reasonable conclusion drawn from all available
data, and take into account factors beyond the control of the
appraisee.
6. Objective to ensure as overall assessment is made and that

this is regarded as fair by both the appraiser and the
appraisee under the circumstances, which existed during
the period under review.
7. Final scrutiny by Corporate HR and C&B Committee to

challenge if found biasness or inconsistency or accept if
found justifiable/rationale.
14.8 1. In general career interest is to hold a discussion on possible

Career career paths for an individual within the Company by
Interest and identifying his/her skills, qualifications, experience and
Individual competencies to do the future job, and also support to attain
Development these.
Plan 2. Based on the current year’s performance achievement or
gap, the strength and areas of improvement are discussed
and documented. Future potentials are also highlighted and
career growth and development plan is also reviewed and
recorded.
3. The document, which is used to record, an individual
management staff’s career planning discussion, is called
the Employee Development Plan (EDP) – Annexure 3.
14.9 An updated ‘Performance Management Toolkit’ will be made

Performance available on demand to all the appraisers and appraisees by
Management Corporate HR which shall govern the total procedure of
Toolkit performance management system.

Annexure 1
Policy 14
Example on Weighted Ratings
Rounde
Achieved >> Actual d
Overall 3.2562
Rating 5 3

Rate KPI Rate MO
Agreed Agreed Agreed (Achieve (Achieve
Agreed MO Wt KPI Wt d) d)
MO 1 40% KPI 1 30% 3 2.825
KPI 2 25% 3
KPI 3 20% 3
KPI 4 15% 2.5
KPI 5 10% 2
MO 2 20% KPI 1 30% 4 3.55
KPI 2 25% 4
KPI 3 20% 3
KPI 4 10% 3
KPI 5 10% 3
KPI 6 5% 3
MO 3 15% KPI 1 50% 4 3.525
KPI 2 13% 3.5
KPI 3 12% 3.5
KPI 4 10% 3.5
KPI 5 10% 2
KPI 6 5% 2
MO 4 10% KPI 1 23% 4 4
KPI 2 17% 4
KPI 3 15% 4
KPI 4 15% 4
KPI 5 15% 4
KPI 6 15% 4
MO 5 10% KPI 1 25% 3 2.875
KPI 2 25% 2
KPI 3 25% 4
KPI 4 25% 2.5
MO 6 5% KPI 1 45% 4 4
KPI 2 25% 4
KPI 3 20% 4
KPI 4 10% 4

14.10 Salary Performance appraisal of non-management staff are attached
Benefits – Non- as Annexure 4,5 and ,6 to this Policy
management
staff

Annexure 2 ; Policy 14
PERFORMANCE MANAGEMENT DOCUMENT
Name of the Appraisee Name of the Appraiser
Job Title Job Title
Date Commenced Service Performance Discussion Date Overall Rating
Date Appointed to Job Performance Review Period 5 Outstanding
Purpose of the Job 4 Superior
3.5
3 Good (On Target)
2.5
2 Marginal
1 Unsatisfactory
Major Objectives (MOs Key Performance Indicator (Standards) KPI Self Rating Performance Assessment Performance Rating

Major Objectives (MOs) Key Performance Indicator (Standards) KPI Self Rating Performance Assessment Performance Rating

Resources Required Action Plan Outcome
Appraiser’s Comment
Appraisee’s Comment
Second Appraiser’s
Comment
Signatures
Appraiser Appraisee Second Appraiser

Annexure 3 ; Policy 14
EMPLOYEE DEVELOPMENT PLAN (EDP)
BIODATA
Name
Current Position
CAREER INTEREST
Preferred
Alternative
BEHAVIOURAL COMPETENCIES
Strengths
Weaknesses
FUNCTIONAL/TECHNICAL COMPETENCIES
Strengths
Weaknesses
DEVELOPMENT ACTIVITIES
Functional/ Technical

Competencies to be
developed
Behavioural
competencies to be
developed
Experience to be gained
(Areas)
SIGNATORIES
Appraisee Date
Appraiser Date

Annexure 4,Policy 14
VIYELLATEX GROUP
EMPLOYEE APPRAISAL
NAME: JOB TITLE:

DEPT/SEC: JOB GRADE:
DATE JOINED: PERIOD:
Instructions
:
* Read each characteristic and the various descriptions which follow.
* Then select the phrase that best reflects the employees and enter the rating (1-5) into the appropriate appraisal period.
* These characteristic may not apply to all job classifications. If this is the case, do not complete
Jan- Apr- Jul- Oct-

1 2 3 4 5 Mar Jun Sept Dec
(A) WORK STANDARDS
1. Poor Has limited Has average Above Exceptionally
SKILL/KNOWL knowledge knowledge knowledge average job knowledgeabl
EDGE and skill for and skill for and skills for knowledge e and skilful.
performing the performing the performing the and skills for
Ability to meet the job. job. job. success of the
work quality job.
requirement.
2. SPEED Slow and Moderate and Average and Rapid, meet Exceptional
consistently sometimes late normally just deadline and and
Consistency of late with with meet deadline. sometimes consistently
volume of work in frequent reminders. ahead of time. ahead of time.
relation to reminders.
deadline met.

Jan- Apr- Jul- Oct-
3. QUALITY OF Seldom meets Partially meets Meets quality Often exceeds Consistently
WORK quality targets. quality targets. target. work quality exceeds
targets. quality targets.
Consider work
thoroughness and
accuracy.
4. CARE OF Must be Has to be Equipment Equipment Equipment
EQUIPMENT worried checked kept in kept in good best cared for
occasionally consistently as running order. running order. in his
Sense of as to care of to care of department.
responsibility for equipment. equipment
equipment. given.
(B) WORK HABITS

1. Sloppy as to Workplace Usually keeps Workplace is Always keeps
ORDERLINESS arrangement usually not in material and seldom out of workplace
of wok tools good order. tool in proper order. well arranged
Ability to upkeep and materials. place. and orderly.
neat and organized
workplace.
2. Does not Occasionally Work requires Always Extremely

DEPENDABILIT follow does not average or reliable and reliable and
Y direction/proc follow normal dependable dependable
edure and direction and supervision. with which need s
Consider sense of requires requires supervision. no
responsibility and constant considerable supervision.
reliability in supervision. supervision.

Jan- Apr- Jul- Oct-
executing the job
and assignment.
3. Seldom on Occasionally Always on Occasionally Always early

TIMEKEEPING time. late but is time. early but and ahead of
conscientious always on time and not
Consider sense of at being at time and not time waster.
punctuality at work. time waster.
work place.
4. SAFETY Careless, is a Has to be Observes and Usually Always

CONSCIOUSNE hazard both to reminded of practices careful and observes and
SS himself and regard for safety rules observes and practices
others safety of most of the practices safety codes
Concern for safety himself and time. safety rules. and rules for
of others, own others. own, others
self, materials and and
equipment with equipment.
respect to safety
rules and
procedures.
(C) ATTITUDE
1. INTEREST No enthusiasm Rarely Some Usually Very
for the job, enthusiastic enthusiasm enthusiastic enthusiastic

Jan- Apr- Jul- Oct-
Consider degree of always with interest and normal with high with high
keenness of the complaining. in the job. amount of interest in the interest in the
job and its value. interest in the job. job.
job
2. ATTITUDE Resents to any Does not Has about the Willing to Appreciates
TOWARDS form of always accept average view accept help of
SUPERVISION / supervision constructive point towards suggestions supervision
MANAGEMENT and supervision supervision and and ideas from
management and and constructive management.
Consider the ideas. management management criticisms.
degree of ideas. ideas.
acceptance and
reaction.
3. ATTITUDE Selfish, Not consistent Has no serious Cooperative, Goes out of

TOWARDS jealous, fault in relationship difference helpful and the way,
FELLOW finding and with others. with others. friendly to cooperative,
EMPLOYEE uncooperative. May be others. helpful and
quarrelsome at friendly to
Consider the times. others.
degree of
cooperation.
4. ATTITUDE Refuses to Accepts Accepts Accepts Always
TOWARDS accept new new new accepts
WORKS new/additional /additional /additional /additional additional
responsibilitie responsibilitie responsibilitie responsibilitie /new
Consider degree of s. s reluctantly. s but requires s without responsibilitie
willingness persuasion complaints s willingly.
towards additional

Jan- Apr- Jul- Oct-
responsibilities.
(D) PERSONAL BEHAVIOUR

1. Requires help Frequently Some Usually Always look
RESOURCEFUL on all requires help enthusiasm. successful in for better way
LNESS problems. on common Successful on overcoming in problem
problems. common problems. solving.
Consider problems. May require
analytical thinking help
and problem occasionally.
solving
2. INITIATIVE Always waits Some attempt Requires Can ordinarily Self starter in
to be directed. to go ahead on average work all respects.
Ability to work his own but supervision. independently.
independently easily
discouraged.
3. Unwilling to Reluctantly With average Quick to learn Leaned/carrie
ADAPTIBILITY change jobs. tries new jobs. amount of new jobs. d out new jobs
Difficult to Requires instructions extremely
Receptiveness to adjust to new much able to learn well.
new solutions. supervision related jobs.
ideas/environment and slow to
and ability to learn.
improve and learn
further.
AREAS OF WEAKNESS

What isn't he/she doing well?
In what is he/she particularly weak?

IMPROVEMENT PLAN
Why specific recommendations do you make now to overcome the weakness?

SIGNATURE
APPRAISEE'S COMMENTS
JAN-MAR
APR-JUN
JUL-SEPT
OCT-DEC
SIGNATURE
APPRAISER'S COMMENTS
JAN-MAR
APR-JUN
JUL-SEPT
OCT-DEC

Ratin JAN- APR- JUL- OCT- OVERAL
gs MAR JUN SEPT DEC L
OUTSTANDING 5
EXCELLENT 4
COMMENDABLE 3
ADEQUATE 2
UNSATISFACTO
RY 1

Policy No. D 15
Training and Development
Effective Date:
Revision Date:
15.1 Training and Development is focused on helping employees

Policy perform better. The single objective of all Training and
Statement: Development activities is to develop human capital for
sustained performance improvement.
The performance management process enables Appraisers

to meet specific development objectives by:
 linking all Training and Development to performance

objectives
 prioritizing Training and Development events in terms of
business imperatives
 assessing the contribution made by Training &
Development
Training and Development Manager will be held accountable to

Head of HR for ensuring implementation and monitoring of all
the clauses of this policy throughout the Viyellatex Group.
Respective BU HR Manager will provide assistance in
implementation of this policy in the respective Business Units.
15.2 Superior Appraisee performance can provide a sustainable

Objectives: competitive advantage for the Company. Developing superior
performers requires an investment in time, energy and
(sometimes) money, by the Appraiser and the Appraisee. This
investment will be optimized if the following objectives are
addressed:
 preparation of an employee development plan (EDP)

 formulation of a team/departmental/functional training
plan
 organizing the development event
 preparing the Appraisee for the development activity
 active engagement by the Appraisee in the learning
activity
 application of the knowledge or skills learned
 performance review of the value added by the
development activity

The Company recognizes that the ongoing development of our
people and the existence of a skilled, flexible workforce is
critical to our success in an increasingly competitive global
economy. All Training and Development is targeted towards
continual performance improvement by the individual, the team
and the Company as a whole.
15.3 Training and Development includes the following

Developmental developmental activities:
Activities:
Informal
 Coaching is the day to day process of guidance and input
to the Appraisee to improve performance. This includes:
agreeing performance expected, giving specific constructive
feedback, supporting growth and learning, assisting
Appraisees to solve their own problems, providing
consequences, and constant communication on issues and
changes affecting the Appraisee.
 Mentoring is the process where experienced and
successful Appraisees are matched with newer or junior
Appraisees to provide useful job and career guidance and
support, advice on mistakes to avoid and skills to develop.
Formal
 Training consists of instructional experiences which
develop new skills and knowledge that can be applied
immediately upon or shortly after arrival or return to the job.
 Education refers to learning activities designed to improve
the capability of an Appraisee in a specific direction beyond
the current job / responsibility.
15.4 Accountable line Appraisers ensure:

Principles
 opportunity and support are provided for the agreed
development activities
 the Appraisee accepts primary responsibility for
achievement of the mutually agreed learning outcomes
 the Appraisee is provided with appropriate time and
attention to implement what has been learned
 development needs and actions are formally reviewed in the
performance appraisal
 development needs and actions are formally recorded in the
Appraisee’s Performance Management File
 development needs and actions are informally reviewed
throughout the year (part of the informal performance
management process)

 all learning outcomes are aimed at increasing the
Appraisee’s capability to deliver agreed MOs and KPIs, and
in preparation for anticipated future job roles
 development is a process not an event
15.5 The Training and Development Framework

Training and
Development Formal Training and Development can be categorized by four
Process types or ‘bands’ of development activities: Induction, Core,
Generic and Tertiary. Technical training is a fifth aspect, and
can take place in any of the four bands.
Training and Development Framework

Induction Core Generic Tertiary
Those Those Those programs Those programs

activities programs which which are general which are
which are unique to in nature, and provided
introduce the Company typically cross a externally, and
the e.g. number of roles; normally result in
Appraisee to Performance may be provided a formal
the Management by an internal or qualification e.g.
Company external trainer; university or
and the job e.g. presentation college studies
or selling skills;
etc.
Technical Training
Those activities and courses that primarily develop task-related job

skills, generally tailored to Company requirements; e.g. all shop-floor
competency based training, driver training and computer software skill
training.
Technical training includes all equipment, process and technology based

skills and knowledge training conducted in accordance with any local
technical standards.
The Development Process
Employee development follows a three-step process:
 Step One: The development need is identified, and actions

to address it are agreed.
 Step Two: The Appraisee undergoes the development
event.
 Step Three: The learning is applied on the job and is
evaluated by the Appraiser.
15.1 Step 1: Identify the training need and agree actions to

Step One address it
The basic question to ask is:

“What skills, knowledge or competencies must the Appraisee
learn in order that s/he can perform this job to standard?”
Training needs identification (TNI) means:

1. Defining the required performance standards (MOs and
KPIs)
2. Establishing the skills, qualifications, knowledge and
behavioral competencies required to perform at this level
3. Assessing the Appraisee’s current skills, qualifications,
knowledge, and behavioral competencies against those
required to perform to standard
4. Describing the gap
5. Articulating the development needs (using the EDP)
Diagnosis of the individual’s performance gaps is the primary

means of identifying training needs. Company standards and
business imperatives as well as legislative requirements may
also need to be considered.
Once the needs have been agreed between Appraiser and

Appraisee, the means of meeting these needs should be
discussed.
Options may include:
 observation of others
 coaching or counseling by the Appraiser or another
Appraisee or mentor
 project or special assignment
 secondment
 more experience in the role
 private study
 formal training
- on-the-job
- on-site training centre
- off-site training
Where a formal training activity is deemed to be the most

appropriate means of development, the appropriate training
program should be sourced from inside or outside the
Company through the HR Department.
The Employee Development Plan (EDP) can now be

prepared. This documents the development needs and the
actions to be taken. The Learning Index notes the source of
each training program.

Once the EDP has been confirmed in terms of the functional
training plan, arrangements can be made for the development
event to take place.
EDPs will be completed in respect of all the appraisees and

forwarded to T&D Manager by the Appraisers, for arranging the
program internally or externally.
15.5.2 Step 2: The learning event

Step Two
Prior to attendance at any training / education activity, the
immediate Appraiser and the potential Appraisee should
discuss how the learning will be transferred to the job. The
outcome of the discussion is a plan that addresses how the
development effort will result in significantly new or improved
behaviour on the job. This is about return on investment and
helps ensure knowledge or skills acquired are actually
employed in the manner intended.
Please consider:
 How the Appraisee’s workload will be handled so that s/he
may attend training with a clear mind, and without being
penalized by returning to an overload situation.
 Who else needs to know that the Appraisee is on a training
program?
 Visibly supporting the learning by ‘popping in’ to the training
room where possible
When the Appraisee returns from the training program it is

good management practice to discuss the Appraisee’s
experience of the training event, and to re-affirm the agreed
transfer of learning activity.
15.5.3 Step 3: Transfer of learning to the job

Step Three
Transfer of training is about the ability to apply to the job the
knowledge/skills/behaviors that have been learned in the
development event. The quality of the transfer process will
directly affect the return on investment from the training. Even
where the Appraisee has successfully demonstrated new
skill/knowledge/competence at a training / development event,
this does not ensure that the new skill/knowledge/competence
will be brought back to the work place.
After training, implement the Transfer of Learning plan.

Consider each of the following:
 Were the learning objectives achieved?
 Is any additional coaching required?

 Is any psychological / emotional support required?
 Does the Appraisee have opportunity to practice the
learning?
 Does the Appraisee participate in transfer related
decisions?
 Can/should immediate job pressures be reduced?
 Are there any other barriers limiting the transfer of
learning?
 Revisit the ‘reality check’ that was part of the “Transfer
of Learning” discussion. The Appraiser’s challenge is to
demonstrate credibly and consistently that you want the
Appraisee to change to the new ways of thinking and
behaving
 Give positive reinforcement of every demonstration of
the new learning
 Provide a role model
 Allow time for post training assignment completion
 Encourage ongoing contact with other trainees.
15.6 1. Manager, Training and Development will prepare and

Training update Training Calendar within 1 month after closing the
Calendar annual appraisal process after having obtained all the EDPs
from all the Business Units and also inputs from Succession
and OMR Process (Succession and OMR Policy). He/she
will prepare the training and development budget based on
the calendar and get the same approved by the Head of
HR.
2. He/she will arrange the training as well as internal and

external resources as available and as per the requirement
of the training calendar.
3. A monthly report will be prepared by him showing the

training and development events of the month along with
the participants’ evaluation reports of all the training held.
15.7 Training and Development is an integral element of the

Links to Other performance management process. The training needs
HR Processes identification (TNI) is based on gaps in the Appraisee’s
capability to do a particular job to the desired standard now or
in the future. The value of any development experienced by
the Appraisee should be seen in the performance of the
Appraisee on the job, and this is formally assessed at the time
of the performance appraisal.
Training and Development can also prepare the Appraisee for

future roles. In this sense, succession planning (Policy on
Succession Planning and Organizational Review) is a longer-
term application of the principles of training and development.
The Individual Development Plan records both immediate and
longer-term development needs, and is used for Training and
Development as well as career planning purposes.
15.8 Training and Development involves a partnership.

Paper Works Documenting development needs, agreed actions and any
formal evaluation of the learning is good practice. This
ensures there is no uncertainty in the minds of the various
partners. It is also a standard for good performance
management. All Training and Development paperwork should
be kept in the performance management file.
Format of the Employee Development Plan (EDP) is attached.

EMPLOYEE DEVELOPMENT PLAN (EDP)
BIODATA
Name
Current Position
CAREER INTEREST
Preferred
Alternative
BEHAVIOURAL COMPETENCIES
Strengths
Areas for Improvement
FUNCTIONAL/TECHNICAL COMPETENCIES
Strengths
Areas for Improvement
DEVELOPMENT ACTIVITIES
Functional/ Technical
Competencies to be
developed
Behavioural
competencies to be
developed
Experience to be gained
(Areas)
SIGNATORIES
Appraisee Date
Appraiser Date

Policy No. D 16
Recordkeeping Privacy and Retention Policy
Effective Date:
Revision Date:
16.1 Good record keeping is essential to efficient business

Policy operations. It is also critical for all legal related issues. Setting
Statement: up a record keeping system is not exciting and doing
paperwork can be time consuming. But creating and
maintaining a well-organized system is easier than fixing a poor
one.
This policy statement provides standard by which information

contained in employee and other records will achieve accuracy,
privacy, legal compliance and the system of recording and
storing Company records.
16.2 Following are important business records which need to be

Key Record archived on yearly basis. Depending on the nature and
Keeping complexity of the business and functions, the respective
owners of the following records may combine one or more of
these categories or break them down and have their own
archiving policies.
1. Accounting and Bookkeeping Records
Sales and expense information, inventory, ledgers, income

statements, balance sheets, cash flow statements, and
other financial statements.
2. Bank Records
Bank statements, cancelled checks, bank reconciliations,

notices from and to your bank, deposit slips and any loan
related notices and documents.
3. Contractual Agreements
Contracts, real estate leases, equipment leases, purchase

agreements, sales agreements, joint venture agreements,
work for hire agreements, and other contracts.
4. Corporate Records
Articles of Association, Bylaws, Shareholder Minutes and

Consents, Board Minutes and Consents, state filings, Action
of Incorporator, and amendments to the various corporate

documents.
5. Correspondence
Important letters sent and received by mail, faxes and

important email that you want to make sure is not lost and
should be kept in hard copy.
6. Employee Records
Employment applications, actual employment offer letters,

employee handbook or policies, employment agreements,
performance appraisals, employee attendance records,
employee termination letters, and any settlement
agreements with terminated employees.
7. Forms Used in the Business
Standard form of purchase order, sales agreement, offer

letter to new employees, employment applications, etc.
8. Intellectual Property Records
Trademark applications, copyright filings, patent filings and

patents, licenses and confidentiality or non-disclosure
agreements.
9. Marketing and Advertising Records
Marketing brochures, print ads, web banners, text of radio

ads, and other marketing materials.
10. Permits and Licenses
Permits, licenses or registration forms needed to operate

the businesses, whether required under the country law.
11. Share Records
Share Ledger where all share and other securities

transactions are recorded, copies of share certificates,
options and warrants, and copies of all securities law filings.
12. Tax Records
Quarterly and annual income tax filings, filings for

independent contractors, records supporting tax filings,
withholding tax records, and other tax related matters.

16.3 All the records as listed in Clause 16.2 are to be archived and
Records retained for some time for fulfilling audits, legal requirements
Retention and other eventualities.
Although some specific documents may be essential but

retaining all the records in general for indefinite period will
require additional space or demand unnecessary time for
maintenance. Therefore, depending on the business
requirements some records need to be retained for the period
as mentioned in Annexure 1.
16.4 The permanent employee record folder will be maintained in

Permanent the files of the HR Department. This folder shall include
Employee such information as the employees application for
Record Folder employment, verification of references, payroll data,
evaluations of performance, reasons for termination of
employment, etc.
Not every type of record is kept for every employee,

however filing requirements depend upon the employee's
department, level and performance history. Every employee
folder does contain a comprehensive employee history, as
shown in the attached Staff Form and Service Record.
The information contained in the permanent employee record

folder is classified "Confidential". The contents may be
made available to an employee at the employee's request, or
supervisor may answer specific question relating to information
contained in the folder, Internal access to employee records is
restricted to those Company officials with a clear "need to
know" basis.
1. Information Request and Employment References
Requests for information from employee's file received

from other departments and inquires from outside the
Company, including requests for references of former
employers will be directed to HR Department.
2. Reference with Written Approval
With written approval of the employee or by ex-

employee, salary, job chronology and performance
information may be released in writing only. This will be
explained to separating employees by the HR
Department at the exit interview.
3. Government Inquires
The Company will co-operate with the Government and

its agencies investigating an employee.
16.4.1 Department Managers will also maintain records on each

Department employee they supervise. The department folder will not
Record Folder contain as much detail as the permanent folder, since the
purpose of this file is primarily to reflect current information
concerning the employee's status and performance. Basic
personnel data will be noted in the folder in short form, as
depicted in the (attached form).
Managers should maintain accurate attendance records for

each employee, since they are frequently used as part of the
employee's performance evaluation.
16.4.2 After confirmation of an employee in his appointment his "Staff

Staff Form Form & Service Record" (attached) will be prepared by the HR
Department for their record and HRIS.
The Form has been so designed that it shows at a glance the

service record of an employee in all its aspects as also his bio-
data viz. permanent address, date of birth, date of
appointment, date of confirmation, date of retirement, next of
kin, educational qualification, training undergone, grade,
salary/wages, particulars of disciplinary action, if any,
promotion, transfer etc.
16.4.3 All locations are required to send to Head Office, HR

Notice of Department pertaining to any change in respect of permanent
Change staff at the locations. The changes cover variable information
like promotion /up-gradation, transfer, increment, termination
of employment, nature of duty, salary/wages etc.
16.4.4 The Department Record Folder will accompany the employee

Records in the event of transfer to a different department/location
Disposition within the Company. When an employee leaves the Company,
the Department Supervisor will forward the folder to the HR
Department.
The HR department will, after receiving the Department Folder,

review its contents and keep any information which is not
already reflected in the Permanent Employee Record Folder.
The remaining contents may then be disposed of. The
permanent Folder will be removed from active files three
months after cessation of employment. At that time, the
permanent Folder will be placed in the Company's inactive
personnel records storage file where it will be held for a period
of 5 years and then discarded.
16.5 All types of records as stated in the above clauses may or may

Computerizatio not be computerized, will have to be kept and retained as
n prescribed.
Some of the records will have to be retained in hard copies for

fulfilling the Govt. regulations beside the computerized
information system like HRIS.

Annexure 1
Record Type Keep for

Income tax reports, protests, court briefs, appeal Indefinitely
Annual financial statements Indefinitely
Monthly financial statements 3 years
Books of account, such as the general ledger Indefinitely
Subledgers 3 years
Canceled, payroll and dividend checks 6 years
Income tax payment checks Indefinitely
Bank reconciliations, voided checks, check stubs etc. 6 years
Sales records such as invoices, monthly statements, remittance
advisories, shipping papers, bills of lading and customers’ 6 years
purchase orders
Purchase records, including purchase orders and payment vouchers 6 years
Travel and entertainment records, including account books, diaries
6 years
and expense statements and receipts
Documents substantiating fixed-asset additions, depreciation
Indefinitely
policies and salvage values assigned to assets
Personnel and payroll records, such as payments and reports

to taxing authorities, including income tax 6 years
Corporate documents, including certificates of incorporation,

company charter, constitution and bylaws, deeds and easements,
shares, share transfer records, minutes of board of director meetings, Indefinitely
retirement and terminal payments records, labor contracts and
license, patent, trademark and registration applications
Permanent Employee Record Folders after cessation of service with

5 years
the Company

Annexure 2
PERSONNEL RECORD
Name _________________________ Empl. No ______ Unit/Function _____________
Department/Section __________________________ Grade _________________
Address
Phone No: Sex:
Marital Status: Married/Unmarried Date of Birth No. of Dependents
Date Employed Section/Department
Qualification Starting Basic
Previous Working Experience
Date Grade Reward/ Basic Pay Reason for Authorised by

Changes Punishment Change
if any
Date of leaving Employment Reason For Leaving

Annexure 3
Staff Form and Service Record
Empl. No.
Name: Place of Birth :
Father's Name : Date of Birth :
Local Address : ___________________________ Proof of Age :
________________________________________ Nationality:
________________________________________ Religion :
Permanent Address :_______________________ Relations within the Company
________________________________________ Name : _______________________ (Empl No. )
Village __________________ P. 0. ___________ Relationship : _________________________
P. S. ___________________ Dist. ___________ Next of Kin
Name: ________________________________
Relationship: __________________________
___________________________ Address : _________________________

Specimen Signature of Employee
Reference and Date of Appointment Letter _________________ Joined on ___________________
Date of Medical Certificate ______________________________ Confirmed on _______________
Service Record
Effective Date … Events Reference Initial of Manager

Policy No. D 18
Compensation and Benefits
Effective Date:
Revision Date:
18.1 To provide a competitive compensation and benefits structure

Policy which aims to attract and retain the right caliber people as well
Statement: as encourage and recognize superior performance in the
achievement of our business objectives and personal
performance while maintaining both internal and external
equity.
18.2 1. The salary structure as attached (Annexure 1) for

Salary management staff covering M1B to M12.
Structure –
Management a. Salary Structure A is for Business Units having
Staff: yearly sales turnover more than Tk. 50 crore.
b. Salary Structure B is for Business Units having
yearly sales turnover less than Tk. 50 crore.
2. The benefit structure for management staff covering M1B to

M12 are in Annexure 3.
18.3 The performance of the Viyellatex Group results from the

Basis: performance of its employees in driving the business forward
with renewed vigour.
1. Compensation Survey: The management of Viyellatex

feels that to attract and retain the right calibre people
Viyellatex needs to carry out a compensation survey. A
compensation survey result has been obtained that has
been carried out among comparators representing the
comparative sectors taken into consideration the attrition to
whom Viyellatex would lose the staff as well as from what
type of organizations they would be attracted (or competed
with).
2. Job Evaluation: While the current structure has been

based on the existing job grades, from time to time
Viyellatex will determine an effective and universally
accepted and tested method for job evaluation and carry out
the same. The result of job evaluation will be used for
readjusting the job grades.
3. Basic Salary: Basic salary has been anchored at the

median (50th percentile) keeping within the range of 50 th to
60th percentile of the surveyed comparators at the gross
salary levels of the bench marked positions. In each grade
there is band of SL, MM, and FLM. Between the FLM and
MM grades within the band (M1B-M9) there is a differential
of 15% and from FLM to MM grade there is a differential of
20%. Between the SL grades within the band there is a
differential of 15% and from MM to SL grade there is a
differential of 25%. However, to protect the existing
individual basic salary of the staff this differential could not
be maintained at all the grades. However, from 2010 this
would be corrected and aligned gradually.
4. House Rent: To take full advantage of the current income

tax laws of the country, House Rent has been kept as 50%
of the basic held individually.
5. Conveyance Allowance and Personal Allowances : are

kept flat keeping in view the philosophy that these are two
areas which should be kept the same for all the individuals
in that particular grade in commensurate to the standard of
living as well as quality of life as expected to be led in that
grade.
6. Minimum: In each grade’s basic, minimum has been fixed

at 80% of the Median of the surveyed comparators. This
philosophy will continue in future whenever there will be
salary survey to be done among the comparators to adjust
to the job markets.
7. Open-ended system: There will be no cap for the

maximum as the basic will remain open ended.
8. Rounding up: In each grade the fractions have been

rounded up for making the same easier to understand.
18.4 1. New entrant: In each salary grade there is open ended

Salary Fixation range from the minimum basic. Depending on the initial
offer and previous progression, the basic can be fixed at
any point within this range of basic in that particular grade
along with the corresponding allowances.
2. Yearly Salary Increase: Every year management should

decide as to what % increase should be given on
performance ratings of 2, 3, 4 and 5 depending on following

three factors:
a. Company’s profitability
b. Job market situation, and
c. Prevailing CPI (Consumer Price Index) in the
country
Then the new basic of an individual to be fixed having given
the % increase decided for that year based on his/her
achieved performance ratings. Accordingly the
corresponding allowances will be calculated based on the
increased basic.
3. Promotion/Up-gradation: On promotion or up-gradation

the new basic should be calculated at 2.5% more than the
% increase decided for rating 4 in that particular year. Then
the new basic to be fixed at that point (after given the %
increase) within the range of basic of that particular grade
(new job grade after promotion) along with the
corresponding allowances.
4. Linkage with the Incentive Scheme Plan (ISP) : The total

yearly salary increase should be calculated at an increase
in the sum total of both gross salary and ISP payment to be
received. At this moment the ratio between gross salary and
ISP payment is on an average ratio of 90:10. ISP part
should eventually increase more over the years.
18.5 Up-gradation within the band will be done on the following

