HR Manual

CODE OF CONDUCT FOR
Policy # HR-RS-01
MANAGERS
CODE OF CONDUCT
PURPOSE
This Code of Conduct outlines our expectations regarding employees’ behaviour and work ethics
towards their colleagues, subordinates, supervisors, stakeholders and overall organization.
UPHOLDING THE NAME OF DYNEA PAKISTAN LIMITED
Every employee must protect Dynea’s reputation by dealing fairly with customers, the public,
competitors, suppliers, and one another. No one should take unfair advantage of anyone through
manipulation, concealment, abuse of privileged information, or misrepresentation of facts.
CONFLICT OF INTEREST
1. It is expected that all executives of Dynea during their employment shall not serve, be
employed, engaged, concerned or interested in any government, political, trade or
professional body (whether paid or unpaid) without the prior written consent of the CEO.
2. Any personal interest, which may affect or might reasonably be deemed by others to affect
an employee’s impartiality, should be declared up front in writing.
3. The company property and assets must not be used for personal work unless specific
permission is obtained.
4. Each staff member is employed in the Company on a full-time basis and therefore, he is
not to be involved, directly or indirectly in any vocation, business or commercial activity.
Any departure from this rule can only be made with the written permission of the Chief
Executive Officer.
5. No employee shall ever enter into or assist any subversive activity, which may in any way
be prejudicial to the interest of the Company.
6. Prior approval will be required to accept a Board of Director position in any company or
entity.
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7. Dynea Pakistan does not encourage employment of close relatives in the company.
However, exceptions may be made after special approval from the CEO and as long as
this does not result in a conflict of interest or other work related complications. Close
relatives are defined as spouse, sons, daughters, parents, brothers and sisters of the
serving employee.
CONFIDENTIALITY AND ACCURACY OF INFORMATION
1. The confidentiality of information received in the course of business must be respected

and never used for personal gain; Information given in the course of business must be
correct and never designed to mislead. Further, all company affairs and intellectual
property are to be treated as confidential and should not be discussed with third parties
during service with the Company and also after leaving except when compelled to do so
according to law.
2. The salary and emoluments package paid to an employee is confidential information and
every employee is required to strictly maintain this confidentiality.
3. An employee will be liable to immediate dismissal if it is discovered at any time that

