SECURITY ORGANIZING SYSTEM PAKISTAN PVT LTD

HR Manual
2023-2024

P a g e 1 | 102
 Serial Description Page #

CHAPTER - 1 GENERAL 5

CHAPTER - 2 INTRODUCTION 9

CHAPTER - 3 CODE OF CONDUCT 12

CHAPTER - 4 RECRUITMENT & SELECTION 18

CHAPTER - 5 PROMOTION 30

CHAPTER - 6 COMPENSATION & BENEFITS 33

CHAPTER - 7 LEAVES & HOLIDAYS 37

POLICY TO DEAL WITH DISCRIMINATION/

CHAPTER - 8 40
HARRASSMENT

CHAPTER - 9 GRIEVENCE RESOLUTION 45

CHAPTER - 10 TRANSFER, ROTATION & CAREER PLANNING 48

CHAPTER - 11 TERMINATION OF SERVICES 52

CHAPTER - 12 HEALTH, SAFETY & ENVIRONMENT 58

CHAPTER - 13 TRAINING & DEVELOPMENT 72

CHAPTER - 14 TRAVELLING 80

CHAPTER - 15 PERFORMANCE MANAGEMENT SYSTEM 81

CHAPTER - 16 MEDICAL POLICY 91

CHAPTER - 17 DISCIPLINARY MEASURES FOR MISCONDUCT 93

CHAPTER - 18 VEHICLE ENTITLEMENTS POLICY 96

ATTACHED
ANNEXURES
SEPARATELY

P a g e 2 | 102
1 JOB DESCRIPTION FORM (HR # 1)

2 PERSON SPECIFICATION FORM (HR # 2)

3 PROBATION EVALUATION FORM (HR # 3)

4 POSITION REQUISITION FORM (HR # 4)

5 INTERVIEW ASSESSMENT SHEET (HR # 5)

6 REFEREE REPORT PROFORMA (HR # 6)

7 EMPLOYMENT LETTER (HR # 7)

8 EMPLOYMENT CONTRACT FORM (HR # 8)

9 LOAN APPLICATION FORM (HR # 9)

10 LEAVE APPLICATION FORM (HR # 10)

11 DISCRIMINATION COMPLIANT FORM (HR # 11)

12 EMPLOYEE GRIEVANCE FORM (HR # 12)

13 ACCOUNTS CLEARANCE FORM (HR # 13)

14 EXIT INTERVIEW FORM (HR # 14)

15 INCIDENT REPORT FORM (HR # 15)

16 ANNUAL TRAINING PLAN (HR # 16)

17 TRAINEE’S EVALUATION FORM (HR # 17)

18 TA/DA FORM (HR # 18)

19 PERFORMANCE APPRAISAL FORM (HR # 19)

P a g e 3 | 102
 LIST OF ABBREVIATIONS

ABBREVIATIONS DESCRIPTION

ADMIN ADMINISTRATION

BOD BOARD OF DIRECTORS

CA COMPETENT AUTHORITY

F&A FINANCE & ACCOUNTS

HR HUMAN RESOURCE

HRD HUMAN RESOURCE DEPARTMENT

IT INFORMATION TECHNOLOGY

KPI KEY PERFORMANCE INDICATORS

MIS MANAGEMENT INFORMATION SYSTEM

M&E MONITORING & EVALUATION

MT MAINTENANCE

T&D TRAINING & DEVELOPMENT

P a g e 4 | 102
 CHAPTER - 1

GENERAL
1.1 Short Title
These regulations shall be called the Security Organizing System Pakistan Pvt Ltd
(SOS) Human Resource (HR) Manual, i.e. SOS HR Manual as approved by the Board of
Directors (BoD).

1.2 Commencement and Application

This HR Manual shall be deemed to have come into force with effect from the date
of its approval by the BoD. Subsequent additions / deletions / amendments shall be
effective from the date of approval by the BoD.

1.3 Definitions
In these regulations, unless there is anything repugnant to subject or context:
❖ “Absence” means being absent from duty without obtaining prior sanction of
leave.
❖ “Allowances” mean monetary compensation other than salary.
❖ "Board" means the Board of Directors of the SOS Pakistan Pvt. Ltd.
❖ "Competent Authority" means such authority as may be determined by the Board
from time to time.
❖ “Contractual” means a person hired on contract basis to render his / her
specialized services to assist or expedite the functional activities of SOS Pakistan
Pvt. Ltd for fixed time and on predetermined financial terms for a specified
period. The total salary package of such employees will be mentioned in their
contract.
❖ “Candidate” means an applicant for a post;
❖ "Close Relative" is defined as spouse, domestic partner, parents, mother- in-law,
father-in-law, step-parent, child, son-in-law, daughter-in-law, step- child,
brother, step-brother, brother-in-law, sister, stepsister, sister-in-law, grandchild,
aunt, uncle, nephew, niece and first cousin.

P a g e 5 | 102
❖ “Dependents” mean the employee’s spouse, children up to the age of 23 in the
case of boys and till marriage in case of daughters and parents wholly dependent
on him /her.
❖ "Employee" means full time employee in any level of SOS Pakistan Pvt Ltd.
❖ “Family” means parents, spouse and children up to the age of 23 in the case of
boys and till marriage in case of daughters.
❖ “Grievance” means a formal, written statement from an eligible employee
concerning actions taken by the organization on one of the following items: loss
of pay, written reprimand, suspension, and termination. An employee may not
grieve demotions, re-classifications, transfers and reassignments unless they are
a direct consequence of a disciplinary action to that employee. Performance
reviews and promotions cannot be treated as grievance.
❖ “HR” means Human Resource while “HRD” means Human Resource Department.
❖ “Harassment” Any behavior that creates a hostile work environment through
unwelcome words, actions or physical contact.
❖ “Hostile environment” applies to harassment on the basis of race, religion, sex,
sexual orientation, gender identity, color, ancestry, serious medical condition,
national origin, age, or disability.
❖ “Induction” initiation: a formal entry into the organization or position or office;
❖ “Leave” means leave availed with prior approval of the sanctioning Authority.
❖ “Misconduct” means conduct prejudicial to service discipline or code of conduct
of SOS or practices against polices defined in this manual.
❖ “Nepotism” means favoritism on the basis of family relationship or friendship;
❖ "Probationer" means a person employed on probation against a substantive
vacancy.
❖ “Recruitment” means the activities undertaken in the human resource
management in order to attract sufficient and competent job candidates who
have the necessary potential, skills, experience and qualifications to fill job
requirements to assist the Authority in achieving its objectives;
❖ “Reference check” means the gathering of information about a candidate’s past
history from people with whom such candidate has been associated;
❖ “Service" means and includes the period during which an employee is on duty as

P a g e 6 | 102
 well as on leave duly authorized by the Competent Authority, but does not include
any period during which an employee is absent from duty without permission or
overstays his leave unless specifically permitted by the Competent Authority.
❖ "Selection Panel" means a committee constituted by the Competent Authority for
selection of suitable candidates for appointment to any post.
❖ “Salary” means the net amount paid, besides specified allowances, to the
employees on monthly basis against the services rendered by them for SOS.
❖ “Selection” means the process of making decisions about the matching of
candidates taking into account individual differences and the requirements of the
job.
❖ “Line Manager” means the manager of an employee to whom he/she reports and
who initiates his/her performance evaluation.
❖ “Transfer” means the movement of an employee, from one department/location
of SOS to another under orders of the Competent Authority.
❖ “Travelling Allowance” means an allowance granted to the employee to cover
expenses that would incur while travelling (domestic or international) for official
purposes.

1.4 Purpose of this Manual

This Manual establishes human resource policies, procedures and service rules
applicable on all categories of employees/staff and consultants of SOS. The purpose of
this Manual is to establish Human Resource policies and practices to govern relations
between SOS and its employees. This Manual does not constitute an employment
contract. This Manual is to be interpreted as a whole rather than by individual sections
or sentences in isolation and out of context.

1.5 Issuance and Control of this Manual

This manual is the property of SOS. It is distributed to the job
positions/designated officials only. Group Head HR/ Admin & Finance is responsible for
the distribution of this manual to Departmental heads & Segment Heads. It is their
responsibility to safeguard the material and keep the manual current. Although every
attempt has been made to anticipate all situations requiring formalized policies,

P a g e 7 | 102
circumstances may arise which are not covered in the manual or a situation may warrant
deviations from the stated policy. In such case, the provincial laws/ rules shall prevail.

P a g e 8 | 102
 CHAPTER - 2

INTRODUCTION
2.1 SOS Pakistan (Pvt) Ltd
It is one of the leading security services company complementing public sector
apparatus to protect life and property of the citizens of Pakistan as enshrined in the
Constitution. The SOS Pakistan has a vast range of specialized security equipment. It
provides security consultancy, security survey and security services including but not
limited to deploy smart & active male and female ex-servicemen security guards and
responsible supervisors. It is all managed by a dedicated and committed management
team. Our security and risk professionals deliver flexible, discreet, avoidance-based
security and protective services to secure human beings, their assets and properties and
instill a sense of protection and confidence to enable them to concentrate on their
business activities with peace & tranquility. We quickly respond to our clients’ needs
with dedication, involvement and professionalism which gives our company an edge
over others as a front-runner in meeting security challenges for business enterprises,
institutions as well as individuals all over Pakistan. Spread over a period of the last 26
years, multinational companies, government organizations and financial institutions
have relied on SOS Pakistan for provision of specialized security solutions. The SOS
Pakistan supporting projects in over 48 cities, many in highly sensitive regions of the
country including WANA, remote parts of KPK, Balochistan and interior Sindh.
Additionally, we conduct specialized training programs as and when required.
Focusing on sustainability is an essential part of our mission. How we conduct
our business is to leave an imprint of quality services to our clients to such a level of
excellence that they become our ambassadors and promote our services to others. It
gives me immense pleasure to note that the SOS Pakistan is making new strides in Cash
processing solutions by inducting the latest counting and processing machines and
retain the status of pioneer and leader in the field of currency management system in
the private sector.

P a g e 9 | 102
2.2 Services of SOS Pakistan (Pvt) Ltd
❖ Manned Guarding Services
❖ Cash In Transit Services
❖ Cash Processing Services
❖ ATM Replenishment Services
❖ Foreign Currency Export Services

2.3 Management
The general management and administration of SOS and its affairs shall vest in
the Board, which shall exercise all powers and do all acts, which may be exercised or
done by the Authority.

2.4 Board of Directors

❖ Rana Irshad Ali - Chairman
❖ Asghari Begum - Director
❖ Najma Parveen - Finance Director
❖ Kanwar M. Tariq - Executive Director

2.5 Organizational Structure

P a g e 10 | 102
2.5.1 Functions of Human Resource Department
Human Resource Department will perform the following functions: -
❖ Manpower Planning
❖ Job analysis and Job description
❖ Determining wages and salaries
❖ Recruitment and Selection
❖ Performance Appraisal
❖ Posting / Transfers
❖ Promotion
❖ Training and Development
❖ Employee welfare and motivation
❖ Addressing employee’s grievances
❖ Implementing organizational policies
❖ Dismissal and redundancy

P a g e 11 | 102
 CHAPTER - 3

CODE OF CONDUCT
This chapter specifies and helps the continued implementation of the SOS
operating principles by establishing certain minimum standards of behavior in key
areas. The nature of this code is not meant to cover all possible situations that may occur.
It is designed to provide a frame of reference against which to measure any activities.
Employees should seek guidance when they are in doubt about the proper course of
action in a given situation, as it is the ultimate responsibility of each employee to “do the
right thing”, a responsibility that cannot be delegated. Employees should always be
guided by the following basic principles: -
❖ Avoid any conduct that could damage or risk SOS or its reputation
❖ Act legally and honestly
❖ Put the SOS’s interests ahead of personal or other interests

3.1 Compliance with Laws, Rules and Regulations

SOS and its employees are bound by the law. Compliance with all applicable laws
and regulations must never be compromised. Additionally, employees shall adhere to
internal rules and regulations as they apply in a given situation. Those internal rules are
specific to the SOS and may go beyond what is required by the law. Senior Management
will ensure that: -
❖ All employees are aware of this Code
❖ No employee will be asked to do anything that would contravene this Code
❖ Queries and concerns arising under this Code will be dealt with properly and may
be addressed to the HRD

3.2 Conflict of Interest

Employees will always act in the best interests of SOS. A Conflict of Interest occurs
when personal interests of an employee or the interests of a third party compete with
the interests of SOS. In such a situation, it can be difficult for the employee to act in the

P a g e 12 | 102
best interests of SOS. Employees shall avoid Conflicts of Interest whenever possible. If a

Conflict of Interest situation has occurred or if an employee faces a situation that may
involve or lead to a Conflict of Interest, the employee shall disclose it to his or her Line
Manager and/or the Human Resource Department (HRD) or the Legal or Compliance
Function to resolve the situation in a fair and transparent manner.

3.2.1 Procedure to Disclose

The general rule is that disclosure should be made at the time the conflict
first arises, or it is recognized that a conflict might be perceived, to the Head of
Department. When in doubt, employee should always disclose an interest in
advance. If the Head of Department has an interest in the matter to be discussed,
the disclosure shall be made to the Group Head HR/ Admin & Finance.
Many situations will require nothing more than a declaration of the
interest and/or activity and subsequent authorization by the Head of
Department. Some instances will, however, need to be dealt with by agreeing how
the conflict can be managed. The approach adopted should be documented and
copies provided to the relevant parties with a copy to HR. It is the responsibility
of those affected to comply with the approach that has been agreed.
Any unresolved matter shall be referred to Company Secretary. In cases of
particular difficulty, resolution may be sought through the employee grievance
procedure.

3.3 Families and Relatives

Hiring and career development decisions will be fair and objective. Immediate
family members and partners of employees may be hired as employees or consultants
only if the appointment is based on qualifications, performance, skills and not in direct
reporting line and experience and provided that there is no direct or indirect reporting
relationship between the employee and his or her relative or partner. In case of a
relative, any member of Selection Panel may be barred to be a part of selection process.
These principles of fair employment will apply to all aspects of the employment,
including compensation, promotions and transfers, as well as in case that the
relationship develops after the respective employee has joined the Authority.

P a g e 13 | 102
3.4 Equal Opportunity
SOS will ensure that its employment-related decisions are based on relevant
qualifications, merit, performance and other job-related factors. SOS will not tolerate
unlawful discrimination relating to employment. Hiring, evaluation, promotion, training,
development, discipline, compensation and termination decisions shall be based on
qualifications and merit only. SOS does not discriminate on the basis of race, colour,
religion, age, gender, marital status, disability and ethnic origin.

3.5 Bribery and Corruption

Bribery occurs when someone offers, pays, seeks or accepts a payment, gift or
favour to influence an official outcome improperly. Bribery and corruption can be direct
or indirect through third parties. Employees of SOS: -
❖ Must not offer, pay, make, seek or accept a personal payment, gift or favour in
return for favourable treatment or to gain any business advantage.
❖ Must follow the anti-bribery and corruption laws that SOS is subject to.
❖ Will be liable to disciplinary action, dismissal, legal proceedings and possibly
imprisonment if found involved in bribery and corruption.
❖ Inform the management of SOS, if they suspect or know of corruption in SOS or
in any party (authority or individual) SOS does business with.

3.6 Confidential Information

Confidential information consists of any information that is not or not yet public
information. SOS unless required by law or authorized by their management, employees
shall not disclose confidential information or allow such disclosure. This obligation
continues beyond the termination of employment.
Furthermore, employees must use best efforts to avoid unintentional disclosure
by applying special care when storing or transmitting confidential information. SOS
respects that third parties have a similar interest in protecting their confidential
information. In case that third parties, share with SOS confidential information, such
information shall be treated with the same care as if it was SOS’s confidential
information. In that same spirit, employees shall protect confidential information that

P a g e 14 | 102
they have obtained in the course of their prior employment.