Up-gradation basis:
 Years of service in that grade should be minimum 3
years. However, for exceptionally high performers this
would be relaxed.
 Yearly performance ratings should be minimum 3 in last
three performance assessments
 Any record of misconduct during the last three years will
be taken as disqualification for the up-gradation.
18.6 Promotion will depend on the following factors irrespective of

Promotion service length in a particular grade and or performance:
 Business requirement
 Vacancy for the position
 Succession Planning
 EDP
 Yearly performance ratings should be minimum 3 in last
three performance assessments
 Assessment of the qualifications, competencies, skill
and abilities needed as the prerequisites against the

position.
18.7 Unless there is a pressing need for doing otherwise, there will
Compensation be compensation survey carried out in every three years to
Survey adjust to the job market for maintaining competitiveness and
external equity. Based on the survey results among the
comparators, the salary and benefits structure will be adjusted.
18.10 Salary Salary and benefits of non-management staff are attached as

Benefits – Non- Annexure 4,5 and ,6 to this Policy
management
staff

Policy 18
Annexure 1
VIYELLATEX GROUP
Salary Structure (A)

PER
Job PERS Q FEST
Category H/RENT T'PORT
Grade Basic ALL ALL ALL
(times (times (times
Min basic) basic) basic)

Senior Leader (SL)

COO/CFO/HGpH 25,00 20,00
R M12 26,185 0 0 1.25 1.15 2
20,00 14,00
GM M11 19,950 0 0 1.17 0.85 2
17,00 12,00
DGM M10 15,960 0 0 1.16 0.7 2
Middle Manager (MM)
15,00 10,00
AGM M9 12,768 0 0 1.15 0.6 2
13,00 9,00
Manager I M8 11,103 0 0 1.14 0.5 2
12,00 8,00
Manager II M7 9,655 0 0 1.13 0.5 2
Front Line Manager (FLM)

10,00 7,00
Asst Manager M6 8,045 0 0 1.13 2
9,00 6,00
Sr Executive M5 6,996 0 0 1.13 2
7,50 5,00
Executive I M4 6,084 0 0 1.1 2
6,00 4,00
Executive II M3 5,290 0 0 1.1 2
4,50 3,00
Officer I M2 4,600 0 0 1 2
3,50 2,00
Officer II M1A 4,000 0 0 1 2
1,75 1,00
Officer III M1B 3,200 0 0 0.50 2


Policy 18
Annexure 2
VIYELLATEX GROUP
Salary Structure (B)
PER
Job PERS Q FEST
Category Grade Basic H/REN ALL ALL ALL
T T'PORT (times (times (times
Min basic) basic) basic)
Senior Leader (SL)

13,09
COO/CFO/HGpHR M12 2 12,500 10,000 1.25 1.15 2
GM M11 9,975 10,000 7,000 1.17 0.85 2
DGM M10 7,980 8,500 6,000 1.16 0.7 2

Middle Manager (MM)

AGM M9 6,384 7,500 5,000 1.15 0.6 2
Manager I M8 5,551 6,500 4,500 1.14 0.5 2
Manager II M7 4,827 6,000 4,000 1.13 0.5 2

Front Line Manager (FLM)

Asst Manager M6 4,023 5,000 3,500 1.13 2
Sr Executive M5 3,498 4,500 3,000 1.13 2
Executive I M4 3,042 3,750 2,500 1.1 2
Executive II M3 2,645 3,000 2,000 1.1 2
Officer I M2 2,300 2,250 1,500 1 2
Officer II M1A 2,000 1,750 1,000 1 2
Officer III M1B 1,600 875 500 0.5 2

Policy 18
Annexure 3
Service Benefits
Components FLM (M1-M6) MM (M7-M9) SL (M10+) Remarks
Provident Fund 7% of basic 7% of basic 7% of basic Contributory
Group Term Insurance Tk.850,000 Tk. 1,000,000 Tk. 1,250,000 Insurance Policy
Tk. 50,000 per head for Tk. 75,000 per head for Tk. 100,000 per head for
Medical Insurance self, spouse & 2 children up self, spouse & 2 children self, spouse & 2 children
(hospitalisation) to 21 yrs of age up to 21 yrs of age up to 21 yrs of age Health Insurance Policy
As per the Car Scheme As per the Car Scheme

Car Loans Policy Policy Car Scheme Policy
Not available after the car Not available after the car
Pick up and drop facilities For M3 and above loan loan
Tk. 40,000 to Tk. 75,000
repayable in 24 Tk. 100,000 repayable in Tk. 150,000 repayable in
House hold asset loans installments 24 installments 24 installments After confirmation
Leave A Leave : 20 days A Leave : 20 days A Leave : 20 days Leave Policy
Casual Leave: 10 days Casual Leave: 10 days Casual Leave: 10 days
S Leave: 13 days, and S Leave: 13 days, and S Leave: at actual, and
Maternity Leave: 16 weeks Maternity Leave: 16 Maternity Leave: 16
weeks weeks
Entitlement (Gratuity
Policy):
On normal retirement
1.5 month's basic for
5 yrs of svc: 51%; 5 yrs of svc: 51%; 5 yrs of svc: 51%; every years of service:
6 yrs of svc 60%; 6 yrs of svc 60%; 6 yrs of svc 60%; Other separation
7 yrs of svc 70%; 7 yrs of svc 70%; 7 yrs of svc 70%; 1 month's basic for every
8 yrs of svc 80%; 8 yrs of svc 80%; 8 yrs of svc 80%; year of service;
9 yrs of svc 90% and 9 yrs of svc 90% and 9 yrs of svc 90% and No gratuity below 5 years
Gratuity 10+ yrs of svc 100% 10+ yrs of svc 100% 10+ yrs of svc 100% of serveice

Policy 18
Annexure 4
PROPOSED SLARY STRUCTURE - NON-MANAGEMENT STAFF
Supervisory Staff
Grade Jobs Basic House Medic Monthly Convey Person Total % Incre Atten
s Rent al Gross ance al increas ment danc
(30%) Allowa Allowa e over e
nce nce declare Bonu
d min s
SS 1 See 4,965. 0
Annex 34 1,489.60 300.00 6,754.95 650.00 1,241.3 8,646.28 372
ure 5 4
SS2 See 0
Annex 4,728. 1,418.67 300.00 6,447.57 625.00 1,182.2 8,254.79 355
ure 5 90 2
SS3 See 4,503. 325
Annex 71 1,351.11 300.00 6,154.83 600.00 1,125.9 7,880.75 338
ure 5 3
SS4 See 4,289. 1,286.78 300.00 5,876.03 575.00 325
Annex 25 1,072.3 7,523.34 322
ure 5 1
Factory Workers
Grade Jobs Basic House Medic Monthly Convey Person Total % Incre Atten
s Rent al Gross ance al increas ment danc
(30%) Allowa Allowa e over e
nce nce declare Bonu
d min s
Grade See 1,225.50 19% 325
1 Annex 4,085. 250.00 5,560.50 550.00 6,110.50 Varia
ure 5 00 ble
Grade See 19% 325
2 Annex 3,010. 903.00 250.00 4,163.00 425.00 4,588.00 Varia
ure 5 00 ble
Grade See 1,859. 19% 325
3 Annex 75 557.93 250.00 2,667.68 250.00 2,917.68 Varia
ure 5 ble
Grade See 1,695. 19% 325
4 Annex 28 508.58 250.00 2,453.86 225.00 2,678.86 Varia
ure 5 ble
Grade See 1,526. 19% 325
5 Annex 50 457.95 250.00 2,234.45 200.00 2,434.45 Varia
ure 5 ble
Grade See 19% 325
6 Annex 1,365. 409.58 250.00 2,024.83 175.00 2,199.83 Varia
ure 5 25 ble
Grade See 1,209. 19% 325
7 Annex 38 362.81 250.00 1,822.19 150.00 1,972.19 Varia
ure 5 ble
Office Staff
Grade Jobs Basic House Medic Monthly Convey Total % Incre Atten
s Rent al Gross ance increas ment danc
(30%) Allowa e over e
nce declare Bonu
d min s
Grade See 19% 325
1 Annex 2,795. 838.50 250.00 3,883.50 375.00 4,258.50 Varia
ure 5 00 ble
Grade See 19% 325
2 Annex 2,150. 645.00 250.00 3,045.00 275.00 3,320.00 Varia
ure 5 00 ble
Grade See 1,859. 19% 325
3 Annex 75 557.93 250.00 2,667.68 250.00 2,917.68 Varia
ure 5 ble
Grade See 19% 325
4 Annex 1,365. 409.58 250.00 2,024.83 175.00 2,199.83 Varia
ure 5 25 ble
Policy 18
Annexure 5
Grade Wise Jobs names/Positions of Non-Managemet Staff

Supervisory Staff
Name Position
SS 1 Junior Officer
SS 2 Assistant Officer, Senior Quality Coordinator
SS 3 Senior Supervisor, Quality Coordinator
SS 4 Supervisor, Supervisor- Electrical Services, Senior Fitter, Assistant QC,
Factory Workers
Grade 1 Pattern Master, Chief Quality Controller, Chief Cutting Master/ Cutting Chief, Chief
Mechanic
Grade 2 Mechanic/Electrician, Cutting Master
Grade 3 Sample Machinist, Mechanic, Senior Sewing Machine Operator, Senior Winding Machine
Operator, Senior Knitting Machine Operator, Senior Linking Machine Operator, Senior
Cutter, Senior Quality Inspecter, Senior Marker/Senior Drawing Man/Woman, Senior Line
Leader, Senior Overlock Machine Operator, Senior Button Machine Operator, Senior
Kansai Machine Operator, Senior Input Man, Senior Production reporter, Senior Spot
Man, Senior Marker, Senior Quality Inspector, Senior Cutter, Senior Input Man, Senior
Fabric Supply Man, Senior Scissors Man, Senior Sticker Serial Man, Senior Bundle Card
Supply Man, Senior Collar Supply Man, Senior Sticker Attach Man, Senior Layer Man,
Senior Quality Inspector, Senior Getup Man, Senior Assort Man, Senior Spot Man,
Senior Wash Man, Senior Arranger, Senior Hang Tag Man, Senior Barcoad Man
Grade 4 Sewing Machine Operator, Winding Machine Operator, Knitting Machine Operator,
Linking Machine Operator, Marker/Drawing Man/Woman, Cutter, Mending Operator,
Pressing Man/Woman, Finishing Iron Man/Woman, Folder (Finishing Section), Packer,
Quality Inspecter, Overlock Machine Operator, Button Machine Operator, Kansai
Machine Operator, Poly Man/Woman, Packing Man/Woman, Line Leader, Input Man,
Production Reporter, Spot Man, Quality Inspector, Cutter, Marker, Input Man, Fabric
Supply Man, Scissors Man, Sticker Serial Man, Bundle Card Supply Man, Collar Supply
Man, Sticker Attach Man, Layer Man, Packing Man, Poly Man, Quality Inspector, Packer,
Folder, Iron Man, Getup Man, Assort Man, Spot Man, Wash Man, Arranger, Hang Tag
Man, Barcoad Man
Grade 5 Junior Sewing Machine Operator, Junior Winding Machine Operator, Junior Knitting
Machine Operator, Junior Linking Machine Operator, Junior Marker/ Junior Drawing Man,
Junior Cutter, Junior Mending Operator, Junior Pressing Man, Junior Finishing Iron Man,
Folder (Finishing), Junior Electrician, Junior Packer, Junior Overlock Machine Operator,
Junior Button Machine Operator, Junior Kansai Machine Operator, Junior Production
Reporter, Junior Input Man, Junior Spot Man, Junior Cutter, Junior Marker, Junior Input
Man, Junior Fabric Supply Man, Junior Scissors Man, Junior Sticker Serial Man, Junior
Bundle Card Supply Man, Junior Collar Supply Man, Junior Sticker Attach Man, Junior
Layer Man, Junior Packer, Junior Folder, Junior Iron Man, Junior Getup Man, Junior
Assort Man, Junior Spot Man, Junior Wash Man, Junior Arranger, Junior Hang Tag Man,
Junior Barcoad Man
Grade 6 General Sewing Machine Operator, General Winding Machine Operator, General Knitting
Machine Operator, General Linking Machine Operator, General Mending Machine,
General Fusing Machine Operator, General Colour Turning Machine Operator, General
Overlock Machine Operator, General Button Machine Operator, General Kansai Machine
Operator, General Production Reporter, General Spot Man, General Input Man, General
Fusing Machine Operator, General Input Man, General Fabric Supply Man, General
Scissors Man, General Sticker Serial Man, General Bundle Card Supply Man, General
Collar Supply Man, General Sticker Attach Man, General Layer Man, General Getup
Man, General Assort Man, General Spot Man, General Wash Man, General Arranger,
General Hang Tag Man, General Barcoad Man
Grade 7 Assistant Sewing Machine Operator, Assistant Winding Machine Operator, Assistant
Knitting Machine Operator, Assistant Linking Machine Operator, Assistant Mending
Operator, Assistant Cutter, Assistant Marker / Assistant Drawing Man, Pocjet Creasing
Machine Operator, Creasng Man, Line Iron Man, Assistant Dry Washing Man, Overlock
Machine Assistant, Button Machine Assistant, Kansai Machine Assistant, Finishing
Assistant, Assistant Input Man, Assistant Production Reporter, Assistant Spotman, Asst
Getup Man, Asst Assort Man, Asst Spot Man, Asst Wash Man, Asst Arranger, Asst Hang
Tag Man, Asst Barcoad Man, Finishing Asst, Asst Cutter, Asst Marker, Asst Input Man,
Asst Fabric Supply Man, Asst Scissors Man, Asst Sticker Serial Man, Asst Bundle Card
Supply Man, Asst Collar Supply Man, Asst Sticker Attach Man, Asst Layer Man
Office Staff
Grade 1 Store Keeper
Grade 2 Accounts Assistant, Store Assistant, Cashier, Import Assistant/Export Assistant,
Computer Operator
Grade 3 Typist, Clerk / Office Assistant, Telephone Operator, Time Keeper, Caretaker, Security
Guard, Driver, Cash Assistant
Grade 4 Peon, Darwan/Checker, Cook, Sweeper
Policy 18
Annexure 6
Service Benefits-Non Management Staff
FACTORY SUPERVISORY
Components WORKERS OFFICE STAFF STAFF Remarks
Provident Fund 7% of basic 7% of basic 7% of basic Contributory
Tk.50,000 Tk.50,000 Tk.75,000 Accident, Disability &
Group Term
Death - (either or
Insurance
BGMEA scheme)
Medical Benefits To continue To continue To continue Existing Facilities
Loan for Loan for purchasing Eligibility - minimum 5
purchasing one bi-cyle to be years service
one bi-cyle to paid back in 24
Bi-cycle Loan
be paid back instalments
in 24
instalments
Upto 100 cc - to be Eligibility - minimum 5
Motor cycle loan paid back in 24 years service
instalments
3 to 5 years: 3 to 5 years: 1 basic 3 to 5 years: 1 Repayble in 18
1 basic X yrs X yrs 5 to 10 basic X yrs 5 to instalments
5 to 10 years: years: 1.5 basic X 10 years: 1.5 basic
Service Loan 1.5 basic X yrs 10+ years: 2 X yrs 10+ years: 2
yrs 10+ basic X yrs basic X yrs
years: 2
basic X yrs
Benevolent - Ex- Equivalent - 5 Equivalent - 5 basics Equivalent - 5 Eligible for the
gratia basics basics permanent workers in
distress only due to
natural calamity, and
other catastrophes
(minimum 5 years
service)
Festival Bonus To continue To continue To continue Existing Facilities
Incentive ???? ???? ???? ????
Scheme
Leave To continue To continue To continue Existing Facilities
Leave As per the As per the labour As per the labour During final settlement
encashment for labour laws laws laws
the separating
workers
Leave As per the As per the labour As per the labour Maximum 40 days in
accumulation labour laws laws laws any given year
Rate: Basic / Rate: Basic / 208 X Labour Laws
Over Time 208 X 2 2
Rate:Tk. 40 Rate:Tk. 45 per Eligible for only the
per night night production people for
Night Food the duties after 12:00
Allowance pm
Rate: Tk. 10 Rate: Tk. 15 per Rate: Tk. 20 per For duties from 8:00 pm
Evening Tiffin per evening evening evening to 12:00 pm
Existing Existing practice to Existing practice to Rate: Gross/Calender
Night Allowance
practice to continue continue days of month X night
continue
Existing Existing practice to Existing practice to Rate: Gross/Calender
Holiday practice to continue continue days of month X
Allowance continue holiday

5 yrs of svc: 5 yrs of svc: 51%; 5 yrs of svc: 51%; Entilement:
51%; 6 yrs of svc 60%; 6 yrs of svc 60%; On normal retirement
6 yrs of svc 7 yrs of svc 70%; 7 yrs of svc 70%; 1.5 month's basic for
60%; 8 yrs of svc 80%; 8 yrs of svc 80%; every years of service:
7 yrs of svc 9 yrs of svc 90% 9 yrs of svc 90% Other separation
70%; and 10+ yrs of and 10+ yrs 1 month's basic for
Gratuity
8 yrs of svc svc 100% of svc 100% every year of service;
80%; No gratuity below 5
9 yrs of svc years of serveice
90% and
10+ yrs of
svc 100%
Policy No. D 19
Salary Administration
Effective Date:
Revision Date:
19.1 It is the policy of the Company to pay salary/wages and

Policy allowances competitive with those in our community and
Statement: industry, giving recognition to individual effort and contribution
to the success of the Company.
Determination of salary policy is the responsibility of the Head

of HR in agreement with the Chairman, which is periodically
reviewed with the C&B Committee.
19.2 Each permanent staff in the Company is placed in a salary

Salary Grades: scale which establishes the value of the position in relation to
other positions in the organization,
All salary scales are open ended with both variable (for
management staff) and fixed (for non-management staff) rate
of annual increments (Policy on Compensation and Benefits).
19.3 Employees will be hired, preferably at the minimum rate of the

Scale applicable scale. Exception to this principle will be only to
Minimum: compensate a highly experienced person.
19.4 Salary increases are not granted on an automatic basis but

Salary Increase only as a result of demonstrated performance, documented by
Frequency job related performance appraisal.
Annual increments are given to those permanent employees

who have completed at least six month service with the
Company, at the end of the Standard Service Year.
It may take some time for computation, but annual salary

increase will be effective from 1st July every year.
19.5 Salary increase which are felt necessary and desirable and
Special Salary which are not covered under clause 19.4 or do not conform to
Adjustment the guidelines, are designated as special salary increase
adjustment.
Recommendations for such increase, should be sent to the

Head of HR explaining the reasons for adjustment, the manner
in which the proposed increase in salary is recommended and
the effective date. The changes will be made from effective
date. The changes will be made effective only after having
approved by the Chairman and briefed to the C&B Committee.
19.6 Pay roll is prepared, administered and authorized by the

Salary Manager, C&B and ES in HR Department.
Disbursement
All payments are disbursed by the Accounts Department.
Salary payments to employees are made on monthly basis

preferably through bank transfer wherever possible.
19.7 Salary/wages and regular allowances except for reimbursable

Pay Days allowances are disbursed on the ….. of every month.
Reimbursable, if any are disbursed on the …. of the following

month.
19.9 If a scheduled pay day falls on a holiday, then payment will be

Pay Day vs disbursed to employees on the last working day preceding the
Holiday holiday.
19.10 Company policy is not to pay salary/wage in advance of the

Payment normally scheduled pay date except for long leave or
Before emergency in which case request must be made in writing and
Scheduled Day approved by Head of HR.
Policy No. D 20
Incentive Scheme Plan(ISP)
Effective
Date:
Revision
Date:
20.1 Incentive Scheme Plan (ISP) has been introduced by The Viyellatex
Policy Group to provide a competitive management reward programme
Statement: which aims to encourage and recognise superior performance in the
achievement of Viyellatex’s business objectives and personal
performance.
20.2 The performance of the Viyellatex Group results from the

Scheme performance of its employees. A combination of superior business
Introduction: and personal performance will also mean improved value for
shareholders.
In driving the business forward with renewed vigour, even more can
be achieved if the employees look for as many opportunities as
possible to demonstrate our commitment to Viyellatex’s work values.
20.3 1. The total award receivable is made up of two distinct elements:

Operation of
the Scheme:  Business Performance: How well the business and
functions perform against their financial and functional
objectives;
And
 Personal Performance: How well the employee performs

against his/her agreed personal objectives
Superior Superior Superior

Business + Personal = Total Award
Performance Performance
2. Ratings: The ratings will be done on a 0 to 5 point scale with 0

being the lowest and 5 the highest. The ratings and award
percentages for financial and personal performance will be
determined separately and the result will be added together to
calculate the total reward. Financial and personal performance will
be weighted equally in the award calculation.
3. Timing: Performance will be reviewed and award payments will

be made annually in July. However, depending on the progress of
the implementation of the scheme, the interval of payment will be
made half yearly and eventually on quarterly basis.
4. Payment quantum: Payments under this scheme are calculated

as a percentage of ‘24 basic salary’ as mentioned in the Matrix.
5. Matrix: The following table shows the incentive matrix for the
scheme.
Business Performance Personal

Performance
Plan Rating Award Rating Award
achievement
85.00% 2.0 2.00% 2.0 2.00%
86.30% 2.5 4.00% 2.5 4.50%
88.30% 3.0 6.00% + 3.0 7.50%
90.00% 3.5 8.00% 3.5 9.50%
91.70% 4.0 10.00% 4.0 11.25%
93.35% 4.5 12.5% 4.5 13.00%
95.00% 5.0 15.00% 5.0 15.00%
97.50% 5.5 16.25%
100.00% 6.0 17.50%
105.00% 6.5 18.75%
110.00% 7.0 20.00%
115.00% 7.5 21.25%
120.00% 8.0 22.00%
6. Minimum criteria for receiving the award : No award will be

made under the plan where the personal performance rating is
less than 2.0.
7. Business criteria: Where the business financial rating is less than

a 2.0, but personal performance is greater than a 2.0, an award
payment can be made based on the personal performance matrix.
20.4 1. Objective setting: The setting of financial measures for the year
Business is undertaken during the annual planning process.
Performance
2. Performance indicators: The measures for the business are:
 Operating Profit and

 Gross Cash Flow.
3. On target performance: The agreed budget for Operating Profit

and Gross Cash Flow becomes the ISP target for a 3.0 financial
performance rating.
4. Minimum criteria for business performance: A minimum

threshold level of financial performance (a rating of 2.0 or more) is
required for an award to be made to a participant under the
financial element of the plan.
5. Total award for business performance: Meeting these financial

targets as enumerated below in the table accounts for % of the
total award opportunity.
Rating % Achievement of Financial Targets Award %

2.0 85.00% 2.00%
2.5 86.30% 4.00%
3.0 88.30% 6.00%
3.5 90.00% 8.00%
4.0 91.70% 10.00%
4.5 93.35% 12.5%
5.0 95.00% 15.00%
5.5 97.50% 16.25%
6.0 100.00% 17.50%
6.5 105.00% 18.75%
7.0 110.00% 20.00%
7.5 115.00% 21.25%
8.0 120.00% 22.00%
20.5 How well an employee performs against their own personal objectives
Personal is equally important in determining the success of the business and
Performance The Viyellatex Group.
1. Performance appraisal:
Each year, as part of the Performance Appraisal Process,
employees in agreement with their manager establish their
personal objectives and the milestones to be achieved during the
year through drawing up respective Management Objectives
(MOs) and the Key Performance Indicators (KPIs). These
objectives should flow directly from the MOs and the KPIs of the
business.
2. Personal Objectives: As explained in details in performance

management toolkit, Personal Objectives should:
 Leave little room for ambiguity or misinterpretation.

 Be realistic and achievable but at the same time stretching.
 Be measurable with objective and quantifiable yardsticks
 Be clearly understood
3. Minimum criteria : The minimum rating of 2.0 of personal

performance is required to be entitled to receive the award under
ISP.
4. Total award for personal performance : Ratings as done in

Performance Appraisal will be followed to determine award under
Personal Performance in ISP as per the table below. Overall
performance against these personal objectives determines 50% of
the total award opportunity.
Rating Achievement of Personal Objectives Award %

2.0 Marginal 2.0%
2.5 4.5%
3.0 On Target 7.5%
3.5 9.5%
4.0 Superior 11.25%
4.5 13%
5.0 Outstanding 15%
20.6 All payments under Incentive Scheme Plan (ISP) would remain at the
Management sole discretion of Management.
Discretion
20.7  A person having been charged and punished or warned for any
Disqualificati misconduct during the incentive year will disqualify for the ISP
on payment for that particular year.
 No person under probation and or not yet confirmed will be

entitled for ISP payment.
Policy No. D 21
Transfer Policy – Management Staff

Effective Date:
Revision Date:
21.1 A Management Staff may be posted anywhere in Bangladesh

Policy as decided by the Company.
Statement:
In case of transfer requiring change of residence, cost of travel
of the Staff and his family (spouse and 2 dependent children) is
borne by the Company
21.2 1. As deemed necessary the Company may require making

Temporary temporary transfer of its Management Staff to any field
Transfer office or other location in Bangladesh. However such
temporary arrangement should be for a maximum period of
______ months. If the period exceeds then he/she will be
entitled to normal transfer benefit. In such cases a
Management Staff will be transferred not temporary
transfer arrangement.
2. Entitlements of accommodation and meal during the period

of temporary transfer will be the same as mentioned in the
Travel Policy (Policy 22)
3. In case the management staff opts for staying in own

arrangement, to be paid the normal Daily Allowance for first
30 days and thereafter an Outstation Allowance at the rate
of 50% of the DA as out of pocket expense if stay exceeds
more than 30 days (Please refer Policy 22).
21.2.1 When a management staff decides to stay in a hotel, then s/he

Accommodatio would be reimbursed at actual the cost of the hotel as per the
n following:
Dhaka
Excepting EMC Members, all the management
staff will be entitled to stay in Hotel Obakash
(Parjatan), BRAC Inn and Hotel Mid Town (or of
similar standard).
EMC Members will be entitled to stay in any hotel

or club of their choice.
Chittagong
staff will be entitled to stay in Hotel Saint Martins,
Hotel Shaikat (Parjatan), Chittagong Club and
Hotel Harbour View (restricted to Grade 10 and
above only).

Other cities/towns
M1 to M6: any hotel within the tariff of Tk. 1,200
per day
per day

21.2.2 Reasonable costs of meals at hotels, restaurants, guest houses

Meal or clubs will be reimbursed at actual.
21.3 1. Cost of travel of the staff and his/her family to be borne by

Permanent the Company (same mode of transport as authorised for the
Transfer individual staff).
2. To be paid DA for the first 14 days after arrival at the new

establishment.
3. A lump sum of Tk. 18,000 for M1 to M9 and Tk. 25,000 for

M10 and above will be paid for the transfer requiring change
of residence to the new location as Disturbance Allowance
and packing and transportation of personal effects.
However, for the change of residence within the same
city/town this will not be entitled.
Policy No. D 22
Travel Policy – Management Staff

Effective Date:
Revision Date:
22.1 Whenever a management staff is required to travel on

Policy Company business requiring the use of overnight
Statement: accommodation outside his/her normal place of stay or
undertake any other type of move/journey or shifting for
business reasons s/he will be entitled to the following after
observing the formalities as stated below:
22.2 1. Domestic Travel is authorized by The Department Head or

Business Travel Reporting Supervisor.
(Domestic)
2. Attached Travel Authorization Form (Annexure 1) will be
used for authorization
22.2.1 1. When a management staff is required to travel on

Mode of company’s business, s/he is entitled to 1st class air
Transport conditioned coach/chair car/cabin by rail and steamer, air-
conditioned bus whenever available and in economy class
by Air, whichever is convenient depending on business
need (cost and time factor to be considered).
2. When management staffs travel in a group, they may hire

suitable microbus or common transport to reduce the cost.
22.2.2 When a management staff decides to stay in a hotel, then s/he

Accommodatio would be reimbursed at actual the cost of the hotel as per the
n following:
Dhaka
staff will be entitled to stay in Hotel Obakash
(Parjatan), BRAC Inn and Hotel Mid Town (or of
similar standard).
Chittagong
staff will be entitled to stay in Hotel Saint Martins,
Hotel Shaikat (Parjatan), Chittagong Club and
Hotel Harbour View (restricted to Grade 10 and
above only).