3.7 Fraud, Protection of Authority’s Assets, Accounting

Employees must never engage in fraudulent or any other dishonest conduct
involving the property or assets or the financial reporting and accounting of SOS or any
third party. This may not only entail disciplinary sanctions but can also result in criminal
charges. SOS’s financial records are the basis for managing the authority’s business and
fulfilling its obligations to various stakeholders. Therefore, any financial record must be
accurate and in line with SOS’s accounting standards. Employees shall safeguard and
make proper and efficient use of SOS’s property. All employees shall seek to protect
SOS’s property from loss, damage, misuse, theft, fraud, embezzlement and destruction.
These obligations cover both tangible and intangible assets, including trademarks,
know-how, confidential or proprietary information and information systems. To the
extent permitted under applicable law, the Authority reserves the right to monitor and
inspect how its assets are used by employees, including inspection of all e-mail, data and
files kept on Authority’s network terminals.

3.8 Gifts, Meal, Entertainment

Employees shall not be influenced by receiving favours nor shall they try to
improperly influence others by providing favours. Employees may only offer or accept
reasonable meals and symbolic gifts which are appropriate under the circumstances,
and they shall not accept or offer gifts, meals, or entertainment if such behaviour could
create the impression of improperly influencing the respective business relationship.
When assessing the situation in light of the above, employees shall consult the policy
applicable in their area. If no such policy is available, they shall apply the most restrictive
local practice in order to avoid even the appearance of improper dealings. When in
doubt, the employee shall seek guidance from his or her Line Manager or the Legal or
Compliance Function. No employee shall offer to or accept from any third party gifts
taking the form of any of the following, whatever the value involved: -
❖ Money
❖ Loans
❖ Kickbacks
❖ Similar Monetary Advantages.

P a g e 15 | 102
 In case any gift etc. is given, the employee may immediately submit it to HR
Manager or Line Manager.

3.9 Discrimination and Harassment

SOS respects the personal dignity, privacy and personal rights of every employee
and is committed to maintaining a workplace free from discrimination and harassment.
Therefore, employees must not discriminate on the basis of origin, nationality, religion,
race, gender, age, political loyalty or engage in any kind of verbal or physical harassment
based on any of the above or any other reason. Employees who feel that their workplace
does not comply with the above principles are encouraged to raise their concerns with
the HRD. Employees should be particularly sensitive to actions or behaviours that may
be acceptable in one culture but not in another. They should treat others with respect
and avoid situations that may be perceived as inappropriate. Harassment can result in
disciplinary action and may lead to dismissal.

3.10 Political Activities

No employee of the Authority shall contribute or lend money or items of any
value to any of the political candidates or parties. This also includes using SOS’s facilities,
equipment, personnel etc. for the purpose. In case of an employee considering assuming
any public office, specific information with all related reasons must be provided to the
Authority for approval.

3.11 Anti-Smoking Policy

To protect and enhance our indoor air quality and to contribute to the health and
well-being of all employees, SOS shall be entirely smoke free. Additionally, the use of all
tobacco products, including chewing tobacco, is banned from the SOS workplace, except
as designated in this policy. Smoking is prohibited in all of the enclosed areas within the
SOS worksites, without exception. This includes common work areas, conference and
meeting rooms, private offices, hallways, the lunchrooms, stairs, restrooms, employer
owned or leased vehicles, and all other enclosed facilities. Additionally, employees may
smoke in their personal vehicles, but the smoke and tobacco products must be

P a g e 16 | 102
completely contained within the vehicle. It is not acceptable that either smoking or non-

smoking employees are subjected to smoke that they must walk through to reach their
vehicle or any other destination on the SOS premises.

3.12 Breaches and Disciplinary Action

Contraventions / violations of this Code will be dealt with in accordance with this
manual as amended from time to time.

P a g e 17 | 102
 CHAPTER - 4

RECRUITMENT & SELECTION

4.1 Introduction
The staffing policy and its implementation will be fundamentally aimed at
matching the human resource with the strategic and operational needs of the SOS and
ensuring the full utilisation and continued development of employees. All aspects of the
recruitment and selection of employees will be non- discriminatory and will afford
applicants equal opportunity to compete for vacant positions.

4.2 Scope
The recruitment policy shall be applicable to all positions at all levels in the SOS
both regular and contractual based unless otherwise specified.

4.3 Objectives
This policy is further based on the principles set out below. Human resource
management in the SOS must: -
❖ Be characterized by a high standard of professional ethics;
❖ Promote the efficient, economic and effective utilization of employees;
❖ Be conducted in an accountable manner;
❖ Be transparent;
❖ Promote good human resource management and career development practices,
to maximise human potential; and
❖ Ensure that the SOS’s administration is broadly representative of the people, with
human resource management practices based on ability, objectivity and fairness.

4.4 Source of Recruitment

The potential candidates shall be identified through the following recruitment
sources or by any other mean as identified by the management.
❖ Advertisement in leading newspaper.

P a g e 18 | 102
❖ Advertisement on the SOS’s Web site.

4.5 General Elements of Recruitment

4.5.1 HR Budget
All recruitment within SOS shall be against approved budget and
sanctioned posts. Vacancies so created shall be filled by Regular / Contractual
employment as per procedure. Employees returning from long leave cannot
demand the same position as a matter of right. However, availability of position
may be checked and he/ she will be absorbed if the position is available within
SOS which is not guaranteed.
Any recruitment done against available budget of yet to be opened
branches/units/offices may temporarily be posted in the existing
branches/units/offices by keeping a separate headcount and track record.

4.5.2 Job Description Document

The Job Description Document including Person Specification shall set the
criterion for selection. These documents shall be used to set out the duties of the
job and the skills needed to fill it for advertisement purposes. For all replacement
posts existing job description (HR#1) and person specification (HR#2) document
shall be used. For all newly created posts, these documents shall be prepared and
made available by the HRD in consultation with the concerned departments
before recruitment process is initiated.

4.5.3 Recruitment Advertisement

All vacancies at SOS will be advertised. HR budget & job description/
specification documents shall form the basis for the advertisement and all
advertisements shall clearly state: -
❖ The name and location of SOS.
❖ A statement that the Authority subscribes to the principles of employment
equity.
❖ The designation of the position that is advertised.
❖ The minimum requirements in terms of qualification, skills, expertise and
other requirements for appointment.

P a g e 19 | 102
❖ A summary of the key performance areas/primary duties of the position.

❖ A statement that the appointment will be permanent or for a fixed term,

and the term (if applicable).
❖ A statement that canvassing will disqualify any candidate from being
considered for appointment.
❖ An indication of the remuneration offered.
❖ The format and content of applications.
❖ The address where, and person to whom, applications must be delivered.
❖ The closing date for the submission of applications (15 days from the date
of publication of ad).
❖ A statement that applications received after the closing date will not be
accepted or considered.

4.5.4 Non-Eligibility
Following people shall not be eligible for employment at SOS: -
❖ Those who have been previously terminated or dismissed because of
fraud and forgery from any organization.
❖ Those who have been convicted for major offences by the law enforcing
agencies or have any criminal record.
❖ The employees shall sign an undertaking in this respect. Mis-statement in
this respect shall be subject to disciplinary action leading to termination
of services.

4.5.5 Nepotism
It is the policy of SOS to seek competent applicants for positions and to
further the careers of those employed regardless of whether they have close
relatives already employed at SOS. The basic criteria for appointment and
retention are appropriate qualifications, experience and performance as set out
in the policies of the Authority. Family relationships shall constitute neither an
advantage nor a deterrent to appointment and retention at the Authority
provided the individual meets and fulfils the appropriate appointment standards.
Subject to adherence to the following provisions hereunder, there is to be no

P a g e 20 | 102
discrimination against the employment or continued employment of any person

because of his/her relationship to a member of SOS staff:

❖ "Close relatives" may not be employed in positions where such
employment will result in the existence of a Line Manager/subordinate
relationship
❖ "Close relatives" may not be employed in positions where one will have
responsibility for reviewing and approving financial/budget/purchase
transactions or in recommendations and/or decision making in any
matter concerning appointment, promotion, salary, retention or
termination of employment of a "close relative".

4.5.6 Age Limit

SOS shall not hire any person below the age of 18. Superannuation age
shall be 60 years for all employees.

4.5.7 Health and Fitness

All employments within the Authority shall be hired subject to submission
of Medical Fitness Report by a Physician from Service hospital.

4.5.8 Verification of References, Antecedents and Documents

All employments shall be subject to a satisfactory report from at least two
References mentioned by the candidate. Any adverse report shall be viewed
seriously and may affect the recruitment decision. The employment will be
subject to satisfactory verification of antecedents. The educational documents
submitted by the employee shall be verified by HRD from concerned boards and
universities. The antecedents of experienced candidates shall be verified from the
previous employers.

4.5.9 Compensation Negotiations

All decisions on salary for contractual employment/ consultants shall be
negotiated / made by HRD. Qualification, experience, specialized skills, market
value of the skills as well as position, existing salary of the candidate and

P a g e 21 | 102
prevailing salary levels within the Authority shall be the determining factors for
deciding the salary of potential employee. Selected Candidates would be offered

the appointment letter as per basic salary approved by the appointing authority.

4.5.10 Physically Disabled and Handicap Persons

SOS shall give adequate preference to disabled candidates by relaxing the
minimum selection criteria. SOS shall make efforts to recruit disabled and
handicapped candidates and meet the regulatory requirements to fill the 2%
quota for disabled and handicapped persons and as a social responsibility of the
Authority. The disability should nonetheless, allow the candidate to work and will
be approved by the Head of HRD.

4.5.11 Re-Employment in SOS

SOS may re-employ former staff members keeping in view the needs and
requirements of the Authority. SOS shall not re-hire under any circumstances
those ex-employees who were terminated / discharged / dismissed / asked to
submit forced resignations due to Disciplinary action. Re-employment may
be discouraged if at all unavoidable insert limitations & strict modalities (Need
assessment, time period, compensation towards lower side).

4.5.12 Probation Period and Services Conformation

All SOS employees are hired on probation for a period of one year. The
performance of all new employees will be monitored and evaluated twice during
this period i.e. after six months each. Relevant Department head is required to
forward the “Probationary Evaluation Report (HR#3)”, along with his
recommendations, of all the employees on probation before the expiry of six
months’ time after the joining of the employee.
On satisfactory completion of probationary period the employee
concerned shall be confirmed in service.

P a g e 22 | 102
 4.5.13 Appointing Authority
The appointments in SOS will be approved as under: -
❖ Group Head HR (Final Decision Maker)
❖ Head of the Department (Initial Interviewer)

4.5.14 Recruitment Committee

The recruitment committee/team shall be headed by Group Head HR and
Heads of Department/ Section will be members of the committee.

4.6 Recruitment Process

4.6.1 Timelines
The following timescale is included as a guide for each stage of the
recruitment process: -

Activity Timescale

Pre-recruitment stage 2 Working Days

Manpower Requisition form Submission 1 Working Day

Advertising period 2-3 Days

Acknowledgement of applications Within 24 hours

Short Listing 1 – 2 Days

From short listing to interview date 1 – 2 days

Selection Process 1 – 2 days

Reference checks Up to 10 days

Within Interview
Recommendation to Appoint
Day
Receipt of Recommendation to Appoint toissuing Within Interview
letter of offer Day
Candidate acceptance of offer Up to 1 week

P a g e 23 | 102
 Total (from start to acceptance) 1 – 2 weeks

4.6.2 Requisition of a Position

Recruitment process starts with requirement of staff received from
branches/head office departments through annual HR budget which is presented
to the BoD through Group Head HR by HR for approval. A requirement for
recruitment shall arise in order to fill a position which may have become vacant
due to departure of an existing employee or budget of additional staff
requirement. It is the responsibility of the concerned department head to ensure
that the Manpower Requisition Form is completed and sent to HR Department as
soon as possible.

4.6.3 Applications Short Listing

Efforts shall be made to fill the vacant positions internally. If the vacant
position cannot be filled internally then HRD shall search for potential staff from
other sources as narrated in above in this policy. HRD shall make efforts to collect
sufficient applications with relevant qualification and experience. All
applications will be collected through SOS Job Application Form available on
SOS’s website www.sospakistan.com Screening and short listing shall be done
by HRD from stock of the applications which have already been held in record
with HRD, through employee referrals, advertisement in the newspaper or
advertisement on the SOS’s Website.

4.6.4 Calls for Interview

All short listed candidates will be informed through all means of
communication i.e. letters/ telephone calls and via E-mail at least two days prior
to the date of interview by the HR Department.

4.6.5 Files for Selection Board

The HR Department will be responsible for preparation of files for the
members of selection board which will contain the following: -

P a g e 24 | 102
❖ Profile of shortlisted candidates enlisting name, education, institution and
experience details.
❖ Interview Assessment Sheet

❖ Job application form

❖ These files should reach all the board members one day prior to the date
of interview.

4.6.6 Interviews
At least two individual / panel interview (s) shall be conducted for every
vacant position within the Authority. For all senior level positions, at least three
candidates shall be short listed for consideration of appointing authority.
Interviews shall be conducted by at least two executives of SOS one of which
should be Group Head HR/ Admin & Finance. Recruitment Committee will
evaluate each candidate against the selection criteria and will record its
assessment on Interview Assessment Sheet. As a result of above exercise, the
Recruitment Committee will finalize a list of most suitable candidate along with
at least two other potential candidates as reserves for each vacancy / post.
Approval of competent authority will be taken.

4.6.7 Reference Checks

References are a critical part of the selection process. HRD should conduct
reference checks for only the most competitive candidates and before a
recommendation is made to the appointing authority.
Reports may be obtained using the Referee Report Pro-forma, in writing
(via e-mail or in hard copy) or orally. Information gathered from all referees is
included as part of the selection decision.

4.6.8 Appointment
After approval of the Appointing Authority, the selected candidate will be
issued an Appointment Letter stipulating basic terms of employment, salary and
benefits and any other relevant information. This letter will be issued by the
Group Head HR/ Admin & Finance. A copy of appointment letter will be send to

P a g e 25 | 102
 Finance & Accounts for salary purposes, and administration for benefits and
other administrative arrangements, and relevant Departments for placement /
adjustment.

The candidate will be given 07 working days to review and accept the
offer. In case of non-acceptance or no response within the specified period, the
Group Head HR/ Admin & Finance will be authorized to issue the same offer to
next suitable candidate placed in reserves list. The candidate will be given 15
days as joining time from the date of formal acceptance of the offer.

4.6.9 Medical Check-Up

All appointments are subject to medical fitness of the candidates. The
selected candidates must undergo a medical check-up at the certified lab and go
through formal examination under a designated medical practitioner. The
selected candidates will be required to submit tests reports before joining. If the
candidate is found medically unfit as per SOS’s requirements, the offer will be
considered as cancelled.

4.6.10 Documentation
All employees will submit the following documents on the first day of
joining to HR department: -
❖ Two passport size photographs
❖ Photocopy of CNIC
❖ Attested Copies of Educational & Experience Certificates
❖ Bank Information i.e A/C No., Bank Name, Branch Name, Code, and
Address

4.7 Orientation
All new employees, according to their Grades, will be given orientation. This will
cover the following areas: -
❖ Overview of the Organization
❖ Organization’s Mission, Vision and Department’s Objectives
❖ HR Polices and Benefits

P a g e 26 | 102
❖ Departmental Working Procedures
❖ Duties of the Individual

HR department & respective Department will be responsible for development

and coordination of the orientation program.

4.8 Commencement of Job

The new individual will be required to submit a joining report to the Department
Head. Concerned Department will forward Joining Report & Job Description of the new
employee to HR department.

4.9 Classification of Employees

4.9.1 Permanent / Regular Employment
The employment in this category will be considered on permanent basis.
The employees in the permanent/regular employment will be eligible to salary
and benefits as described in this Manual and their service will continue till
attaining the age of superannuation i.e. 60 years of age.

4.9.2 Contractual Employment

The employment in this category will be considered on a contract basis.
The contract will be limited by period or a project. Hence the employee in this
category will cease to work upon the expiry of the contract period or the
completion of the project. All contractual employees will be hired on a contract
of two years initially (extendable). The terms of employment will be defined in
the contract. Standard format for contracts is shown at HR#8.

4.9.3 Consultancy Contract

Consultancy contracts are executed with individuals or firms hired for
their expertise in a specialized field/ project/ task. It has to be assignment
specific & time bound & should be preferred only when it is considered value
effective to hire services of consultant compared to developing in-house
expertise. They are not entitled for any kind of benefits.

P a g e 27 | 102
4.10 Personnel Records
Human Resource Department will maintain an updated record of service for all
staff. Separate files shall be maintained for each employee containing the following
information: -
a. Name
b. Father's Name
c. Date of Birth
d. Place of Birth, (District of permanent residence with the name of the Province.)
e. Qualification
f. Present Address
g. Date of Appointment
h. Date of Joining Service
i. Promotions - dates and grades
j. Number of dependents and their relationship to employee
k. Copy of Job Description
l. Performance Evaluation Report
m. Copy of National Identity Card
n. Employment History (Experience Details)
o. Emergency Contact Person with Phone No and address (if any)
p. Legal Heir, for settlement of claims in case of employee's death.
Each employee shall notify his or her immediate Line Manager and Human
Resource Department of any changes, which may affect his or her employment or benefit
status. Examples of changes in personal status include, but are not limited to: -
a. Marital status
b. Dependent status
c. Legal name change
d. Physical limitation
e. Additional educations, training or certification
f. Revocation of license, permit certification, or credentials required for the job
g. Changes of address or telephone number

P a g e 28 | 102
4.10.1 Personnel Records Retention
SOS will retain official personnel records for at least ten years after the
retirement or leaving services by its employee.

P a g e 29 | 102
 CHAPTER - 5

PROMOTION
5.1 Introduction
SOS recognizes human resources as its most significant asset. One of the most
important tools of incentives in this regard is the objective criteria for promotions to
higher pedestals. The re-assignment of personnel to a job of higher rank and
responsibility entails more demands on the individual.
The selection of individuals for promotion is closely related to performance
appraisal, recommendations of line manager(s), potential etc. A complete service record
is maintained at HRD having information about education, experience, abilities and
achievements of an individual, with special mention of previous training courses /
seminars attended and formal appraisal by senior’s along with their confidential
remarks.

5.2 Scope
This policy is applicable to all regular staff whose service in SOS is confirmed.

5.3 Right of Promotion

All promotions shall be made on merit and at the sole discretion of the
management. No employee can claim promotion to any particular designation/grade by
virtue of seniority or qualification as a right.

5.4 Criteria for Promotions

The criteria for promotion in SOS are based, inter alia, on the following factors: -
5.4.1 Performance Appraisal
The performance of each employee is established, based on the Annual
Performance Review. These reports contain a comprehensive list of character
traits and the performance evaluation against already set targets and objectives.
Besides awarding Performance Rating to each employee, the Reporting Officer

P a g e 30 | 102
 shall record his opinion with regard to general profile, present performance as
well as give specific recommendations on suitability for future promotion or
employment in a particular vacancy/assignment besides ascertaining the
ultimate potential of the Appraise.
While awarding marks for the Performance Rating, the Appraisee shall be
compared with other employees of the same category.

5.4.2 Educational Qualification

Academic qualifications, diplomas, courses, seminars etc. and the grading
attained in these shall be taken into consideration for the award of promotion.

5.4.3 Experience
Experience possessed on account of service rendered in the profession is
given due consideration. However, emphasis is more on the quality rather than
the quantity of experience. Thus while assessing suitability for promotion; the
experience shall be weighed both in terms of time span as well as essence.

5.4.4 Minimum Qualifying Service for Promotion

The minimum length of service for promotion to various grades is as
under: -
❖ Within Department on Senior Position: 2 to 3 years
❖ Across Departments on Same Positions: 1 to 2 years
❖ Head of Department to Group Head: 1 to 2 years on the position of Head

5.4.5 Availability of Positions

Availability of a duly budgeted position in higher grade shall be one of the
conditions for a promotion. Promotion can be considered where existing position
is upgraded due to increase in responsibilities and volume of work.

5.5 Procedure
Whenever a vacancy in any promotion Grade occurs, the HR Department will
arrange a meeting, within 15 days of the occurrence of the vacancy, of the Promotion
Committee constituted as under: -

P a g e 31 | 102
a. For C Level Positions
❖ ED SOS
❖ Company Secretary
❖ CFO
b. For Group Head Level to Junior Level
❖ Group Head HR
❖ Deputy CFO
❖ Head of Department / Segment Head
❖ Employee’s performance will be the first and the foremost determinant for
promotions amongst the eligible employees.
❖ In case more than one eligible employee is equally good in the
performance, then the senior will be preferred upon the junior.
❖ If an employee has passed all the promotion stages in a particular band and
still has the potential/willingness for promotion, he/she will have to
improve his professional qualification as per requirement of that induction
Grade so that he/she could be inducted in the next band through open
competition whenever a vacancy occurs. Hence, direct promotion in the
next band is not possible in any case.
❖ Promotion Committee will review all promotion cases twice a year.
❖ All grievances regarding the decisions of Promotion Committee will be
reviewed and finalized by Company Secretary.
❖ If the promotion involves transfer within the Department to a new location,
transfer policy will be followed.
❖ As employees will not be promoted automatically on completion of the
required number of years’ service in each grade, therefore, promotions
cannot be claimed as a matter of right.
❖ Record of all promotions will be kept by the HR department.

P a g e 32 | 102
 CHAPTER - 6

COMPENSATION AND BENEFITS

6.1 Introduction
SOS pursues a compensation policy of establishing and maintaining consistency
and equity within the organization as well as aligning its overall remuneration policies
with the marketplace. It believes in attracting and retaining talent through a
combination of monetary and non-monetary rewards and incentives.

6.2 Scope
This policy shall be applicable to the permanent/ regular staff only unless
specified. Pay and allowances of contractual staff shall be outlined in their Contract.

6.3 Salary Structure

Gross salary of an employee shall comprise of three (3) components, Basic Salary,
Fuel Allowance and House Rental Allowance. In addition to the above, the employees
will be reimbursed Medical Allowance and Fuel/Conveyance Allowance as per
entitlement, with monthly salary.
Net Salary of an employee will be arrived at by deducting, income tax, loans
installments, and any other statutory deductions from Gross salary.
Various components of salary shall be as follows: -
6.3.1 Basic Salary
❖ Basic salary of an employee shall be determined by the respective grade.
❖ On promotion to a higher grade, salary shall be fixed by giving appropriate
increase in the basic salary, as per grade.
❖ The annual increment will be on the basis of percentage of the basic salary
which will vary as per performance rating of the employee and as
approved by the competent authority.
❖ An increment cannot be claimed as a matter of right but it depends at the
discretion of the Competent Authority. The Competent Authority may

P a g e 33 | 102
 allow additional increment on the basis of performance.

6.3.2 House Rent Allowance

An employee shall be entitled to receive from the SOS a house rent
allowance @ 10% of the Basic salary which is not compulsory.

6.3.3 Fuel Allowance

The Fuel allowance for monthly fuel consumption (based upon nature of
the job) shall be admissible to all employees @ 10% of Basic Salary.

6.4 Benefits
6.4.1 Mobile Phone
❖ Executives in Group Head and Segment Heads & above will be provided
with Mobile Phone facility for official use of mobile phone. The CFO shall
determine maximum limits for the cost of mobile phone set and monthly
bills.
❖ Guidelines for the cost of mobile phone set along with monthly usage limit
shall be prepared by HRD for review/approval of the CFO periodically.
❖ Minimum replacement life of mobile phone set will be 3 years after which
new mobile phone will be provided to the executive concerned and old
mobile will be retained by him/her.
❖ If an executive leaves the SOS for reason other than retirement/death and
before completion of 02 years’ service after the availing date of mobile
phone set, the same will be charged back on prorate basis and set will be
retained by the leaving employee.
❖ In case of retirement/ death the mobile phone set shall be handed over
free of cost to the employee or his/her legal heir, whichever the case may
be.
❖ In case the mobile phone set is totally damaged or lost before completion
of two years of its useful life, the same shall be replaced with the approval
❖ of competent authority and employee will be charged 50% of the cost of
the mobile phone.

P a g e 34 | 102
❖ Prior approval of the CFO shall be required to avail international roaming
facility while on official visit abroad.
❖ The monthly mobile ceilings for management cadre are as per following
entitlement;
❖ SOS provides this facility to some selected employees of lower Grades as
well, depending entirely upon the nature and requirement of their job, for
effective communication and to facilitate operations.
❖ Mobile phone connections are provided to improve communication. It is,
therefore, necessary to keep the phone on for 24 hours, 7 days a week. In
case of non-compliance, the facility might be withdrawn from the
individual.

6.4.2 Welfare Loan

6.4.2.1 Objective
The objective of this policy is to financially help the employees of SOS by
proving them welfare loan subject to availability of sufficient funds.

6.4.2.2 Policy
In order to regulate the loan facility subject to availability of sufficient
funds under the head in line with criterion as follow: -

Service period more than oneyear Equal to one months’ salary at

but less than three years the maximum

Beyond three years but less than5 Equal to two months’ salary at
years the maximum

Beyond 5 years Equal to three months’ salary

atthe maximum

Eligibility for second or onward advances shall be six month gap after the
clearance of previous loan. Loan so granted shall be recoverable in 10
installments or otherwise as determined by the competent authority.

P a g e 35 | 102
6.4.2.3 Procedure
❖ The employee needing welfare loan shall apply for the purpose
through proper channel in the prescribed Loan Application Form
(HR#9) duly recommended by the department head.
❖ HR department after vetting the applications shall seek approval of
the CFO once a month or otherwise on special grounds & shall
convey sanction to the F&A department.
❖ Finance Manager shall arrange payment for the sanctioned loan to
the concerned employee.
❖ Finance department shall update the HR Department regarding
recovery of loan installments & over all funds position at the end of
each month by the last date of each month.

P a g e 36 | 102
 CHAPTER - 7

LEAVES AND HOLIDAYS

(ONLY FOR PERMANENT EMPLOYEES)

7.1 Leave Entitlement

❖ Annual Leave - 14 x calendar days
❖ Casual Leave - 6 x days (paid)
❖ Sick Leave - 6 x days (paid)
(In below cases only one of them can be availed in a year)

❖ Medical Leave - 6 x days (paid), rest unpaid if any

❖ Maternity Leave - 4 x weeks (paid)
❖ Bereavement Leave - 3 x days Paid (for immediate family demise)
❖ Public Holidays - As per Laws
❖ Hajj / Ummrah Leave - 3 x weeks unpaid (once in service)
❖ Half Day Leave - 1 in a month
❖ Late arrivals/ Early departures- 2 in a month

7.2 Policy
❖ Any type of leave except medical and compassionate leave should reach to HR
Department for policy compliance 3 days before the leave date; (Late leave
submission shall not be entertained and deductions shall be made accordingly)
❖ Employees under probation period shall not be entitled for paid leave.
❖ HR is liable to respond the request for leave within 24 hours, in case of late
response, Head of HR will be charged PKR 1000/-
❖ HR has authority to approve or disapprove any leave in light of the leave policy;
❖ Maternity leave With Pay – for Permanent Staff, after confirmation and following
completion of 1 FULL year of Service (12 Weeks). Combined pay will be released
in the following month after joining;
❖ Bereavement Leave – in the unfortunate event of a death in the first family, 3 days,

P a g e 37 | 102
 paid leave will be granted. Immediate family constitutes: (1) Siblings; (2) Parents;
(3) Children; (4) Parents-in-law; (5) Siblings-in-law.
❖ Only 1 half day leave will be allowed to the employee after intimation to the
attendance section in Head Office; and 2nd & 3rd half days will be considered as
1-day deduction;
❖ late arrivals or early departures in a month will be considered as 1-day deduction
(Late arrivals starts from 9:05 am and early departure starts before 5:25pm)

7.3 Medical Leave

❖ Top Level management can avail 2 weeks of medical leave. 1 weeks will be paid
and 1 week will be unpaid.
❖ Mid-Level Management & Lower Management and supervisory positions can
avail 1 weeks of leave, 3 days will be paid and 4 days will be unpaid
❖ Employee needs to provide, medical certificate with proven medical reports for
availing the medical leave, otherwise it will not be approved. Head of Department
needs to manage the alternative service provider for making sure the function of
the department).
❖ Incase of Umrah or Hajj Leave employee needs to take special approval from Head
of Department, and Head of the Department or Line Manager will be responsible
for completion of work in his / her subordinate’s absence. Company will not
provide any alternate resource.
❖ An employee can avail 1 casual leave in 2 months, and 3 consecutive leaves in a
month from annual leave; (For annual leave employee needs to mention clearly
on the leave subject that he/she wants to avail it from Annual Leave)

7.4 Deductions
In case of absence in black-out period or after Personal Emergency Leave is utilized;
❖ For staff under contractual employment, deduction will be based on per day
salary, with 30 days counted in a working month;
❖ If a staff member will be absent on the first day after annual leave / national
holidays / personal leave period, the entire holiday period will be treated as
unpaid leave. The purpose of this policy in to deter adding days to the holiday
period that will invariably impact the team.

P a g e 38 | 102
❖ Any special circumstances, in exceptional cases, leading to the need for adding a
holiday to a long break will be jointly approved, following a written application
by the employee and supported by the line manager prior to the holiday.
❖ In case of without intimation absenteeism, 2 days deduction will be done.

HR Department will
Leave reason will be Payable section shall
In writing leave share the approval of
verified and endorsed make the deductions
application will be sent the leave with
by the Line Manager as per the HR's
by the employee to conditions and it will
and further sent to the decision upon the
the Line Manager be shared furter with
HR Deaprtment leave.
payable section.

Following information will be required on the leave email by the applicant: -

❖ Full Legal Name of the Employee
❖ Employee Code Number
❖ Region
❖ Department
❖ Line Manager
❖ Date of Joining
❖ Subject
❖ Leave days and date (From, To)
❖ Post on LMS.

P a g e 39 | 102
 CHAPTER - 8

POLICY TO DEAL WITH DISCRIMINATION AND

HARRASMENT
8.1 Introduction
The SOS does not tolerate any form of discrimination on the basis of race, religion,
gender, color, ancestry, serious medical condition, ethnicity, age, or disability, in SOS
employment, SOS operated programs, services or facilities.
SOS believes that all employees are entitled to a workplace free of harassment
and expects employees to treat each other and our clients with courtesy and respect.
Conduct which violates this policy includes, but is not limited to foul language, dirty
jokes or comments pertaining to race, religion, sex, gender identify, color, national
origin, age, or disability, regardless of whether the conduct was intended to offend or
intimidate or not.

8.2 Discriminatory Practices

Discriminatory practices are prohibited in SOS. Following are some of the
examples of such practices:
❖ Sexual harassment includes: requests for sexual favors, unwelcome sexual
advances and other non-verbal, verbal or physical conduct of a sexual nature that
creates a hostile environment for persons of either gender.
❖ A hostile environment is a result of severe or pervasive harassment that
substantially interferes with an individual’s work performance. The harassment
must have been unwelcome and offensive to the victim and of a nature that would
be offensive to the reasonable person. The hostile environment standard applies
to harassment on the basis of race, religion, sex, color, national origin, age, or
disability. Examples of harassing conduct include, but are not limited to: -
▪ Sexual harassment: requests for sexual favors, sex oriented verbal kidding,
teasing, jokes, comments, display of sexually suggestive objects or pictures,
physical contact such as hugging, patting, or brushing up against another’s

P a g e 40 | 102
 body.
▪ Gender or sex harassment: gender-based jokes or comments;
▪ Race or national origin harassment: epithets, slurs, or negative stereotypical
comments, jokes or cartoons;
▪ Age harassment: stray remarks or jokes relating to a person’s age.
▪ Disability harassment: Disparaging remarks, slurs or jokes relating to a
person’s physical or mental disability.
▪ Religious harassment: Coercion of employee participation in religious
activities, verbal attacks or religious slurs.
❖ Employment decisions based on stereotypes or assumptions about the abilities,
traits, or performance of individuals of a certain gender, race, religion, or ethnic
group, or individuals with disabilities.
❖ Denying employment opportunities to a person because of marriage to, or
association with, an individual of a particular race, religion, national origin, or an
individual with a disability.
❖ Retaliation to an employee who takes one of the following actions: filing a
complaint of discrimination, participating in a discrimination investigation,
opposing discriminatory practices. The SOS will not tolerate employment-based
retaliation and any violation should be reported immediately.
Conduct prohibited by this policy is unacceptable in the workplace and in any
work-related setting outside the workplace, such as during SOS business trips, SOS
business meetings, conducting SOS related business and SOS business-related social
events.
If an investigation determines that discrimination, harassment or retaliation
indeed occurred, the offender would be subject to corrective action and/or disciplinary
action up to and including termination.