Other cities/towns
per day
per day
22.2.3 Reasonable costs of meals at hotels, restaurants, guest houses

Meals or clubs will be reimbursed at actual.
22.2.4 Daily Allowance will be paid at the rate of Tk. 600 per night* for
Daily Allowance M1 to M9 and Tk 900 for M10 and above if the management
staff makes his/her own arrangement for staying with friends or
relatives.
22.2.5 Tk. 150 per night will be paid as Out of Pocket Allowance
Out of pocket where a staff stays in an approved accommodation and the
allowance cost of meals are borne by the Company. This should take care
of tips and non-voucher expenses.
22.2.6 In the event of workshop, conference, meeting, training, short

Company visit etc., if company makes the accommodation arrangement
arrangement in Company resident/rest rooms/hotels/development centres,
then no reimbursement will be claimed.
In such event, if the individual staff has to bear the meal

expenses, s/he will be reimbursed the same at actual. Besides,
s/he will be paid Out of Pocket Allowance.
22.2.7 Staff travelling overnight by train or other means of transport to
Overnight another location on Company’s business will be paid 50% of
Allowance the Daily Allowance per night as Overnight Allowance.
22.2.8 Transportation cost within the city/ town will be reimbursed at

Transportation actual if not provided by the Company.
Cost
22.2.9 Management staff will be paid Tk. 100 under certain conditions
Outside City while making a business trip outside the city limit of the
limit workplace (trip does not involve overnight stay and distance
covered by trip is at least 100 km).
22.2.10 1. All the claims to be made in the Travel Expenses Statement

Claims Form (Annexure 2) and should be supported by Travel
Authorization Form and vouchers.
2. No request for advance will be entertained without the

Travel Authorization Form duly signed by the Superior.
3. Staff staying in hotels with another colleague will not claim

for reimbursement of hotel tariffs
22.2.11 1. Authorization Form (as attached, Annexure 1);

Definitions 2. TE Form (as attached, Annexure 2);
3. Per Night would mean the night spent away from the
residence;
4. Vouchers would mean receipt for any kind of expenses.
22.3 1. Foreign Travel is authorized by The Chairman or Vice

Business Travel Chairman
(Foreign)
2. Attached Travel Authorization Form (Annexure 1) will be
used for authorization
22.3.1 1. Y Class for all excepting EMC members

Air fare & Travel
Documents 2. Business Class for EMC members for flights over 4 hours
Expenses
3. Visa Fee, Foreign Travel Tax, Embarkation Fee etc., are
borne by the Company
4. Any management staff wishing to deviate from the direct
route may do so with the approval of COO and Head of
Human Resources, but will have to pay for the additional
cost
22.3.2 1. Will be paid @ US$ 150 per night for USA, UK & European
Hotel countries, US$ 125 for other countries and US$ 80 for
Accommodatio Indian subcontinent (excepting for EMC members)
n
2. EMC members will be reimbursed at actual (reasonable
hotel)
3. Where hotel accommodation is specified by the nature of

the residential course, then Company will pay the full rate
instead of the above rate
4. If the management staff is in any doubt and believes that

the hotel accommodation will be significantly more
expensive than the specified rate, then approval from
Chairman/Vice Chairman must be obtained beforehand.
5. Where a staff chooses to stay with friends or relatives will

be paid 50% of the above rate for the nights spent abroad.
For EMC members a fixed Daily Allowance may be paid.
22.3.3 1. The individual management staff (excepting EMC members)

Meals will be entitled to an allowance for meals @ US$ 25 for
breakfast, 15 for lunch and 35 for dinner
2. In case of EMC members, costs of meals will be borne by

the Company at actual
3. It will be management staff’s responsibility not to claim for

meal allowance if a free meal is provided for by the host
during a particular portion of the trip
4. Where meals are included with the residential course fee,

no allowance for meals will be claimed
22.3.4 For miscellaneous and incidental expenses US$ 25 will be paid

Out-of-pocket per night as out-of-pocket expense (US$ 10 for Indian sub-
Expense continent only)
22.3.5 Management staff can claim laundry expenses only if the trip
Laundry lasts for more than 5 days. All other misc. expenses are
Expenses covered under the out-of-pocket expenses
22.3.6 Transportation expenses between airport to hotel (and vice

Transportation versa) and between hotel and meeting venues will be charged
on actual basis
22.3.7 1. Items like mini bar, personal telephone, transport for

Other Expenses personal trips, newspapers etc. will be on management
staff’s own account
2. Company will reimburse the management staff for all

reasonable business related expenses (e.g., entertaining
the host etc.) incurred while travelling overseas.
22.4 1. Car: For the use of own car on Company’s business, a

Use of Own mileage allowance at the rate of Tk 7.00 per km will be
Vehicle for reimbursed on submission of a bill duly approved by the
Company superior. Journey from residence to office and back is not
Purposes considered as business trip.
2. Motor Cycle: For the use of own motor cycle on Company’s

business, a mileage allowance @ Tk 2.00 per km will be
reimbursed on submission of a bill duly approved by the
superior. Journey from residence to office and back is not
considered as business trip.
3. The above rates will be applicable in case a management

staff uses Company vehicle for personal reasons.
Policy 22
(Annexure 1)
VIYELLATEX GROUP
TRAVEL AUTHORISATION
Name : Emp. No.

Designation:
Location:
Expected Departure Date Expected Arrival Date:
Time Time
Transportation- Air/Rail/Steamer/Road/Others.....................
Journey: From …………………….. To ………
Mode of stay: Hotel/Company Arrangement/Own/Others …….
Purpose of visit:
Advance, if any (to be taken from any location) Tk. ….. ….. ……
( Taka ) Only.
Signature :
Approval :
Policy 22
Annexure 2
VIYELLATEX GROUP
TRAVELLING EXPENSES STATEMENT
PCV NO/CR NO ..........
DATE
TAKA
Cashier
Name : P.F. No.

Designation:
Location:
Departure Date Arrival Date
Time Time
Taka Ps.
Transportation-Air/Rail/Steamer/Road.....................
From …………………….. To ………
Travelling allowance for days @ Tk.
Other expenses (if any)
Total :
Less : Advance, if any (taken from … …. …. …. … … … … …)
Net payable to/by me Taka :
( Taka ) Only.
Received Payment Signature :

Signature &
Date
Approval :
Note : Please include cost of Tickets purchased by the Company in transportation column and
show the same amount in advances deductible from total expenses.
Policy No. D 23
Standard Service Year
Effective Date:
Revision Date:
23.1 Standard Service Year means Service period from 1 st July to

Policy 31st June.
Statement:
23.2 Employee benefits like Leave, Incentive Scheme/Bonus,

Applicability: Performance Review, Salary Increases are all based on the
Standard Service Year.
Policy No. D 24
Leave Entitlement Policy

Effective Date:
Revision Date:
24.1 Policy governing employee leave are designed to offer a paid

Policy leave program that meets baseline standards where the
Statement: Company provides following number of paid leave days for
employees to use for any purpose, consistent with the
Company norms. Among its principles, it is sought that the
policy would:
1. provide certainty, predictability and accountability for

employees.
2. offer paid leave under a uniform and coordinated set of
rules.
3. facilitate compliance and save on administrative costs.
4. allow for different work environments and size.
5. satisfy statutory requirements.
Management Staff Non-management Staff

(M1- M9)
Annual Leave: 20 days Annual Leave: 17 days
Sick Leave: 13 days Sick Leave: 14 days
Casual Leave: 10 days Casual Leave: 10 days
Maternity Leave: 16 weeks Maternity Leave: 16 weeks
Management Staff
(M10+ )
Annual Leave: 20 days
Sick Leave: At actual
Casual Leave: 10 days
Maternity Leave: 16 weeks
24.2 1. During probationary period the employee shall not be

Salient Points: entitled to any type of paid leave. Any absence during
probationary period will be without pay as defined in
Policy No: …
2. All leave will be granted at the convenience of the

Management and nothing can limit the discretion of the
Management to refuse, revoke or curtail leave in the
interest of the Company.
3. Leave may be refused or deferred but in such cases

the Management must record the reasons for refusing
or deferring the leave in writing on the application form.
4. Annual leave is first earned during the current Standard

Service Year which will be due for availing in the next
5. Casual and Sick Leaves are due and can be availed in

the current Service Year.
6. New employee who joins the Company in the middle of

a Standard Service Year, his entitlement of leave is
calculated on pro-rata basis from the date of his joining
to the end of the Standard Service Year.
7. A new employee on confirmation will be entitled to avail

only Sick and Casual Leave due in the current Standard
Service Year but will not be entitled to avail annual leave
until the beginning of the next Standard Service Year
when he/she will be entitled to avail the Annual Leave
earned in the preceding Standard Service Year.
8. Un-notified absence may be adjusted against paid leave

at the discretion of the Management provided the
employee concerned furnishes a justifiable explanation
for his inability to not attend and the same is recorded in
the leave application. Employee should be cautioned
against repetition of such absence. Un-notified absence
for a day on rare occasion may however be considered
leniently and adjusted against casual leave.
9. All leave records must be maintained in the HR

Department as the case may be as per the format
(attached). With the introduction of HRIS the same will
be computerized.
10. Advance Annual/Sick Leave may be granted up to a
maximum limit of 50% of next year’s entitlement under
very special circumstances.
11. Employee who leaves the Company for any reason

before completing a Standard Service year, his leave
entitlement will be calculated on pro-rata basis up to the
last month of his employment. Calculation will be made
on pro-rata basis in complete months i.e., 4 months 10
days will be considered as 4 months.
12. If the employee, after commencing on leave, desires an

extension thereof, s/he shall, if such leave is due to him,
apply sufficiently in advance before the expiry of the
leave to the supervisor/manager who shall, as far as
practicable send a written reply either granting or
refusing extension of leave to the employee to his leave
address.
24.3
Compensatory 1. Whenever an employee is required to work on a
/ Substitute published festival holiday (as stated in Policy No. 32), a
Leave for day for each day of such work will be treated as below:
office staff and
factory a. Two days’ additional compensatory holidays with full
workers pay and a substitute holiday shall be provided for
him.
b. These types of compensatory and substitute holidays

fallen due may be added with his/her casual leave
entitlement as additional leave.
c. This entitlement is only for office staff and factory

workers and would be governed by the relevant
sections of Bangladesh Labour Act, 2006
24.4 1. Leave accumulation will only be entitled to office staff

Leave and workers as per the Labour Laws as follows.
Accumulation-
office staff and 2. If any employee does not take leave to which s/he is
workers entitled to either in whole or in part, any such leave not
taken by him/her shall be added to the leave to be
allowed to him/her, in the succeeding period of twelve
months.
3. Leave up to the following limits may be allowed to

accumulate for office staff and factory workers.
4. Type of Leave Maximum Limit of

Accumulation
a. Annual Leave 40 days

b. Casual Leave Nil
c. Sick Leave Nil
d. Maternity Leave Nil
5. Leave up to the above accumulation limits can be

carried forward to the next Standard Service Year and
any excess of the limit will be forfeited at the end of the
6. Accumulated leave up to maximum limits at the end of

the Standard Service Year can be carried forward and
added with the next year’s entitlement to make the total
entitlement for that year.
7. Employees should be encouraged to avail annual leave

and discouraged accumulation thereof.
8. The accumulated leave is not normally en-cashable.
24.5 1. All employees will be required to indicate in November every

Leave Plan year the annual leave plan for the next year.
2. The concerned Departmental Manager will review these plans

and pass them on to the BU HR Manager or Gp HR as the
case may be and BU HR and Gp HR will prepare consolidated
leave plan for all management employees. The
consolidated leave plan for M10+ management staff will be
approved by the CEO.
3. Copies of the approval plan will be circulated to all the

Departmental Managers.
4. For non-management employees similar exercise should

be carried out as practicable as possible. In such event,
the consolidated leave plan will be approved by the
respective functional heads.
Policy 24
Form No. 1
(Annexure)
Leave Record From 1st January 20.. to 31st Dec 20.. C/L A/L S/L
Name .................................... Empl. No. .................. Grade .............. B.F. from last year after
encashment
Unit ................................... Section ............................................... Current years entitlement
Total Due
Date From To No. of Casual Leave Annual Leave Sick Leave Leave Remarks
days without pay
Approved Balance Approved Balance Approved Balance
Note: All entries for leave without prior permission must be recorded in RED ink.
Restricted
Policy 24
(Annexure)
Form
No. 2
VIYELLATEX GROUP
COMPENSATORY LEAVE / SUBSTITUTE LEAVE
NAME _________________________Empl No.______ Dept/BU

___________________
I worked on ...................................................., which was a published holiday / my

weekly day of rest/holiday.
Accordingly, _________________________ day(s) may please be added to my current

year’s casual leave entitlement as compensation.
Signature of applicant
Date
_______________________________________________________________________
_________________ Day (s) to be added to the applicant's C/L entitlement of the

current year as compensation.
___________ _________
Authority Date
(This portion to be returned to the applicant)
Name _________________________ Empl No. _____ Section _________________
______ day(s) has/have been added to your current year's C/L entitlement.

Restricted
Accordingly your present C/L balance is _________ days.
___________ _________
Authority Date

Restricted
Policy No. D 25
Annual Leave Policy

Effective Date:
Revision Date:
25.1 Employees at all position should be encouraged to avail

Policy annual leave to enable them to spend a reasonable
Statement: period of time with their family and be out of monotonous
life which in turn will help increase their productivity,
An employee is entitled to annual leave in a Standard Service

Year which as follows:
Management Staff – All Non-management Staff &

Category Workers
Annual Leave: 20 days Annual Leave: 17 days
25.2 1. A new employee is not entitled to avail annual leave

Leave Terms until the expiry of the Standard Service Year in which
and s/he is confirmed.
Procedures:
2. Annual Leave should normally start from the first day of
the week (day following the weekly holiday).
Exceptions may however be made for extreme
exigencies which should be briefly noted in the
application.
3. Annual Leave cannot be taken for a period of less than

7 continuous calendar days.
4. Application for annual leave should be in the prescribed

form (attached) and approved at least one week before
the leave is enforced.
5. Having the computerized HRIS fully in place, the leave

form can be submitted electronically for approval and
record thereof.

Restricted
6. Weekly holidays intervening the annual leave period
are considered as leave but NOT the Company
published holidays. Accordingly, while posting annual
leave in the leave record the intervening published
holidays are not counted.
Example:
If X applies for 7 days annual leave from 1 st to 7th January

(Saturday to Friday) and there is a published holiday on the
4th January, the leave will be approved for days i.e., 1 st to
7th January irrespective of the fact that 4 th is a published
holiday but in his leave record only 6 days will be posted
with a brief statement that 4th was a published holiday.
25.3 1. If un-availed, only non-management staff and workers can

Un-availed carry it forward to the next year subject to the
Leave accumulation limits as per the Labour Laws (40 days
maximum).
2. Management staff up to job grade M9 will be entitled for

encashment of the un-availed leave (annual leave balance)
which will be on the basic pay.
3. If the services of an employee, to whom annual leave is

due, is dispensed with whether as a result of retrenchment,
discharge, removal, dismissal, termination, retirement or by
reason of resignation before he has availed of any such
leave, the Company shall pay his wages in lieu of the un-
availed leave.
25.4 1. Sick leave is not permissible either during or in

Notes continuation of annual leave. However, any genuine
absence beyond the sanctioned annual leave period be
it for sickness or for any other reason will be adjusted
from annual leave provided such absence was duly notified
and approved.
2. Selection of annual leave dates is subject to approval of

the management. Management reserves the right to refuse
or suggest alternate dates if the dates do not suit
Company's operation. Efforts will however, be made to
accommodate the needs and convenience of employees.

Restricted
3. Annual leave should be scheduled and approved by the

Department/Section Head and sent to the Corporate HR
for management staff and BU HR Department for non-
management staff and workers as the case may be for
record.
25.5 Whenever annual leave is approved to an employee for a

Special period, which extends beyond the normal pay day, the
consideration employee will be allowed on request to draw his/her
salary/wages for the month in advance prior to his proceeding
on leave.

Restricted
VIYELLATEX GROUP
LEAVE APPLICATION
Policy
25
(Annexure)
Name ____________________________Emp No. ______ Dept/BU _______________ Job Title

__________________
Annual Leave/Casual Leave required for _________ days form ______________________ to

______________________
__________________
___________
Signature of Applicant Date
Leave Due Dept Head Posted on Leave
C/L days Can be spared Granted Leave Record ___________________
Cannot be spared Not granted This Leave is with

A/L days
Reason _________________
without
prior permission
Alternate
Date
____________ _________
Authority Date
___________
_______ _____ ___________
Initial
Initial Date Initial
(When leave is granted without pay, this portion is to be sent to the Assistant who prepares salary/wage sheet)
Name __________________________________Emp. No. ______ Dept/BU ____________ Job Title

_________________
Leave granted without pay for ____________________ days, from _____________________ to

__________________
_______________ ______________
Authority Date
Name ________________________________ Emp No. ______ Section _______________ Job Title

__________________
applied for Casual Leave/Annual Leave _______________ days, form ____________________ to ________________
has

Restricted
been granted Annual/Casual Leave
Has not been granted for the following reason:

________________________________________________________________________________________________
____________________________________________
Alternate date of leave suggested is from _________________ to _________________ for which fresh application
should be made.
Balance after adjusting

________________ ______________
this leave if approved. Authority Date
C/L days
A/L days
________

Restricted
Policy No. D 26
Sick / Prolonged / Accident Leave

Effective Date:
Revision Date:
26.1 Absence caused, due to personal illness or any injury from an

Policy accident out of or during the course of employment is
Statement: adjusted from an employee’s sick leave entitlement as paid
leave.
An employee is entitled to sick leave as follows in a standard

service year, which, if un-availed during the year can neither
be encashed at the end of the year or be carried forward to
the next year as accumulated sick leave. Employees should
therefore be encouraged to use sick leave judiciously so as to
keep this protection available.
An employee is entitled to sick leave in a Standard Service

Year which is as follows:

(M1 to M9) and Factory worers
Sick Leave: 13 days Sick Leave: 14 days
Management Staff
(M10+)
Sick Leave: At actual
26.2 1. Sick leave is granted on the recommendation of

Leave Terms Company’s appointed Doctor in the prescribed form
and (attached) which requires the Doctor to examine the
Procedures: employees before making such recommendation.
Doctor's recommendation for Sick Leave must be
forwarded to the Management by the employee
immediately after the Doctor has so recommended.
2. A sick employee must report to the Company's Doctor

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within 24 hours of his/her falling sick.
3. A sick employee must strictly follow Doctor's advice on

rest and medication.
4. Sick leave is calculated only on working day basis.
5. Sick leave cannot be taken immediately before or after

annual leave to provide an extended leave period. If an
employee falls sick during annual leave he must first
avail his entire annual leave before applying for sick
leave.
6. In case of serious prolong illness, an employee may be

permitted to utilize his/her annual and casual leave after
exhausting his sick leave to cover the absence on
account of illness.
7. If an employee has exhausted, all types of paid leave

including those accumulated to cover his absence
due to prolong illness and is still absent due to illness,
any further sick leave will be without pay, unless
otherwise decided by the management on advice from
HR.
8. In case of Management Staff belonging to M10+ job

grade, absence due to sickness is considered as paid
leave. The days taken for such sickness will be at actual.
Long absence will require recommendation from a
medical practitioner. When such leave of absence is
taken, the staff should immediately communicate in free
format mail (or e-mail) to Manager, C&B with a copy to
Reporting Supervisor for record. Long and frequent sick
leave may be investigated by the Company.
26.3 During the period of sick leave, an employee is expected to

Maintenance of maintain regular contact with his Manager/Supervisor (or
contact make other suitable arrangements) in order for the Manager /
Supervisor to know the employee's health condition and
expected date of return to work. Sick leave benefits are
contingent upon maintenance of regular contacts.

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26.4 Depending on the nature of illness, the Manager will require
Fitness the employee to obtain fitness certificate from the Company
Certificate Doctor to return to work.
26.5 It is important that all employees understand sick leave

Abuse of Sick requirement and provisions, and that the leave privilege is not
Leave abused. Management is responsible for monitoring the
continued use of sick leave closely. The following actions are
involved in this process.
1. Abuse Indicators
a. Little or no sick leave balance due to sick leave

being taken as soon as it accrues.
b. Reports sick the day before or following a

holiday or vacation period.
c. Sick leave taken frequently on the day after or

before the weekly holiday.
d. Sick leave taken after requests for either

annual/casual leave is refused.
NOTE:
Management monitoring the above indicators should look

for consistent patterns. Infrequent use of sick leave in any
of the above situation should not be considered abusive
action.
2. Follow-up-Actions
Once a Supervising Manager has reasonable cause to

believe that an employee is abusing sick leave, he or
she shall take the following steps.
a. Carefully document all dates and amounts of leave

taken by the employee.
b. Meet the Doctor who recommended his leave and

discuss with him about the employee. Meet the
employee involved. Mention any patterns which

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have caused concern but do not accuse the
employee of abuse. Give the employee an
opportunity to explain his or her position. If
personal reasons are involved, consider whether
you should refer the employee for counseling.
c. If abuse continues after the employee has been

warned of your concerns, inform the HR
Department, who will consider possibilities of
other actions.
26.6 Absence on account of injury within the scope of employment

Accident and duly certified by Company Doctor will not affect an
Leave employee’s sick, annual or casual leave. It should be treated
as Accident leave with full pay.
In this case the Labour Laws relating to Workmen

Compensation should be followed strictly for office staff and
factory workers and for the management staff, management
discretion should be applied.
26.7 1. In cases of prolonged sickness, the Company may grant

Special Sick special sick leave for a maximum period of …. days at a
Leave special rate of payment noted below for the following
specific diseases only, if recommended by Company's
Doctor in consultation with a specialist.
 Tuberculosis
 Heart Diseases
 Cancer
3. Special sick leave would be granted on the

recommendation of the Company’s Doctor in consultation
with the Company’s nominated specialist, after all the
leave entitlements are exhausted.
4. Special sick leave can only be granted if the employee is

receiving treatment at a place of employment and under
the overall supervision and satisfaction of Company's
Doctor.
5. Special sick leave cannot be granted in continuation of

annual leave, absence without leave and any kind of
unpaid leave.

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SPECIAL SICK LEAVE BENEFIT

PERIOD
First …. days With full pay
Subsequent … days With 50% pay

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Policy No. 26
(Annexure)
VIYALLATEX GROUP
Medical Certificate for Sick Leave
Name of Employee:............................. ………………… Empl

No. .......................
Date of Examination: .......................................................

Time .............................
Nature of Illness: .
....................................................................................................................................
...
Recommendations : ...................................................................................................
...................................
a) Sick Leave from ..........................................

to .................................................
b) The patient should rest at home / rest in bed
c) Fitness certificate to rejoin duty is required / is not raquired
Remarks (if
any) ..........................................................................................................
...............................................
.
(Signature of Medical
Adviser)
Date
Sick Leave Application

Sick Leave approved
I request for Sick Leave as recommended above.
.........................................
....
.......................................
(Signature of Employee)
Posted on S/L record
Date...............................
.........................................
....
Draft HR Manual: Viyellatex Initial
Page 165 of 325
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(This Portion is for the Applicant)
Name of Employee:....................................................... Empl.

No. ........................................
Sick leave for: ..................... days from ...................... to ...................................... is

approved
_______________
(Authority)

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Policy No. D 27
Casual Leave
Effective Date:
Revision Date:
27.1 A permanent employee to meet his/her personal obligation,

Policy emergency situation and or an unforeseeable situation of
Statement: personal nature may request for leave of absence from his/her
work which is adjusted from casual leave. Such request
should be in response to serious personal needs rather than
that for occasional time off to rest or relax.
An employee is entitled to casual leave as follows in a

Standard Service Year to which compensatory leave (as per
Policy No. 24) if any earned during the current Standard
Service Year is also added. Whatever the casual leave
accrued in the current Standard Service Year and remain
unutilized at the end of the year, can neither be encashed or
carried forward to the next year.
An employee is entitled to casual leave in a Standard Service

Year which is as follows:

and factory workers
Casual Leave: 10 days Casual Leave: 10 days
27.2 1. Casual leave may be taken from 1 day to 3 consecutive

Leave Terms calendar days.
and
Procedures: 2. Casual leave can be for either pre-lunch or post lunch
period or consecutive 4 hours period either at the
beginning or at the end of the 8 hours duty which will be
treated as full day.
3. Employees who are scheduled to work for half day on

Thursday can apply for casual leave on that day which will
be treated as full day casual leave.

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4. Whenever possible prior permission for casual leave
should be taken.
5. Availing of casual leave often without prior permission is

considered as an act of indiscipline.
6. Availing of casual leave without prior permission is a

disqualification under the Incentive / Bonus Scheme.
7. Application for casual leave should be made in the

prescribed form (attached)
8. Casual Leave cannot be prefixed and at the same time

suffixed with any other type of leave.
9. Casual Leave is calculated on the basis of working day.
27.3 Any genuine absence beyond 3 days of sanctioned casual

Note leave period (other than due to sickness duly certified by
Company Doctor) will be first adjusted from annual leave
and after exhausting annual leave it will then be adjusted
from Casual Leave and after exhausting both the leaves, it will
be treated as leave without pay PROVIDED the extended
absence was duly notified and approved.

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VIYELLATEX GROUP
LEAVE APPLICATION
Policy
27
(Annexure)
Name ______________________________ Emp No. ______ Dept/BU _______________ Job Title

__________________
Annual Leave/Casual Leave required for _________ days form ______________________ to

______________________
__________________
___________
Leave Due Dept/BU Head Posted on Leave
C/L days Can be spared Granted Leave Record ___________________
Cannot be spared Not granted This Leave is with

A/L days
Reason _________________
without
prior permission
Alternate
Date
____________ _________
Authority Date
___________
_______ _____ ___________
Initial
Initial Date Initial
(When leave is granted without pay, this portion is to be sent to the Assistant who prepares salary/wage sheet)
Name ____________________________________Emp. No. ______ Dept ____________ Job Title

_________________
Leave granted without pay for ____________________ days, from _____________________ to

__________________
_______________ ______________
Authority Date
Name ________________________________ Emp No. ______ Dept _______________ Job Title

__________________
applied for Casual Leave/Annual Leave _______________ days, form ____________________ to ________________
has

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been granted Annual/Casual Leave
Has not been granted for the following reason:

________________________________________________________________________________________________
____________________________________________
Alternate date of leave suggested is from _________________ to _________________ for which fresh application
should be made.
Balance after adjusting

this leave if approved. ________________ ______________
Authority Date
C/L days
A/L days
________

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Policy No. D 28
Maternity Leave
Effective Date:
Revision Date:
28.1 A female employee is entitled to eight weeks prenatal

Policy including the day of delivery of the child and eight weeks
Statement: post-natal immediately following the day of delivery as
Maternity Leave with full pay.
A female employee is entitled to maternity leave as follows:

- All category – all category
-
Maternity Leave: 16 weeks Maternity Leave: 16 weeks
28.2 To be entitled to maternity leave, a female employee must

Entitlement: have to her credit at least six months service with the
Company immediately preceding the day of delivery.
28.3 1. The employee must apply in writing in the prescribed

Procedure form (attached) separately for pre-natal and
immediately after delivery for post-natal leave
supported by certificate from a Maternity Hospital /
qualified Gynecologist.
2. Subsequently within seven days of delivery of the child,

the employee must submit a certificate from attending
Maternity Hospital/qualified Gynecologist confirming
that she has given birth to a child.
3. Depending on the circumstances and time, the

employee may be allowed to proceed on leave from the
day following her submission of application, if not
notified in advance. Advance notice of pregnancy and
maternity leave is however, preferred.

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28.4 1. Maternity Leave payments are the same like any other
Payment paid leave. In case of office staff and factory workers,
for actual calculation of the minimum benefits the
reference should be drawn to Chapter IV of Bangladesh
Labour Act 2006.
2. She will be allowed on request payment within three

working days for 8 weeks pre-natal leave in advance at
the time of proceeding on leave and also for 8 weeks
post-natal leave immediately after the child birth.
3. A female employee shall not be entitled to any

maternity benefit or any part thereof, the payment of
which is dependent up on the production of proof that
she has given birth to a child, unless such proof is
produced within three months of the day of delivery.
4. If the female employee dies at the time of delivery or

during the next period of eight months, the Company
shall pay the amount of maternity benefit due, if the
newly born child survives her; to the person nominated
by her duly or her legal representative.
5. If a female employee dies before giving birth to a child,

the Company shall be liable only for the period up to
and including the day of her death, provided that any
sum already paid to her in excess of such liability shall
not be recoverable from her legal representative or any
amount due at the time of employee’s death shall be
paid to the nominee or her legal representative.
6. The average rate of maternity benefit should be

calculated by dividing the total wages earned by the
employee during the three months immediately
preceding the date on which she gives notice by the
number of days she actually worked during the day.
7. Charges for consultation, medicine, treatment, delivery

in connection with pregnancy and miscarriages,
abortive measures of birth, whether premature or
normal is NOT provided by the Company.

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28.5 1. The Company shall not engage any female employee

Restrictions for doing any work which is of arduous nature or which
involves long hour of standing or which is likely
adversely affect her health if:
a. she has informed the Company that she is likely

to be delivered of a child within ten weeks;
b. she has to the knowledge of the Company been

delivered of a child within the preceding ten
weeks.
2. The Company should take enough care not to give any

notice or order of discharge, dismissal, removal or
termination of employment within a period of six months
before and eight weeks after the delivery without
sufficient and justifiable cause of doing so otherwise
she cannot not be deprived of any maternity benefits
under this policy.

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Policy 28
(Annexure)
VIYELLATEX GROUP
MATERNITY LEAVE APPLICATION
(Pre-natal)
Name ___________________________Empl. No. ______________ Section

___________
I am expecting to deliver a child on ........................................................ and am therefore

required to go on pre-natal confinement from ___________________________. I would
request you to please grant me 8 weeks pre-natal maternity leave from
__________________ to __________________ and my salary/wages including
allowances for the said period in advance. Doctor’s Certificate is attached herewith.
________________________ ___________
Eight weeks pre-natal maternity leave from __________________ to

_________________ is hereby approved along with the advance requested for.
____________ ___________
Authority Date
(To be returned to the applicant)
Name ____________________________ Empl. No. ______________ Section

___________
Eight weeks pre-natal maternity leave from _______________ to ___________ and

advance salary/wages including the allowances you are entitled to as per rules for the said
period are hereby approved.
Please submit to the undersigned the certificate of your child birth within seven days of
delivery of the child.
____________ ___________
Authority Date

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Policy 28
(Annexure)
VIYELLATEX GROUP
MATERNITY LEAVE APPLICATION
(Post-natal)
Name _____________________________Empl.No. ______________ Section

___________
I have given birth to a son/daughter on ______________________________ under care

of
Dr. _______________________________________.
I would request you to kindly grant me eight weeks post-natal maternity leave from
___________________________ to ___________________ and salary/wages including
allowances for the said period in advance. Certificate of child birth from
Dr/Clinic/Hospital is attached.
________________________ ___________
Eight weeks post-natal maternity leave from _______________________ to

_________________ is hereby approved along with the advance requested for.
____________ ___________
Authority Date
(To be returned to the applicant)
Name ____________________________ Empl. No. ______________ Section

___________
Eight weeks post-natal maternity leave from _______________ to ___________ and

advance salary/wages including the allowances you are entitled to as per rules for the said
period are hereby approved.
You will resume your duty on ___________________.
____________ ___________
Authority Date

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Policy No. D 29
Leave Without Pay and Unauthorized Absence

Effective Date:
Revision Date:
29.1 Leave without pay is an absence for which the employee

Policy concerned is not entitled to the payment of usual
Statement: salary/wages. Such leave may be granted even though, there
are sufficient paid leave in the credit of the employee or when
there is no leave due, depending on the circumstances.
29.2 Leave without pay may be granted under the following

Circumstances circumstances :
:
1. When there is no leave due:
a. For genuine illness - absence recommended by

Company Doctor.
b. To appear in the University, or any other

examinations.
c. A much unexpected prolonged absence required

by unavoidable circumstances.
NOTE :
o To be eligible for leave without pay for the

above reasons, the employee concerned must
have a satisfactory past record of employment
with the Company.
o Such leave will NOT be granted to an employee

who is habitually irregular and often remain
absent from duty in an unauthorized manner
and avail his paid leave entitlement of full year
in a few months. Such employee should rather
be marked unauthorized absence and award

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the treatment as laid down under the
relevant policy.
1. When there are sufficient paid leave in the

employees credit, leave without pay may be
granted for following reasons:
a. To regularize an absence for more than 3

days which did not have prior approval or
information but being somewhat satisfied
with the explanation put forward by the
employee for his inability to obtain prior
approval or keep the management informed.
b. To regularize short absence up to 3 days of an

employee whose past record indicates that he
frequently remained absent without intimation
or approval and subsequently regularized such
absence by putting in casual leave application.
c. An employee in such circumstances would be

awarded leave without pay for once or twice as
a advance warning to treat his future such
absence as unauthorized, which will make him
liable for disciplinary action.
29.3 Entitlement in the case of leave without pay.

Entitlement
1. Only basic and no other regular monthly allowances
would be paid.
2. If the leave without pay is for more than 30 days, then

annual, casual or sick leave will NOT accrue for that
period.
29.4 Leave without pay VS unauthorized absence

Unauthorized
Absence 1. Leave without pay is a authorized leave of absence
granted to an employee with the curtailment of certain
pay and allowances as stated above while unauthorized
absence is a absence without prior permission and
which has not been subsequently approved or

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regularized.
2. It should be noted that any unauthorized absence

subsequently regularized as leave with or without pay
no longer remains an offence by itself though it may be
a supportive document for further similar offence.
3. To charge an employee for habitual absence without

leave, record must be build up for habitual
unauthorized absence which should not have
subsequent regularization / approval and the employee
is informed accordingly as per the letter (attached).
4. In the case of unauthorized absence, the employee will

NOT get any salary or allowance of any type. It should
be on the basis of “no work no pay”.

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Policy 29
(Annexure)
VIYELLATEX GROUP
(Unauthorized absence)
Name: __________________________________ Date

_______________
Empl. No ______________________________
Dept/BU ______________________________
You were absent for _____________________________ days (s) from _____________

to
_______________________ without the prior approval/intimation. Your explanation for
such absence is unacceptable.
Your such absence for ____________________ day (s) is therefore unauthorized and you
will NOT get any basic pay for the said period.
____________________
Authority

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Policy No. D 31
Over-staying of Leave
Effective Date:
Revision Date:
31.1 Any employee who remains absent beyond the period of

Policy sanctioned leave and has no prior approval or sends no
Statement: information for his such absence, he shall be liable for
appropriate disciplinary action unless he returns within 10
days of the expiry of the sanctioned leave and explains to
the satisfaction of the management the reason for his
inability to return earlier
31.2 In order to treat a particular absence as a case of

Constituting "misconduct” warranting disciplinary action, the followings are
Misconduct – essential:
for office staff
and workers 1. An employee must go on sanctioned leave even if it is
only for one day.
2. The sanctioned leave must be followed by unauthorized

absence i.e. the employee do not report for duty after
the expiry of leave but continues to remain absent
without the prior approval of the management or any
intimation thereof.
3. Such unauthorized absence should be for 10 days and

above.
NOTE: Unauthorized absence not preceded by sanctioned

leave will also be treated as misconduct. (Consult Policy
on disciplinary procedure)
31.3 1. If an employee fails to resume his duty after the

Procedures – expiry of his leave and also fails to apply for
for office staff extension of leave prior to the expiry of his sanctioned
and workers leave, all the absence beyond the sanctioned leave
only period will be unauthorized.

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2. No action needs to be taken until the expiry of the 10 th
day of such unauthorized absence. On the 11 th day a
letter (attached) should be sent to the employee
informing him that disciplinary action will be taken
against him unless he reports back to the duty
immediately.
3. Absence without leave is more than 10 days is a kind of

misconduct and an employee may be dismissed or
otherwise dealt.
4. A proceeding is to be drawn for dismissal or other kind

of punishment for such absence.
5. If an employee, on the other hand request for

extension of the sanctioned leave, he should be
informed in writing as to whether the extension is
granted or not.
6. Failure of the management to respond to the

employee's request for extension will be construed to
have approved the extension. It will therefore not be
viewed as right to treat such absence as unauthorized
when management failed to respond. Any disciplinary
action in such situation will be illegal.
31.4 An employee who has been dismissed from the service due to
Entitlement such misconduct will be entitled to all benefits and privileges
which have accrued to him due to his past services i.e.,
1. Full payment with all allowances up to the last day of

sanctioned leave.
2. Encashment of any un-availed leave.
3. Bonus as applicable.
4. Provident Fund both the employees and as well as the

Company's contribution as per rule.
5. Gratuity as per rule.

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6. Outstanding dues in Incentive Scheme, if any
31.5 Any management or supervisory staff who remains absent

Overstaying of beyond the period of sanctioned leave and has no prior
leave – approval or sends no information for his such absence, he
management shall be liable for appropriate disciplinary action unless he
and returns within stipulated time of the expiry of the sanctioned
supervisory leave and explains to the satisfaction of the management the
staff reason for his inability to return earlier.

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Policy 31
(Annexure)
VIYELLATEX GROUP
REGISTERED WITH A/D
Our ref :
Date:
Name:
Designation:
Empl. No:
Address:
You were granted ............... days ......... ……………..leave from ...........................

Accordingly, you were due to r-esume your duties on ..............................., but on the
expiry of the leave you have neither reported for duty nor have you applied for/obtain
any extension of your leave. Hence your absence from .......................... is un-authorized
construing misconduct.
In the circumstances, we would like to inform you that as you have failed to report
back for duty within 10 (ten) days of expiry of the leave granted to you, the management
will now be compelled to take appropriate disciplinary action against you unless you
report back to the duty immediately..
You are advised to also explain within …………………as why disciplinary action would
not be initiated against you.
Yours faithfully,

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Policy No. D 32
Public Holidays / Festivals

Effective Date:
Revision Date:
32.1 Company observes a total number of 11 days Public/Festival

Policy Holidays as listed below for all locations. Holidays declared by
Statement: the Govt. beyond the Company listed holidays, are not
applicable.
32.2 Generally following are the days which should be considered

Name of while declaring the 11 days of festival holidays:
Holidays:
Shaheed Day
Independence Day
Shab-e-Barat
Bangla Naba Barsha
May Day
Shab-e-Quader
Eid-ul-Fitr
Eid-ul-Azha
National Mourning Day
Victory Day
32.3 HR Department at Head Office publishes the list of Public

Procedures Holiday at the beginning of each calendar year.
1. Holiday (s) falling on Friday will not be substituted.
2. For every such day casual leave will be added to all

such affected non-management employees (office staff
and factory workers) as compensatory leave (as per
Policy No. 24) if they are made to work on that day.
3. Should a holiday fall during an employee’s scheduled

annual leave, the day will not be counted as leave (see
policy no. 25 on Annual Leave).

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4. Non-management employees (office staff and factory

workers) required to work on a scheduled holiday will
be compensated by payment of usual over time and or
compensatory leave as stated in Policy no. 24.
5. A management and supervisory employee required to

work on a scheduled holiday will be treated by the
management at its sole discretion owing to business
considerations.
6. Any public holiday declared by the Government during

anytime of the year (nationwide or area wide) which is
beyond scheduled holidays for any extra ordinary
situation like national elections will be treated beyond
the above 11 days.

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Policy No. D33

Loan Facilities Policy - Household
Effective Date:
Revision Date:
33.1 Loan is given by the Company to help Management Staff to

Policy buy certain basic necessities like refrigerator, furniture or such
Statement: other household assets to improve their quality of life, which in
turn would improve their efficiency and ultimately benefit the
Company.
33.2 1. It must be appreciated that the Company cannot afford to

Loan tie up a large amount on this account.
Principles
2. Therefore, all applications for loan will be considered
based on availability of the fund and also on the merit of
the individual application. Accordingly, the Company will
always exercise its discretion to decide on the loan
amount and on whether to grant the loan.
3. Having said so, loans may be granted strictly on a

condition that a Management Staff can have only one loan
at a time and request for a second loan for whatever
reason, should not be made unless the previous loan is
fully repaid and liquidated
33.3 1. Following is the grade-wise loan entitlement:

Entitlement
Level Ceiling
M1 to M2 40,000
M3 to M4 50,000
M4 60,000
M5 70,000
M6 75,000
M7 to M9 100,000
M10+ 150,000
2. The total loan amount will be recovered from the staff from
the monthly salary in 24 equal installments.
3. The loan as above will be granted for the purchase of only

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the following house hold items:
a. Furniture (any material)

b. Household electrical appliances
c. Household electronic equipment (including PC)
4. Staff may decide to take part of the loan entitlement at the

time of granting the loan. In that case s/he will not have
any option for applying for the balance amount until the
total amount as granted has been repaid.
33.4 1. Staff has to be confirmed in his/her service.

Eligibility
2. Currently not enjoying any other loan facilities with the
Company.
33.5 1. Having achieved the entitlement as above, the intending

Procedures staff has to apply for the loan in the attached format
(Annexure). While applying for the loan, the applicant
should also get endorsement of his/her supervising
manager.
2. Along with the loan application, quotation from the vendors

to be attached with the application.
3. Names of two guarantors within the Company along with

their signature to be endorsed with the application.
4. C&B will scrutinize the application and arrange for the

disbursement of the loan after being satisfied.
5. Loan amount will be directly paid to the vendor(s) by the

Finance Department.
6. C&B will start deducting the total loan amount from the
monthly salary of the staff from the immediate next salary
payment date in 24 equal installments. However, the staff
will have the option to pay back the entire balance amount
at one go anytime during the loan repayment period
7. Upon full recovery, the C&B will issue a letter to the staff
stating that the amount has fully been recovered with a
copy to the Finance Department.

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8. In case of cessation of the services of the staff from the
Company for whatsoever reason during the loan
repayment period, the Company will have the right to
deduct the unpaid loan amount from the severance /
terminal payments due the staff.
9. If needed, any Company representative nominated by C&B

may visit the residence anytime during the tenure of the
loan repayment to check physical existence of the items so
purchased.
10. In case it is found that the loan has been diverted for a
different purpose other than the purpose for which it has
been granted, then the staff will be asked to refund the
balance amount to the Company.
11. It is forbidden to use the amount for any sort of investment

scheme like share or bond purchase.
12. Above 7 and 8 cases will construe as misconduct and the

Company will have the right to institute disciplinary
procedure against the staff so violating.
33.6 This loan facility is only a welfare activity and cannot be taken
Performance as staff right as part of the salary. As such, Company might
use its discretion in granting loan to the staff who has
continuously been falling short of achieving performance
targets (MO/KPI). While endorsing the application, the
supervising manager should note this performance issue.

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Policy No. 33
Annexure
Date:
From:
To: Manager, C&B and ES
House Hold Asset Loan
I would like to avail of the household asset loan of Tk. ____________ as per the entitlement of
Job Grade___ for purchasing the following house hold assets. I will repay the same in 24 equal
installments as per the Company policy.
1.
2.
3.
4.
As per the policy, I am attaching herewith …. quotations from the following vendor(s):
1.
2.
3.
Please pay to the vendors directly with intimation to me. I am aware of all the clauses of Policy 33
and hereby undertake to abide by those.
_______________________________
Applicant ‘s name & Signature
ID No: ______________________; Dept.________________ Date_________________
Supervisor’s name & Designation _______________________; Signature &

Date_____________
Guarantors: (In house)
1. Name: _________________ Designation:____________ ID No:________ Signature & Date:

__________
2. Name: _________________ Designation:____________ ID No:________ Signature & Date:

__________
Check/Verification: All the clauses of Policy 33 have been verified and found okay.
___________________ _____________________
Accounts & Finance C & B and ES

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Policy No. D34

Medical Benefits Policy - Management Staff
Effective Date:
Revision Date:
34.1 The Viyellatex Group provides medical benefits to all its management
Policy staff and their spouses and children in the form of Group Hospitalization
Statement: Insurance Scheme which is a comprehensive scheme designed for
coverage of hospitalization treatment expenses of an insured member
due to illness or injury sustained during the period of coverage.
34.2 The Viyellatex Group has reached an agreement with Delta Life
Scope Insurance Company Limited on an insurance scheme which shall cover
reasonable and necessary treatment expenses of an insured member
within his/her entitlement as per benefit schedule below, at any Govt.
Hospital as well as renowned private hospital/clinic registered as such
with the legitimate authority of the country.
34.3 Benefits Schedule

Entitlement
M10+ M7 to M9 M1 to
Total Benefits M6
Total Benefit entitlement per insured

Tk.1,00,000 Tk. 75,000 Tk.50,000
management staff, his/her spouse and two
children each per Hospitalization case
Breakdown of the per hospitalization case (ceiling):

Daily Hospital Accommodation (Room &
Tk. 1,500 Tk. 1100 Tk. 750
Board)
ICU Limit maximum per Hospitalization 15 days 15 days 15 days
All other In-patient treatment expenses

inclusive of surgical expenses,
consultation fees, medicines &
accessories, relevant medical
investigations (excluding Room and ICU Tk 60,000 Tk.45,000 Tk.30,000
charges) and other ancillary services
maximum per Hospitalization.

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Maternity Benefit (Actual but up to a maximum)
Benefit Grades M10+ M7 to M9 M1 to M6
Normal Delivery Tk. 12,500 Tk.10,500 Tk. 7,500
Caesarian Delivery/ Entopic Pregnancy Tk. 25,000 Tk.20,000 Tk. 15,000
Accidental Abortion or Miscarriage Tk. 7,500 Tk.6,000 Tk. 5,000
34.4 1. Any management staff aged between 18 and 60 years shall be

Eligibility eligible for coverage under the scheme.
2. A new employee shall also be eligible to join the scheme upon

intimation to the insurance company by C&B Department.
3. Besides, spouses up to the age of 60 years, two dependent children

from one month up to the age of 25 years residing with the
management staff may also be included under the scheme.
34.5 No medical examination is required. A “Membership Form” may need to

Medical be filled in by each management staff containing a declaration of health
Requirement status for him-self & dependants to be covered under the scheme shall
suffice.
34.6 Management staff will be entitled to claim the following expenses for
Reimbursable reimbursement within the above limits (clause 34.3):
1. Coverage of treatment expenses shall include:

a. Hospital accommodation (Room & Board)
b. Surgical Operation
c. Consultation fee
d. Medicines & Accessories
e. Medical investigation
f. Ancillary service
2. Ancillary Services shall include:

Registration or Admission, Labour Room Service, Blood
Transfusion, Post Operative Care, Local ambulance Services to
Hospital, Physiotherapy, Chemotherapy, Radiotherapy, Dialysis,

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OT consumables, procedural charge, dressing, Nebulization,
Oxygen inhalation, ventilator charge, Catheter, syringe, Gypsona,
crepe bandage, internal fixator (nail-plate), intra-corporeal medical
appliances (e.g: stent, pace-maker), splint, abdominal binder,
cervical collar.
34.7 Management staff will not be entitled to claim the following expenses for
Non- reimbursement:
reimbursable
Additional Food item & energy builders - Milk, Glucose, Rice, Mineral
water, Soft drinks, Juice, Horlicks etc., Food supplements - e.g. Vitamins
Non medicine item like Sanitary pad, Shampoo, Oil, Soap, Toilet & tissue
paper, Nappy, Cosmetics etc., Extra corporeal durable medical
appliances – e.g. Nebulizer, Hot water bag, Hearing Aid, BP Machine,
Telephonic bill, expenses not incurred for patient, any non specific
(miscellaneous) expense, VAT, Service Charge, Non realistic
unreasonable expenses, Herbal Medicine etc.
34.8 Following treatments/items are excluded from the benefits package:

Major
Exclusions  Congenital anomaly
 Self inflicted injury
 Psychiatric disorder
 Contraceptive Measures
 Durable medical appliances
 AIDS & HIV disease
 Dental treatment
 Expenses for donor
 Cosmetic treatment
 Existing permanent disability
 Non medical items like tissue paper, pampers, food supplement (e.g.
milk) telephone, meal for attendants, donation etc.
34.9 Congenital Infirmity (Anomaly) shall mean a physical abnormality that

Explanation of is present since birth, or is usually present from birth irrespective of the
few terms presence of any symptom and/or sign related to that abnormality.
Designated Hospital shall mean a hospital or clinic with whom the
insurance company has entered into an agreement for providing
preferential services & Direct Payment Facility to its insured members.
Hospitalization shall mean confinement to a Hospital or clinic as an
inpatient for at least 24 hours. However, confinement less than 24 hours
due to technological advances for surgical intervention like

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Cholecystectomy, Tonsillectomy, Fracture-dislocation bone & joints,

Lithotripsy etc. shall be considered as hospitalization. Successive period
of hospital confinement within 120 days due to the same ailment shall be
considered as one hospitalization. Sickness or accidental bodily injury
caused individually or simultaneously requiring hospitalization and
medical treatment thereof shall be considered as one hospitalization.
However, confinement after 120 days following latest discharge from
hospital due to same cause shall be considered as separate
hospitalization.
Maternity Benefit shall mean benefit for any condition related to
pregnancy or childbirth and any complications there from. Pregnancy
commencing before the member is enrolled under insurance coverage
however, shall not be covered. This benefit is payable to female
employee or spouses of the employee for one pregnancy in a contract
year.
Medical Investigations shall mean the investigations needed to be
performed for diagnostic and prognostic purpose for the disease
concerned with which a member is admitted.
Medicine and Accessories shall include necessary medicine and
accessories utilized for treatment of the ailment or disability concerned.
Member shall mean management staff and his dependent family
members as per list provided by Manager, C&B and ES to the insurance
company who have been entitled to or prospectively entitled to benefits
under the Agreement between the insurance company and Viyellatex.
Membership Card shall mean Personal Identification Card provided by
Delta Life Insurance Company Limited to each insured member to
facilitate preferential services at designated hospitals. For this, the
employee shall have to attach two stamp size photographs of each
member to be included under coverage along with the Membership
Form.
Plan coordinator shall mean the authorized official of the Viyellatex
Group (Manager, C&B and ES) with whom the insurance company shall
communicate for all practical purposes regarding operational
management of Hospitalization Insurance Scheme.
Pre-existing Condition shall mean any illness or disability of which the
Member is aware, or of which symptoms were evident, or for which the
Member received medical advice or treatment within twelve months
immediately prior to the date of his membership of the Plan. Surgical
treatment for Pre-existing condition (except Congenital Anomaly and
pre-existing permanent disability) shall be covered after three months of
membership of an insured under the scheme.
Reasonable expenses or charges shall mean the usual and standard
fee or charge of a physician/ Surgeon or Hospital/Clinic for a specific
service or supply, within a specific limited geographical area.
Standard Rates or Charges shall mean the charges demanded from

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the insurance company as per contract, for various medical services

offered to an insured management staff by insurance company’s
designated general hospitals in the city and where there is no
designated hospital, by renowned and popular hospitals of that city
registered under the legitimate authority of the country or by BIRDEM
(DAB Cardiac Centre), NICVD, Delta Hospital Ltd. as may be
appropriate.
34.10 1. Pre-hospitalization treatment coverage: In case of treatment in

Other Bangladesh, coverage shall include expenses for investigation
Features relevant to the cause of hospitalization as per advice during referral
for confinement inclusive of the said consultation
2. Overseas Treatment coverage: Inpatient treatment at any

renowned hospital or clinic in India, Bangkok or elsewhere shall be
covered, if satisfactory local treatment is not available and a local
consultant advises such treatment. But, before going for such
treatment a member should notify the insurance company through
Manager, C&B and ES. However emergency treatment required by a
member while on tour abroad shall not require prior notification. The
claim shall be reimbursed for treatment expenses only, in a
hospital/clinic as an inpatient, at standard rate, as may apply for such
treatment at designated hospitals of the insurance company in
Bangladesh, within the benefit limit as per schedule (clause 34.3) and
payable in Bangladeshi currency at exchange rate prevailing at that
time.
3. Treatment at Specialized Hospitals. Treatment at Specialized

Hospitals (eg. Apollo, United) shall be covered for members under
special permission only within their specified benefit entitlement at
rates charged by those hospitals. In any case expenses shall be
reimbursed at the rate of Designated General Hospitals.
34.11 1. When advised by a consultant or respective physician for

Hospitalizatio hospitalization, a management staff shall send intimation to the
n Procedure insurance company (Claim Notification) through Manager, C&B and
ES so that the insurance company may provide necessary
assistance to the insured management staff regarding his treatment.
2. For hospitalization at Designated Hospitals, a member may opt for

Direct Payment when, all eligible treatment expenses shall be paid
by the insurance company directly to the hospital.

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3. In case of emergency, no such intimation is required but an
Admission Report should be sent to the insurance company
through Manager, C&B and ES immediately after hospitalization.
4. A member should produce Membership Card at the hospital for

preferential services. A designated person of the insurance company
whose contact number shall appear on membership card is available
round the clock for assistance in this regard.
34.12 1. Direct Payment (For Treatment at Designated Hospitals):

Claim
Settlement When a member opts for direct payment, the insurance company
Procedure shall send a Hospital Advice to the said hospital detailing his
entitlement and pay all eligible expenses incurred for hospitalization
treatment within his benefit limit, directly to the hospital. Any expense
that is not mentioned in the Benefit Schedule or in excess of the
Benefit Limit set out in the Schedule (uncovered expenses) should be
borne by the Member himself.
List of Several Direct Payment Facility Providers

(Designated Hospital):
Dhaka
General Hospital
Delta Medical Centre Ltd.
Uttara Crescent Hospital
Asian General & Dental Hospital
Monwara Hospital Limited
Samorita Hospital Limited
Japan Bangladesh Friendship Hospital
New Era Hospital and diagnostic Ltd.
Pan Pacific Hospital, Training & Research Institute Ltd.
RMC Hospital & Diagnostic Complex Ltd.
Holy Family Red Crescent Hospital
Aysha Memorial Specialized Hospital
Central Hospital (Pvt.) Limited
The Marks ENT Clinic & General Hospital .
Shahabuddin Mrdical College Hospital,

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Specialized Hospital
United Hospitals, Gulshan-2
Apollo Hospitals (BD) Ltd, Dhaka
Chittagong Rangpur
Holy Crescent Hospital Limited Islami Bank
Community Hospital
Sylhet Khulna
Noorjahan Poly clinic Khulna Surgical &
Medical Hospital (pvt.) Ltd
Jessore
Daratana Hospital & diagnostic Complex
2. Reimbursement (For Treatment at Non-Designated Hospitals):

a. The insurance company shall reimburse all eligible treatment
expenses within the benefit limit, when a member is admitted
at a hospital with whom the company has no agreement
regarding direct payment (Non Designated Hospital) or direct
payment is not opted by the member during claim notification.
b. For reimbursement, a member should submit claims to the
insurance Company through Manager, C&B and ES along with
all supporting documents, within 30 days of discharge from the
hospital.
c. The Insurance Company shall settle the eligible treatment
expenses within ten working days, from the date of receipt of
all relevant documents.
d. Upon receipt of the payment from the insurance company,
Manager, C&B and ES shall arrange disbursement to the
claiming management staff.
34.13 1. For record & subsequent servicing activities, a list of members to be

Providing covered under the scheme is required at inception and supplemented
Requisite as & when needed with particulars mentioned in the attached format
Information (Annexure).
2. This information will be provided and maintained by Manager, C&B

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and ES who shall provide all such data to the insurance Company
3. Individual management staff shall update the information to Manager,

C&B and ES about him/herself, spouse and children as and when
any changes occur. Unless the data are provided by him/her, the
management staff will lose out the benefits for which s/he will be
solely responsible.
4. Manager, C&B and ES shall arrange issuance of Membership Card

for all the management staff and their dependents covered under the
Insurance Scheme.
5. Manager, C&B and ES shall update the information to be provided to

the insurance company as per the policy by regularly including new
members and excluding separated members on a regular basis.

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Policy No: 34
(Annexure )
SL. Name of the member Status of the member ID No & Date of Birth Desired Benefit
No. (Employee/ Spouse/ Designation
Child) ( if Employee)

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Policy No. D 35
Succession Planning & Organization Review
Effective Date:
Revision Date:
35.1 1. Outcome: The right people in the right place to deliver

Policy the business strategy with the focus on succession
Statement: planning.
2. Achieving this outcome means The Viyellatex Group will

have:
a. The management talent in place to deliver
current objectives and future growth
b. Development needs identified and actioned for
both current and future talent optimisation
c. Greater structural alignment with the Group
business strategy
Head of HR with the assistance of Manager, ER and Talent

Management will meet all the requirements and prepare all
the documents as specified in this Policy.
35.2 1. Conducting the Organisation & Management Review

Process (OMR), attended by the EMC members
Objectives 2. Preparing the OMR report using the proforma documents
attached with this policy
3. Implementing of the actions agreed
4. Holding regular review
5. Focusing on action and outcomes rather than process and
form-filling
6. Aligning with the Group business strategy
35.2 The operating protocols for OMR reports will be as per the
OMR Reports: following process:
1. Business Unit Process

a. Pre-review
 Provide COO / Functional Head of the particular
business unit with OMR documentation
 BU HR Managers consider and complete draft
documents

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b. Organisation & Management Review
 Step One
Review current business plans and
anticipated growth plans, and identify the HR
implications, including top-level organisation
structure, e.g.:
- closer alignment with Group Strategy
- change agenda (including growth projects)
- capability gaps
- headcount changes
 Step Two
Succession plans based on planned jobs
- Planned job schedule provided
- Reach consensus on suitability of
successors on the basis of:
- performance
- desired career direction (aiming point)
- behavioural competencies
- knowledge and skills
- experience
Identify any other talent (watch list)

- This will include younger talent not yet on the
succession plan
- Defined as those individuals with the
potential to reach the level of Senior
Manager
 Step Three
Identify strategic resourcing issues by
conducting a gap analysis between the needs
identified as part of the strategy review (step 1)
and the talent available (Step 2)
 Step Four
Agree key actions to address issues regarding:
- organisation structure
- succession
- development
- strategic resourcing (including graduates /
young entrants)
- retention
c. Post-review

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 Finalise documentation for review at Succession
and Development Forum
 Implement actions
 Follow-up at management meetings
d. Corporate Level
i. Review Business Units’ OMRs

ii. Review actions from previous year’s OMR
iii. Focus on Group perspective:
 strategic implications
 synergies
 talent management
 agree key inputs to BU OMRs
 agree action priorities
2. Data management in HRIS
a. Following data required for all successors named in

OMR:
(entered on relevant documentation as part of the

Report)
 Current role and grade
 BU/Functional alignment
 Readiness of candidates for succession role:
- now (within next 2 years)
- 3-5 years with 1-3 job moves
- 5+ years with 3+ job moves
 Career direction (specialisation)
 Next move
- the position the individual should move to
gain the necessary experience to ultimately
achieve the aiming point
 Aiming Point
- current view of most likely level and type of
role which the individual is capable of
reaching 5-10 years in the future
 Development needs
- knowledge, skills, experience, behavioural
competencies
- to achieve next role and aiming point in the
longer term
3. Data of all the people named in the OMR to be maintained

in HRIS and will be made available:

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a. Bio-data
b. Employee Development Plan (EDP)
c. Last 3 performance ratings
4. Guidelines re Assessment of Potential/ Readiness /

Development Needs
Protocol for determining these assessments is:
 Primary assessment (subjective):

- Subjective assessment by manager (grounded on
performance and on behavioural competency
profile)
- Consensus view of EMC (succession &
development forum)
 Secondary (possible means of increasing objectivity of

assessment, where this is necessary):
- Peer or 360 assessment (toolkit to be obtained)
- Assessment centre (guidelines not available – will
require external support)
35.3 Action By Due Date

Implementatio
n Plan and HR 1st week of
Time Line Preparation Department February
- OMR toolkit to BUHs,
Department Heads,
Functional Heads
BUHs, 4th week of

Business Unit OMRs Department February
- Succession & Heads,
Development Forum Functional
- OMR Report Heads
completed
- Report forwarded to
HR
Head of HR 2nd week of

OMR Review March
- Reports forwarded to
Chairman
Succession 4th week of

Review by the Succession and March

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Development
& Development Forum Committee
- Business Unit review
- OMR Report
- Chairman’s input
35.4 1. Step One: Key Business Strategies and Objectives

Documentation a. Business Plans
Guidelines &  No set format – free-form report.
Explanatory  Focus on HR implications
Notes
b. Organisation Structure
Proforma A
This is a review of capability of the current
organisation structure to deliver the annual plan as
well as the growth agenda. Consideration should be
given to moves to align the structure more closely
with the HR and business strategy.
Analyse strengths and weaknesses of the current

organisation structure and people/competencies, in
relation to the ability to implement the business
plans. An organisation chart of the current top level
of management (and a proposed one, showing any
changes if any) to be provided.
2. Step Two: Succession Planning

Proformas B and C
This is a review of talent against the planned roles (the
potential successors to these roles), plus young people
of exceptional talent.
The section contains:
 Succession charts for each planned role.
Proforma B can be used for presenting the
succession plans. An explanation of the terms used
in the succession plans, and guidelines for
completing the plans are included in the Succession
Planning attachment.
 ‘Watch List’, detailing people who appear to have
exceptional talent and who may in time develop to
the level of Senior Manager or higher. Please use
Proforma C to document this information.
3. Step Three: Strategic Resourcing Issues

 Gap analysis

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 Young entrants. This considers Engineering
graduates and MBAs, and should discuss the extent
to which the young entrant intake/programme will
meet the future management needs of the business.
.
(No set format – free-form report)
4. Step Four: Action Plans

This section provides opportunity to agree and record
action plans to address any key resourcing issues that
have, or will have, a significant impact on the business.
This includes any issue arising out of the various

elements of the OMR, for example:
 Re-structuring intentions
 Resourcing/development plans to address
succession or skill gaps
 Young entrant (graduate) recruitment and
development plans
 Critical development needs/actions for watch list
employees
 Development of locals to replace expatriates (if any)
 Retention plans for highly valued employees
The action plans should be documented and a review
process established to facilitate regular review of
progress. It is suggested that OMR be a standard
agenda item at EMC meetings (succession and
development forum).
(No set format – free-form report)
Proforma A
OMR Organisation Chart
Name Age
Job Title Key: Time in Job
Aiming Point Date (mm/yy) next
moved required

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CEO (OR EQUIVALENT)
DIRECT REPORTS
Person 1 Person 2
Person 3 Person 4
Person 5 Person 6
Person 7 Person 8
Person 9 Person 10
Person 11 Person 12
Proforma B
Succession Chart
Standard Excel Spreadsheet should be used as a separate document
Help Guide
These spreadsheets will be consolidated centrally and the required columns will be
used for filtering data during candidate searches. It is therefore imperative that these

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are completed using the prescribed standards given with the OMR tool by HR
Department every year.
Completing Succession Charts: Duplicate a Planned Role row for each succession
candidate.
Note: If a candidate is a successor for the top tier in any functional area, it goes without
saying that s/he is a successor for the lower tiers as well – therefore, it is not necessary to
enter her / his details in each tier – only in the highest one that the candidate is considered a
successor for. However, if the candidate is a successor for more than one functional stream
(e.g. Finance and General Management), the candidate’s details should be entered in both
streams.
Column A (Planned Role) - Please use the Planned Role Title exactly as they are, to assist
in consolidation and filtering. Hovering over this cell will flag up note which will help you to
identify examples of jobs that fall within each generic role.
Column B (Surname)
Column C ("Known As" Name)
Column D (Current Position) - The candidate's current job title or position
Column E (Current Grade) - Please insert the current grade of the successor to the Planned
Role.
Column F (Business Units) - Please insert one of the Business Units (as applicable) into the
worksheet.
Column G (Function) - Please insert one of the following into the worksheet if applicable:-
HR
Finance
Other (this option to be selected for all other enabling functions, as applicable)
Column H (Geographic Location) - The candidate's Work Location
Column I (Career Direction) - (E.g.) General Management, HR, Operations, Finance, etc.
Column J (Career Specialism) - Only complete this is the individual's skills are highly
specialised within a functional area - for example, Taxation (as part of a Finance Career
Direction) or Compensation (as part of an HR Career Direction).
Column K (Aiming Point) - Aiming Point is defined as the current view of the most likely level
and type of role which an individual is capable of reaching 5 to 10 years into the future. The
employee’s Aiming Point can clearly be a different role at the same or similar level. Please
select the aiming point from one of the Planned Roles.
Column L (Readiness) - Please indicate in this column readiness for the position.
0-24 No further significant development is required. Capable of succession within 24
months.