8.3 Procedures
An employee who feels that he/she has been a victim of discrimination, threat,
sexual harassment, harassment, bullying etc may make a complaint, without fear of
retaliation, according to the following procedures: -

P a g e 41 | 102
8.3.1 Complaint Procedures: Informal Stage
The first stage of the Complaints Procedure is an informal one, designed
to provide the opportunity of resolving as quickly as possible the problems of
bullying or harassment within the workplace prior to activating the formal
procedure. In particular, the purpose of the action is to give the bully or harasser
the opportunity to stop (if directly approached), or managers the opportunity to
resolve any problems without the employee having to use the formal procedures.
It must be noted that if an employee feels unable to take informal action, or the
situation is so serious as to warrant it inappropriate, then it is possible to go
straight to the Formal Procedure.
An employee who is subject to bullying or harassment should in the first
instance take two steps.
❖ Firstly record all details of any discrimination, threat, sexual harassment,
harassment, bullying i.e. date, time, nature of incident and the names of
witnesses.
❖ Secondly, request that the person responsible for the behaviour stops it
and makes it clear that the behaviour is unacceptable and unwanted.
It is appreciated that the second step is a difficult one and the victim may
need assistance, counseling, advice and support in order to undertake it. Such
assistance can be obtained, via the HR Manager. It is preferable for all concerned
that complaints of bullying/harassment are dealt with internally and informally
wherever possible. This is likely to produce solutions which are speedy, effective
and minimise embarrassment.

8.3.2 Complaint Procedure – Formal Stage

Formal procedures will be necessary where the informal route proves
ineffective, for more serious instances of bullying/harassment and when an
individual chooses to go straight to the formal procedure as under: -
❖ Within (15) business days of the alleged discriminatory incident, the
complainant, at his/her discretion, shall make a complaint to any one of
the following designated officials: Any SOS Line Manager or department
head, the SOS Group Head HR/ Admin & Finance, the SOS Company

P a g e 42 | 102
 Secretary.
❖ The complainant shall make contact with one of the above-designated
officials in order to properly bring forward a complaint.
❖ The complainant may use the SOS’s Discrimination Complaint Form
(HR#11) to file a complaint. Other formats such as memorandums,
handwritten statements, e-mail messages etc may also be acceptable. The
designated official shall convert verbal complaints into a written format
as soon as possible but no later than 2 days of the lodging of complaint.
The designated official will forward the complaint to the SOS Group Head
HR/ Company Secretary within (24) twenty-four hours of receipt.
Complaints that are submitted anonymously may not be accepted.
❖ An employee who believes that he/she is a victim of discrimination,
harassment and/or retaliation in the workplace has an affirmative duty to
report such conduct.
❖ Line Managers have a duty to pro-actively address workplace issues that
deal with discrimination and harassment. A Line Manager who fails to take
appropriate action under this section will be subject to disciplinary action.
To the extent possible, the confidentiality of the person making the
complaint and that of the respondent will be maintained.
❖ Information contained in the report of inquiry may be used in disciplinary
actions resulting from the investigation.
❖ Investigation Officer investigative reports are deemed confidential unless
otherwise directed by a competent court of jurisdiction or by order of the
Company Secretary.
❖ Therefore, the employee will be provided a summary of the investigation.
❖ Investigation documentation shall not be photocopied or disseminated
beyond the Company Secretary’s Office and Human Resource Department.
“Relevant documentation” for purposes of any resulting Appeal shall
consist of a summary of the findings.
❖ Within (5) five business days from the receipt of the complaint, an
individual designated by the Company Secretary, shall begin an
investigation of the complaint.

P a g e 43 | 102
❖ SOS employees shall cooperate with an investigation and be truthful with
the investigator. Failure to cooperate and to be truthful may result in
disciplinary action.
❖ Within 5 five-business days from the beginning of the investigation, the
SOS investigating officer or designated individual, shall submit a
confidential written report of inquiry to the Company Secretary.
❖ The SOS Attorney or his/her designee shall have 5 five business days to
review the report and to issue a written determination on whether a
discriminatory practice has occurred.
❖ Within (5) five-business days of receipt of the determination, the
Company Secretary or his/her designee shall review the determination
and report. The Company Secretary will forward the determination to the
respondent’s department Director for appropriate action, if necessary.
Disciplinary action shall be consistent with SOS policy and procedures.
The Company Secretary shall forward a copy of the determination, along
with the report to the SOS investigating officer.

Notification
❖ The SOS officer shall notify the complainant of the determination.
❖ The Department Head shall notify the respondent of the determination.

P a g e 44 | 102
 CHAPTER - 9

GRIEVANCES RESOLUTION

9.1 Objective
The objective of this policy is to provide a method for employees to express any
grievance they may have and approach different levels of authority in the organization
to address the grievance.

9.2 Policy
The employee is first advised to try and settle the grievance with his/her
immediate Line Manager. If, however this not possible or does not resolve the grievance,
then he/she should contract the next level up which is the department Head or the
Region Head. The Line Manager or the departmental head then attempts to resolve the
grievance. If the above channels cannot resolve the matter, the final step for the
employee is to put his/her grievance in writing to HRD. The HR department
representative or Manager HR himself mediates in an attempt to arrive at a satisfactory
solution, and confirms any decision/proposed action to the employee.

9.3 Grievances and Complaints

It is the policy of the SOS to treat all employees fairly in matters affecting their
employment. Every eligible employee shall have an opportunity to resolve matters,
which affect his/her employment. Every eligible employee with a grievance shall have
the right to present the grievance in accordance with the following procedures without
fear of reprisal.

9.4 Grievances Procedure

9.4.1 Informal Stage
Before an employee files a formal written grievance, the employee and
his/her immediate Line Manager must make a good faith effort to resolve the

P a g e 45 | 102
issue informally except in situations where a special hearing officer was
appointed to conduct the Appeal Hearing. A good faith effort shall consist of a
face-to-face meeting between the employee and his/her immediate Line Manager
to discuss the issue and resolution. The filing of a formal, written grievance shall
not preclude continuing a good faith effort to resolve the grievance. The good
faith effort does not extend the time limit(s) included in the grievance procedure.

9.4.2 Formal Stage

❖ Within 2 two business days following the event, on which the grievance is
based, an eligible employee may file a formal written grievance with the
Department Head.
❖ The grievance must be filed on forms developed by the Human Resource
Department. The grievance must be specific and refer to an issue that can
be acted upon. The contents of a formal written grievance and settlement
desired cannot be changed after it is submitted.
❖ A copy of the grievance shall be immediately forwarded by the
Department Director to the Group Head HR/ Admin & Finance and the
immediate Line Manager of the employee.
❖ Within 2 two business days after receipt of the formal grievance and after
reviewing all the facts pertaining to the grievance, the Department Head
or his/her designee shall provide a written response to the employee who
filed the grievance.
❖ If the Department Head does not respond to the employee grievance
within (7) seven business days, the grievance will be automatically
appealed to the Head Office/Company Secretary.
❖ If the decision of the Department Head is not satisfactory to the employee
who has filed a grievance, the employee may, within (3) three business
days of receipt of this decision, appeal that decision in writing to the
Company Secretary.
❖ The employee’s written appeal to the Company Secretary shall be filed.
The Company Secretary will not be part of the grievance procedure at any
stage except the Appeal, at which stage he or she will appoint an Appeals

P a g e 46 | 102
 Committee to hear the final proceedings.
❖ The appeal to the Company Secretary and his or her appointed Appeals
Committee must include a copy of the original SOS Employee Grievance
Form HR#12 (and all pertinent attachments provided by grieving party
and/or Department Head).
❖ The appeal must not contain any changes, deletions or addendum’s to the
initial grievance, settlement desired and/or replies.
❖ Should the HOD’s response to the Grieving Party indicate that the issue
cannot be grieved under SOS procedures and the Grieving Party
nonetheless can file an appeal.

9.4.3 General Principles

Neither the SOS, nor the aggrieved employee, nor their observer(s) shall
have any direct contact either orally or in writing with any member of the Appeals
Committee prior to the hearing, and after the hearing, until the written decision
of the Board is made public.
❖ It shall be the responsibility of the SOS designee to schedule or reschedule
a hearing, accept the witness list and name(s) of observer(s).
❖ It shall be the responsibility of the aggrieved employee and the SOS to
provide any other information, documentation or copies requested by the
Chairperson of the Appeals Committee.
❖ All pertinent documents shall be provided to the SOS designee at least
(2) two business days prior to the scheduled hearing.
❖ The Appeals Committee shall use its discretion as to whether to accept a
document(s) not submitted in a timely manner.
❖ The SOS shall provide an employee who will make an audio recording of
the proceedings. A grieving parting desiring a complete verbatim
transcript shall provide for such a report at his/her expense.

P a g e 47 | 102
 CHAPTER - 10

TRANSFER, ROTATION AND CAREER PLANNING

10.1 Introduction
Career planning / job rotation is an organized approach used to match employee
goals with the business needs of the Authority in support of employee development
initiatives. Career planning / job rotation brings benefits to the Authority and to staff
members, encouraging the broadening of the skills and experience of staff, avoiding the
potential of their being locked into positions. Benefits from Career planning / job
rotation include acquisition and enhancement of skills, knowledge and expertise,
personal and professional development and enhanced prospects for advancement.
Career planning / job rotation also improves organizational flexibility,
interrelationships between different areas, career growth and progression
opportunities. Through multi-skilling it can assist to ensure continuity of output by
making provision for staff on leave.

10.2 Objective
The purpose of Career Planning / Job Rotation is to: -
❖ To create an ongoing supply of well trained, broadly experienced, well- motivated
employees who are ready to step into key positions as needed.
❖ To enable a flow of staff members through various departments with the view of
developing them into the culture and processes of SOS.
❖ To align the future staffing needs of the Authority with the availability of
appropriate resources.
❖ To define employee career path, which will help SOS to train and retain a pool of
suitably qualified employees.
❖ To accelerate the career development of employees with outstanding
performances.
❖ To sustain productivity, enhance internal control and minimize chances of
internal frauds.

P a g e 48 | 102
❖ To minimize the effects of job poaching and job hopping by creating a work
environment in which employees are aware that there are prospects for
advancement.

10.3 Scope
This policy is applicable to all employees of SOS.

10.4 General
The Career Planning / Job Rotation Policy for SOS staff aims to provide staff with
developmental opportunities, consistent with the staff performance management goals
of the Authority. Career planning / business exigencies may necessitate rotation /
transfer of the employee from one location to another or from one position to another.

10.5 Duration of Posting

As a principle, all staff members must not stay on a specific area of assignment
for more than three years (or a time as determined by the Competent Authority) unless
due to exigencies of service rotation is not possible, for which the Line Manager must
have a justification. An approval to this effect must be obtained for a definite period of
time, after which the approval shall again be sought from Competent Authority.
This period shall be determined from the date of joining of an incumbent in any grade in
that position but must not include a period of leave without pay.

10.6 Types of Rotation / Transfer

Transfer / rotation may take any of the following two forms: -
10.6.1 Intra-Departmental Rotation
The first Line Manager of the employee may rotate an employee within
his/her department with / without the employee’s consent, but must intimate the
employee in advance. Such job rotation shall be effected in line with the general
career plan of the employee in each category. Job rotation may also involve more
than one employee where interchange of assignments is to be made.

P a g e 49 | 102
10.6.2 Inter-Departmental / Unit / Office / Region Transfer
Any transfer of an employee entirely into a new set up shall be executed
strictly in accordance to the guidelines mentioned herein. All such transfers shall
be against pre-approved positions that are unoccupied due to any reason (new
position, resignation/transfer/dismissal/death of the previous incumbent etc.).
The transfers may be voluntary or involuntary.

10.6.3 Voluntary Transfer

All those employees who wish to be rotated in future may submit their
requests to HRD through proper channel against internally advertised positions.
Employees completing certain number of years in a particular department /
position (three years or as announced by the management from time to time)
may also opt for voluntary transfers into other relevant areas through proper
channel subject to the available budget / requirement at the new location.
Mutual transfer between two staff members of any department where
employees (Manager Grade & Below) in both departments agree to switch on
genuine need basis in similar functions / related experience, is also possible and
allowed subject to the condition that consent of all concerned Line Managers is
held on record.
No TA/DA, travel grant or relocation allowance shall be admissible in case
of transfer upon employee(s) own request(s).

10.6.4 Need Base Transfer

The Management may make arrangements for initiating transfer(s) as
deemed necessary keeping in view the nature of assignment and preferred
management consent of the concerned Line Managers of both locations shall be
obtained and held on record.
TA/DA, Relocation Allowance and Travel Grant shall be admissible as per
SOS Policy for cases where change of residence is to be undertaken and as stated
by the competent authority other than cases which does not justify award of such
allowance / grant due to insignificant costs. The change of residence shall mean
to involve a reasonable distance between the employee current location and the

P a g e 50 | 102
 proposed location where same day travel to / from is not possible.

10.7 Responsibility
The line managers of the staff shall be responsible for implementation of this
policy within their office / unit.
Staff members shall not be transferred more than once during the year. Any
transfer affected more than once shall be fully justified by the recommending /
approving authorities.
Once the transfer has been approved, the immediate Line Manager of the
transferee shall ensure that the incumbent must be transferred out immediately but not
later than 15 days from the date of approval / issuance of the letter, unless specified
otherwise in the transfer letter. The handing / taking over formalities shall be completed
as per procedure.
An employee who is to be rotated under terms of this policy will be expected to
attend training programs as may be required for effective performance of the duties.

10.8 Competent Authority

All cases of transfers / intradepartmental rotations shall be approved by the
Competent Authority or an executive authorized by the Competent Authority. All job
rotations / transfers within the same department / unit / office shall be authorized by
the respective Branch Manager / Unit / Senior most Executive at the respective office
under intimation to all concerned and HRD.
Any interpretation to and the deviations / relaxations / waivers in the above
policy matters shall be granted by the Competent Authority.

P a g e 51 | 102
 CHAPTER - 11

TERMINATION OF SERVICES
11.1 Resignation
❖ Resignation is a voluntary separation of employment from SOS with written
notice given by the employee. Employees shall give at least three month advance
notice in writing or 3 salaries in lieu of the above mentioned period.
❖ The concerned manager should confirm the receipt of resignation in writing to
the employee.
❖ Upon receipt of the resignation notice, the concerned Departmental Head will
forward the same to HR Department and will discuss the resignation case with
the human resources Department to decide the future action such as acceptance/
non- acceptance of the resignation, renegotiation or termination with immediate
effect with notice pay.
❖ The Departmental Head will be responsible for handing/taking over schedule,
nomination of successor or forwarding recruitment requisition for provision of
replacement.
❖ In case, an employee may wish to revoke the notice of resignation. Revocation of
the resignation notice will be treated on case-to-case basis. Relevant Department
Head in consultation with the HR Department will decide whether to accept or
reject the application. Acceptance of the application does not necessarily mean
that the applicant will be reinstated on the same position.