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24-60 Capable of succession to this position in 2 - 5 years after a further period of
development and testing which may involve a further 1 to 3 job moves.
60+ May be capable of succession to this role after a further substantial period of
development and testing likely to involve 3 or more job moves, an not likely in under 5 years.
Column M (Next Move) - The Next Move should be the position(s) that the individual needs
to move into to gain the necessary experience to ultimately achieve their aiming point.
Column N (Development Needs) - Skills and Experience that the individual needs in order to
be able to make their next move, in the short term, and to reach their aiming point in the long
term. This may include job experience, personal development objectives or training.

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Proforma C
Watch List
Name Date Current Job Aiming Point Time in Grade Age

Joined Job

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Policy No. D 36
Provident Fund Policy

Effective Date:
Revision Date:
36.1 Provident Fund is a terminal payment payable only to the

Policy permanent employee on separation who during their
Statement: employment joins the Fund as a member and regularly
contributed to the Fund his portion of the contribution.
The Fund is regulated by the Provident Fund Rules of the

respective Business Units which have been duly recognized by
the Income Tax Authority.
This will be applicable for all the units of Viyellatex Group, i.e.,
Viyellatex Garments, Viyellatex Fabrics, Viyellatex Spinning,
Interfab Shirt Manufacturing Company Ltd., Fashion Plastic,
Gothic Design units. Company referred hereinafter would
mean, any of these units.
36.2 There should be five Boards of Trustees for the of the

Control & following five recognized Provident Funds:
Management:
1. Viyellatex Limited
2. Viyellatex Spinning Limited
3. Interfab Shirt Manufacturing Limited
4. Gothic Design, and
5. Fashion Plastic and Packaging
The custody, control, administration, superintendence and

management of the Funds rest on the Board of Trustees of
the above Funds will consisting of required number of
members, from the Management side and from the employees
side as stipulated in the respective PF Rules. However, the
Trustees shall not be less or more than the number specified
in the Rules of whom fifty percent shall be from amongst the
employees participating in the Provident Fund.

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There will be a common secretary of these Funds who will
always be a nominee of the Company. The common Secretary
of these funds will be Manager, C&B and Employee Services.
The place of Management of these Funds is the Offices of the
Secretary which is situated in the Head Office. The Secretary
will receive all the notices, documents and other
correspondences on behalf of the Provident Funds and initiate
all notices and correspondences on behalf of the Provident
Funds and exercise such powers and authorities as may be
conferred on him by the Trustees.
36.3 All employees irrespective of their categories and levels, on

Membership confirmation shall become a member of one of these Funds as
per their respective Business Units by an application
(attached) and shall remain a member until the cessation of
his employment.
36.4 Each member while applying for membership of any of these

Nomination Funds depending on the employment to the Business Units,
shall appoint or nominate one or more persons indicating
share of each nominee (form attached) to receive the
settlement of dues from the said Fund in the event of his
death or incapacity during his employment.
36.5 1. Each member shall contribute to the Fund 7% of his/her

Contribution basic salary/wage every month to which an equal amount
will be added by the Company as the Company
contribution.
2. When an employee is on leave without pay for a full
month and do not receive any payment of basic
salary/wage, he/she will not pay any contribution to the
Fund for that month and accordingly, there will be no
contribution from the Company on that account.
3. Similarly, when an employee is on leave with pay for a full
month (like maternity) and do receive any payment of
basic salary/wage, he/she will pay due contribution to the
Fund for that month and accordingly, there will be equal
contribution from the Company on that account.
36.6 A member dismissed from the employment of the Company

Disqualificatio on grounds of proven misconduct, will not be entitled to any

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n Company’s contribution and interest thereon.
36.7 On the date of cessation of his/her employment with the

Termination of Company for whatever the reason, his/her membership in the
membership Fund will stand automatically terminated.
36.8 On the cessation of the employment, if any employee owes

Company Lien any money to the Company for whatever reason (including
compensation payable to the Company by him) the Company
can claim it from his account with the Fund. The Company has
the first lien on the Fund.
36.9
Investment of 1. At least 50% of the fund so deposited in the respective
the Funds PFs has to be invested as follows for revenue generation:
a. ICB Mutual Fund certificate
b. ICB Unit Certificate
c. PSP, DSP or any other Govt. securities/bonds
2. Respective BUs will bear the expenses of administering
the PFs
3. Audit will be done as done in case of the establishment
and the expenses will be borne by the respective BUs.
4. The audit report will be sent to the Labour Director within
one month if sought by the Govt.
36.10 Balance Sheet: There will be balance sheet maintained for

Accounts each Provident Fund.
Financial Year: First day of a completed year to one day before

the first day of the succeeding year will be considered as the
financial year.
Accrual of Income: Income as would be accrued through

investment as mentioned in 36.9 will be distributed among the
members as per the procedures in the respective PF rules.
Statement: Each member will be furnished with his/her

accounts statement each year showing in details the amount
deposited by the member, contributed by the Company and

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amount of his/her part of the revenues earned through
investment. Secretary of the Funds will be responsible for
arranging and issuing the statements to the members.
Banking: Finance Department will open and operate separate

bank accounts for each Provident Fund independent of the
Company accounts or influence.
Settlement of Final Accounts: At the time of separation,

Secretary of the Funds will be responsible for working out the
final payable to a separating member and arrange
disbursement accordingly.
Deduction and reconciliation: C&B will be responsible for

deduction from the salary every month and keep up-to-date the
respective accounts in the payroll and provide the report as
and when would be required to Finance Department and
Trustees. Finance Department will be responsible for the
company contribution and bank reconciliation of the accounts.
36.9 For further details, Provident Fund Rules of the respective BUs
Details of the as drawn, recognized and published to be consulted. All the
Fund details of the Fund along with the governance and modalities
are available in the published Rules.

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Policy 36
Form No. 1
(Annexure)
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Policy 36
(Annexure)
Form
No. 2
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Policy No. D37

Gratuity Policy
Effective Date:
Revision Date:
37.1 Gratuity is a terminal benefit payable only to the permanent

Policy employee on separation from the Company. Gratuity payment
Statement: is regulated by the Company’s Gratuity Policy as per the terms
hereinafter.
37.2 If an employee dies while in the Company’s service, the

Gratuity Company shall pay the gratuity as per the entitlement under
Payment on the Policy to the person(s) so nominated by the employee in
death while on accordance to the PF Rules (Policy no. 36 and Group Term
service: Insurance (policy no. 38).
37.3 In case of retrenchment, discharged, dismissed or termination,

Other the concerned employee will be paid compensation as per the
separation relevant provision of labour laws (for non-management staff,
office staff and factory workers) or the terms of employment
(for management staff) and if the compensation amount is less
than what he would have got as Gratuity, the difference
amount will be paid to him by the Company as Ex-gratia.
37.4 1. A permanent Employee having served the Company for

Payment 5 years or more, is entitled to the payment of Gratuity at
Entitlements the time of termination of employment with the
Company.
2. Gratuity is not payable in case the Employee is

dismissed or discharged.
3. Gratuity is payable to the next-of-kin in case of death of

the employee while in the service of the Company
(clause 37.2).
4. In case of termination of service due to ill health before

an employee is eligible for Gratuity, Gratuity will be
payable on pro-rata basis @ 51% per year of service.

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5. Gratuity is payable on the basis of the length of service

and the Basic salary/wage of the employee according
to the following scales:
Completed Payment of Gratuity

Years of
service
5 years 51% of Monthly Basic Salary per year of
service
service
service
service
service
10 years and 100% of Monthly Basic Salary per year of
above service
6. Gratuity is calculated on the basis of completed years

of service only and part of a year will not be considered.
Every anniversary of the date of appointment in
permanent employment with the Company will
constitute one completed year.
7. Gratuity is calculated on the basis of last Basic

Salary/Wage drawn and payable along with the
terminal benefits due to an employee.
37.5 13. In the case of employees who retire from the services of
Conditions for the Company after attaining the normal retirement age as
Enhanced Rate applicable and after completing minimum 11 years of
employment with the Company, the rate of Gratuity
payable, will be 1.5 months’ Basic Salary/Wage multiplied
by number of completed years of service.
14. In case of cessation of service on reasons of death the

enhanced rate of 1.5 months will also be applicable.

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Policy No. D 38
Group Term Insurance Policy
Effective
Date:
Revision
Date:
38.1 The Viyellatex Group has introduced Group Insurance for all the
Policy employees being the most cost effective way of providing
Statement: immediate financial support to an employee & /or his family in
case of catastrophic events like death, disability or disease.
38.2 1. All permanent as well as probationary employees are insured

Entitlement for an amount as per the entitlement stated in this policy
which is payable only to the employee’s beneficiaries in case
of death while in the employment of the Company.
2. According to the Group Term Policy, if the death of the
employee is caused by accident whether within or outside the
scope of employment but essentially while on the pay roll of
the Company as a permanent or a probationary employee,
the amount payable on account of death will then be
enhanced.
3. Under the Group Term Policy, certain categories of
employees will also receive compensation for disability as per
the degree of incapacity as stated in this policy.
4. The insurance cover for the individual employee is renewed

every year by the Manager C&B and ES for management
staff and BUHR Managers for all other categories of
employees and continues so long the employee continues his
employment with the Company. The policy ceases to provide
insurance cover to the employee on cessation of employment.
38.3 1. The scheme shall cover the risk of death of an insured

Sum employee occurring anywhere in the world due to any reason
Assured excepting certain cases (like suicide), for an amount called
(Benefits) Sum Assured.

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2. Sum assured or amount of insurance i.e. Benefit Payable on

happening of the aforementioned risk is entitled as below:
Management Staff
Job Grade Sum Assured

M1 to M6 Tk. 850,000.00
M1 to M9 Tk. 1,000,000.00
M10+ Tk. 1,250,000.00
Other Staff
Job Grade Sum Assured

Supervisory Staff (SS1 to Tk. 80,000.00
SS4)
Office Staff (Grade 1 to 4) Tk. 80,000.00
Factory Workers (Grade 1 to Tk. 80,000.00
7)
3. The Viyellatex Group has signed contract for the above

coverage with Delta Life Insurance for the management staff.
4. For all other categories of staff The Viyellatex Group has

entered arrangements with BGMEA excepting Viyellatex
Spinning Limited (VSL). For VSL, the Viyelatex Group will
have contract with Delta Life Insurance or any other reputed
Insurance Company.
38.4 1. All permanent and probationer employees who are in good

Eligibility health and are not past 60 years (in case of management
staff) and 57 years (in case of all other staff) shall be included
in the scheme.
2. Any employee exceeding the age of 60 years or 57 years as

the case may be on commencement of the insurance policy
and anytime within the currency of the insurance contract with
the insurance company or BGMEA shall not be covered.
3. However, employees above the age of 60 or 75 years may

be covered on special consideration solely at the discretion of
the Viyellatex Group.
38.5 1. Exclusion and Inclusion of employees under coverage of the

Exclusion group scheme shall continue throughout the contract period.
and

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Inclusion 2. This will be done by Manager, C&B and ES for management
reports and staff and respective BU HR Managers for their respective
payment of Business Units.
premium 3. A new employee shall automatically be covered under the
scheme upon intimation and payment of premium to the
insurance company or BGMEA as the case may be.
4. Manager, C&B and ES will ensure payment of premium to the
insurance company for the management staff and respective
BU HR Managers to BGMEA or insurance company (for VSL)
for all other categories of employees.
38.9 Summary of benefits for the management staff:

Supplement
ary Covers – Nature of Risk Amount of Benefit
Managemen Natural Death (GT) Equal to GT Sum Assured
t Staff Accidental Death Double the GT Sum Assured
(ADB)
Permanent Total Equal to GT Sum Assured
Disability (PTD)
Permanent Partial Certain percentage (%) of GT Sum
Disability (PPD) Assured as per schedule
Together with the Basic Life Insurance Scheme described

above, following supplementary covers will be entitled:
1. Accidental Death Benefit: (ADB)
An additional amount equal to the sum assured (but not
exceeding Tk. 30 lakhs) is payable on death of an insured
caused by accident.
2. Permanent and Total Disability: (PTD)
In case of permanent and total disability resulting from

bodily injury caused directly by accident which prevents
the insured member from engaging in any business,
occupation or work whatsoever for remuneration or profit
and which disability has continued uninterruptedly for a
period of at least six months and has been certified to be
incurable by a physician approved by the insurance
company, then subject to provisions of the contract, the
insurance company shall pay to the Viyellatex Group the
full sum insured stated in the schedule and the insurance
for the said member shall be determined.
In the interpretation of this definition the insurance
company will however, recognize as permanent and total

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disability the entire and irrevocable loss of:
i) both hands above the wrist ii) one hand above the wrist and
one foot above the ankle
iii) both feet above the ankle iv) one foot above the ankle &
sight of one eye
v) sight of both eyes vi) sight of one eye and one

hand above the wrist.
3. Permanent and Partial Disability: (PPD)

In case of permanent and partial disablement caused
directly by accident, the insurance company shall pay to
the Viyellatex Group a certain percentage of the sum
assured specified in the schedule below and where
applicable, only one sum namely the larger sum will be
paid for multiple injuries resulting from one accident: -
Description of Permanent and Partial Disability
Percentage of the Sum Assured payable
Parts of the Body Percentage

HEAD
Loss of one eye 50
Complete deafness of both ears of 40
traumatic origin
Complete deafness of one ear 10
Removal of the lower jaw 25
UPPER LIMBS
Loss of one hand above the wrist 50
Considerable loss of osseous substance 25
of the arm (definite and incurable lesion)
Total amputation of thumb 20
Total amputation of four finger including 25
thumb
Total amputation of index finger only 15
Total amputation of middle finger only 10
Total amputation of ring finger only 8
Total amputation of little finger only 7
LOWER LIMBS

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Loss of one leg above the ankle 50

Total loss or total loss of use of lower 40
limbs below the knee
Total loss of foot 30
Ankylosis of the hip 30
Ankylosis of the knee 20
Total amputation of all the toes 25
Total amputation of four toes including 20
big toe
Total amputation of the big toe 10
Total amputation of one toe other than 3
the big toe
4. Permanent disabilities not mentioned above shall be

compensated in accordance with their severity as
compared to those listed. Permanent & Partial or
Permanent & Total loss of the use of a limb shall be
deemed to be the same as Permanent & Partial or
Permanent & Total loss of the said limb.
38.10 1. Coverage for Accidental Death and Disability on case of

Supplement Supervisory Staff, Office Staff and Factory workers will be as
ary Covers – per the provision of the coverage under BGMEA scheme.
Other Staff
2. In case of VSL for these categories of employees will be
exactly the same coverage payable under BGMEA Scheme.
38.11 1. Beneficiaries of all the benefits in case of death will be paid to

Beneficiarie the nominees of the employees as declared by him/her during
s the employment.
2. Manager C&B and ES will collect the names of the nominees

in the prescribed format which will be same as Provident
Fund in case of management staff and respective BU HR
Managers will do the same in case of all other categories of
employees. They will be responsible for keeping the records
updated all the time.

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38.12 1. Immediately after an employee joins the employment of the
Procedure Viyellatex Group as probationer, the Manager C&B and ES for
management staff and respective BUHR Managers for all
other categories of staff for their respective Business Units,
will arrange the Insurance cover of the new employee on
receipt of the followings:
i. Appointment Letter
ii. Date of joining
iii. Duly filled in appointment of his beneficiary
(Annexure)
2. The appointing authority will arrange for record keeping of the

above information soon after the new employee reports to
duty.
38.13 1. In the case of death of an employee, following documents are

Payment required by the Insurance Company.
a. Death Certificate
b. Age proof Certificate
c. Employers Certificate
d. Other prescribed certificates (for the proof of disability)
2. On receipt of the above documents, Manager C&B or BUHR
Managers will lodge a formal claim with the Insurance
Company or BGMEA as the case may be. Payment by the
Insurance Company /BGMEA is made to the Viyellatex Group
and the Viyellatex Group pays the amount to the
nominee/beneficiary of the deceased employee or through
any other arrangement as stipulated by BGMEA Scheme.
3. Generally such payment is made to the nominee/beneficiary
along with payments due from the Company on account of
the deceased employee.

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Policy 38
(Annexure)

NOMINATION
I, .................................................. S/O. ................................. aged ................... presently

employed in BU ………. of The Viyellatex Group
as .............................................................. and currently residing
at .................................................................................................... hereby nominate the
under mentioned person(s) to receive payment from the Company in full and final
settlement of all claims on account of my employment including Gratuity, Group
Insurance, Salaries and any other sum due to me in case of my death during my
employment with The Viyellatex Group.
NOMINEES RELATIONSHIP SHARE %
Date this day of 20
_____________________
Signature of the employee
Two witnesses to the signature of the employee who have signed in the presence of each
other and in the presence of the member.
1. Name Signature
Address
2. Name Signature
Address

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Policy No. D 39
Car Loan Assistance Policy

Effective Date:
Revision Date:
39.1 Certain categories of management staff may be provided with

Policy loan assistance facilities for purchasing vehicles as tool which
Statement: would allow them to facilitate their job related activities and
transportation which have to be maintained by the staff at
expected serviceable and safe condition.
39.2 1. Brand new or re-conditioned vehicles can be bought by

Salient points: the management staff with the personal loan from any
Company approved financial institution / bank taking help
of the financial assistance provided by the Company
depending upon the approved investment budget.
2. Management staff will not purchase luxury vehicles (i.e.

Mercedes, BMW, Jaguar, etc.) for the purpose.
3. The vehicles purchased will be converted to CNG by the

management staff. However, vehicle users who do not
have CNG filling facilities at their base stations will be
allowed to run their vehicles on octane/petrol with the
given vehicle allowances.
4. In this policy, management staff would mean the

employees who are entitled for Company vehicles as per
clause 39.3
39.3 1. Management staff will be entitled to purchase vehicles

Entitlement with bank loan up to 1,500 cc. with the following
entitlement:
Level Ceiling
M7 700,000.00
M8 800,000.00

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M9 900,000.00
M10 1,200,000.00
M11 1,300,000.00
M12 1,400,000.00
2. Company will provide the management staff with per

month interest charges as would be accrued upon
obtaining the bank loan as per the above ceiling till full
repayment of the loan to the bank.
3. Company will also meet the shortfall of car loan provided

by the bank i.e., 25% in case of brand new car and 30%
in case of reconditioned car as one-off financial assistance
to the staff purchasing the car with the bank loan. In that
case the management staff will have to execute an
indemnity bond as designed by the Company legal
retainer in favour of the Company to cover the risk.
4. The intending management staff will have to apply to the

Head of HR in the attached format (Annexure 1) which will
only be approved by Head of HR having taken the consent
of Chairman and after being satisfied with all the
formalities.
5. Up on separation from the Company due to whatsoever

reason during the loan repayment period, the full amount
of 25% or 30% as the case may be paid by the Company
has to be refunded to the Company by the staff which will
also be a part of the indemnity bond. Besides, payment of
the financial assistance to cover per month accrued
interest charges will also discontinue then and there.
6. The management may terminate this arrangement at any

time at its convenience and for business imperatives.
7. Above categories of staff are expected to meet their

transportation needs with this vehicle for carrying out
their official duties and no further transport facility will be
provided.
39.4 In addition to the above, Company has decided to give a

Special ‘Special Facility Loan’ to the management staff to enable

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Facility Loan them to purchase a car who would not like to opt to
purchase the car as per the above arrangement (clause
39.4).
1. The highest ceiling of the said ‘special facility loan’

amount is Tk. 6,00,000.00 (Taka Six Lac) only.
2. The loan must be repaid to the Company in 60 equal

installments by the borrower.
3. To obtain the special facility loan the following

procedure needs to be followed:
a. Apply for the loan in an approved format

(Annexure 2).
b. The borrower should execute an Indemnity Bond
as designed by the Company legal retainer
c. Obtain a sanction letter by the authorized person
from HR Department
d. Borrower to submit to the C&B sixty forward
dated signed cheques for sixty months in favour
of Company with sixty equal installment amounts
of the entire loan amount.
4. Up on separation from the Company due to whatsoever

reason during the loan repayment period, the balance
amount (unrealized) has to be refunded to the
Company by the staff which will also be a part of the
indemnity bond.
5. Management staff willing to avail the Special Facility

Loan can not avail of the normal loan entitlement as
described in 39.3
39.5 1. Per month vehicle allowances of Tk. 10.000.00 will be paid

Vehicle to only those management staff who would purchase car
Allowances through this policy.
2. All fuel, repairs, maintenance, replacement of tires and

batteries etc., including driver’s wages will have to be
borne by the individual management staff with the paid
allowances as above.
3. The management staff is obliged to keep the vehicle clean

and tidy, and to ensure that it is maintained in a

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serviceable and safe condition – i.e., oil, air in tires etc.
must be kept at adequate levels.
4. For outstation travelling for official purpose, the

management staff will charge fuel costs at the rate of 6
kilometers per litre or CNG equivalent (with on-going rate)
and relevant highway toll fees, if any through their
expenses bill.
39.6 1. The motor vehicle will be registered in the name of the

Registration, management staff and the cost of registration, road tax
Insurance and and insurance will be borne by the staff.
Road Tax
2. At the end of five years (on expiry of the loan), the
indemnity bond provided in favour of the Company will be
revoked.
3. Such revocation letter will be issued by the Head of HR on

behalf of the Company in line with the procedures laid
down by the Company Legal Department/Retainer.
39.7 The following conditions will apply when the management staff
Private use of are allocated the private use of a Company vehicle:
Company
Vehicles 1. The management staff are entitled to the vehicle
allowances covering reasonable fuel costs over and above
business requirements, i.e., for travel to and from work and
other business visits within the city. However, the
management staff will bear the cost of fuel consumed for
private use.
2. To identify the proportion of kilometers driven privately is

compulsory. It is up to the Head of HR to set up a
monitoring system showing the split between business and
private use
39.8 Any theft or accident involving Company motor vehicles

Accidents/ including the vehicles purchased under this scheme, must be
Contravention dealt with as follows:
of Traffic Laws

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Immediate Action
1. Report the accident or theft to the nearest Police Station in
the correct written fashion to comply with insurance and
police requirements.
2. Inform Head of HR by telephone.
Action by the next day:

1. Submit a written report to the HR and Support Service
Department
2. Submit an accident report to the HR Department in the
prescribed format with a copy to the Department Head
3. Failure to carry out any of these instructions could lead to a
refusal by the Insurance Company to accept the claim or to
legal action against the Company. In these circumstances,
the Company will hold the management staff responsible
for irrecoverable costs.
4. Cost of repairs arising out of accident for vehicles other
than company vehicles shall be borne by the management
staff
5. However, cost of repairs arising out of accident for
Company owned/rented vehicles other than those
accidents caused under clauses below shall be borne by
the Company.
Own faults
1. If a management staff is involved in an accident while
driving a Company vehicle which is caused by his own
negligence or while driving without a valid driving license,
he will be liable to pay all charges arising from the
accident.
2. Company instructions on the procedure to be followed in
the event of an accident must be carried out at all times for
every Company vehicle and must be carefully read and
followed by all the management staff,
3. Generally, fines for traffic offences must be paid by the
concerned management staff as well as subsequent fines
relating to these offences
39.9 1. Management staff whose jobs specifically require

Attachment for transport for functional reasons will be provided with the
Functional Company vehicle for business use with or without a driver.
Reasons If a Company driver is not sanctioned, such members will
be entitled to reimbursement of the monthly salary of a
private driver.

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2. Management staff who have Company vehicles attached
to them for functional reasons, while proceeding on annual
leave, should handover their vehicles for the duration of
the leave period to Support Service Department.

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Policy No: 39
(Annexure 1)
Date :
From :
To : Head of HR
APPLICATION FOR CAR LOAN ASSISTANCE
I wish to avail of the facilities of Car Loan Assistance as per clause 39.3 of Policy No.
39.
I agree to abide by all the terms and conditions of the said Policy. A quotation from the
vendor is enclosed herewith along with all the necessary documents obtained from the
bank for your perusal please.
The 25%/30% of the quoted price of Tk: _______________ may please be paid to the
Bank (branch name…….) for sanctioning the loan and treated as one-off grant to me
under this Policy for which I will indemnify The Viyellatex Group for covering my
separation from the Company before the tenure of full repayment of loan to the bank in
…..yrs. I am willing to execute the Company prescribed Indemnity Bond for this
purpose.
Besides, an amount of Tk. ……… per month may also please be granted for payment to
the bank as the interest charges for the loan amount for a period of …yrs.
You are requested to endorse the attached documents from the bank for facilitating the
loan for the purchase of the car as per the Policy.
Signature _________________
Name ____________________
ID. No ___________________
All the documents have been verified and found okay for the payment as per Policy 39.

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Signed by
___________________ _____________________
Head of Finance Manager, C&B & ES
Approved by: ___________________

Head of HR Date:
Policy No: 39
(Annexure 2)
Date :
From :
To : Head of HR
APPLICATION FOR SPECIAL FACILITY LOAN
I wish to avail of the special facilities of Car Loan Assistance as per clause 39.4 of Policy
No. 39.
I agree to abide by all the terms and conditions of the said Policy. A quotation from the
vendor/seller is enclosed herewith for your perusal please.
An amount of of Tk: _______________ of the total quoted price may please be granted
as the loan to me under this Policy for which I will indemnify The Viyellatex Group for
covering my separation from the Company before the tenure of full repayment of loan. I
am willing to execute the Company prescribed Indemnity Bond for this purpose.
As per the requirement I am enclosing herewith sixty post dated signed cheques with 60
equal installment amount of Tk………. each as realization of my entire loan amount of
Tk. ………….to be paid in sixty installments in next five years.
You are requested to do the needful for arranging the loan as above.
Signature _________________
Name ____________________
ID. No ___________________

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All the documents have been verified and found okay for the payment as per Policy 39.
Signed by:
___________________ _____________________
Head of Finance Manager, C&B & ES
Approved by: ___________________

Head of HR Date:

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Policy No. D-40
Standards of Conduct (Code)
Effective Date:
Revision Date:
40.1 To ensure safe, efficient and harmonious operations and to

Policy fully inform all employees of their responsibilities, certain
Statement: standards of conduct have been established for the guidance
of all employees. The standards mentioned are only a partial
list of acceptable behaviour and conduct. Any violation of such
acts or omissions will constitute misconduct and lead to
disciplinary actions.
40.2 The purpose of our Code is to set out the values and
Purpose: standards which guide the way we do business. Our business
brings with it obligations to comply with the law, adhere to our
own policies and principles, exercise good stewardship of our
assets and the environment, and behave safely and ethically
at all times.
The Code brings together a set of standards, helping to define

what Viyellatex Group expects of its businesses and people
regardless of location or background. All employees must
follow this Code. By doing so, they will ensure that their
activities strengthen the business and support the Group’s
values. The Code:
 Summarises the legal and ethical standards that affect us

all
 Details standards that have a country wide application
 Outlines our obligations and the expectations of our all

stakeholders
 Helps us identify key risk areas – and how those risks

should be approached
 Gives guidance on how we should resolve difficult

questions about business conduct
40.3 Our guiding principles are broken down into four stakeholder

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Stakeholders groups. Our stakeholders are people with an abiding interest in
Viyellatex Group:
 Customers, suppliers and markets – customers who

are satisfied and feel understood; suppliers who
appreciate us because we are demanding but fair
 Shareholders - who expect the best endeavours from

our organisation to maximise the value of their
investment
 Employees - who work with enthusiasm and pride

because they feel challenged and valued
 Communities – in which we play a practical and

positive role, and that appreciate our involvement and
contribution.
40.4
Key Steps Key steps to maintaining our standards:
 Know what is right

 Do what is right - always
 If you are unsure, ask
 Keep asking until you get an answer.
40.5
Guiding Our guiding principles:
Principles
The Viyellatex Group is committed to following a set of core
values – our guiding principles. These outline how we expect
our people to treat our customers, suppliers and markets, our
fellow employees, shareholders, and the communities in which
we work and live. Our guiding principles set the tone and
overarching objectives of the Code of Conduct. Our individual
standards provide the details of what issues we face and how
we are expected to respond to them.
40.6
Communities Responsibilities to local communities and the public:
& Public
The Viyellatex Group is committed to being a positive
contributor to the communities in which we do business. We

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oppose public corruption, act as responsible stewards of our
products and the environment, play a part in supporting
activities in the places where Viyellatex operates, and support
the fundamental principles of good governance and human
rights.
Viyellatex participates in a number of programmes and

initiatives in support of these principles. The first obligation of
responsible citizenship is to obey the laws of the country and
communities in which we do business. Also, as a good
corporate citizen, we have a responsibility to behave as a
conscientious neighbour. This includes:
 Adherence to safe work practices

 Sound environmental management
 Respect for the principles of human rights
 Measured and appropriate community engagement.
40.7
Customers, Responsibilities to customers, suppliers and markets:
Suppliers &
Markets In all our business dealings, The Viyellatex strives to be fair
and honest. We will always act in line with all applicable laws
and regulations. We will always compete vigorously but fairly,
complying with all laws protecting competition and the integrity
of markets,
The Viyellatex will not knowingly use suppliers who operate in

violation of applicable laws and regulations, including local
safety, environmental and employment laws. In particular, we
will always:
 Compete vigorously but fairly and legally

 Respect the intellectual property and copyright of others
 Promote our products and services accurately and honestly
 Comply with international trade controls
 Strive to ensure our suppliers operate in line with our Code
 Meet government, industry, customers’ compliance and
Viyellatex’s safety and quality standards.
40.8 Responsibilities to shareholders:

Shareholders
The Viyellatex Group is committed to promoting the interests
of our shareholders by working hard to achieve superior

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financial results. In pursuing this goal, we will protect
Viyellatex’s assets and resources, avoid conflicts of interest
(Policy No. D-41) and self-serving activities including insider
trading, and we will be forthright in measuring and reporting
our financial performance.
Our shareholders trust us to use our company assets

responsibly – to make our businesses grow and ultimately
increase the value of their investment. Honest and accurate
recording and reporting of information is essential. All financial
books, records, accounts and claims must accurately reflect
transactions and events, and conform to both generally
accepted accounting principles and Viyellatex’s system of
internal controls. Undisclosed or unrecorded funds, assets,
claims or liabilities are not allowed. Employees uncertain
about the validity of an entry or process are expected to
consult our business assurance and risk audit department. In
particular, we will always:
 Avoid conflicts of interest (Policy No. D-41) that may

interfere with our obligations to Viyellatex
 Create and retain honest, accurate and timely records
 Protect the confidentiality of Viyellatex’s proprietary
information and information systems
 Respect company time, property and funds
40.9
Employees Responsibilities to and expectations of employees:
The Viyellatex Group is committed to fostering a workplace

that is safe and that is founded on fair employment practices
and mutual respect. We believe in fair treatment and
compensation of employees, recognising and rewarding good
performance, and offering opportunities for advancement
through promotions and training. In return, we expect
employees to adhere to our Code and to take personal
responsibility for the upkeep of our standards and good
corporate citizenship. In particular, we will always strive for a
work environment that:
 Values the safety, health and security of our co-workers

 Values and embraces diversity and equal opportunities
 Prohibits all forms of harassment
 Prohibits the abuse of drugs and alcohol

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 Ensures respect for the confidentiality of our employees’
personal information
 Encourages caution, moderation and good judgment in the
giving and receiving of gifts, favours and entertainment.
40.10 Acts and omissions which constitute misconduct :

Misconducts
Following are the Acts and Omissions mostly listed in

Bangladesh Labour Laws 2006 are of serious nature
and constitute misconduct which can result in dismissal:
i. Wilful insubordination or disobedience, whether

alone or in combination with others, to any lawful
or reasonable order of a superior :
ii. Theft, fraud or dishonesty in connection with the
employers’ business or property.
iii. Taking or giving bribes or any illegal gratification
in connection with his or any other Worker’s
employment under the employer.
iv. Habitual absence without leave or absence
without leave for more than ten days.
v. Habitual late attendance.
vi. Habitual breach of any law or rule or regulation
applicable to the shop or commercial or industrial
establishment.
vii. Riotous or disorderly behaviour in the shop or
commercial or industrial establishment, or any
act subversive of discipline.
viii. Habitual negligence or neglect of work.
ix. Frequent repetition of any act or omission for
which a fine may be imposed.
x. Falsifying, tampering with, damaging or causing
loss of employers’ official records.
xi. Giving false information regarding his name, age,
qualifications or previous experience at the time
of employment.
xii. Disclosing to any unauthorised person any
secret or confidential information including

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proprietary information in regard to processes,
dealing and affairs of the company or its affiliates
which may come into the possession of the
workman in the course of his/her work of
otherwise.
Note: An employee can be dismissed without

following the discipliary procedures if he is
commited for an offence involving moral
terpitude.
Acts and omissions which though not of very serious nature

but calls for disciplinary action for corrective measures.
Repetition of such acts and omissions would amount to
misconduct. Such acts and omission are as follows :
i. Carrying on any private business without the

permission of the Company.
ii. Refusal to work on a different job.
iii. Gambling within the Company’s premises or
premises utilised by the Company.
iv. Sleeping while on duty.
v. Theft of any other employee’s property inside the
Company’s premises.
vi. Leaving the workspot without permission.
vii. Instigation and or abetment of or attempt at any
of the acts of misconduct.
viii. Non acceptance of a explanation letter and any
other communication from the Company, and
refusal to accept and/or admit any
communication.
ix. Commission of any act subversive of discipline
or good behaviour, drunkenness etc.
x. Supply and use of toxic material such as heroine,
ganja etc. in the Company premises.
xi. Disregard or disobedience of rules or orders.
xii. Inefficient, dilatory, careless or wasteful working.

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For handling of misconduct cases and to deal with acts and
omissions mentioned above, please consult Policy No 42 on
Discipline.
40.11
Employees’ Your personal responsibility to do the right thing – how the
Personal Code is enforced
Responsibility
Viyellatex employees must follow the principles and standards
contained in our Code. Those that do not follow the Code put
themselves, their co-workers and the company at risk. This is
not acceptable. A failure by an employee to comply with the
Code or any other company policy or requirement, may result
in disciplinary action up to and including dismissal, referral for
criminal prosecution and legal action to recover losses or
damages resulting from such violation.
If you manage or supervise others, you have special

responsibilities to make sure you support, train, monitor and
enforce compliance with our standards. You should know and
understand our Code.
Enforcement of the Code applies to all employees as well as

all representatives, consultants and agents doing business on
our behalf.

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Policy No D-41
Conflict of Interest
Effective
Date:
Revision
Date:
41.1 To protect the integrity of Company information, product,

Policy services and employee efforts, all employees are expected to
Statement devote their best efforts to the interests of the Company and
conduct of its affairs. While the Company recognizes the right
of employees to engage in activities outside of their
employment which area of a private nature and not related to
our business, it is however mandatory for the employee to
make full disclosure of such activities in order to assess and
prevent potential conflicts of interest.
41.2 While it is not possible to describe all the circumstances and

Procedure conditions which might develop, the following procedure should
be followed :
1. Employees have an obligation to devote their full time to

employment of the Company and must not engage in
any outside professional work without a written approval
from the Company. If a spouse or other members of an
employee’s immediate family is engaged in a business
similar in nature to the Company’s, it must be disclosed
in full to the Company in writing.
2. No employee will engage in outside work that may

interfere with his/her primary job with the Company. Nor
will any employee engage in any activity of a nature that
is in some way hostile or adverse to the Company.
3. No employee of the Company will accept a retainer,

commission, consulting fee or any sort of remuneration
or any other arrangement without a written approval of
the Company.

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4. No employee, or members of their immediate family may

directly or indirectly, borrow from, lend to, invest in or
engage in any financial transaction with the potential
customer, client or supplier.
5. Employees engaging in outside work, even though it

does not interfere with their primary job with the
Company are required to disclose the nature of that
work and obtain written approval of the Company at the
time of their employment with the Company or before
commencing the activity. No outside work can be done
during regular office hours and no suppliers are to be
used to conduct this outside activity.
6. Any employee doing any outside work is under

obligation to advise his/her client that the work is in no
way by for, or in the name of the Company.
7. Any questions regarding a possible conflict of interest or

outside work should be taken up with the Company.
8. Failure to disclose information related to any of the

above points may lead to disciplinary action which can
result in dismissal.

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Policy No. D-42
Employee Discipline
Effective
Date:
Revision
Date:
42.1 To provide appropriate guidelines for steps in disciplinary

Policy action process which will help documenting and correcting
Statement undesirable behaviour and consequently support and promote
effective operations in the interest of the Viyellatex Group and
employees. Such practices call for a uniform policy on the
administration of fair, consistent and constructive employee
discipline.
42.2 Major elements of this policy include :

Elements
a. Constructive efforts towards helping employees
achieve full satisfactory standards of conduct and job
performance.
b. Correction of employee shortcoming or negative

behaviour only to the extent required.
c. Sufficient notice to employees that disciplinary action

result from continued or gross violation of employee
standards of conduct or unsatisfactory job
performance for which the employee is at fault.
d. Written documentation of disciplinary warning given

and corrective measure taken.
42.3 1. When an Act of Misconduct is alleged to have been

Charge-sheet committed (Policy …. ) by an employee, his superior will
make preliminary investigations and inform COO of the
results of his investigation through his immediate
superior.
2. If the COO is satisfied that a prima facie case exists
against the employee, he will consult the BU HR
Manager /Corporate HR who will advice whether to
issue Charge-sheet. The charge-sheet will be issued by
the concerned Supervisor or COO as the case may be.
3. The charge-sheet will be issued as early as possible

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from the date of commitment/detection of the act of
misconduct but in no case later that one month
otherwise it will become time-barred.
4. Three copies of the charge-sheet will be prepared.
Distribution will be as follows :
a. Original Copy: Employee Concerned
b. Duplicate Copy: This copy will be placed in the
personal file of the employee. The employee will sign
this copy as proof of receipt of charge-sheet.
c. Triplicate Copy: Corporate HR
5. There should be strict proof of delivery of the charge-
sheet to the employee so that he/she may not at a later
stage, deny its service. The following procedure for the
service of the charge-sheet to be adopted.
a. In case the employee is present, call him/her and
handover the charge-sheet to him, obtaining his/her
signature or thumb impression on the duplicate copy.
b. In the event the employee refuses to accept charge-
sheet, or to sign on the duplicate, an endorsement to
that effect may be made on the duplicate copy,
witnessed by two witnesses. In the postal address as
is available in personal file, the charge-sheet to be
sent by Registered with A.D. at that address with a
note that the charge-sheet has been sent by post as
the employee has refused to accept it.
c. Another copy thereof will be posted on the Notice
Board of the Office in the presence of two witnesses
whose signatures or thumb impressions to be taken
on the duplicate copy.
6. The Charge-sheet (attached) will contain the charges in
detail and the relevant section of the Bangladesh Labour
Laws and must always call upon the employee
concerned to submit a written explanation within a
specified period which will not be less than seven
working days from the date of receipt of the charge-
sheet.
7. When the explanation is received from the employee
concerned, it will be considered by the charge-sheet
issuing authority and if he finds the explanation
unsatisfactory, will order an enquiry into the case. (notice
of enquiry attached) On the other hand, if he considers
the explanation satisfactory, he will order the case to be

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closed by making an endorsement on the charge-sheet.
8. If the employee refutes the charges then the next step
will be holding of an inquiry. (Enquiry is a must even if the
charges of misconduct are accepted by the accused). If
the employee refuses to reply, he should be given
another opportunity to submit his explanation (copy
attached) failing which the next step will be the holding of
an enquiry.
42.4 1. The charge-sheet issuing Officer/Manager in consultation

Enquiry with COO will request HR Department to appoint an
Procedure Officer/Manager not directly connected with and or
witness of the incident of charge-sheet as Enquiry Officer
to conduct the enquiry into the alleged misconduct.
2. The Enquiry Officer will read out the charge-sheet and
written explanations of the employee concerned to him,
and allow him to add anything voluntarily. Such additional
statement will be recorded by the Enquiry Officer in
writing and the same will be confirmed by the employee
concerned by appending his signature.
3. It will thereafter be essential and binding on the Enquiry
Officer to bring on record all the evidence, oral or written,
which the Viyellatex Group may have, no matter how
strong and clear-cut the charge may appear to be i.e., the
misconduct/prosecution story must be stated at the
enquiry even though it may appear to be a formality.
4. The employee concerned will be afforded all facilities and
given full opportunity to defend himself and plead his
case. He will also be allowed to nominate any person
employed in the Viyellatex Group to assist him and
produce his witnesses and adduce evidences if he so
wishes.
5. The employee concerned will be present throughout the
enquiry and all evidence will be heard and recorded in his
presence. The employee concerned will be given
adequate opportunity to cross-examine the witnesses
and this fact should be recorded.
6. The statement of all witnesses will be recorded in writing.
7. At no stage of the enquiry, the Enquiry Officer will leave
the site of enquiry nor shall the accused be asked to
leave the room when the statement of either the
Viyellatex’s witnesses or of the accused are being

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recorded. Such recorded statements will be signed, to
confirm its correct recording, by the persons making the
statement and also by the accused. All recorded
statements will also be signed by the Enquiry Officer.
8. No outside interruption should be allowed by Enquiry
Officer. He should take care before enquiry that his
normal work does not need his attention during the
enquiry. Only in most urgent cases should he be
disturbed for work other than the enquiry during the
enquiry proceedings.
9. The Enquiry Officer on the closing of the enquiry will
submit a written report to the person who authorised the
enquiry. He must state the reasons of his findings and
must categorically state if the charge stands proven or
otherwise. The charge-sheeting Officer/Manager will
send the enquiry proceedings and the reports to COO
with his comments. On receipt of the enquiry report, the
COO will forward a copy of the report and the inquiry
proceedings to the BU HR Manager and seek his advice
in the matter. The final orders will be issued by the COO
in line with the advice of the Head of Group HR.
10. The BU HR Manager/COO/Head of Group HR, while
awarding any punishment will, however, also take into
consideration previous record of the employee and any
other extenuating or aggravating circumstances that may
exist.
11. A copy of the orders passed by the BU HR
Manager/COO/Head of Group HR will be supplied to the
employee concerned and a copy thereof will be placed
on the personal file of the employee along with the entire
proceeding of the enquiry. A copy of the final order will
also be sent to the Head of Group HR.
42.5 An employee found guilty of misconduct shall be liable to any

Punishments of the following punishments:
a. Withholding of increment or promotion for a specified
period not exceeding one year.
b. Reduction to a lower post; or
c. Dismissal or discharge without prior notice or pay in lieu
thereof or any compensation.
d. Suspension without wages as well as subsistence
allowance for a period not exceeding (seven days and
such period may be within or in addition to the period of

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suspension pending enquiry
e. Warning in writing
f. Fine : (According to relevant section of payment of
wages chapter of Bangladesh Labour Laws) fine can be
imposed.
42.6 With a view to bringing uniformity and to avoid delays and legal
Enquiry complications in recording the enquiry proceedings, the
Procedure following points are further clarified and stressed in this regard.
1. The charge-sheet must be read out to the accused and a
note to this effect should be made in the proceedings.
2. The statement of the prosecution witnesses is to be
recorded in the first person. The Enquiry Officer may put
question necessary to clarify the statement and record
them accordingly. After the completion of the statements,
the accused will be asked if he wishes to cross-
examine/ask any questions from witnesses. The exact
questions and answers will be recorded.
3. After the statement of all the witnesses have been
recorded, the accused will be asked if he wishes to make
a statement. This will also be recorded in the first person.
Questions for the clarification of the statement may be
asked by the Enquiry Officer and recorded exactly. In
case the accused declines to give a statement, a note to
that effect will be recorded and duly signed by the
accused.
4. The accused will be asked if he wishes to produce
defense witnesses and substantiate his statement with
some documentary evidence. The documentary evidence
so given should be placed on record. The statement of
witnesses, if any, should be recorded in the usual
manner as in 2 above.
5. All statements will be recorded in English or Bangla and
signed by the persons making the statement, accused,
and the Enquiry Officer.

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Policy No: D-42
(Annexure)

CHARGE SHEET
Date : _____________
Name and Employee Number
Position Department/Section/Location
Date and time of alleged offence ______________________________________
1) Allegations have been made against you under section 23(4) of Bangladesh
Labour Laws 2006.
In that you are alleged to have :-
2) Therefore, you are directed to submit a written explanation by ______________

to the undersigned as to why disciplinary action will not be taken against you for
the alleged misconduct stated above.
** Meanwhile you are placed under suspension pending inquiry with immediate
effect. During the period of suspension you will be paid subsistence allowance as
per law.
________________________
Signature and designation of
the person making charge
Date ___________________

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Received one copy
__________________________
Signature of the person charged
Date ______________________
N.B. : If the person charged refuses to sign, this fact will be confirmed in presence of the
two other responsible witnesses, and one copy of the charge sheet will be sent to his
local address under registered post and another copy will be displayed on the Notice
Board.
Dated _____________________ Witness(1)____________________
Witness(2) ____________________
** To be deleted, if the person charged is not to be suspended pending enquiry.

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Policy No: 182
(Annexure)
Ref :
Date :
Name
Employee No:
Address :
Dear ….. ,
Inquiry
Your explanation in reply to our show cause dated the .................... under our reference
no.................. is unsatisfactory.
Mr................................................, (Designation) has been appointed to inquire into the charges of
alleged misconduct as stated in our above show cause letter.
The inquiry will be held on (Date) at (Time) in the Chamber of (Designation) and on any other
subsequent date(s), time and place that may be deemed fit and necessary by the Inquiry Officer.
You are accordingly, advised to be present at the place of inquiry on the date and time mentioned
above alongwith your witness and evidences as deemed necessary by you.
In the inquiry you will be given every opportunity to adduce evidence and produce witnesses in
support of your statement/defence and cross examine the witnesses and evidence produced
against you.
Yours sincerely,
.................................................

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Policy No: 182
(Annexure)
Ref :
Date :
Name
Employee Number.
Address :
Dear …. …..,
Further to our show cause letter no................................... dated....................... whereby you were
asked to explain within (date) as to why disciplinary action should not be taken against you for the
misconduct stated therein.
As of to-day we have not received any explanation from you. You are therefore again directed to
submit a written explanation latest by (date) to the undersigned, failing which we will be
constrained to take further steps in the matter without waiting for your explanation.
Yours sincerely,
..............................................

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Policy No. D 43
Suspension
Effective Date:
Revision Date:
43.1 Considering the gravity of the offence and for the purpose of
Policy conducting an enquiry into misconduct where management
Statement: considers it necessary, the employee may be suspended up to
sixty days pending enquiry.
During the period of suspension the employee concerned will

not be required to give his attendance or attend the workplace.
During the period of suspension, the suspended employee will

not be entitled to his regular pay and allowances. He will
however, get a subsistence allowance.
Suspension pending enquiry is not a punishment.
This policy is basically applicable for the non-management

staff. However, this policy may be enforced wholly or partly to
the management staff as well solely at the discretion of the
management.
43.2 1. The order of suspension will be in writing signed by the

Procedures: Manager who issued the charge-sheet which can be
incorporated in the charge-sheet or a subsequent order
depending on the gravity of the offence and the
circumstances. The order of suspension will take
immediate effect on delivery to the employee.
2. Consent of the Head of HR is necessary before taking

such action.
3. Suspension pending enquiry can be maximum up to 60

days and for any period beyond that will entitle the
suspended employee to his normal pay.
4. Every effort should be made to complete the enquiry and

communicate the decision to the suspended employee
within 60 days and this time limit should be strictly adhered

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to.
5. However, if for absolutely unavoidable circumstances

enquiry is not completed or decision cannot be taken within
60 days, the concerned employee may still be asked to
remain away and not to enter the workplace. But for the
extended period the employee will be entitled to his normal
pay.
6. If in the enquiry, the employee is found NOT GUILTY, the

Suspension order should be withdrawn and he shall be
deemed to have been on duty during the period of
suspension and shall be entitled to the normal pay as he
would have received if he had not been suspended. While
calculating his normal pay, the amount paid as subsistence
allowance should be deducted.
43.3 1. An employee may be suspended as a measure of

Suspension as punishment having committed an offence and found guilty
punishment: following the procedure as specified in Employee
Discipline Policy.
2. Such period of suspension shall be without wages and

subsistence allowance and for a period not exceeding
seven days
43.4 Subsistence Allowance consist of 50% of the

Subsistence followings:
Allowance:
a) Basic pay
b) All other allowances

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Policy No. D 44
Safety
Effective Date:
Revision Date:
44.1 The Viyellatex Group is committed to managing a safe, secure and

Policy healthy working environment. Safety of the employees, customers,
Statement: suppliers and local communities, and the protection of the physical
environment in which Viyellatex operates are of prime importance.
44.2 Safety Policy Objectives:

Objectives:
 To prevent injuries to Company employees
 To avoid health hazard to employees
 To protect Company property from damage
 To provide for safety to public in connection with
Company’s operations and when using Company facilities
and products.
 To make every attempt to reduce the possibility of
accident occurrence
 To develop employee consciousness and attitude for safe
working.
44.3 - Employees to know that their well-being is vital to our

Process to be operations.
followed to - Keep safety above all-even production
achieve the - Visible commitment of top management
objectives: - Make Safety Policy known to all employees
- Close involvement and commitment of Managers to
safety.
- Involve all employees in safe working and accident
prevention program.
- Ensure safe working rules and practices
- Hold all line managers and supervisors responsible for
accidents in their section
- Safety audits by Head Office
- Make accident reporting mandatory
- Investigate all accidents and take corrective action
expeditiously
- Improve employee knowledge and enthusiasm for safe
working.

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.. Improve employee knowledge on factory
operations and maintenance.
.. Safety training programs to be followed regularly
.. Circulate information on occurrence of major
accidents elsewhere
.. Safety committee, meetings and seminars to be
held regularly
.. Good performance on safety to be recognised
and rewarded
.. Display safety posters, sign boards and banners
conspicuously
.. Encourage employees to make suggestions for
safety improvements.
- Management commits itself to provide safe working
conditions :
.. Provide fire fighting and first-aid equipment as
required
.. Provide protective equipment, instruments and
tools for safe working
.. Remove and remedy potential accident causes
expeditiously
.. Safety should not be compromised for fear of
expenditure.
- Train customers and users in safety :
.. Circulate relevant safe working rules to
customers
.. Sales force talk to customers regularly on safety
.. Hold seminars for customer on safety.
44.4 SAFETY ACTIONS

Procedures:
1. A Safety Programme in line with the Safety Policy will
help to control the likelihood of accidents, to be
followed by all units as published by HR Department
from time to time.
2. Safe working Rules

Safe Working Rules are developed and circulated to
employees. These rules prescribe the minimum
standards to be adopted for day to day work in factorys,
installations, workshops and offices. The
implementation of these rules to be monitored.
3. Safety Committees
Safety Committees have been set up in every unit and

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Head Office of the Company. These Committees are
required to meet each month to discuss performance of
safety in the units. Minutes of these Safety Committees
are sent to Head Office, HR Department. There is also
a high powered Corporate Safety Committee set up in
the Head Office to periodically review the Company’s
safety performance and adopt necessary corrective
measures.
4. Permit to Work System

Any maintenance/modification work carried out by
maintenance staff or outside contractors in safety
zones has to be supported by a formal permit to work
by the Support Services Department.
5. Safety Audits
Safety audit is carried out by Compliance Department.
6. Accident Reporting
Monthly reports in the prescribed form are to be sent by
units to Head Office for monitoring the location wise
accidents, their nature and man-days lost because of
sickness/injuries resulting from these accidents and
also for corrective measure.
Besides, report on accidents resulting in absence for 48

hours or more should be sent to the Chief Inspector of
Factories and other Govt. Agencies as per the Labour
Laws.
Transport accidents involving Company vehicles

whether it causes personal injury or not should be
reported to Head Office.
All serious and fatal accidents should be immediately

communicated to Head Office, on telephone which
should be followed by detailed report with results of
investigation in the prescribed format.
7. Safety Training
Comprehensive training courses on safety to be
conducted regularly. Managers, engineers and
supervisors should conduct safety counseling sessions
with their subordinates regularly.

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44.5 A. DEFINITION
Incident
Reporting and 1. Damages of Factory or equipment.
Investigation
2. Product or substance causes or allegedly
causes damage to personnel, factory,
equipment, process or environment.
3. Breach of Statutory Regulations or Acts or

violation of any Safety Rules.
4. “Near misses”. These are situations where injury

or damages that could have occurred were
averted by themselves or through timely
corrective action.
B. PROCEDURE
1. All notifiable dangerous occurrences Including

near miss incidents and other incidents must be
recorded.
Every notifiable dangerous occurrence must be

notified forthwith to the concerned
Departmental/Functional Head. Notification must
be confirmed in writing within seven days on the
standard “Dangerous Occurrence Report”.
Failure to record or to notify would be treated as

neglect of duty.
2. Persons responsible for filing in these forms

must be clearly identified.
Failure to do so may deprive the Company of an

important defense in legal proceedings
No person should enter information without

authority, or any way alter, deface or destroy
these forms.
These forms must be kept in a secure place.

Apart from the obligations described above,
legal provisions oblige separate and specific
records to be kept of all such incidents in which

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an employee is seriously injured and comes
within the purview of Bangladesh Labour Act,
2006. In case of any minor or serious or fatal
accident, report in the prescribed form should be
submitted to the Chief Inspector of Factories /
Workmen’s Compensation Commissioner and
other Govt. Agencies Copies of such report
should be endorsed to HR Department.
44.6 1. Accidents During Working Hours

Compensation
All absence on account of injury on special leave
with pay and will not affect an employee’s
annual, casual or sick leave. During such leave
he will be paid his/her full salary or wages
including all allowances. Company will also bear
all medical expenses for the treatment of the
injury.
2. In case of very serious injury which attract the

provisions of workmen’s compensation under
Bangladesh Labour Act 2006, the Company will
pay also compensation as prescribed by the
ACT.
3. Accident Outside Employment
Where an employee meets with the

employment, he/she is required to report the
accident to the Manager at the first available the
following day. In the case of such accidents,
Company has no responsibility and absence if
any, for such accident will be on employees own
account and will be adjusted against his
entitlement of sick, annual and casual leave and
beyond that will be leave without pay.

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Policy No. D 45
Smoking in Workplace
Effective Date:
Revision Date:
45.1 To comply with safety regulations, health codes and to

Policy accommodate the preference of both smoking and non
Statement: smoking employees, a strict adherence to no smoking rule is
absolutely essential. A “NO SMOKING” rule throughout
Viyellatex Group’s locations is a requirement of safety rules.
45.2 Smoking means inhaling, exhaling, burning or carrying lighted

Definition: tobacco smoking equipment.
45.3 a. Prohibited Areas

Procedure:
For reasons of safety, public health or other concern,
smoking is prohibited in all designated areas at
Viyellatex’s all locations. Signs are posted to that effect.
b. Smoking Areas
1. Private, enclosed office workplaces where

occupants are smokers.
2. Employee lounges where identified by the

Company as having adequate ventilation.
c. Visitors
Visitors to any of our office areas are expected to

observe smoking and non-smoking designations.
d. Miscellaneous
All Managers and Supervisors are responsible for

reporting “No Smoking” violations and enforcing the “No
Smoking” rule. In locations where smoking is permitted,
ashtrays and fireproof containers will be provided which
must be used to discard ashes, etc.

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Policy No. D 46
Employee Relations & Counseling and Employee
Assistance
Effective Date:
Revision Date:
46.1 1. Employee Relations: With a view to preserving a positive

Policy work environment, the Company’s employee relation
Statement: policies emphasis open door practice in which employee
have the right to deal directly with their Superior and other
members of management regarding complaints or
inequitable condition of employment.
2. Counseling and Employee Assistance is a program

designed to assist in the identification and resolution of
work-related and non-work-related productivity problems
associated with employees impaired by personal concerns
including, but not limited to, health, marital, family,
financial, alcohol, drug, legal, emotional, or other personal
concerns which may adversely affect employee job
performance.
46.2 Through undertaking this program, the Company will make the
Objectives employees more productive, and do better work more
efficiently thereby:
 Improving productivity
 Decreasing time away from work
 Lowering health care related concerns
 Improving employee retention
 Reducing accidents at work
This policy largely focuses on helping individual employees as

well as strengthening Company leadership as a whole
through:
 Crisis response
 Advice on coping with company reorganization, such as
resizing
 Grief and loss support in the workplace
 Services for a drug-free workplace

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 Conflict resolution
 Disaster planning
 Team building
 Communication
46.2 1. Core Activities: The core activities will include:

Features:
a. services for individuals through identification and
resolution of job-performance issues related to an
employee’s personal concerns, and assessment,
referral, and follow-up;
b. services for managers and supervisors through
providing assistance in referring employees to the
CEA, and supervisor training;
c. services for organizations through violence
prevention/crisis management, group interventions,
and employee orientation
2. Referrals:
a. Self-referral – voluntary and confidential use of the

CEA by an employee who suspects that he or she
has an alcohol, other drug, emotional, and/or other
personal concern.
b. Formal or informal referral – referral to the CEA
by a supervisor or other management official of any
employee who has deteriorating job performance,
time, attendance and/or conduct problems, either
orally or in writing.
c. Other referral - referral to the CEA of an employee
by a welfare committee official, medical practitioner,
or through any means other than a self-referral or a
supervisory referral.
3. Follow-up:
a. Follow-up will be done through establishing one or

more contacts with a designated person in CEA to
monitor progress and/or the impact of the CEA
recommendations or referrals to CEA resources and
to determine the need for additional services.
b. Follow-up may consist of:

 telephone contact,
 in-person interviews,

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 written satisfaction and progress surveys /
questionnaires, and
 a review of job-performance and attendance
records.
c. Follow-up is a monitoring process, not a therapeutic

process such as aftercare.
46.3 The four types of core services that CEA will provide are:
Framework
1. Individual
2. Managerial/Supervisory
3. Organizational
4. Administrative
46.4 The Viyellatex Group recognizes the fact that sometimes life
Individual can get in the way of work. Everyone has days once in a while
when they don't get much work done and it can be extremely
difficult to focus on job duties every day.
Service offered by CEA Department to help the employees

deal with following personal problems as much as feasible.
 Job performance issues

 Physical and mental health
 Family, marital and elder care
 Financial and legal
 Alcohol, drugs and other addictions
 Emotional and stress
Now and then good employees have something going on at

home that gets in the way of work. The employee may be
absent more often than usual or be doing poor quality work.
CEA will try to get employees working at their peak
performance level again by helping them deal with their
issues. CEA services will help employees with these issues
by:
 Preventing troubles from starting

 Identifying problems when they begin
 Finding solutions to help solve personal problems
These services are usually confidential. CEA will provide

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employees with:
 Evaluation of the employee's situation

 Short-term counseling
 Referrals to doctors or other programs that can further
help
46.5 Services provided for managers and supervisors include:

Managerial /
Supervisory 1. Assistance in referring employees to CEA for counselling
Services 2. Guidance about how to appropriately support employees
with personal concerns that may be affecting their health
and well-being
3. Assistance with back-to-work discussions and reasonable
accommodation agreements, in consultation with concern
Department Head
4. Performance management guidance / consultation
particularly around issues related to employee conduct and
performance, as well as those related to occupational
situations and conditions that affect employee well-being,
as appropriate, in consultation with concern Department
Head.
5. Supervisor training and education
6. Management consulting and coaching
46.6 Services provided for organizations include:

Organizational
Services 1. Violence prevention and crisis management
2. Traumatic and critical incident services
3. Group interventions, support groups
4. Employee orientation
5. Educational services/programs
6. Special and auxiliary services (such as work/life, drug-free
workplace training, disability management, change
management, organizational development, etc.)
46.7 Employee Relations and Counselling and Employee

Administering Assistance programs and all the related services will be
the Program undertaken by CEA Department. CEA will have designated
person(s) to provide such services. Services in support of
program operations / program administration activities include:

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1. Adherence to policies and procedures (general policies as
well as compliance with applicable laws and regulations)
2. Evaluation and reporting
3. Staffing and professional development / other human
resources activities
4. Development of program structure / design (such as
budget, advisory committees, etc.)
5. Referral (clinical) resource development and maintenance
6. Involvement with committees / groups / teams within the
organization
46.8 Some 1. Counselling Services – Specialized services and

Important counselling interventions provided by CEA with the
Points purpose of identifying and mitigating or resolving
participants’
a. personal,
b. professional,
c. financial,
d. mental health, or
e. addiction problems or challenges
2. Satisfaction Survey – An anonymous and confidential

measurement which reflects participant satisfaction with
CEA services received.
a. An independent agency/consultant may design
its own survey instrument.
b. Such measurements should be routinely taken
by an acceptable and easily administered
means. Whenever possible, the survey
instrument should allow for easy tabulation and
review.
c. Participants satisfaction assessments may
include, but are not limited to, such items as:
 timeliness of initial contact,
 timeliness of service delivered,
 follow-through,
 effectiveness in resolving the participant’s
issues,
 confidentiality,
 accessibility, and
 Conformity with Viyellatex culture.
3. Counsellor – A specially trained individual in ER and TM

Department who operates in an occupational setting and
whose clients will be employees in general

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Policy No. D 47
Communication - General
Effective Date:
Revision Date:
47.1 The Viyellatex Group has adopted a communication policy as

Policy the effective means of getting across the purposeful ideas
Statement: and information to all the concerned people within and
outside the organization in an appropriate manner.
47.2 Following principles to be adhered to make the

Principles communication effective:
1. Use the language understood by the intended receivers.
2. In any case it should be clear, concise and easily

transferable into action.
3. Before it is transmitted clear thinking on the part of the

originator is very necessary.
4. Formal organizational communication is determined by

approved organizational chart which describes the official
lines of authority and accountability. Formal
communication has to go through a formal line of authority.
5. Ensure uniformity in dissemination of information and the

timings of this dissemination.
47.3 Internal communication is defined as the communication

Internal between individuals where both the senders and the
Communicatio recipients of the communication are employees or
n management. The internal communication may be executed
verbally, or in writing through e-mail or inscribed on papers
based on the importance and priority of the subject.
Procedures:
1. The initiating person or the person primarily responsible

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for the communication should sign on the left. The co-
signatory will sign on the right (optional).
2. Any inter-departmental communication made by an

individual should be with the prior consent of his/her
Immediate Supervisor and a copy of the communication
should be shared with the Departmental Head.
3. Written internal communications may be made through

internal memo pad or e-mail. The letter-head pad should
not be used for this purpose.
4. Communications involving or influencing any corporate

decision or policy should be in writing or through e-mail
and be preserved for future reference. Any such
communication will require prior approval of the
Departmental Head and copies must be shared with the
Chairman and the Vice Chairman.
5. Internal communication having any financial implication

should be signed by at least two persons including the
immediate supervisor or the departmental head of the
initiator. A copy of such communication should be shared
with the Head of Finance Department.
6. The concerned departmental head may formulate any

additional SOPs for the convenience of communication
within the department.
7. Any general circular prior to distribution should be

forwarded to the Chairman or the Vice Chairman for
necessary endorsement.
47.4 External communication is defined as the communication

External made by the employees or the management. The external
Communicatio communication may be executed verbally, or in writing
n through e-mail or inscribed on papers based on the
importance and priority of the subject.
Procedures:
1. Written external communications may be made through

letter-head pad or e-mail. The internal memo pad should
not be used for this purpose. In case of e-mails, a hard
copy should also be preserved for record.