11.2 Dismissal
11.2.1 Dismissal Due to Death During Employment
When an employee dies while working with SOS, procedures relating to
the policy on Retirement shall be followed. The relevant Manager will require to
notifying HR Department at the earliest so that appropriate notification and
actions would be taken by the Finance & Accounts Department.
The HR Department will make final settlement and make arrangements

P a g e 52 | 102
for the return of keys and all other SOS property.

11.2.2 Dismissal Due to Absenteeism

❖ Employees who remain absent unexpectedly from work are required to
notify their Line Managers promptly with the reason for the absence.
Employees are considered quitting the job if they are absent for five
consecutive working days or more, without notice.
❖ The Line Manager must take immediate steps to contact the employee. If
attempts to reach the employee are unsuccessful, the Line Manager must
consult immediately with the HR Department.
❖ HR will formally write a letter to the employee asking for explanation.
❖ In case employee or his NoK (Next of Kin) responds to the letter, the
matter will be referred back to the Line Manager who will initiate
appropriate action including disciplinary action.
❖ In case of no response to the notice within 2 days of the issuance of the
a show cause/explanatory notice.
❖ Employees who remain absent will be treated as resigned without serving
the notice period w.e.f. their last working day.

11.2.3 Dismissal During Probationary Period

During probation period, an employee can be dismissed from service
without giving any notice.

11.2.4 Dismissal on Account of Poor Performance

❖ Termination of employment for poor work performance is a serious
matter which requires careful evaluation and the approval of Group Head
HR/ CFO and above Company Secretary will take decision.
❖ An employee will be considered liable for job termination on poor
performance if three consecutive Performance Appraisals rank the

employee in the Below Average performer category.

❖ A warning letter by the HR Department will be issued to the employee on

P a g e 53 | 102
 poor performance ranking asking him to improve his performance
otherwise, it might result in termination.
❖ The HR Department as well as relevant Department head can initiate
termination/enquiry process against poor performers after poor
appraisal.

11.2.5 Dismissal Due to Misconduct

❖ Termination of employment for failure to comply with SOS policy
(misconduct/cause) is a serious matter which requires careful evaluation
and the approval of Competent Authority in all cases, regard less of the
Grade of the employee.
❖ Misconduct or breach of discipline which includes, but is not limited to,
violence or the threat of violence in the workplace, Theft / Fraud,
Misappropriation of funds / embezzlement, refusal to perform work /
insubordination, acts of discrimination, etc (See Code of Conduct Policy).
❖ Failure to comply with departmental or SOS policies or regulations also
includes, but is not limited to, chronic or recurring disregard for
workplace rules, habitual breach of SOS policies, habitual late coming, or
failure to meet work-related reporting requirements.
❖ The Line Manager through departmental head will report the act of
misconduct to the HR Department immediately following the action.
❖ In any case, Department head cannot terminate an employee at his own
discretion.
❖ An employee once dismissed from the SOS’s service because of
misconduct will not eligible for re-employment.

11.3 Suspension
❖ An employee against whom disciplinary action is pending or proposed to be
taken or he has been removed from the work by the Department head, may be
placed under suspension by Group Head HR/ Admin & Finance for lower
management and below and by Competent Authority for C Level Positions and
above.
❖ The period of suspension should not exceed 03 months. It would, however, be

P a g e 54 | 102
 extended further at the discretion of the Competent Authority.
❖ An employee who will be under suspension will receive a subsistence allowance
equal to half of his net salary plus house rent and conveyance allowance only.
While under suspension, he/she shall not leave place of duty without the written
permission of the Competent Authority.
❖ When an employee is restored in service after suspension, he/she shall be
entitled to payment as follows: -
▪ If the employee was found “not guilty” of the charges, the full pay, less the
amount already paid to him/her as subsistence allowance, would be paid.
▪ If the employee is found “guilty’’, he/she will not be entitled to receive any
pay for the period of his/her suspension, except what was already drawn in
the shape of subsistence allowance. (Legal advice should also be obtained)

11.4 Right-sizing or Re-structuring

❖ Elimination of positions will occur when there is a lack of available funding for
work; re-organization or re-structuring of SOS would occur.
❖ Before a decision is made to eliminate a position(s), department Heads will
thoroughly assess the unit's work and staffing needs and, if a layoff is anticipated,
must seek approval of the Competent Authority.
❖ List of surplus employees will be made purely on the basis of performance and
length of service with SOS. Employees’ last five years performance will be
considered for this purpose. In case performance of two employees is equally
good then the junior will have to go first. (Age principle can also be followed in
case date of joining is same.)
❖ Surplus employees will be adjusted against the vacancies relevant to their
experience in all other locations. Decision for termination of surplus employees
will be the last option.
❖ Once the decision of termination has been made, HR Department in coordination
of relevant HOD will develop a Plan that provides an outline of activities for staff
whose positions will be eliminated.

P a g e 55 | 102
11.5 Clearance and Final Settlement of Accounts
❖ In case of any of the above termination, HR will obtain Accounts Clearance Form
from all the departments prior to the payment of any dues.
❖ The release of service certificate and dues are subject to the clearance.
❖ All receivables, known as a result of the clearance process, will be adjusted
against final payment of dues. In case number of receivables exceeds the number
of payables, employee will be requested to deposit the difference for smooth
completion of the settlement process otherwise legal action may also be taken
with the prior approval of Competent Authority.

11.6 Settlement
After having financial clearance HR Department will initiate the final accounts
clearance that will include: -
❖ Pay
❖ Any financial implications due to clearance

11.7 Service Certificate

❖ All employees terminated in any of the above stated cases, have the right to obtain
Experience Certificate. HR Department will issue the Experience Certificate to the
terminated employee with the payment or receipt of final dues, as the case may
be.
❖ The HR Department will release Experience Certificate. This certificate will
contain the details about tenure of the employee on various designations held by
him during his stay with SOS and a statement say that he has cleared all his dues
and nothing is due from him.

11.8 Exit Interview

Exit interviews will only take place when the employee resigns voluntarily from
the services of SOS. The HR Department will arrange an exit interview on the last day of
service. Exit interview will be conducted to ascertain the cause of the resignation and
feedback about the working conditions in SOS.

P a g e 56 | 102
 The outcomes of the interview will be recorded on Exit Interview Form and will
be forwarded to Group Head HR for review and appropriate action.

CHAPTER - 12

TERMINATION OF SERVICES

P a g e 57 | 102
12.1 Introduction
In order to improve job satisfaction of the workforce, ensuring a safe and secure
environment for employees is always considered important for any organization. To
improve the safety and health conditions on an on-going basis, it is necessary to
continuously monitor the health and safety issues in the environment and update the
current procedures accordingly.
Commonsense and basic good housekeeping are the predominant factors
influencing the maintenance of high standards of health and safety in offices and staff
should always be conscious of dangers to themselves and their colleagues, presented by
their working environment and activities.
Any unsafe conditions, e.g. faulty lifts, faulty fire doors, missing fire extinguishers,
missing Fire Notices, defective equipment (particularly defective gas connections), poor
lighting, damaged floor coverings, unsafe furniture and so on, should be reported at once
to immediate Line Manager, admin officer or safety officer so that necessary remedial
action can be taken.
Recognizing the importance of employee health and safety, SOS is committed to
ensure that employees must know and follow all health and safety requirements of their
specific job requirement.
The following items are considered for incorporation in the “policy statement”: -
❖ Health and safety are to be given equal consideration with all other business
functions.
❖ Health and safety are everyone’s responsibility. Employees shall actively
participate in all elements of the Health & Safety program.
❖ The organization is committed to comply with all corporate policies, procedures
and applicable legislation.
❖ Health and safety are among our highest values and a key indicator of
organizational excellence.

❖ All work-related injuries and illness are preventable by identifying and

controlling risks.
❖ Hazard identification, risk assessment and risk control represent the foundation
of a successful Health & Safety management system.
❖ Our Health & Safety management system is based on continuous improvement.

P a g e 58 | 102
12.2 Potential Hazards in the Workplace
Following are the potential hazards in the SOS’s premises: -
❖ Portable and fixed electrical appliances
❖ Office equipment’s, computers etc.
❖ Trailing cables
❖ Stairs, stairways & lifts
❖ Congested walkways and corridors
❖ Access and egress
❖ Seating, workstations including furniture & fixtures
❖ Heating and ventilation
❖ Lighting levels (low/insufficient)
❖ Cleanliness and waste materials
❖ Sanitary conveniences
❖ Dusts, powders, chemicals/lubricants & fumigation
❖ Working alone
❖ Damaged building or substandard construction, false ceiling, and work under
progress areas.
❖ Workplace violence (physical or verbal)

12.3 People Affected by Hazards

People affected by above mentioned hazard could be any of the followings: -
❖ SOS Employees
❖ Visitors/customers
❖ Contractors & maintenance staff

This document covers following policy & procedures: -

❖ Health, Safety & Environment Policy
❖ Safety Precautions & Procedure
❖ First Aid Procedure

P a g e 59 | 102
12.4 Policy
12.4.1 General
❖ It is the policy of SOS to ensure that all activities carried out on its offices
or undertaken by its employees are managed in such a manner so as to
avoid, reduce, or control, through proper implementation of all relevant
safety procedure’s all foreseeable risks to the health & safety of any
person(s) who may be affected by such activities to a tolerable level.
❖ It is also the policy of the SOS that these procedures are communicated to
all employees, visitors, customers, and those who are impacted by their
implementation.
❖ It is the policy of SOS to ensure provision of: -
▪ A safe place in which to work with safe means of access;
▪ Suitable and sufficient information, instruction, training and
supervision to enable all employees to comply with the SOS’s Health,
Safety & Environment Policy;
▪ Appropriate management procedures and consultative
arrangements to monitor and audit compliance with SOS’s Health,
Safety & Environment Policy;
▪ Appropriate arrangements to access and control the risks associated
with work activities undertaken at the SOS or by our employees.
❖ All members of staff will receive a copy of this policy and will be required
to acknowledge to state that they have read and understood it. New
members of staff will be required to read and sign a copy of this policy
before they start work and their manager will familiarize, explain and
assist them to begin work in a safe manner.

❖ All workplace incidents/accidents must be reported to the Operations

Department through Area/Regional Office with complete details and
action taken as soon as possible on prescribed Form (HR#15).
❖ All expenses on medical treatment, rehabilitation etc of employees who
were injured in a workplace incident, while on duty, shall be borne by SOS.

P a g e 60 | 102
12.4.2 Fire Safety
❖ The SOS will provide the necessary fire fighting equipment at all locations
of its operation. It is the policy of the SOS to over rather than under
provide such facilities.
❖ All employees are required to familiarize themselves with the fire drill
procedure as mentioned in this policy. Exercises will be arranged at
regular intervals (at least twice in a year).
❖ Existing fire fighting equipment will be inspected and its health recorded
by a safety officer or by the employee responsible for general
administration of the office (e.g. branch/operation manager,
administration officer etc to be referred hereinafter as safety officer) on
quarterly basis and by the head office representative (to be nominated by
Group Head HR/ Admin & Finance on an annual basis who will issue its
fitness certificate.
❖ Fire & smoke detection alarms will be installed at all locations and tested
by safety officer on regular basis.
❖ Fire extinguishers should only be removed from their wall brackets in an
emergency. The removal of fire extinguishers in other cases without good
reason will be considered as misconduct.
❖ Fire exits will be provided at all locations/buildings, wherever required.
Red color signs board indicating fire “exits” will be visibly placed. Fire
exits must be kept clear at all times.
❖ All premises of SOS will be no smoking areas. No smoking signs will be
placed prominently. Smoking in all the premises will be considered as
misconduct.

❖ Emergency phone numbers of police, fire brigade, hospitals etc shall be

displayed at the notice board of each location.
❖ A signboard with a map of all exits to the premises and necessary
evacuation instructions will be prominently displayed at all premises.

P a g e 61 | 102
12.4.3 Electrical / Mechanical Safety
❖ Changes to the electrical system (including new plugs) will only be
undertaken by competent persons who have been hired for such work.
❖ Work on 3 phase electrical systems will never be undertaken by
unqualified personnel. Only trained personnel will handle the electrical
and mechanical equipment’s.
❖ Protective clothing/accessories will be provided to all staff working on
electrical/mechanical equipment such as gloves, helmet etc. Protective
clothing’s must be worn before commencing any hazardous activity.
Failure to do so will be considered as misconduct.

12.4.4 First Aid and First Aid Box

❖ The SOS will provide first aid facility at its all locations. The nominated
first aiders (preferably nominated safety officers) will be published on the
notice board of each premise.
❖ First aid box containing necessary items shall be provided at each location.

12.4.5 General Safety

❖ Since good housekeeping in all areas is an essential feature of safety and
the prevention of accidents, SOS will ensure proper maintenance of office
premises to ensure clean and safe environment.
❖ SOS will also ensure to control the use, disposal and transportation of all
waste/hazardous materials including sanitary, garbage etc. This shall
normally be done after regular working hours.
❖ Fumigation of office premises shall be carried out regularly. Fumigation
will only be carried out on weekends or after office hours when all the
employees have left the premises.

❖ SOS will ensure supply of clean and safe drinking water, free of any
contamination at its all location either by installing water filters or
purchasing mineral water.

12.4.6 Training

P a g e 62 | 102
 ❖ Two branch employees, one of them preferably officer grade, will attend a
training course on Health & Safety duties and responsibilities, including
instructions on applying first aid and use of fire fighting equipment, prior
to their appointment as Safety Officer/staff for the branch/office.
❖ SOS will arrange for the in house or external training, after certain
interval, to all nominated safety officers/first aiders from professional
body/person.
❖ Whenever possible, all new employees will be given short briefing during
basic level training course at the training academy.

12.5 Scope
This health, safety & environment policy is applicable to all employees,
customers, as well as any external visitors including service/maintenance contractors.

12.6 Responsibilities
It will be responsibility of EVERY employee to ensure proper implementation of
Health, Safety & Environment policy, however, prime responsibility rest with the
following: -
12.6.1 Group Head HR
It shall be the responsibility of the Group Head HR to: -
❖ Device strategy and plan to implement this policy throughout the SOS on
annual basis.
❖ Ensure implementation and monitoring of this policy.
❖ Audit the health, safety and environment performance of the SOS and
prepare annual report for review of the management.
❖ Investigate accident and take appropriate action on the findings.
❖ Nominate and update, as and when required, the list of safety officers.

12.6.2 Safety Officer / Any Officer Designated by Group Head HR

It shall be the responsibility of the Safety Officer/ Any officer designated
by Group Head HR/ Admin & Finance to: -
❖ Participate in courses on fire safety, first aid etc being organized by HRD
from time to time.

P a g e 63 | 102
 ❖ Ensure proper implementation of this policy in their premises.
❖ Ensure that new employee understands the content of this policy by giving
them short briefing.
❖ Carry out the risk assessment prior to any work activity to be undertaken.

12.6.3 Employees
It shall be responsibility of all the employees of the SOS to: -
❖ Read, understand and adhere to all health, safety & environment related
risks, procedures mentioned in this policy and keep them abreast with the
latest information being issued from Head Office.
❖ Participate in regular fire drill being held at their office.
❖ Understand the location of fire alarm, fire extinguishers, first aid box,
emergency exits and important emergency telephone number.
❖ In case of emergency evacuation of the premises, ensure safety of
important office documents, without endangering their life.
❖ Switch off all the electrical, mechanical and electronic equipment under
their use while leaving the office.

12.6.4 Human Resource Division

It shall be responsibility of Human Resource Division (HRD) to: -
❖ Review and update this policy, on regular basis, in line with the
recommendations of Group Head HR with the SOS’s overall strategy on
Health, Safety & Environment.
❖ Conduct regular courses for safety officers/ officers designated by Group
Head HR on fire fighting and first aid in coordination with Group Head HR.

12.7 Environment
SOS main business operation is to provide quality services to its customers and
hence does not undertake any activity that can damage the environment in which it is
operating. However, the general environmental duty requires all the employees to take
reasonable steps to prevent or minimise any environmental harm their actions may

P a g e 64 | 102
cause.
SOS will continue to improve its image as socially responsible corporate citizen
by sponsoring/financing projects (subject to other terms and conditions as per SOS
policy) such as development of parks, roundabouts, tree plantations, tourism, festivals
etc. Furthermore, SOS will continue to work with NGO’s working for the improvement
of environment of the society.
Every effort will be made by the SOS to ensure that potential hazards to the
environment, its consequences and remedial actions are considered while funding any
project that can possibly have any environmental risk.

12.8 SOS Health and Safety Strategy

Group Head HR/ Admin & Finance shall have overall responsibility for
implementation of this policy. He will prepare the strategy/action plan for
implementation of this policy for review and approval of Company Secretray. Strategy
should also ensure that adequate resources are allocated to allow the implementation of
this policy in the SOS. They will also prepare an annual report and would regularly advise
the SOS on health, safety & environment matters. The report will review progress
against the strategy, report on major accidents reported and action taken to prevent
such accidents in future. This report will allow SOS to monitor and review other key
health & safety performance indicators. The terms of reference for Group Head HR/
Admin & Finance for smooth implementation of above strategy, are: -
❖ To advise the SOS & employees on the Health, Safety and Environment Policy;
❖ To act as the consultative body of the SOS on health, safety and environmental
issues;
❖ To investigate accident & incident and take appropriate action on the findings;
❖ To audit the health, safety and environmental performance of the SOS;
❖ To provide assurance that the SOS is meeting its obligations in matters of health,

safety and environment.

❖ To co-ordinate and review the SOS’s Health, Safety and Environment
Management systems;
❖ To facilitate the implementation of the SOS’s Health, Safety and Environment
Plans;

P a g e 65 | 102
❖ To prepare annual report on Health, Safety and Environment;
❖ To monitor and administer actions arising from the Health, Safety and
Environment policy and strategy;
❖ To liaise with external authorities on matters of Health, Safety and Environment.

12.9 First Aid

12.9.1 General
The guidance given in this section is the simplest instruction in First Aid.
If you have not learned basic First Aid measures, or have not been trained in First
Aid, you must familiarize yourself with the name(s) and location(s) of your
nearest qualified First Aider(s)/ Safety Officer. It will be too late to try to find this
information once an accident has happened.
Notices giving the names, telephone numbers and locations of persons
qualified in First Aid and the location of the nearest First Aid equipment must be
prominently displayed in the building.

12.9.2 Principles of First Aid

First Aid is the skilled provision of treatment for a casualty or any person
suddenly taken ill, using the facilities and materials available at the time, to save
life and to prevent any deterioration in the condition of that person while
awaiting the arrival of qualified medical assistance (usually an ambulance). First
Aid boxes are provided in each area or building and these boxes should be placed
at a prominent place.

12.9.3 First Aid Immediate Action

If an accident occurs, you should do the following: -
❖ Check your own safety! You are of no use if you become a second casualty.
Use protective clothing and equipment where necessary. Identify the
cause, nature of injury and respond accordingly. Casualties should be

P a g e 66 | 102
 seated or reclined when being treated, as appropriate.
❖ Keep calm - assess the situation - reassure the casualty
❖ Speaking calmly to the casualty establishes consciousness and may
provide useful information about the accident and assist in eliminating
continuing danger. If immediate danger threatens, remove the casualty
carefully to a safe place without endangering yourself. If the person's
clothing is on fire, roll the casualty on the ground in a coat or fire blanket,
etc.
❖ Get help at once if the injuries appear serious by calling a qualified First
Aider. Delegate a person nearby to call an ambulance, if one is required.

12.9.4 First Aid First Priorities

❖ Breathing & Heart Beating: -
▪ If the casualty is not breathing, start mouth-to-mouth respiration at
once (see method below).
▪ If the casualty heart is not working, start CPR as per method below.
Remember, the first minutes are vital.
❖ Bleeding: -
▪ If bleeding is severe, apply firm direct pressure on the wound to stop
the bleeding, using hands, pads, dressings, etc. Maintain pressure until
professional help is available.
▪ If the bleeding is from a limb, elevate it 10" to 12" to reduce the blood
flow.
▪ Do NOT use a tourniquet

❖ Trauma of Fluid Loss: -

▪ Keep the casualty quiet, reassured and comfortable.
▪ Keep the casualty warm by a light covering but do not overheat.
▪ Do NOT give anything to eat or drink to the casualty as this may cause
complications if medical attention is required.

P a g e 67 | 102
❖ First Aid Electric Shock: -
▪ Do NOT touch the casualty until the current is switched off. If the
current cannot be switched off, stand on some dry insulating material
and use a wooden or plastic implement to free the casualty from the
electrical source.
▪ If breathing has stopped, start mouth-to-mouth respiration and
continue until the casualty starts to breathe or until medical help
arrives.
❖ Mouth-to-Mouth Respiration/CPR: -
CPR is most successful when administered as quickly as possible, but you
must first determine if it's necessary. It should only be performed when a
person isn't breathing or circulating blood adequately.
Quickly evaluate whether the person is responsive. Look for things like
eye opening, sounds from the mouth, or other signs of life like movement
of the arms and legs. In infants and younger children, rubbing the chest
(over the breastbone) can help determine if there is any level of
responsiveness. In older children and adults, this can also be done by
gently shaking the shoulders and asking if they're all right.
The next step is to check if the victim is breathing. You can determine this
by watching the person's chest for the rise and fall of breaths and listening
for the sound of air going in and out of the lungs. If you can't determine
whether someone is breathing, you should begin CPR as mentioned below
and continue until help arrives.
▪ Lay the casualty flat if possible.
▪ Ensure no obstructions are in the mouth (remove dentures, etc.).
▪ Ease constrictions at the neck, chest and waist.
▪ Place a rolled jacket or pad under the shoulders to arch the neck.

▪ Pinch the casualty’s nostrils and draw the chin forward to open the
mouth.
▪ Take a moderately deep breath and breathe steadily into the
casualty’s mouth (chest will rise).
▪ Lift your own head and allow the casualty to exhale (see chest deflate).

P a g e 68 | 102
 ▪ Repeat this cycle at a rate of 6 to 8 per minute.
▪ Continue until the casualty resumes breathing unaided or until
qualified medical services take over, however long this takes.
▪ In case casualty’s heart beat is stopped, you should give two rescue
breaths followed immediately by cycles of 30 chest compressions and
2 rescue breaths. This procedure involves pushing on the chest to help
circulate blood and maintain blood flow to major organs.
▪ If breathing resumes, place the casualty in the Open Airway
(Recovery) Position and treat as an unconscious casualty.
▪ Open Airway (Recovery) Position

❖ Burns and Scalds: -

Burns and scalds, however large or small and from whatever cause
(including chemicals) should be cooled by flushing with copious amounts
of cold water for at least 10 - 15 minutes (longer if necessary). The affected
area should then be covered with a dry sterile dressing.
Never apply any lotions, ointments or anything similar to a burn or scald.
COLD WATER ONLY.
Do NOT burst blisters or attempt to remove charred materials from a
burn. Always obtain medical attention.
❖ Eyes: -
Foreign bodies (including chemicals) in the eye should be flushed out
using clean cool water for at least 10 - 15 minutes. Sterile eye wash bottles
of the sealed cap type may be used if tap water is not immediately

available. Casualties with eye injuries should always be sent to the

hospital with the eye covered by a pad.

12.9.5 First Aid Box Requirement

First aid box with following minimum requirement should be provided at

P a g e 69 | 102
 each premise: -
❖ Guidance Card: noting the most important emergency procedures.
❖ Wrapped Sterile Adhesive Dressings (Assorted sizes): for protecting small
cuts or other breaks in the skin.
❖ Sterile Eye Pads: sterile pad with a bandage attached to it to use over the
eye following eye injuries.
❖ Individually Wrapped Triangular Bandages (preferably sterile): can be
used as a pad to stop bleeding, as a sterile covering for large injuries such
as burns, as a bandage, or to make a sling.
❖ Safety Pins: may be necessary to secure bandages.
❖ Medium Wound Dressings: a sterile unmedicated dressing pad with a
bandage attached to it.
❖ Disposable Gloves: gloves to be worn at all times when dealing with blood
or body fluids.
❖ Plastic Disposable Bags: to be used for disposal. This waste should be
incinerated where possible, or sealed and disposed of in the normal way.
Tablets or other medication must NOT be kept in the First Aid box. It is
advisable to have small boxes at various sites instead of one large one.

12.10 Risk Assessment

Risk assessment exercise will be carried out by Safety Officer prior to any work
activity to be undertaken. The assessment must be carried out in consultation with those
who will undertake the work. A written statement of the assessment identifying any
significant hazards must be completed and provided to those undertaking the work. The
assessment should describe the preventative and protective measures required to avoid,
eliminate, reduce or control the risks identified to a tolerable level.

12.11 Conclusion
A safe and healthy environment in the SOS can only be possible if we understand
the importance of it and act together to make SOS a safer place to work. Good
housekeeping can prevent most of the accident from happening. Prevention is always
better than cure.

P a g e 70 | 102
CHAPTER - 13

P a g e 71 | 102
 TRAINING AND DEVELOPMENT
13.1 Training Need Assessment
SOS recognizes the responsibility to enhance employee’s opportunity to develop
skills and abilities for performance maximization within the position and for career
advancement within SOS.
Both the concerned department and the HRD have a responsibility to assist in the
professional development of staff / employees.
HRD will assist in professional development process by evaluating the
recommendations of departments as well as overall SOS needs. HRD will also assist
departments by developing and presenting training courses.
The aim and objectives of staff development is to assist the development of each
individual and thereby enhance the overall SOS’s performance through improved
organizational efficiency and effectiveness.
❖ Preparation of employees to deal with new technological and other
developments.
❖ Development of additional work capabilities.
❖ Increasing the employee’s level of competence.
❖ Increasing the employee’s opportunities for promotion within
the organization.
❖ Increasing efficiency and productivity.
❖ Aligning the performance, efficiency and effectiveness of individuals with the
overall performance and development of organization.
The following training is mandatory for the designated group(s) of staff
employees: -
❖ All new employees shall attend new employee orientation within three (3) days
after their first date of employment.
❖ All newly hired or promoted Line Manager employees shall complete a Line
Menagerie training program.
❖ All employees with Line Manager responsibilities shall complete coaching,
feedback, and performance appraisal of managerial competency skills.

13.2 Needs Assessment Procedure

P a g e 72 | 102
❖ It is the responsibility of the immediate Line Manager to define the Job
Descriptions or Key Performance Indicators (KPIs) and at the end of the year
Evaluate the individual on the basis of KPIs and decide the area where
performance of the employee is lacking, so that the employee can be trained in
that particular deficient area.
❖ At the end of each year, HRD will compile Performance Review Appraisals for all
employees. While assessing the performance, Line Managers will also be asked to
rate the employees in key competencies required to perform the job effectively.
❖ Any gap between the targeted level of competencies and employee’s current
capabilities will be identified as a future training need.
❖ The competency framework will cover job related requirements, skills,
managerial effectiveness and any other relevant skills as identified by the Line
Manager.
❖ Line Managers will also be given the opportunity to identify any training need
that they deem necessary, relevance to the employee’s role in the organization,
impact on performance improvement, targeted outcome and method for
evaluation of effectiveness.
❖ HR Department will arrange a meeting of Department Heads and Area Heads to
review training program. This forum will also be used to identify group and area
level training needs that may arise because of changing
❖ business circumstances, strategic planning, change in policies and working
methodologies, technology up-gradation and strategic re-organization.
❖ HRD will formulate policy for the need assessment process for the branches.
Execution / Implementation will be done by eatrch branch/ area, through the
submission of training plans to the HRD.
❖ The finalised version of training program will be approved by branch/ area Head
and will be sent to Group Head HR/ Admin & Finance for integration with the
organization level training plans.

❖ Department heads may recommend any training and development activity,

which would benefit the department or the staff employee. Department and
division heads are also encouraged to develop departmental or divisional staff

P a g e 73 | 102
 development programs peculiar to the needs of the department or division.

13.3 Local Trainings

Scheduled training programs for employees will be intimated by HRD through
memos distributed to all department heads, web sites and other SOS publications.
❖ After approval by the department head, a staff / employee may attend a training
program conducted by HRD or other institution.
❖ A staff / employee may request the nomination/registration for announced
training programs.
❖ A staff / employee nominated for training may attend during working time, after
approval of the department head.
❖ An employee who registers for training for personal objectives may attend on
personal expense at the department head’s discretion.
❖ If a department’s training needs cannot be met by HRD, a referral of the request
may be made to HRD for their advice and direction.
❖ Training at SOS expense will be regulated through a Bond.

13.4 Foreign Timings

❖ Contract employees shall not be considered for any foreign trainings. Similarly,
employees whose employment period with SOS is ending within six months, at
the time of training need assessment, will also not be considered.
❖ Should the employee resign / seek discharge before time-frame specified in the
Bond, he / she will have to reimburse SOS expenses incurred on training on a pro
rata basis; reducing every year proportionately.
❖ In case of foreign trainings or trainings for which the expenses incurred on the
training exceeds Rs. 50, 000/- required an employee to sign a surety bond for a
certain period of time, which will be decided as per the training and its expense.

13.5 Training Schedule

❖ Annual Training Plan will be developed after considering the best available
options for different trainings services providers.

P a g e 74 | 102
❖ A database shall be established by the HRD including the details of trainers
(Internal, external), training areas and date of trainings both in case of internal
and external training institutes.
❖ The HR Department will identify the trainer, training date and training mode.

13.6 Training Budget

❖ HR Department will calculate the approximate cost for all trainings required for
the current year. The training cost will depend on the mode of training, training
arrangements, course material, or participation fee, in case of external training.
❖ The training budget for next year will be prepared and forwarded to F & A
department for approval. In case where the approved budget is less than
❖ the proposed budget the HR Department will review the training schedule to
keep the cost within approved budget.
❖ The final training schedule will be communicated through memos distributed to
all department heads and/ or in SOS’s internal publications.

13.7 Management of Training

To finalize the training schedule, decision will be obtained from HDR on the
following arrangements: -
❖ Location
❖ Facilities
❖ Accessibility
❖ Comfort
❖ Equipment
❖ Timings
❖ Finances
Careful attention to the above operational details will contribute towards the
success of the training program. HRD and branch/ area head shall also take decision on

the following areas to establish an effective training program: -

❖ Define training objectives
❖ Define training outcomes
❖ Develop training methods

P a g e 75 | 102
❖ Decide the trainer
❖ Decide trainees for training
❖ Method of training evaluation

13.8 Training Resources

13.8.1 In-House Training
In-house training resources will include a pool of Resource Persons /
internal trainers. The HR Department is responsible to establish a list of Resource
Persons / internal trainers and their areas of expertise which will be updated
every year after completion of performance appraisal cycle.
HR Department will also establish an approved list of external trainers
available to conduct in-house trainings, when required, for SOS.

13.8.2 External Training

External resources will include all of the following: -
❖ List of training Institutes and their training schedules and fees.
❖ Upcoming trainings (Local / Abroad)
HRD will be responsible to collect information regarding the above-
mentioned resource.
This list will be established and up dated every year before finalising the
year training schedule.