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2. External communications should always be signed by two

executives out of them at least one of the signatories
should be a person holding a position of a departmental
head or above.
3. Any external communication having financial implication

will require prior approval of the immediate supervisor and
should also be with the consent of Departmental Head and
shared with the Finance Department (bcc or forwarded
internally).
4. Any work order or purchase order should be signed by the

concerned departmental head and co-signed by the Head
of Finance.
5. The work orders or purchase orders exceeding a value of

Tk……………… (Taka -------------------) only should be
substantiated with an expense requisition approved by the
Chairman/Vice Chairman.
6. The initiating person or the person primarily responsible

for the communication should sign on the left. The co-
signatory will sign on the right.
7. The final draft of any report or letter or information

forwarded-
a. to the government offices, or

b. to the media
Prior to distribution should be forwarded to the Executive

Secretary to the Chairman/Vice Chairman to bring it to
attention to ensure necessary modification / endorsement.
47.5 The above guidelines will fall optional for the following
Exemptions communication:
1. Merchandising information disseminated to the existing

Company buyers as a matter of regular communication /
queries.
2. Correspondences with local vendors / acquaintance on

technical matters related to information technology.

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3. Correspondences with local vendors / acquaintance on
non-commercial technical matters related to manufacturing
technology.
4. Communications made by the Chairman/Vice Chairman.
47.6 1. A Staff shall not, either during his/her employment

Confidentiality or after cessation of employment for whatsoever
of Information reason, divulge or communicate to any person or
or Documents persons except to those of Officials of the
Company who are entitled to know the same, or
himself make use of any of the Company’s secrets
or any other information, which he may receive or
obtain in relation to the Company’s affairs or to the
working of any process or invention which is carried
on or used by the Company or information of any
incident or any other matter which may come to
his/her knowledge in the course of or by reason of
his employment with the Company. Breach of this
condition during employment will be considered as
misconduct.
1. A Staff shall not be interested or otherwise

concerned directly or indirectly, in the trade, or use
of any of the Company information for personal
gains. If any interest exists, it has to be declared to
the Chairman / Vice Chairman and a written
consent obtained. Failure to do so will be
considered as misconduct.

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Policy No. D 47/A
E-mail Policy
Effective Date:
Revision Date:
47A.1 This policy must be complied with by all the employees and
Policy contractors those are provided with access to certain internet
Statement: and intra-net services of the Company, including but not
limited to internet access, e-mail, local area network, stand
alone computer terminals and laptops.
The Company offers certain computers and internet services

as a tool for employees to utilize in connection with their job
related functions. It is the philosophy of the Company that
these services can be used to enhance the productivity of our
employees and further the efficient accomplishment of tasks
that benefit the business and the prospects of the Company
47A.2 Company e-mail addresses:

Employee e- All employees with a bona fide need will be issued with an e-
mail mail address for use only in connection with bona fide
business on behalf of the Company.
No Privacy in Company e-mail

The Company respects the privacy rights of its employees. At
the same time Company e-mail usage is given only for
Company use and in furtherance of Company activities and
not for the private or personal use of employee. Employee’s
privacy is not extended to employees of related functions,
which are the only functions for which e-mail may be used. As
such, employees should not have an expectation of privacy
with respect to use of the Company provided e-mail address.
Employee e-mail passwords

Each employee who is issued an e-mail account shall be
issued a password with which to gain access to such account.
The password shall be logged and retained by the authorized
person of the IT Department. Employees are put on notice that
password does not secure privacy of such e-mail account or
mean that the contents of e-mail files are private or personal to
employee. All passwords shall be the property of the

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Company. Employees are not authorized to make any
changes to such passwords without obtaining approval and
issuance of a new pass word from the authorized person of
the IT Department.
Company management right to review e-mail information

Employees are provided with e-mail addresses only for
Company matters. The e-mail accounts and all information
transmitted through these accounts are the property of the
Company and not of the employee and shall be considered to
be Company records. The contents of the Company e-mail
account will be available at all times to access by Company
management. Employees should have no expectation that any
information contained in e-mail that they send and receive are
confidential. They are not. All e-mail contents shall be
accessible by company management. The Company routinely
backs up this information, so the employees’ e-mail will
normally be accessible to the Company from back-up files,
even if it is deleted by the employees. You should also be
aware that the contents of e-mail transmission to or from you
may be disclosed within the Company for any purpose,
including but not limited to decision relative to employee
matters. The contents of your e-mail and other information on
the Company systems are periodic unannounced inspections.
Password and Encryption Keys

Only passwords that are assigned to you by the Company
authorized person of the IT Department may be used. If you
wish to change your password, you must first notify the
authority. You are not authorized to make any changes in your
password. Any requested changes are to be accomplished by
the Company authorized person of the IT Department. You are
not authorized to use any encryption keys unless you first
notify the Company authorized person of the IT Department.
You shall also provide the Company authorized person of the
IT Department with the means of access to such encrypted
transmissions. The company recognizes that in certain cases
encryption of e-mail transmissions are in the best interest of
the Company and the protection of Company’s information. As
such, employees are encouraged to be sensitive to the
necessity of encryption in some instances and are encouraged
to utilize encryption subject to the necessity of receiving prior
approval and providing necessary information to the Company
authorized person of the IT Department. Employees are
prohibited from using password and encryption devices of
another employee or of the Company. In the event that a

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password or encryption device comes into the knowledge of
an employee, the employee shall immediately notify the
Company authorized person of the IT Department. Employees
are prohibited from using e-mail addresses of other
employees.
Personal e-mail
The e-mail account that you are assigned to be used only for
the Company business and to assist you in the performance of
your employment related activities. You are prohibited from
using e-mail accounts for personal reasons. You should only
give out your e-mail address for business purposes. You
should not give out e-mail addresses to individuals who have
no business purpose. The company has the unrestricted right
to access and disclose as all messages transmitted to and
from its e-mail system regardless of whether the content is
business related or personal in nature. This means that your
personal messages will be accessible by Company
management at all times and without any notice to you. You
should not transmit any messages over the Company e-mail
that you would not want to have disclosed to a third party.
Company e-mail should not contain personal information about
yourself or other parties whether they are the employees of the
Company or not.
Occasional Unsolicited Personal E-mail

Occasional unsolicited personal e-mails may be unavoidable
and will not be a violation of this policy. However, these
occasional unsolicited e-mails will be treated in the same way
as business related e-mails by the Company and you will not
have any expectation of privacy in them. We recommend that
you respond to the unsolicited personal e-mails received at
your Company e-mail address stating that you are not
permitted to receive personal e-mails on your Company e-mail
address, that there is no expectation of privacy when the e-
mail address is used, and referring the sender to your own
private personal e-mail address, if you have one, for further
transmissions.
Professional Tone
Employees should use the same level of care and
draftsmanship in e-mail transmissions as they do with the
respect to business letters. E-mails should be personally
written with professional tone, correct business form and style
should be used.

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Prohibited E-mail Content
You are not permitted to transmit any e-mail over the
Company systems that contain an illegal, defamatory,
insulting, vulgar, disruptive, offensive, derogatory, harmful of
immoral content. Prohibited transmissions include, but are not
limited to sexually-explicit or sexually oriented materials,
cartoons or illustrations, jokes, romantic oriented materials,
anything that could be deemed to be sexually harassing, any
sexual innuendos or references, propositions of love, whether
wanted or un-wanted, ethnic or racially oriented references or
slurs, or any other materials that could be considered by the
recipients to constitute sexual harassment or harassing or
disparaging based upon sex, sexual orientation, race,
ethnicity, national origin, or religious or political belief or
practices.
Violation of Policies
Violation of these policies may subject to the employee to
discipline under the Company’s employment policies, including
but not limited to termination of employment.
47A.3 Concern employee shall be provided with a Company e-mail

Requirement account to be used only in connection with job related tasks.
of Written Only those employees with bona-fide need will be permitted
Approval other type of access to the internet using Company facilities.
Internet access using the Company facilities is only permitted
for employees who first receive written approval from the
management (and of the IT Department). Approval shall only
be given for the scope of access that is reasonably necessary
to meet the employee’s job functions. Access beyond the
scope of access that is approved shall require separate
approval. The IT Department shall be responsible for
maintaining a register of Company employees who have
access to the internet using Company facilities. IT Department
shall also be responsible for maintaining a register of e-mail
addresses and passwords for all company employees using the
e-mail facilities.
47A.4 As stated above, internet access will only be permitted to

Procedure for employees who first receive written approval. Access is
Obtaining permitted only within the scope of the approval that is given.
Internet The employees must demonstrate a bona-fide job related
Access need for the internet access.
Approval

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The following are the procedures for obtaining approval
internet access using Company’s facilities:
1. The employee must first be certified by the IT Department

as meeting the minimum requirements established by the
IT Department relative to knowledge and skills of the
internet and internet browser software.
2. The IT Department shall inspect the employee’s computer

system and environment and certify that minimum
hardware, software and network access requirements are
met and security present.
3. The employees shall submit a request for internet access

on the forms that can be obtained from the IT Department.
The request form shall include a description of the bona-
fide reason why internet access is necessary to fulfill the
employee’s job functions as well as the scope of access
that is being requested.
4. The completed and executed request form must be

submitted to IT Department.
5. The authorized person in IT Department shall review the

request and consult with the supervisor(s) of the employee
and Company management where necessary. Following
review, the IT Department’s authorized person shall notify
the employee whether the request granted or denied. IT
Department may modify the scope of access that is being
granted.
47A.5 1. Any access to the internet which is approved as aforesaid

Restrictions shall be subject to the following policies and conditions
on Use whether or not they are referenced in any approval for
access. Internet access through the Company systems is a
privilege and not a right of any employee. Approval granted
shall be deemed to impose certain responsibilities on the
employees.
2. No access shall be for personal reasons or personal

browsing. Access shall only be permitted within the
parameters for which approval was granted. Access is only
permitted for bona fide business purposes and for
furthering the interests of the Company.

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3. Only properly licensed software and browsers that are
placed on the Company computer terminal by the IT
Department may be used to gain access to the internet.
4. No software, executable files, databases or other ‘live’

technology may be received through e-mail, down loaded
from the internet, installed from external discs, or otherwise
placed on the Company’s computer system without prior
permission from the IT Department. Prior to any approval,
the authorized person from IT Department shall assure that
the information is appropriately licensed for use installed on
Company machines and is free from viruses.
5. The Company shall have the right to monitor and inspect

the computer systems (hard drives and external devices),
history files, log files and other aspects of the Company
computers and software for any reason at its discretion.
Employees have no right of privacy as to any item or
communication using property of the Company.
6. Company property shall not be used for personal browsing,

including but not limited to accessing any sexually explicit
or sexually oriented materials.
7. All of the policies set forth above with respect to use of e-

mail shall apply equally to use of general internet access,
including but not limited to web based e-mail application,
chat room participation, usenet and newsgroup access and
all other internet related use and access.
8. Any violation of these policies may lead to disciplinary

actions, including potential termination.
9. All employment policies of the Company shall apply equally

to employee use of internet and computer technology.
47A.6 1. Each employee using internet technology shall do with

Security of sensitivity to the need to protect confidential and
Information proprietary information of the Company. You must always
assume with regard to each transmission of data, that the
internet does not provide adequate measures to protect the
security and confidentiality of items that you may transmit.
You should also assume that you have no control over
dissemination of information once it is received by the

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internet recipient. Each employee must take all steps
necessary to protect the confidential, proprietary, and trade
secret information of the Company. Employees are NOT
authorized to transmit any such information over the
internet without the advanced consent of the Company
authority. This prohibition is applicable regardless of the
use of any encryption technology.
2. In the event that an employee finds it necessary to transmit

any confidential, proprietary or trade secret information
over the internet for compelling business reason, the
employee shall first inform the management authority and
transmit such information only under the supervision of the
authority. If the information cannot be transmitted with
adequate assurance of protection and security, other
available methods of transmission should be used.

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Policy No. D 48
Suggestions / Ideas
Effective Date:
Revision Date:
48.1 To encourage employees to be innovative in their jobs, and to

Policy benefit both the Company and the individual employee, the
Statement: Company encourages employees to give their suggestions on
operations. Employees’ suggestions/ideas to improve any
working area of the Company may include ideas for quality
improvement, cost control, methods, productivity,
manufacturing/production, sales, safety, etc.
48.2 Wage and salary/employee benefits are outside the scope of

Limitation: this policy.
48.3 Employee who in the course of working with a particular job,

Procedure: determines a better method of doing the same job, which to
his/her mind will bring in substantial improvement in working,
may put forward the suggestion at his/her discretion.
Following are some of the criteria that may be used to

determine the usefulness of the suggestion :
 Is the suggestion original;
 Is the description furnished by the employee sufficient

to enable the Company to evaluate and test the
expected outcome;
 Will implementation of the ideas or approach results
overall saving or efficiency increase to the Company.
Employee interested in putting up a suggestion or idea may do

so in writing and forward it to Department Manager with a
copy to Chairman.
Upon receipt of any such suggestion it should be evaluated for

merits and demerits.

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If additional information is needed or if the idea is not meriting
further consideration it will be notified to the individual by the
respective Manager.
If the suggestion has merit, it will be discussed with the

respective EMC Members and then put to the Chairman for
final approval.
If the suggestion or idea is accepted for implementation, the

employee will be duly notified by a letter of commendation /
thanks / appreciation / cash reward.
The accepted suggestion will be implemented by the

concerned department after receiving necessary instruction
from the respective EMC Member.

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Policy No. D 49
Participation Committee
Effective Date:
Revision Date:
49.1 As provided in the Section 205 of Bangladesh Labour Act

Policy Statement: 2006 that where 50 or more workmen are employed a
Participation Committee consisting of equal representation
of Management and employees needs to be constituted,
the Viyellatex Group will have a Participation Committee.
49.2 1. The Participation Committee shall be formed with

Formation: representatives of the management and workers
2. The number of the representatives of the workers shall

not be less than the number of representatives of the
management.
48.3 The primary aim of the Committee is to inculcate and

Function: develop a sense of belonging and employees commitment
and in particular.
1. to promote mutual trust, understanding and cooperation

between the employer and employee.
2. to ensure application of Labour Laws.
3. to foster sense of discipline, safety and improve

working condition.
4. to encourage vocational training, education and family

welfare training.
5. to adopt measures for improvement of welfare services

for the workers
6. to fulfill production target, reduce production cost and

wastes and raise quality of products.
49.4 The Committee should meet at least once in every 2

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Meetings months and a copy of the minutes should be sent to the
Director of Labour within seven days of the meeting.
49.5 1. The management shall take necessary measures to

Recommendation implement the specific recommendations of the
s participation committee
2. If for any reason, the management finds it difficult to

implement the recommendations shall inform the
committee about it and make all out efforts to
implement the same as early as possible.
3. It should be noted that this Committee is quite separate

and independent of any CBA.

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Policy No. D 50
Grievance Procedure
Effective Date:
Revision Date:
50.1 The existence of an effective Grievance Procedure and the

Policy very fact that employees have a right to be heard and are
Statement: actually heard helps to improve morale and reduces the
likelihood of arbitrary action by Superiors. Therefore it is very
essential to have a clearly defined grievance procedure in the
Company.
50.2 A grievance is any discontent or sense of injustice felt by an

Definition: employee in connection with his employment in an
organisation. It is a dissatisfaction which an employee feels
when he/she believes, rightly or wrongly that he/she has not
been treated fairly concerning his/her seniority, hours of work,
leaves and holidays eligibility and other related terms or
conditions of employment or when he/she believes a mistake
has been made in the administration of a rule, plan or a
Company Policy.
Regardless of the issue and/or individuals involved no one will

suffer retaliation for making use of this system.
50.3 If any employee has a question about interpretation or

Function: application of the Company’s policy, or is in disagreement with
a fellow worker or supervisor or feels that he/she has been
treated unfairly, or some problems have not been resolved to
his/her satisfaction, he/she may use the following procedure
for solution of such problems without fear of discrimination.
Failure to comply with the procedure listed below shall

constitute a waiver of the grievance.
1. The employee should bring the situation to the attention

of his immediate superior, explaining the nature of his
problem and his suggested solution, if he has one. If it
is a group problem, one or more of the group should
talk to the immediate superior about the problem.

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The Superior may give the employee, or group, his
reply immediately or may postpone his answer to study
the situation and/or obtain more information. Answer
must be given to the employee or group within a
reasonable time.
2. If the reply the Superior gives to the employee does not

clear up the situation, he may talk to the Department
Head/Manager.
If the answer to the employee or employee or group

given by the Department Manager did not clear up the
situation, the employee group may take up the matter in
writing with the concern COO/Head of HR as the case
may be.
3. The concern COO / Head of HR will determine if the

employee has already talked to the Department
Head/Manager, and he will then :
 Talk with the employee or group to get further

clarification of the problem.
 Talk with the Superior and Department Head/

Manager as the case may be to get further
clarification of the problem.
 If necessary, schedule a meeting between the

employee or group and the Department Head
/Manager. Both the employee and Department
Head /Manager may have additional representatives
at this meeting. All proceedings of such meeting will
be recorded and will provide all concerned with
copies of the minutes of the meeting.
After careful consideration of all facts, within

reasonable time COO/Head of HR will give a final
decision in writing to the employee or the groups and
such decision must be regarded as final and binding by
all concerned.
50.4 Under Section 33 of The Bangladesh Labour Act 2006 any

Statutory individual employee who has a grievance in respect of any
Provisions matter covered under the Act and intends to seek redress
thereof, must submit to the Management in writing and by

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registered post within thirty days of the occurrence of the
cause of such grievance.
The Management shall ask the employee in writing to appear

before him on a fixed date and give the employee concerned a
personal hearing, investigate into the matter and communicate
its decision within fifteen days of receipt of the grievance
petition.
If the decision is not satisfactory the employee may lodge a

complaint to the Labour Court within thirty days after receiving
the decision from Management.
NOTE : It is advisable to keep a record of the personal hearing

by recording his statement and obtaining his signature.
50.5 At any level of the grievance process, Company

Guidelines for representatives should follow these principles :
Grievance
Hearing 1. Listen, Don’t brush off the complaint until you have
heard it fully. Don’t interrupt the employee’s
explanation. If you must ask questions, do so without
becoming argumentative.
2. Make sure you understand the complaint. Observe the

time limits for making a reply, but before you answer
the complaint make sure you understand the facts of
the situation, and the rules and policies that apply.
3. Check out all available records, including records of

attendance, overtime, etc.
4. Check on the proper interpretations of any policies or

contract provision. When in doubt, consult the Head of
HR.
5. In preparing an answer, make sure it is based on all the

facts and is consistent with all the policies and other
requirements involved. Beware of personal
interpretations that might cause problems when applied
to other locations of the Company. Consult the Head of
HR for advice.
6. If neither the employee nor the Company is clearly at

fault, give the benefit of the doubt to the employee.

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Policy No. D 52
Employee Separation - General
Effective Date:
Revision Date:
52.1 Cessation of employment can take place for various reasons.

Policy This is therefore intended to assist in the timely and accurate
Statement: handling of the process of removing employees from the
Company Pay Roll which is consistent with positive employee
relations practices.
52.2 The categories of separation and their definitions are :

Categories of
Separation: 1. RESIGNATION
a. Voluntary separation on the request of the employee.

b. Resignation with or without notice.
2. TERMINATION
The Company terminates the employment without

assigning any reason but by giving either:
a. 2 months advance notice or pay in lieu thereof for

management staff and
b. 120 days’ advance notice or pay in lieu thereof for
non-management staff.
3. DISCHARGE
Termination of services of employee by the Company for

reasons of physical or mental incapacity or continued ill
health of the employee or such other similar reasons not
amounting to misconduct.
4. DISMISSAL
Termination/Separation in which the employee is removed

from the payroll on grounds of misconduct.
5. DECEASED

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The death of an employee while in active employment.
6. RETIREMENT
Automatic separation / termination of employment on

attaining the age as below and qualified for benefits under
the Company’s retirement Scheme:
a. 60 years for management staff

b. 57 years for non-management staff
7. REDUNDANCY
Reduction in manpower due to changing business needs

or when work no longer available.
52.3 In all types of separation stated as above

Note
a. the appropriate provisions of the labour laws (as
specified in all the relevant policies) to be followed in
case of non-management staff and
b. service conditions (as specified in all the relevant
policies) to be followed in case management staff.
The attached form of receipt to be used for payment following

cessation of employment which should be in full and final
settlement of all claims.

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Policy 52
Annexure 01
VIYELLATEX GROUP
Received from Viyellatex Group the sum of Tk: (here state the full amount due)
in full and final settlement of my claim against the Company and the amount
due to me from the Company.
I further confirm that I have nothing outstanding with the Company
Date Signature
Note : Revenue Stamps required.

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Policy No. D 53
Resignation
Effective Date:
Revision Date:
53.1 It is the policy of the Company to make a reasonable effort to

Policy retain good employees who appear to be resigning due to
Statement: reasons which might be corrected.
When an employee announces his/her intention to resign,

immediate steps should be taken to determine the real cause,
and where possible and desirable, correct the situation in
order to retain the employees.
53.2 1. Permanent employee who wishes to resign must give two

Administration months’ advance notice as stated in the letter of
: appointment.
2. If a permanent employee resigns without giving notice, the

Company may claim two months’ pay from the employee
in lieu of notice.
3. An employee’s resignation must be made and accepted in

writing. The Company should always ascertain the reason
for resignation.
4. When an employee serves advance notice, immediate

removal from duties may occasionally be desirable to
minimize the adverse effect on other employees or to allow
the separated employee to seek new employment.
5. In case of management staff, prior approval of the Head of

HR in consultation with the Chairman must be secured by
the authority accepting the resignation.
53.3 1. Gratuity as per rules (Gratuity Policy)

Eligibility /
Payments 2. Provident Fund own as well as Company contribution with
interest if completed 5 years of continuous service, if not,
only own contribution & interest thereon (PF Policy).

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NOTE: A deserter, whose resignation has not been
formally accepted, will not be entitled to Company’s
contribution.
3. Encashment of leave (Leave Policy)
4. Bonus on pro-rata basis.
53.4 1. Loan or advance if any.

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2. Two months’ basic in the case of resignation without prior
notice.

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Policy No. D 54
Termination
Effective Date:
Revision Date:
54.1 It is the policy of the Company to make reasonable effort to

Policy retain good employees. Personnel turnover is expensive for a
Statement: number of obvious reasons. Before termination all facts must
be carefully reviewed.
It is sometimes possible that an employee, because of special

circumstances, is not performing satisfactorily in the
Company. Consequently, it is sometimes possible to arrange
for a transfer where his/her output may improve and thus
prove mutually beneficial to both employee and the Company.
54.2 1. The services of a permanent employee may be terminated

Administration without assigning any reason but by giving him/her:
:
a. in case of management staff, two months’ notice
in writing (attached) or two months’ salary in lieu
thereof
b. in case of non-management staff, 120 days’
notice in writing (attached) or 120 days’ salary in
lieu thereof. Strict observance of the Bangladesh
Labour Act 2006 is necessary.
2. This should normally be done in the case of unwanted

employee.
3. In case of management staff Head of HR’s consent and

the approval of the Chairman is necessary before such
action is taken.
4. The notice period need not be calendar months. Notice

may be given at any time during the month.
5. The service of an employee on probation may be

terminated without notice as stated in the letter of
appointment.
6. A non-management permanent employee cannot be

dismissed for misconduct by merely giving 120 days’

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notice. If there is an implication of misconduct the
employee must be given a charge sheet and subsequent
procedure followed (refer to policy on Standards of
Conduct and Employee Discipline).
54.3 1. Either 2 months or 120 days’ notice (as the case may be)
Eligibility / or pay in lieu thereof.
Payments
2. Only in case of non-management, compensation at the
rate of 30 days last drawn basic pay for every completed
year of service or any part thereof in excess of six months.
3. Provident Fund own as well as Company contribution with

interest provided he/she has completed 5 years of
continuous service. If not then only own contribution and
interest thereon. (PF Rules).
4. Encashment of unutilized leave (Basic only)
5. Bonus on pro-rata basis calculated up to the date of

termination. (Festival & any other scheme in existence)
6. Gratuity as per rules (Policy on Gratuity)
7. A Certificate of Service is given to the employee.
54.4 1. Loan or advance, if any,

Deductions

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Policy 54
(Annexure 1)
LETTER OF TERMINATION
(Without Notice)
Name :
Empl No. :
Location :
Termination of Employment
Your employment with the Company is hereby terminated with immediate effect. You
will be paid the usual termination benefits as per law.
You are accordingly advised to handover all Company documents, papers and other
articles including the Identity Card that are in your possession to ...........................
immediately.
Please collect all your dues from Finance/Accounts during the working hours (preferably
the same day) or on any other subsequent working day.
___________
HR/Authorized Manager
Copy to : Head of Finance

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Policy 54
(Annexure)
LETTER OF TERMINATION
(with notice)
Name :
Empl No. :
(Location) :
Termination of Employment
You are given 2 months / 120 days (4 months) prior notice for termination of your
employment with the Company. This notice is from immediate effect and your
employment will automatically stand terminated effective from ............................ . You
will be paid the usual termination benefits as per terms and conditions of service / law.
You are accordingly advised to handover all Company papers, document and other
articles including the Identity Card that are in your possession to .............. on ..............
Please collect all your dues from Finance/Accounts during the working hours
on ................. (employee’s last working day) or on any other subsequent working day.
___________
HR/Authorized Manager
Copy to : Head of Finance

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Policy No. D 55
Dismissal
Effective Date:
Revision Date:
55.1 Dismissal is a severe act of punishment and before such

Policy action is taken, strict observance of rules and disciplinary
Statement: procedure as laid down under Policy on Discipline as well as
Labour Act 2006 (for non-management staff) is necessary.
The action is taken where the employee has committed
misconduct (see Policy on Misconduct and Employee
Discipline).
Dismissal letter (attached) is issued only after proven

misconduct and signed by the authorized Manager from HR
Department as the case may be.
55.2 1. Provident Fund own contribution and interest thereon.

Eligibility of (Policy on PF and PF Rules).
Payments:
2. Only in case of non-management staff, compensation at
the rate of 14 days basic pay for every completed year of
service or gratuity whichever is higher.
3. EX-GRATIA
Difference between gratuity and compensation as in

Clause 55.2.2.
NOTE :
a) Ex-gratia Payable only if compensation as in

clause 55.2.2 is less than gratuity calculation
had he not been dismissed.
b) In the payment sheet only the total amount to be

mentioned and not the basis of calculation.
4. Encashment of un-availed leave (Basic pay).
55.3 1. Loan or advance, if any,

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Deductions

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Policy 55
(Annexure 1)
Our ref :
Date :
Name :
Empl No. :
Address :
Dear Sir,
Dismissal
Reference to the show-cause letter..................... of..................... for misconduct against

you and the inquiry held in that connection, we wish to inform you that the Inquiry
Officer has submitted his inquiry report. It is evident from the inquiry proceedings and
the inquiry report that you were given all opportunities to defend your case by producing
witness in your favour and also by cross examining the witnesses produced against you.
On a careful perusal of the inquiry proceedings, the report thereon as well as other
connected papers and evidence, we find you guilty of the said charge of misconduct and
the punishment warranted therefor is that of dismissal.
Your past service records have also been looked into and there being no extenuating
circumstances in your favour, you are hereby dismissed from service with immediate
effect.
You are advised to collect your outstanding legal dues, if any, in full and final settlement
of all your claims against the Company from the Finance/Accounts Department on any
day during working hours after surrendering your Identity Card and other property of the
Company, if any, that are presently in your possession to .........................
Yours faithfully,
(..............................................)

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Policy No. D 56
Discharge
Effective Date:
Revision Date:
56.1 An employee may be discharged from service for reasons of

Policy physical or mental incapacity or continued ill health. To
Statement: discharge an employee on such ground his past medical
records and registered medical practitioner’s certificate should
be used as supporting evidence.
56.2 The discharge order is to be signed by the Head of HR in case

Administration of management staff.
:
For non-management staff, consent of Head of HR is
necessary before such action is taken by the BU HR Manager.
56.3 1. If an employee who has not completed one year of

Benefits / continuous service will not be entitled for any benefits.
Eligibility:
2. In case of non-management staff, either compensation at
the rate of 30 days last drawn basic salary for every
completed year of service or for any part thereof in excess
of six months or GRATUITY (Policy on Gratuity) whichever
is higher.
3. Provident Fund own as well as Company’s contribution

with interest provided he has completed 5 years of
continuous service. If not then only own contribution and
interest thereon. (Policy on PF).
4. Encashment of unutilized leave (Basic)
5. Bonus (Festival and Annual) on pro-rata basis calculated

up to the date of his discharge.
6. A certificate of Service is given to the employee.

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56.4 Outstanding Loan/Advance, if any
Deductions:

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Policy No. D 57
Deceased Employees
Effective Date:
Revision Date:
57.1 As a good employer The Viyellatex Group would like to ensure

Policy that the family members of any employee who embraces
Statement: death during the service with the Company receive all the
benefits that the deceased employee is entitled to get from the
Company.
57.2 If an employee dies while in the service after a continuous

Eligibility: service of not less than three years his or her nominee or in
the absence of any nominee, his or her dependant shall
receive death benefits.
57.3 Following are the benefits:

Death Benefits
1. Compensation at the rate of 30 days’ wages for every
year of service or gratuity whichever is higher.
2. Any other compensation payable under Chapter XII of

the Bangladesh Labour Laws 2006
3. Enhanced rate of gratuity as per the Gratuity Policy.
4. Provident Fund as per the entitlement (PF Policy and

PF Rules)
5. Compensation payable under the Group Term

Insurance Policy.
6. Encashment of un-availed leave, if any
7. Any ex-gratia solely at the discretion of the

management.

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Policy No. D 58
Retirement
Effective Date:
Revision Date:
58.1 An employee retires from the Company’s service on the day

Policy after attaining:
Statement:
1. 60 years in case of management staff, or
2. 57 years in case of non-management staff
58.2 An employee who is due for retirement will be notified in

Administration writing by the HR Department at least six months before the
: date of his retirement.
Failure to notify as above will not however, delay his/her

retirement.
58.3 Effort should be made to settle all his/her payments on his last
Benefits / working day.
Eligibility:
1. Provident fund as per rule (Policy on PF)
2. Gratuity as per rules (Policy on Gratuity).
3. Encashment of Leave (Basic)
4. Employment Certificate
5. Retirement Gift, if any
58.4 Outstanding Loan/Advance, if any

Deductions:

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Policy No. D 59
Redundancy
Effective Date:
Revision Date:
59.1 Due to business exigencies and changing needs, reduction in

Policy manpower may become necessity due to which work may no
Statement: longer be available to certain categories of employees.
59.2 Decision for mass scale reduction in manpower is generally

Decision: taken at the top level of the management and implemented by
the Head of HR under Special Scheme.
59.3 While working out the scheme, following points should be

Consideration taken into consideration:
1. Communication strategy – so that the right message for

reduction reaches the targeted employees.
2. Campaign strategy – how and when the campaign to

be launched should be determined so that the
redundant employees do not resort to any industrial
relations situation.
3. Identification of the employees – although the number

needs to be worked out, the strategy should be there to
identify the employees whose skill set will be less
important to the Company.
4. Those employees whose performance has been under

question marks (for any reason) but could not be held
for any non-performance related awards, are the
employees who should be at the top of the list.
5. The severance package should be made in a manner

to make it attractive so that people take the redundancy
scheme voluntarily. The following points to be borne in
mind:
a. Loss of earning that would have fallen due to the
employees for the remaining period of service
b. Savings of the Company from shedding the

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number against costs as would have incurred
retaining them.
c. Social impact – affect on the family members if
too much then there would be risk of facing
pressure from the community and the Govt.
d. If possible, to work out the outplacement and
counseling sessions for the separating
employees creating positive impact on other
employees.
6. Payment of severance benefits should be made in time

along with the normal termination benefits as per the
Bangladesh Labour Laws and other Policies of the
Company which otherwise would have fallen due for
leaving the Company.
59.4 As per the redundancy scheme that would be worked out.

Eligibility of
the Payment

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Policy No. D 60
Exit Interview
Effective Date:
Revision Date:
60.1 With a view to establishing a real reason of employee

Policy separation and to get their feelings, all separating employees
Statement: will receive exit interviews. These interviews will be held
immediately upon notification by the employee of his/her plan
to resign or the employment is otherwise terminated.
Exit interview will be conducted by Head of HR or his

nominated person.
60.2 The objectives of the exit interview are :

Objectives:
1. To determine the real reason why the employee is
leaving in case of resignations.
2. To discover any grievances the employee may have

regarding department conditions so that corrective
action can be taken.
3. To discover any misunderstandings the employee may

have had regarding his/her job, or the Management so
that corrective action can be taken.
4. To explain to the employee the reason for discharge, or

termination.
Termination/Discharge, if not properly handled, can be

the cause of considerable hard feeling towards the
Company on the part of the community. Customers
acceptance which has cost years of effort and money to
create, can be undermined by a few careless
termination/discharge.
5. To retain the goodwill of the employee, his/her family

and friends towards the Company.

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60.3 1. If the reason for separation is unsatisfactory or below
Procedures: average performance it should be pointed out that he/she
has been allowed every opportunity to improve. In order to
preserve his/her self-confidence and self-respect, he/she
should be made to understand that although he/she did not
succeed on this job, it by no means follows that he/she will
not do better in a different line of work. His/her favorable
qualities should be pointed out with the suggestion that if
properly directed they may carry them on to considerable
success elsewhere. Effort should be made that upon
termination of the interview, the employee should be left
with the thought that the Company is anxious to help
him/her and that his/her discharge is to his own advantage.
2. Listen patiently. Do not argue. Thank the employee for

even severest criticism.
3. Advise employee about all matters regarding final pay,

Company benefits etc.
4. Copy of the exit interview will be sent to the existing

employee’s supervisor and EMC members.
60.4 For reasons pertaining to various personal causes, including

Resignation persuasion for a better career, employees tender resignation
Cases – from the services of the Company from time to time. At the
Management time of their departure, it would be of significant importance to
Staff: capture their both positive and negative feelings and
perception about the Company impacting employee
engagement and retention.
Following procedures will be followed:
1. Having received any resignation or indicated

intention of leaving the Company, the concern
manager or Departmental Head should notify Head
of HR immediately.
2. Head of HR having received any resignation directly

should notify the EMC and inform the concern
Departmental Head.
3. Exit interview should be held by the Head of HR or

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his nominated person before signing out from the
Company.
4. Outcome of the exit interview should be recorded in

the prescribed format.
5. Copy of the filled in exit interview form should be

sent to EMC members.
6. On receiving the copy, EMC should analyse,

discuss and finalise the action plan for probable
improvement of the environment, as deemed
necessary.
7. EMC would periodically review the progress of the

action plan so drawn.

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Policy 60
Annexure
Exit Interview Format
Name: Job Title:

Service length: Type of separation:
Date of separation: Date of exit interview:
Name of Interviewer:
1. Why are you leaving VIYELLATEX GROUP?
2. What could have made you stayed back in VIYELLATEX GROUP?
3. What are your future plans?
3a. Are you aware of the clause of your service condition that you would not be able to work with
our competition for next two years or do similar business for next two years?
4. Do you intend to keep touch with VIYELLATEX GROUP after you leave us?
5. How did you view the working environment in VIYELLATEX GROUP?

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6. Did you have enough scope and opportunity here for self development (skill and knowledge)?
7. Do you think you would be able to use your skill and experience elsewhere? What are you
taking out from VIYELLATEX GROUP?
8. What are your contributions to VIYELLATEX GROUP?
9. In your opinion what are the positive sides of VIYELLATEX GROUP (strength)?
10. In your opinion what are the areas VIYELLATEX GROUP should improve?
11. Any other comments

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Policy No. D 61
Compliance Policy
Effective Date:
Revision Date:
61.1 The Viyellatex Group is committed to compliance with

Policy Bangladesh Labor Law, 2006 and the requirements given by
Statement: the respective buyers.
61.2 To support the implementation of the Bangladesh labor law,

Entitlement the factory shall put into effect internal policies and control
mechanisms to identify any potential noncompliance at an
early stage and work towards remediation wherever required.
This internal audit or compliance system should integrate the
monitoring and implementation of compliance-related
systems. This system must be supported by an internal
compliance team, headed by the compliance Manager, officer
and integrates the work of relevant HR, QA and other areas’
staff within the factory. The Business Units also generate and
keep records which demonstrate their legal and non-legal
compliance.
The Business Units shall ensure that all their activities,

contracts or agreements, accounting, and so on are in
compliance with its internal policies which in turn are
compliant to all the relevant local, national and international
legislation and also keep the record of their activities,
contracts or agreement, accounting and others. (annexure 1-
Document Checklist)
Zero Tolerance Issues

The following issues are considered zero tolerance:
1. Non-compliance to basic government licensing
regulations
2. Confirmed case of child labor
3. Non-payment of minimum wage
4. Confirmed case of prison or bonded labor.
61.3 Employees shall receive the following benefits mandated by

General issues law.

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1. Attendance as per the policy no.3 and labor law
2. Recruitment and selection as per the policy No.6 and
labor law
3. Wages and Benefits as per the policy No.18 and labor law
4. Equal Employment Opportunities as per the policy No.8
and labor law
5. Annual Leave as per the policy No.25 and labor law
6. Sick Leave as per the policy No.26 and labor law
7. Casual Leave as per the policy No.27 and labor law
8. Maternity Leave as per the policy No.28 and labor law
9. Public Holidays as per the policy No.32 and labor law
10. Medical Benefits as per the policy No.34 and labor law
11. Bonus/Incentives as per the policy No. 18 and labor law
12. Provident Fund as per the policy no.36 and labor law
13. Group Term & Hospital Insurance as per the policy No.38
and labor law
14. Standards Of Conduct as per the policy No.40 and labor
law
15. Conflict Of Interest as per the policy No.41 and labor law
16. Employee Discipline as per the policy No.42 and labor law
17. Suspensions as per the policy No.43 and labor law
18. Safety as per the policy No.44 and labor law
19. Smoking in Work Place as per the policy No.45 and labor
law
20. Employee Counseling as per the policy No.46 and labor
law
21. Suggestions/Ideas as per the policy No.48
22. Participation Committee/Welfare Committee as per the
policy No.49 and labor law
23. Grievance Procedure as per the policy No.49 and labor
law
24. Employee Relations as per the policy No.46 and labor law
25. Employee Separation – as per the policy No.51 and labor
law
26. Resignation as per the policy No.53 and labor law
27. Termination as per the policy No.54 and labor law
28. Dismissal as per the policy No.55 and labor law
29. Discharge as per the policy No.56 and labor law
30. Deceased Employees as per the policy No.57 and labor
law
31. Retirement as per the policy No.58 and labor law
32. Redundancy as per the policy No.59 and labor law
33. Exit Interview as per the policy No.60 and labor law
34. Mandatory Registers/Documents as per labor law
35. Stoppage Of Work as per the policy No.62 and labor law
36. Lay Off as per the policy No.63 and labor law

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61.4
Overtime and Working Hours
Except in extraordinary business circumstances, employees
working Hours
shall not be required to work more than 48 hours per week
with 12 hours overtime; or a lower limit on regular and
overtime hours set by the local law. Employees shall also be
entitled to reasonable meal breaks every day and at least one
day off after six consecutive days of work.
Overtime
All overtime work shall be voluntary. Factory shall educate all
employees including managers and supervisors about the
policy. The total number of overtime hours shall not exceed
12 hours per week or the number specified by local law.
Overtime premium shall be paid in accordance with the law.
61.5 Child Labor

Social Issues: The factory shall not engage in or support the use of child
labor in any way including apprenticeship programs and
subcontractors. All workers at the factory shall have reached
the age of 18 or the minimum employable age mandated by
the labor law. The factory shall ensure that all employees’ files
contain adequate documentation proving their legal age.
Physical harassment
 None of the staff will indulge in intentional and unwelcome
physical contact, physical abuse (including and not
restricted to slapping, pushing, making workers to stay on
knees, hitting with any object), or threats of abuse to an
individual or an individual’s property.
 Engaging workers in jobs which are typically not suitable to
their physical state or characteristic (employing pregnant
women in jobs which require long hours of standing,
making workers carry loads beyond their capacity etc).
61.6 a. Cleanliness:
Environmental
The factory shall be kept clean and free from effluvia arising
Issues:
from any drain privy or other nuisance, and in particular-
(a) Accumulation of dirt and refuge shall be moved daily by
sweeping or by any other effective method from the floors
and benches of work rooms and from the staircases and
passages and disposed of in suitable manner

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(b) The floor of every work-room shall be cleaned and swept
regularly by using disinfectant where necessary or by
some other effective method
(c) Where the floor is liable to become wet in the course of
any manufacturing process to such extent as is capable of
being drained, effective means of drainage shall be
provided and maintained
(d) All walls and partitions, all ceilings and staircases shall be
painted or varnished at least once in a year.
b. Ventilation & Temperature:
Effective and suitable provision shall be made in the factory
for securing and maintaining in every workroom through –
1) Adequate ventilation by circulation of fresh air
2) Walls & roofs shall be of such material and so designed to
maintained such temperature as will secure to workers
therein reasonable conditions of comfort and prevent injury
to health
3) In case of production of high temperature from any source,
such adequate measures as are practicable, shall be taken
to protect the workers there from separating the process
which produces such temperature from the workroom by
insulating the hot parts or by other effective means.
c. Drinking Water:
 Effective arrangement shall be made in the factory to

provide and maintain at suitable point conveniently
situated for all workers employed therein, a sufficient
supply wholesome drinking water
 All such points shall be legibly marked “DRINKING
WATER” in a language understood by the majority of
the workers and no such points shall be situated within
twenty feet of any working place or toilet
d. Toilets:
In every floor-
 Sufficient number of toilets shall be provided
conveniently situated and accessible to workers at all
time
 Enclosed toilets shall be provided separately for male
and female workers
 Toilets shall be properly lighted and ventilated
 Fire alarm must be kept inside each toilet
 All toilets must be maintained in a clean and sanitary
condition at all times with suitable detergent or

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disinfectants
 Water bucket must be kept in female toilet
e. Canteen:
 The factory shall be provided with a canteen facility
with adequate space inside it.
 The canteen must be cleaned regularly with
disinfectant to maintain the hygienic condition
 The foods must be kept covered always to protect from
any kind of diseases
 Adequate sitting provision must be kept inside the
canteen
 All windows must be covered with nets to protect the
inside canteen facility from dust, mosquito, fly, and
other disease carried insects
 Air freshener must be used inside the canteen after a
regular interval
 The sitting arrangement inside the canteen should be
separated for male and female workers
 The contract food suppliers facility and quality of food
must be checked on a regular basis
 Adequate lights and ventilation system must be
ensured inside the canteen
f. Disposal of wastes and effluents:

 Day to day wastes inside the production system will be
kept in the respective cartoon or waste boxes and at
the end of each working day all of these wastes will be
dispatched outside the factory in a designated safe
place.
 Waste fabrics inside different department will be kept in
a cartoon or waste box to ensure that fabrics are not
scattered all over the floor.
 Persons involved in collecting & dispatching wastes will
ensure that no waste falls out of waste box during
handling or dispatching procedure.
 All waste fabrics will be kept in a covered boxes/bags in
the designated safe place and the storage place will
always be kept dry.
 The residuals of empty Thinner container will be
cleaned outside the factory in a designated open dry
place.
 The Thinner drum should not be cut for removing the
residuals or any other reason.
 The empty container of Thinner & other chemical
container should not be used in the factory and not be
given to workers for any other purpose.

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 The vendors/contractors of waste disposal will be made
aware about different types of wastes and their
possible effect & required recommendation.
 During the removal of wastes it will be ensured that no
nuisance is created because of the removing process
and it does not affect the workers/staff and also the
tenants in and around.
61.7 a. Tools:
Other Issues: 1. Tools mean all sort of mechanical and electrical
equipment irrespective of size, shape and capacity of
the same.
2. All tools must be held by authorized persons in the
factory who will be responsible for the maintenance/
records of this system.
3. All tools must be kept in a locked box or container at all
times. Only the authorized persons in the factory will be
allowed to keep the key of the container.
4. Without written permission through proper requisition,
none is allowed to receive, use and keep custody of
any tools
5. Records will be maintained of lost, broken and used
tools including those where all parts of the tools have
not been recovered after breaking. This is to ensure
that broken pieces do not come loose and get lost.
6. The tools box will accommodate different types of tools
for each machine’s maintenance. There will be two
containers, one for new tools and the other one for
used and broken tools.
7. New tools must be stored in the container in their
original plastic receptacle in order to avoid accidental
spillage of loose tools on to the factory floor and as well
on to the maintenance room. While, the containers for
used/ broken needles must be sealed to avoid
accidental spillage.
8. Comparing the number of new and used/ broken tools
of each type will produce an accurate record of tools in
use.
9. There should not be any tools along with machines
kept as idle.
10. Mechanics must NOT be allowed having any tools at
their custody while at rest or after working hours.
11. The supervisor or mechanic in charge of the system
MUST complete all of the required information in full of
the accountability of all tools.
12. Supervisors or mechanics should replace new tools

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with old ones whenever he notices one such
unserviceable tool. This will ensure to use correct tools
which can help reduce the possible damage to the
machine/s and users.
13. The above policies and procedures are applicable for
tag guns as well, which is accounted of storage,
handling and disposal.
14. The factory is in the process of making it a complete
needle free factory as much as feasible, as per
requirement of some customers. There is no pins and
staplers used even for papers used for keeping track
record of production activities, what to talk about for
samples and direct involvement of products.
b. Jewelries:
1. The use of jewelries can also end in to personal injury
or damage due to wrong perforation and hanging on
sensitive locations of the body
2. Hanging jewelries and open hairs are highly
discouraged at the work place
3. Thus the management makes the employees of all
level to be careful in using appropriate kinds of
jewelries if they feel like using however.
4. Any suggestion and corrective measures on the same
are highly patronizes by the management at all times.
61.8 All the Laws concerning employment of workers applicable

Labor Law shall be binding on the Company as well as on the workers.
61.9 The company shall maintain all the compliance issues given
Buyers by the respective buyers.
Requirements

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Policy 61
(Annexure 1)
Document checklist
Audit Area List of documents Available Not available

Company Policy & Procedure
Management Practice
Copy of Worker’s Hand Book covering
recruitment, working hours, grievances,
disciplinary action, harassment & abuse,
performance appraisal, broken needle, wages
and benefits etc.
Personal File
Employment contract
Doctor Signed Age Verification Form
Confirmation letter
Increment letter
Warning letter
Dismissal/Termination/Resignation letter (if any)
Leave Application form
Service Record

Register
Attendance Register
Leave Register
List of pregnant workers currently working in the

factory
Documentation Maternity Leave Register
Broken Needle Register
First Aid Register
Accident Register
Grievance/Suggestion Box Register
Fire Drill Register
Fire Fighting Equipment Register

Statutory Documents
Photocopy of Trade License
Photocopy of Fire License
Photocopy of Bond License
Photocopy of Factory License

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Photocopy of Environment License
Photocopy of Boiler Certificate
Photocopy of EPB Certificate
Photocopy of BGMEA Certificate
Approved Factory Layout of Chief Inspector of
Factory

Training on Health, Safety, Hygiene and
Company Policy etc.

Training Notice
Training Minutes (if any)
Attendance
Photograph
Attendance Card of the workers at least six

months
Workers Wage Sheet at least six months
Payment Copy of Pay slip
Maternity payment records
Final settlement records of workers
First Aid
List of first aid team members
First Aid Training documentation
List of first aid items kept in the first aid kits
Diploma Certificate of Medical Assistant
Health and Social Toilet
facilities
Toilet cleaning checklist
General
Cleaning of Drinking water container
Drinking water testing report
Copy of weight lifting instruction

General Safety
Copy of Safety Management Manual
Meeting Minutes of Safety Management (If any)

Chemical Safety
List of chemicals used in the factory
Copy of relevant Material Safety Data Sheet
(MSDS) for each chemical
Records of disposable chemicals
Copy of general instruction on chemical handling
(if any)

Electricity
Register for electric equipment maintenance
Generator maintenance register
Transformer Maintenance register (if exist)

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Occupatinal Health & Fire Protection

Safety
List of fire fighting equipment
List of fire fighting team members
Checking register of fire fighting equipment
Machine Safety
Machine maintenance register
Instruction related to safe handling of hazardous
machinery

Steam Boiler
Boiler maintenance register
Boiler operator certificate

Environment Waste disposal procedure
Effluent Treatment test repot

Welfare Cleaning of Child care room
Attendance & other things related to child care

taker
Prepared and Checked

by Authorized by
Compliance Manager Head of HR

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Policy No. D 62
Stoppage of Work
Effective Date:
Revision Date:
62.1 Management may stop at any time any section or sections of

Policy an establishment, either wholly or partly for any period due to
Statement: fire, catastrophe, breakdown of machinery, stoppage of power
supply, epidemics, civil commotion or other cause beyond its
control.

management.
62.2 In the event of any situation requiring stoppage of work, the

Procedures: affected employees will be notified by notice (attached) posted
in all the notice boards of the location indicating as to when
the work will resume and whether such employees are to
remain or leave their workplace.
62.3 1. If the employees are not detained and the stoppage of

Payments: work is only for a day the affected employees will NOT be
entitled to payment of wages for the day.
2. But if the stoppage is for more than a day, then the

employees will be entitled to wages for the day or days by
which if exceed one working day.
3. If the employees are detained at their workplace and the

stoppage is only for one hour, the affected employees will
not be entitled to payment of wages for one hour.
4. If however, the stoppage of work is for more than an hour

and the employees are also detained at their workplace for
more than an hour, the workers will be entitled to full
wages for the whole period irrespective of the stoppage.
5. If the period of stoppage of work extends beyond three

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working days, the employees may be laid-off in
accordance with the provision of Lay Off Policy
6. A lay-off shall be effective from the day of stoppage of

work and any wages paid to an employee for the first three
days may be adjusted against the compensation payable
for such subsequent layoff.
62.4 1. Term wages include basic and all other allowances.

Note:
2. For taking benefit of the stoppage never detain employees
at their workplace for more than one hour and never
declare stoppage for more than a day.
3. Payment or non-payment only applies to permanent

employees.
4. Policy on stoppage is applicable only for establishments

which employs 5 or more workers.
.

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Policy 62
(Annexure 1)
NOTICE OF STOPPAGE OF WORK BEYOND WORKING HOURS
Notice is hereby given that the work of ___________________________________

Section/ Department of our ______________________________ (location) has/have
been stopped from _______________________ a.m./p.m. of ____________________
(date) to _____________ a.m./p.m. of ___________________ (date) and the employees
are to remain at _________________ on due to
____________________________________
The work is likely to resume at _________________________ on _______________ and

the workers are to remain at their workplace before the actual resumption of work.
MANAGER ___________________
DATE ___________________

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Policy 62
(Annexure 2)
NOTICE OF STOPPAGE OF WORK DURING WORKING HOURS
Notice is hereby given that the work in ________________________ Section/

Department of our _____________________________ (location) has/have been stopped
from ________________ a.m./p.m. to-day.
The work is likely to resume at .............................. a.m./p.m. on .................... (date) and

the employees are to leave/or remain at their workplace or to report for duty at
______________ a.m./p.m. on _____________________ (date).
MANAGER ___________________
DATE ___________________

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Policy No. D 63
Lay Off
Effective Date:
Revision Date:
63.1 Management may stop at any time any Section or Sections of

Policy an establishment either wholly or partly for any period due to
Statement: fire, catastrophe, breakdown of machinery, stoppage of power
supply, epidemics, civil commotion or other cause beyond its
control. If such stoppage is likely to continue for more than 3
days, the workers may be laid-off.

management.
63.2 In the event of a situation requiring stoppage of work of any

Procedures: section or sections or department(s) for more than 3 days the
employees of the concerned section(s)/ Department(s) will be
laid-off by notice (attached) posted in all the notice boards of
the location.
Similarly the withdrawal of lay-off will have to be notified by a

notice (attached).
63.3 Laid-off employees other than those who have put in less than
Payments: one year continuous service will get :
3. For the first 45 days of lay-off during the calendar year.
a) Lay-off compensation as follows:
i. 50% of basic wages

ii. 50% of Dearness Allowance, if any
iii. Full amount of house rent allowance
b) Medical attention as per the medical policy.
c) Provident Fund deduction will be on the 50%

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of basic wages.
4. For the next 15 days of lay-off during the calendar

year
a) Lay-off compensation as follows:
iv. 25% of basic wages

v. 25% of Dearness Allowance, if any
vi. Full amount of house rent allowance
b) Medical attention as per the medical policy.
c) Provident Fund deduction will be on the 25%

of basic wages.
5. In any case where, during a calendar year, an

employee is to be laid off after the above periods,
the management may instead of laying off such an
employee, retrench him under Section 20 of
Bangladesh Labour Act 2006
63.4 1. No payment will be made for the intervening weekly

Note: holidays.
2. Disbursement of compensation will be on Company’s usual

pay day.
3. Workers will not be entitled to above compensation in the

following circumstances:
a. If he refuses to work on the same wages in any

alternative employment not requiring special skill in the
same establishment or in a different establishment
located within a radius of 8 kilometers.
b. If he does not present himself for work at the appointed

time if so required by the management.
c. If the lay-off is a consequence of a strike in another

section or department.

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Policy 63
(Annexure 1)
LAY-OFF WITHDRAWL NOTICE
Work in ................................................................................. (Section/Department) will

resume from ........................................................ a.m./p.m. on ............................... (date).
Accordingly all the employees of ..................................... (Section/Department) are
advised to report for work in their respective shifts on ....................................... as the lay-
off is being withdrawn effective from .................................. (date)
MANAGER __________________
Copy to : Director of Labour

“ “ : Deputy Chief Inspector of Factories

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Policy 63
(Annexure 2)
LAY-OFF NOTICE
Consequent upon the suspension of operation in ........................ (Section/Department)

due to ......................... (reason) the workers employed therein have no work. The cause
for such suspension of operation and stoppage of work in .................... (Section/
Department) is beyond our control. It is not known how long this situation will continue.
In the circumstances, all the employees employed in.....................................
(Section/Department) are laid-off with effect from ........................ (date) until further
order.
The laid-off employees will be paid lay-off compensation as admissible under Section 16
of Bangladesh Labour Act 2006.
MANAGER __________________
Copy to : Director of Labour

“ “ : Deputy Chief Inspector of Factories

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HR Manual: Viyellatex Page 2 of 325

D Policy 40: Standards of Conduct

D Policy 43: Suspensions

D Policy 52: Employee Separation – General

HR Manual: Viyellatex Page 3 of 325

The manual is produced to enable supervisors and employees

The manual will be available to all Line Managers/Head of the

This manual has articulated the broader aspects of the

The manual should be used with the discretion to the extent

The HR Manual supersedes all existing and previous

Any changes in the manual will be published by the Head of

growth of The Group representing The Viyellatex Group.

Objectives The Viyellatex Group believes in providing uniformity in matters

1. To attract the quality and caliber employees who would

To achieve the above objectives, The Viyellatex Group

 They desire worthy and challenging work.

Trust and confidence of the employees in the management is

HR Manual: Viyellatex Page 5 of 325

It is therefore essential that:

Equality of The key note of our policy of management is a constant

Our policy is to provide promotion opportunities to our

Compensatio With a view to retain and motivate our employees to achieve

HR Manual: Viyellatex Page 6 of 325

Policy No: D-01

Subject: Employee Responsibilities & Obligations - General

01.1 The Viyellatex Group expects certain standards from its

All supervisory personnel are required to review these items as

01.2 All employees are expected to be at their work place in

No employee should leave the work place during his/her

Complying with working hours and maintaining a good

Employees who are late or absent continually/frequently are

01.3 Efforts should be made to schedule overtime with notice so that

However, there are times when advance scheduling may not

valid reasons is tantamount to violation of lawful orders.

01.4 Performance of all employees will be reviewed by their

01.6 As part of employment responsibilities, employees are

01.7 Any employee while leaving his work place is liable to be

01.9 Every employee is issued with the terms and conditions of

01.10 No employee should refuse to work which may be assigned to

HR Manual: Viyellatex Page 8 of 325

Policy No: D-02

02.1 To ensure uniform, proper and correct recording of

01.2 a. Attendance of all employees at all the locations to be

b. The system requires the employee to punch/swipe the card

c. Overtime should also be recorded electronically through the

d. The holders of the card should him/herself punch/swipe the

e. As a control measure for correct recording of attendance

f. In locations/sites where there is no electronic attendance

g. No grace period is allowed for attendance and late by even

HR Manual: Viyellatex Page 9 of 325

h. Frequent/continued late over a long period would be

i. At the end of every month a statement of late attendance

HR Manual: Viyellatex Page 10 of 325

STATEMENT OF LATE ATTENDANCE

HR Manual: Viyellatex Page 11 of 325

Policy No. D-03

Subject: Manpower Planning

03.1 The objectives of manpower planning is to determine

The Group’s policy is to have a minimum number of jobs with a

Manpower planning is essential for :

1. Projecting systematical manpower requirement on

03.2 Business Unit Heads in coordination with and assistance of