13.9 In-House Training Methodology

In-house training opportunities will be provided to all employees using various
methods including on-job training, class room training (workshops, lectures, seminars)
etc.
On-the-job techniques include orientations, job instruction training,
apprenticeships, internships and assistant-ships, job rotation and coaching. A Training

Plan shall be developed by the HRD in consultation with Line Manager indicating the
trainer name, time allocated for the training each week and the total period of training.
Regardless of the type and method of the training, all trainers will be required to
develop a formal outline and content of the training program. The training content may

P a g e 76 | 102
include, but not limited to, the following: -
❖ Course Manual/Handouts
❖ Training Presentation
❖ Exercises
❖ Brief Outline

13.10 Trainer Identification and Course Allocation

13.10.1 Internal Trainer / Resource Person
❖ HRD will establish Trainers’ Competency Criteria. This will include the
description of knowledge, skills and abilities necessary to impart effective
trainings.
❖ A list of potential trainers with their training capabilities will be
established with the help of information provided by the department
heads.
❖ Employees who wish to accept trainer’s role voluntarily, will also be
encouraged for any specified training.
❖ All potential trainers will be evaluated against the established criteria and
the gap will be addressed in their T&D program. All potential trainers will
be required to successfully complete Training of Trainers (ToT) programs
to be organized by HR Department using internal or external resources.
❖ After successful completion of Training of Trainer (ToT) program,
potential trainers will be listed in the Internal Trainers / resource Person
List.
❖ The trainer’s list will be reviewed on a two year cycle. Necessary changes/
updation will be made on the recommendation of Group Head HR/ Admin
& Finance.

13.10.2 External Trainers

❖ There are many outside training sources, including consultants, technical
and vocational institutes, educational institutions and experts etc.
❖ The selection of external training sources will be based on expertise in

P a g e 77 | 102
 specified area/subject, market reputation; trainer’s profile, facilities and
fees. Company Secretary will review the credentials of the external
training sources and will approve them for inclusion in the approved list
of training providers.
❖ HRD can also obtain training resources outside the above pool on need
basis, However, the selection will be based on the evaluation.

13.11 Training Evaluation

13.11.1 Trainers Evaluation Report of Trainees
All internal trainers shall furnish Trainee’s Evaluation Form based on trainers’
evaluation of all participants in the following areas: -
❖ Active participation in training
❖ Results of pre and or post training course evaluation
❖ Trainee’s ability to grasp and apply the knowledge
❖ Ability to further disseminate the acquired knowledge in the fellow team
members.

13.11.2 Trainees Evaluation of Trainer

❖ All participants will be given a Training Evaluation Form required to be
filled at the end of training session.
❖ Incase of external or foreign training HR Department will ask the
employee to fill the form immediately after the training.
❖ The trainee’s feedback will be reviewed to monitor the performance of the
trainers/training services providers and will used to determine relevance,
utility and effectiveness of the trainer/training program. This review will
be used to update the trainer’s / training services provider’s pool.

13.11.3 Line Managers Evaluation of Trainees

The Line Manager will be responsible to discuss and agree with the expected area
of improvement with the employee before sending him on the training.
The Line Manager shall review the performance of the employee after one month

P a g e 78 | 102
of the date of training received by the employee. In this review the performance
against expected outcome will be discussed and the result will be reported on the
Training Evaluation Form.

CHAPTER - 14

P a g e 79 | 102
 TRAVELLING
14.1 Travelling Within Country
An employee traveling inside the country on official duty or on transfer from one
station to another shall be entitled to such allowance to meet his expenses for traveling
and stay, and for transportation of household effects on permanent transfer, as defined
in the under mentioned TA/DA Rules.

14.2 General Regulations

❖ Travel, on official duty must be undertaken with the approval of the competent
authority who will be Company Secretary or a person authorized by him for the
purpose. CA when giving permission, will be guided by the usefulness to the
institution of the proposed travel.
❖ Families accompanying officers traveling on official duty will not be paid for by
the SOS, unless accompanying on transfer.
❖ Duration of stay at a station should be limited to the authorized period. Any stay
beyond the authorized period must be approved by the CA, else it will be at the
expense of the individual.
❖ Only such expenses as are incidental to the official stay would be permitted.
Personal or unjustified expenses e.g. personal entertainment etc. shall not be
included in the bill.
❖ Official entertainment during the tour should be paid for and claimed separately
and would require the approval of the competent authority.

P a g e 80 | 102
 CHAPTER - 15

PERFORMANCE MANAGEMENT SYSTEM

15.1 Establishment of Goals
Individual objectives are identified in one to one meetings of the concerned
Department Heads with the subordinates. In this process last year’s objectives, strategic
goals and employee’s performance are considered to help establish objectives for the
next year, after having agreement with the employee.
Departmental Heads will identify key performance indicators (KPIs) against each
objective. This will facilitate measurement of employee’s performance against agreed
individual objectives. Agreed objective and KPIs will be documented and will be
forwarded to Department head, Employee and HRD for reference.

15.2 Performance Review System

Performance reviews are a critical component of performance management
system of SOS and are most successful when managers and Line Managers clearly define
job performance expectations, recognize individual accomplishments, and identify
specific areas for development.
SOS Performance Appraisal Form is attached.

15.3 Procedure
The formal performance appraisal procedure has been established for reviewing
the performance of employees against the personal and organizational objectives
and his/her own competencies. This process will be performed at the following
occasions
❖ By the end of the probationary period of new employee.
❖ For all other employees twice in the year before the end of Financial Year and
end of December.
The performance review is performed during the year by the immediate Line
Manager or department head. This also helps in providing feedback for the current

P a g e 81 | 102
year and provides an opportunity to jointly set performance goals for the coming year.
The performance evaluation starts with employee’s own feedback on his/her
technical and professional achievements during the last performance period. This
provides them an opportunity to highlight their own performance in relation to their
assigned tasks/targets.
In the second step, Line Manager or head of the department reviews the
performance goals of that particular employee along with the knowledge, skills and
abilities necessary to achieve defined objectives. It is required that the assessment
should be objective, job specific and meaningful and cover the entire time of the review.
The evaluation process covers the following areas;
❖ General Ability
❖ Character
❖ Performance
❖ Technical Ability
❖ Administrative Skills/Compliance
❖ Performance Objectives
The appraiser will be required to arrange a one-to-one discussion session with
the appraisee. The appraiser will discuss the appraisal form with the employee and will
explain reasons for the assigned rating. In case of any disagreement
between appraiser and appraisee, the appraiser will be required to clarify his
understanding and provide appropriate justification to the employee. Same should
be recorded in the comments section.
The Appraiser in consultation with the appraisee will set the performance
objectives for the next year/period which will be documented in Section 9. The Appraiser
will also identify Key Performance Indicators (KPI) for each objective. Any training and
development requirement that is essential to perform the job effectively or to help the
individual in achieving his/her objectives will be identified and recorded in section 10.
Both the parties, i-e appraiser and appraisee, will sign the Evaluation Form as a proof of
their agreement. In case an appraisee is not in agreement with the outcome of his
evaluation, he will record his point of view in remarks section before signing the form.
An overall Cumulative Performance Rating is obtained by combining the total
score of Competencies’ ratings (section 1-5) and average score on objectives rating

P a g e 82 | 102
(Section 6).
At the end of evaluation and upon agreement on the rating, the overall comments
are documented on the Performance Evaluation Form.

15.4 Definitions of Terms / Elements Contained in Appraisal Form

❖ Intelligence & Mental Alertness
▪ Intelligence is an umbrella term used to describe a property of the mind that
encompasses many related abilities, such as the capacities to reason, to plan,
to solve problems, to think abstractly, to comprehend ideas, to use language,
and to learn. There are several ways to define intelligence. In some cases,
intelligence may also include traits such as creativity, personality, character,
knowledge, or wisdom.
❖ Knowledge of Work
▪ Knowledge is defined variously as (i) expertise, and skills acquired by a
person through experience or education; the theoretical or practical
understanding of work or profession, (ii) what is known in a particular field
or in total; facts and information or (iii) awareness or familiarity gained by
experience of a fact or situation.
❖ Judgment
▪ In non-legal contexts, a judgment is a balanced weighing up of evidence
preparatory to making a decision following a formal process of evaluation. A
judgment is usually the outcome of an evaluation of alternatives. The formal
process of evaluation can sometimes be described as a set of conditions and
criteria that must be satisfied in order for a judgment to be made.
❖ Communication Skills
▪ Communication is the sharing or exchange of thought by oral, written, or
nonverbal means. To function effectively, managers need to know and be able
to apply strategically a variety of communication skills that match varying
managerial tasks. These tasks might call for nonverbal, presentational, or
written skills as the manager meets others, speaks at meetings, or prepares
reports to be read by clients or those higher on the organizational ladder. To
work effectively, managers also need to know sources of information. Finally,

P a g e 83 | 102
 managers need to understand the different communication channels
available.
❖ Attitude
▪ Attitude refers to the ‘feel’ part of your work. It relates to how one feels about
his work and his approach towards work. Hence, work attitude behavior is
intangible. It defines an individual’s feelings for his work in terms of pride,
value and beliefs.
❖ Integrity & Financial Integrity
▪ Integrity is the basing of one's actions on an internally consistent framework
of principles. One is said to have integrity to the extent that everything one
does is derived from the same core set of values. While those values may
change, it is their consistency with each other and with the person's actions
that determine the person's integrity. Thus in professional environment
Integrity refers to steadfast adherence to a strict moral or ethical and legal
code.
▪ Financial Integrity is often referred to as honesty. In professional
environment, financial integrity means that a person, while exercising his
financial powers or handling organizations funds, follows strict moral and
ethical values and legal code, remains free of corruption, avoids misuse of
financial powers, does not involves himself in misappropriation of funds and
does not accept bribery or others favors that may bias his financial decision.
❖ Initiative
▪ An individual’s ability to take introductory measures or actions that can
positively affect his own performance or performance of the group he
belongs to, or even the performance of the organization in larger context. The
power or ability to begin or to follow through energetically with a plan or
task; enterprise and determination.
❖ Leadership
▪ The ability to affect human behavior so as to accomplish a mission designated
by the leader. Leadership is a quality an individual may possess. One can
categorize the exercise of leadership as either actual or potential: -

P a g e 84 | 102
 • actual - giving guidance or direction
• potential - the capacity or ability to lead
▪ One of the differentiating factors between management and leadership is the
ability or even necessity to inspire. A leader may be defined as one who can
instill passion and direction to an individual or group of individuals and will
be using psychology to affect that group either consciously or subconsciously.
The leadership is often conceived as a set of behaviors that helps a group
perform a task, reach their goal, or perform their function. In this model,
effective leaders encourage functional behaviors and discourage
dysfunctional ones.
❖ Honesty (also see financial integrity)
▪ Honesty is the human quality of communicating and acting truthfully related
to truth as a value. Superficially, honesty means simply stating facts and
views as best one truly believes them to be. It includes both honesty to others,
and to oneself and about one's own motives and inner reality.
▪ Honesty implies a refusal to lie, steal, or deceive in any way, suggests an
active or anxious regard for the standards of one's profession, calling, or
position, implies trustworthiness and incorruptibility to a degree that one is
incapable of being false to a trust, responsibility, or pledge.
❖ Decisiveness
▪ Decisiveness means determining or having the power to determine an
outcome of the process. Exercises good judgment by making sound and well-
informed decisions. Perceives the impact and implications of decisions.
Makes effective and timely decisions, even when data are limited or solutions
produce unpleasant consequences. Is proactive and achievement oriented.
❖ Truthfulness
▪ Ability to speak the truth or present the fact in the correct form without any
prejudice to any party.
❖ Hardwork
▪ Putting best of the efforts to perform any duty or accomplish any task within
the due timeline and with the required quality of output.

P a g e 85 | 102
❖ Loyalty
▪ In general, Loyalty is used to describe the employee’s willingness to engage
in the long-term relationship with the organization. It is also considered as a
moral attitude where an individual keeps the organization he works for on
the first priority in all of his professional and work related actions and
decisions. Loyalty at times also refers to the faithfulness where a person a
supposed to safeguard the interest of the organization at all times.
❖ Output & Quality of Work
▪ Output refers to the quantity where an individual is expected to achieve all
the tasks and targets that were identified for him. The output also refers to
the value added in terms of an individual’s contribution to the success of his
team and his organization.
▪ Quality of work gives the second dimension. This refers to the accuracy and
correctness of the tasks performed by an individual, logically organized and
neatly presented.
❖ Reliability
▪ In general, reliability is the ability of a person to perform and maintain its
functions in routine circumstances, as well as hostile or unexpected
circumstances. It is the probability that a person will correctly performs
some activity during a given time period without performing any extraneous
and/or erroneous activity.
❖ Readiness to Accept Responsibility
▪ A personality attribute where an individual is willing to accept responsibility
of the actions (his own or his team) and guide the process of accomplishing
the targets.
❖ Degree of Interest in Work
▪ The extent to which a person pays attention to the details of the tasks he
performs and feels concerned for the quality and output. Being meticulous in
undertaking the requirements of his job effects the output quality.
❖ Time Management
▪ Time management can refer to all of the practices that individuals follow to
make better use of their time. It refers to principles and systems that

P a g e 86 | 102
 individuals use to make conscious decisions about the activities that occupy
their time. In the business context, time management means using the work
hours effectively to accomplish various tasks that routine and special and are
part of one’s job.
❖ Theoretical Knowledge
▪ Refers to the basic knowledge of the requirement of the job acquired through
various knowledge resources. The theoretical knowledge is often gained
through academic institutions. Theoretical knowledge also refers to the basic
understanding of the processes and procedures that are used to perform any
particular task.
❖ Practical Ability/Experience
▪ Knowledge that is derived from experiment and observation rather than
theory. Experience as a general concept comprises knowledge of or skill in or
observation of a job gained through involvement in or exposure to that job
itself. Experience is gained while employed in a particular job.
❖ Punctuality
▪ Punctuality is the characteristic of being able to complete a required task or
fulfill an obligation before or at a previously-designated time. In
administrative terms, Punctuality also means observing the standard hours
of work, strictly observant of an appointed or regular time; not late; being
prompt.
❖ Discipline
▪ Being disciplined means the ability of a person to follow a particular code of
conduct, or to adhere to a certain procedure. Discipline pertains to improving
employee performance through a process of assisting the employee (at least
at first) to learn the basic norms and procedures so he or she can perform
more effectively.
▪ Discipline in the workplace is the means by which Line Manager personnel
correct behavioral deficiencies and ensure adherence to established
authority rules. The purpose of discipline is correct behaviour. It is not
designed to punish or embarrass an employee.

P a g e 87 | 102
❖ Dress Code
▪ Dress Code is the guideline for establishing norms for acceptable dressing
/attire for the individuals in a work place in order to promote
professionalism and decency.
❖ Response to orders
▪ Adhering to the orders given by the Line Managers and complying with them
with the best of your ability.
❖ Poor / Below Average
▪ Performance does not meet even minimum acceptable standards in most
instances. Assignments are generally submitted late and/or are incomplete.
Does not demonstrate ownership of responsibility or any signs of
improvement in related fields.
❖ Average
▪ Performs most duties in adequate manner that meets most standards.
However, some improvements may be required. Occasionally fails to
complete assignments on time and/or comprehensively. Requires direction
and review of major parts of assignments. May hesitate to undertake work
outside his defined area of responsibility. Understands most duties and
overall objectives of the job. The employee is beyond the learning phase and
is making measurable contributions within his/her limitations.
❖ Good
▪ Performs all duties and responsibilities in a comprehensive manner. Some
duties are carried out in a superior manner with very few areas for
improvement to be considered. Fully adequate for the job. May not complete
some assignments on schedule on occasional basis. Considered highly
knowledgeable by Line Managers, peers and sub-ordinates. Generally works
independently and contributions to the overall effectiveness of the
department.
❖ Very Good
▪ All duties and responsibilities are conducted in a thoughtful and astute
manner with little or no need for direction, resulting in outstanding
contribution on continuous basis. Typically accurate, timely, decisive and

P a g e 88 | 102
 comprehensive in carrying out assignments and/or making
recommendations.
❖ Outstanding
▪ Recognized as an expert in his/her profession and frequently sought out for
advice, guidance and direction. Aggressively seeks to expand scope of
activities and assumes additional responsibilities.

15.5 Reporting Bad Performance

Unsatisfactory work performance may result from a variety of behaviours which
include, but are not limited to, disobedience, failure to complete work assignments or
correct errors in a reasonable amount of time, inability or unwillingness to learn new
tasks or skills, or to work collaboratively.
As soon as such patterns are identified, the Line Manager officer must
communicate with the employee to take corrective action, which may include coaching
for improved performance. Line Manager officer should consult with the Human
Resources Department as early as possible about the employee’s poor performance.
The Line Manager officer should give the employee a formal description of the
unsatisfactory work performance, standards and expectations that must be attained, an
explanation of the period of evaluation, and a statement that unless the level of
improvements are made and sustained, termination of employment will occur.
At the end of formal period of evaluation, the Line Manager officer will determine
if the work performance meets the established standards. If there are significant signs of
improvement, the Line Manager officer will give the employee written feedback together
with a clear statement of expectations for the future.
The Line Manager officer is not required to provide the employee with another
period of evaluation if the performance does not meet established standards unless there
are changes in the circumstances.
In case of continuous poor performance, the Line Manager should confer with the
Human Resources Department about termination of the individual's employment.

P a g e 89 | 102
15.6 Actions of Departments and HR Department
Department heads will review the evaluation in order to assure that
the evaluation process has been properly completed in a fair and objective manner.
Information derived from the performance appraisals may be considered when making
decisions affecting training, pay, promotion, transfer and special assignments.
In case of any disagreement between the appraiser and appraisee on the assigned
ratings or if the employee feels that he/she has not been rated fairly/appropriately,
he/she has a right to file an official appeal for review to the Group Head HR/ Admin &
Finance. The Group Head HR/ Admin & Finance will arrange official hearing of the
viewpoint of both the parties. The Official Hearing will be presided by Group Head HR/
Admin & Finance for Middle MANAGEMENT and COMPANY SECRETARY for Higher
Management and above. The Committee will include concerned Head, Manager HR and
Group Head HR/ Admin & Finance for Middle Management & Supervisory hearing and
COMPANY SECRETARY, concerned Head, Manager HR and Group Head HR/ Admin &
Finance for Higher Management & above hearing. COMPANY SECRETARY will give the
final decision on the outcome of the appraisal and thereafter employee’s rating will not
be challenged at any other forum.

P a g e 90 | 102
 CHAPTER - 16

MEDICAL POLICY
SOS’s employees shall be allowed reimbursement of medical expenses as per
following rules.

16.1 Basis of Entitlement

Expenses shall be reimbursed for medical treatment of all the employees of SOS
and their dependents, which include spouse, dependent children, and parents, Son up to
the age of 23 years and daughter up to their marriage shall be entitled to medical
treatment. Those dependents of the employee concerned that are entitled to free medical
treatment by virtue of their previous/present employment shall not be entitled to claim
medical. Parents / in laws of married female staff shall not be eligible for hospitalization
facility.
All employees shall be required to furnish an undertaking to the above affect as
specified by SOS.
Employees/their dependents shall be entitled to avail treatment from any
hospital/clinic of their choice.

16.2 Entitlement of Illness

Employees/their dependents shall be entitled to hospitalization for surgery and
serious illness requiring indoor hospitalized treatment. Employees shall be entitled to
claim maternity related expenses two times in the entire service not exceeding one basic
salary during a calendar year. In this respect expenses, such as normal / C-section
delivery of child, abortion and DNC, shall be included and considered as maternity
related expenses.

16.3 Nature of Expenses

All expenses in hospital including room rent, laboratory tests, surgeon fee,
medicines, any other relevant charges, shall be covered in hospitalization expenses.

P a g e 91 | 102
16.4 Entitlement Amount
Regular Employees/their dependents shall be entitled to reimbursement of
medical expenses on presentation of original bills along with Discharge Slip and a
summary of treatment given at the hospital/clinic, subject to following maximum limits:

__________________________________________________________________________________________
Within the above entitlement maternity related expenses shall be limited up to
one basic salary in a calendar year.
In case, medical expense exceeds the available limit, 50% of the expenses over and
above the limit shall be reimbursed by SOS while remaining expenses exceeding the
entitled amount will be borne by the employee concerned. However, reimbursement
cases of fatal diseases shall be considered subject to the approval of Competent
Authority.

16.5 Non-Cashable / Non-Accumulation

The medical entitlement shall be a facility, and not a benefit. Hence, it shall neither
be cashable nor be accumulated and shall lapse at the year-end.

16.6 Sanctioning Authority

The COMPANY SECRETARY or any other authorized executive shall be the
Competent Authority to approve the expenses for medical treatment as per above policy.

16.7 Punishment of Misuse of Facility

In case an employee is found to have misused the hospitalization facility by way
of submitting any claim for non-entitled dependents, OR through forged bills, he/she
shall be subject to disciplinary action, which may result in termination from SOS service.

P a g e 92 | 102
 CHAPTER - 17

DISCIPLINARY MEASURES FOR MISCONDUCT

17.1 Offences Require Disciplinary Actions
Disciplinary action may be taken when, in the opinion of the relevant Department
Head, an employee is: -
❖ Guilty of misconduct, i.e. conduct prejudicial to good order or service discipline
or contrary to rules of good conduct, or unbecoming of an officer of SOS because
of : -
▪ Insubordination.
▪ Repeated neglect of duties.
▪ Habitual absence from duty without intimation.
▪ Violation or contempt of SOS’s Policies.
▪ Leaking confidential information regarding affairs of SOS without authority.
▪ Misuse of SOS facilities.
▪ Engagement in private trade, business or work.
▪ Conviction for a criminal offence under the law.
❖ Corrupt or may reasonably be considered corrupt because: -
▪ He/she is dishonest or is involved in embezzlement.
▪ He/she or any of his/her family member is in possession of pecuniary
resources or property disproportionate to his known sources of income.
▪ He/she has been found guilty of deliberately misusing SOS facilities.
❖ Engaged or reasonably suspected of being engaged in illegal politics or
subversive activities, or is reasonably suspected of being associated with others
engaged in subversive activities and his/her retention in service is considered
detrimental to the maintenance of services with which SOS entrusted him/her.
❖ Violation of any section of any Part of Chapter 3 (Code of Conduct).

P a g e 93 | 102
17.2 Enquiry Procedure
On receipt of a written complaint by the relevant Department Head against an
employee, the HR Department will frame a charge and communicate it to the accused
together with statement of the allegations explaining the charge and of any other relevant
circumstances which are proposed to be taken into consideration.
The employee will be charge-sheeted, giving the date, place and the nature of the
alleged misconduct, and will be required to give his explanation in writing within 7 days.
If the explanation to the charge sheet is found unsatisfactory, an enquiry will be
instituted. He/she would also be asked to state whether he/she would like to be heard in
person, and/or produce any evidence in his/her defence.
An Enquiry Officer / Committee shall be appointed, amongst the enquiry panel, to
conduct the proceedings.
The total number of panellists will not be more than 5 and they will be nominated
by Group Head HR/ Admin & Finance with approval of Company Secretary.
The Enquiry Officer/Enquiry Committee shall enquire into the charges, examine
any documentary evidence and question witnesses, if any. The employee under enquiry
is entitled to cross-examine the witnesses against him.
The case will be heard on a day to day basis and no adjournment is admissible. An
adjournment would be allowed only in case a written appeal is made to the concerned
Head stating cogent reasons for requesting an adjournment. An adjournment cannot
exceed one week.
If the Enquiry Officer/Committee is convinced that the employee under enquiry
is hampering or attempting to hamper the progress of the enquiry, the process would be
completed in a just manner at the discretion of the Enquiry Officer/Committee.
The Inquiry Officer/ Committee shall, within 10 days of the conclusion of the
proceedings or within the period stipulated by the respective Head, submit the Findings
and the Recommendations to the Group Head HR/ Admin & Finance.

17.3 Powers of Inquiry Officer / Committee

For the purpose of an inquiry under these rules, the inquiry officer/inquiry
Committee shall have the following powers: -

P a g e 94 | 102
❖ Summoning of any person and examine him on oath.
❖ Receiving evidence on affidavits.
❖ Requiring the discovery and production of documents.
❖ Issuing commissions for the examination of witness or documents.

17.4 Penalties
If there are adequate grounds, any of the following minor or major penalties can
be imposed: -
17.4.1 Minor Penalties
❖ Censure
❖ Recovery from remuneration of the whole or any part of the pecuniary
loss causes to SOS by negligence or breach of order.

17.4.2 Major Penalties

❖ Withholding of increment and/or promotion for a period of one year.
❖ Demotion in post or reduction to a lower Grade.
❖ Compulsory premature retirement
❖ Dismissal from service.

17.5 Suspension
An employee against whom disciplinary action is pending or proposed to be taken
may be placed under suspension, if, in the opinion of the respective Head suspension is
necessary or expedient.

P a g e 95 | 102
 CHAPTER - 18

VEHICLE ENTITLEMENT POLICY

18.1 Scope and Applicability
The following vehicles policy outlines the matters related to use of SOS vehicles
allocated to SOS entitled employees for their usage to perform official duties without any
mobility problem.
SOS vehicles are for the execution of SOS work and represent the considerable
capital expenditure. In light of this, vehicles should be treated with care at all times by
having standard and professional handling.

18.2 Objectives
Main objectives of this policy are to: -
❖ Provide a comprehensive mechanism for vehicle management.
❖ Develop clarity and uniformity for proper vehicle allocation within the authority.
❖ Define responsibilities of departments engaged in vehicle allocation and
administration.
❖ Provide guidance to the users for different unforeseen situations.

18.3 Policy Administration

This policy is subject to review after every two years. However the management
has the right to issue any amendment in this policy to deal with any issue.
All efforts will be made to ensure that this policy is implemented in letter and
spirit. The policy will be administered by the HR and Accounts & Finance Departments
and all the clarification and interpretation as explained by HR Department will be treated
as final.
Financial expenses incurred in pursuing and following this policy will be
monitored and recoded by the Finance Department. Finance Department will keep a
complete record of all expenses incurred under various heads of transport on the
monthly basis so that quarterly, six monthly or yearly record of expenses may easily be

P a g e 96 | 102
obtained as and when required.

18.4 Entitlements

Pay Scale Power (cc) Make Fuel (Ltrs) Driver

C-Level 1500 Toyota 200 Yes

Group Heads
/ Heads / 1300 Toyota 150 No
GMs

18.5 Provision of Vehicles (Condition)

The cars can be provided from the available fleet but preference will be made to
provide brand new vehicles. However only those fleet vehicles can be considered for
allocations which are not more than three years old or driven not more than 50,000 kms.

18.6 Fixing of Accessories

Fixing of following accessories (if not provided by manufacturer) is allowed for
which the Admin departments will ensure accessories are being fitted in the vehicle.
Following limits are mentioned as maximum limits and any arrangement less than that
will be a cost saving. Floor mats and seat covers can be changed once in a year with the
prior approval from Group Head HR/ Admin & Finance department.

18.7 Maintenance and Servicing

All vehicles assigned to officers will be treated as fully maintained by employee
which means all repairs, rectifications of faults, different types of services will be
managed by the employees.

18.8 Safety and Security

It will be the responsibility of the users to ensure the safety and security of their
vehicles. However, administration department will ensure installation of security system
in all the vehicles.

P a g e 97 | 102
 All vehicles should be parked at designated parking places or secured places.
Vehicles will only be allowed to be parked outside office compounds where the officer
can ensure the safety and security of the vehicle. While parking, vehicles should be
properly locked. During field visits drivers have to find a parking place where they think
vehicles are safe.
In case of any damage employee shall bear the cost.

18.9 Provision of Fuel

The fuel expenses will be reimbursed as per limits defined above on monthly
basis. Administration department is responsible to provide vehicles in perfect running
condition.

18.10 Registration and Tax

All SOS vehicles will be registered in SOS’s name. Risk department will issue a
certificate / authority letter in favor of the officer who is using the car.
It is the responsibility of Risk department to ensure that a vehicle has been
registered by SOS. All taxes, renewal of registration book, radio licenses and any other
document of the vehicle is kept up to date and complete on annual, bi-annual basis. In
this regard the user of vehicle is also responsible to ensure that he/she always possesses
complete, correct and up to date records and documents as required by the traffic laws.

18.11 Vehicle Usage

18.11.1 Use of Vehicle
❖ Driving by drivers employed personally by the officer or provided by SOS,
and family members of the officer who are valid license holders is
permitted. It will be the responsibility of Officers to ensure that the
concerned driver or his/ her family member is properly briefed to follow
traffic rules and to drive with care to avoid any unpleasant
occurrence/accidents. Administration department will keep a register of
all staff/family members whom SOS approves to drive. Staff/family
members with less than one year’s driving experience should not be
authorized to drive.

P a g e 98 | 102
❖ Staff/family members are not allowed to learn to drive on SOS vehicle. Any
Officer/driver who is authorized to drive should not drive after having
consumed alcohol.
❖ The Officer will also provide a list of the family members who are valid
license holders and may drive the official vehicle, along with a copy of their
driving license and copy of NIC for the record of the Admin Department.
❖ In case of violation financial penalty will be imposed.

18.11.2 Out of City Travel (Personal / Official)

❖ SOS vehicles are permitted to be used outstation for personal and official
uses. For any Officer(s) requiring a pool vehicle for official work out of city
needs to: -
▪ Present approved travel authority, signed by his/her line manager
and/or concerned authority, to the Admin.
▪ Inform Admin about the program and timings at least three days
before so that administration can make arrangements for travel.
▪ Avoid making last moment or late requests or driver’s requirement at
own choice.
▪ Fully understand and try not to engage the drivers in the field after
office timings.
▪ Ensure that the driver must have sufficient rest time before long drive.
▪ Any officer visiting other city for official reason can use his personal
or official car assigned to him/her and can claim Rs. 8 per km distance
travelled.

18.11.3 Challans
❖ Any challans levied by the traffic police / magistrate for the incomplete
documentation will be paid by the user of the vehicle. The SOS will not
bear any loss at all on this account. Challans due to violation of traffic laws
will be paid by the user and/or driver himself. It will not be reimbursed
by SOS.

P a g e 99 | 102
❖ The legal speed limits must be adhered to all the times on the roads. In
case of violation of any traffic rules, the management may take it as
negligence and would start disciplinary action process directly.

18.11.4 Theft
❖ In case of theft, the user will lodge FIR with the Police and get final report
from Police Department. The Administration department will then
arrange relevant papers for insurance claim etc.

18.11.5 Accident
❖ In case of an accident of vehicle following steps will be taken: -
▪ Rush the causalities to nearby hospital. Immediately inform the SOS’s
office.
▪ All efforts will be made by the user to try to solve the problem
amicably with other party.
▪ If necessary the person driving the vehicle is responsible to ensure
that an FIR has been lodged with police department.
▪ MT Department along with the driver of the vehicle will move the
vehicle to workshop, fill insurance claim. A blank claim form will
always be kept in the car.
▪ MT Department will ensure repairs of the vehicle and perusal of
insurance claims.
▪ In case of an accident to the SOS car due to negligence or carelessness
on the part of an employee or due to consistent pattern of reported
accidents, SOS may require him to pay the bills and /or the Insurance
deductible portion of the car repair bill.

18.11.6 Payment for Repair After the Accident

❖ SOS has comprehensive insurance so when a vehicle is badly damaged
there is need to have assessment by Insurance Company.
❖ A caution will be given to a driver on first accident but on happening of
further accident disciplinary procedures will be applied. If it is found that

P a g e 100 | 102
 driver was at fault even it was a first accident; this would instigate
disciplinary action.

18.11.7 Maintenance of Records

❖ Following documents must be kept in Administration record: -
▪ Photo copy of purchase invoice
▪ Original registration Papers
▪ Photocopy of Tax Papers
▪ Original insurance documents
▪ Photocopy of permission letter from the SOS
▪ Original Handing / taking certificate
▪ Warranty Book

18.11.8 Documents in the Vehicle

❖ Highway Code Book
❖ Photocopy of Registration Papers
❖ Original Tax Papers
❖ Photocopy of Insurance Documents
❖ Original Permission Letter from SOS
❖ Accident Form
❖ Original Tax Token
❖ Vehicle Log Book
❖ User Manual

18.11.9 Receive and Drop of Guests

❖ SOS would provide vehicle to declared official visitors

P a g e 101 | 102
P a g e 102 | 102