he/she has wilfully suppressed any material information solicited from him/her or the
disclosures made by him/her at the time of his/her employment are false in any respect.
GIFTS AND ENTERTAINMENT
Gifts and entertainment may create an inappropriate obligation or expectation on the part of the
recipient or provider. Giving or receiving anything of value, including gifts or payment for travel
and entertainment to secure improper business advantage must be declined. For any such
entertainment, a prior formal approval shall be required from CEO or his designate.
MAINTAIN ACCURATE BOOKS AND RECORDS
The Company requires all its departments to maintain accurate and complete books and records.
Every business transaction undertaken by Company must be recorded on its books accurately
and in a timely manner. Chief Financial Officer of the Company must ensure that financial
information in the books and records is correct and complete in all material respects.
SAFE AND HEALTHY WORKING ENVIRONMENT
Dynea Pakistan is committed to conduct its business in compliance with all applicable
environmental and workplace health and safety laws and regulations. The Company strives to
provide a safe and healthy work environment for employees and to avoid adverse impact and
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injury to the environment and communities in which it conducts its business. There shall be “no
tolerance” policy towards substance abuse.
WORK PLACE HARASSMENT
Dynea Pakistan is committed to a work environment in which all persons are treated with dignity
and respect. The Company expects that all relationships among persons in the workplace will be
business-like and free of bias, harassment, or violence.
There shall be “Zero tolerance” policy towards sexual or any other type of harassment.
LEGAL PROCEEDINGS
It is essential that a staff member, who becomes involved in legal proceedings, whether civil or
criminal, should immediately inform the Company in writing.
WHISTLE BLOWING
The Whistle Blowing policy is designed to report any inappropriate event in the form of any
behaviour, action or incident that compromises the interests of shareholders, investors, customers
or any other stakeholder. The policy enables directors, officers and employees of Dynea Pakistan
including temporary staff to raise complaints internally and at a high level. The Company is
committed to achieving and maintain the highest standards of openness, integrity, ethical values
and accountability. Hence it expects all of its employees to do the same. In the interest of the
Company, it is the responsibility of every employee to ensure that any inappropriate event does
not occur.
However, the whistle-blower is not responsible for investigating the activity or for determining
fault or taking corrective measures. The GREIVANCE HANDLING COMMITTEE (comprising
of CEO, CFO and Head of HR) is responsible to review and investigate the proceedings of the
whistle blown. The committee has the responsibility of overseeing this policy and ensure
compliance by the Company.
AMENDMENTS
If any amendment or exception is required to be made in the provisions of this Code of Conduct,
it can be done only by the Board’s HR Committee entirely at its discretion.
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DECLARATION
Date: ___________________
To: HR of Head
I have received, read and understood Dynea’s Code of Conduct and hereby undertake to abide
by the principles stated therein to the best of my abilities during the tenure of my employment
with Dynea Pakistan.
Signature: ______________________________
Name of Employee: ______________________
Employee No: ___________________________
Name of Department: _______________________
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Policy # HR-RS-01
CODE OF CONDUCT FOR
Approval Date 01-May-2017
NON-MANAGERS
Date & No. of Revision
After reading this Declaration, kindly sign and submit to the HR Head.
As an employee of Dynea Pakistan Limited, I pledge myself to:
1. Respect all human beings and all living and inanimate things.
2. Conduct business in compliance with all laws of the land.
3. Comply with all rules and system in the Company.
4. Maintain confidentiality of records & privileged information.
5. Not to undertake any work or assignment outside of the Company without written
permission of the Chief Executive Officer.
6. Provide products and services of the highest quality.
7. Exhibit highest standards of personal integrity, professional and personal conduct.
8. Not to propagate false or misleading information.
9. Perform assigned duties to the best of my ability.
10. Conserve resources and protect the environment.
11. Comply with safety, health and security regulations.
12. Avoid racial, ethnic, religious and political discussions at work.
13. Report unethical and illegal activities to my superior.
14. Take decisions in Company’s best interests.
15. Not to use company property for personal benefits unless otherwise authorized.
16. Demonstrate courtesy, respect, honesty and fairness.
17. Be accountable for company funds under my charge.
18. Exhibit good attendance and punctuality.
19. Dress in business like attire/company uniform.
20. Never carry firearms at work.
21. Refuse gifts or personal favours of whatsoever nature from a distributor or a customer of
the Company.
22. Maintain loyalty to the organization and pursue its objectives.
23. Strive for personal growth and development all the time to improve my performance.
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HUMAN RESOURCE Policy # HR-RS-01
&REMUNERATION Approval Date 01-May-2017

COMMITTEE OF THE
BOARD.
The Board of Directors constituted the HR & Remuneration Sub-Committee of the Board for a
period of three years beginning 1st July 2016:
Director (Independent) - Chairman

Director - Member
Director - Member
Head of HR shall act as Secretary of the Committee
The terms of reference of the aforesaid Sub-Committee will be as follows:
1. Establishing Dynea Pakistan Limited as a brand, achieve preferred employer status.

2. Approving Company’s compensation and HR related policies including the Comparator
Basket of Companies and the annual salary program.
3. Review annually, the Company’s human resource policies, procedures, programs,
compensation and benefits plans for all employees for recommending changes as
appropriate to the Board.
4. Recommending to the Board the selection, evaluation, compensation (including
retirement benefits) and succession planning of the Chief Executive Officer (CEO).
5. Recommending to the Board the selection, evaluation, compensation (including
retirement benefits) of Chief Financial Officer (CFO), Company Secretary, Head of
Internal Audit and officers of Level-3 and above.
6. Review the Company’s management resources, succession planning and development
activities as per their mandate, specially monitor the talent pipeline by conducting twice
a year comprehensive review of the talent and any associated risks.
7. Consider and approve recommendations of CEO on matters pertaining to key
management positions who report directly to CEO.
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Note: The CEO shall not participate in the proceedings of the committee on matters that directly
relate to his performance and compensation.
Quorum – Chairman plus one member of the committee will constitute the quorum for a meeting
of the Committee.
Dissemination of Information – The minutes of HRC meetings will be circulated to Board of

Directors as part of agenda for next meeting of the Board
Meeting Frequency - HRC shall meet at least four times per year and/or as deemed appropriate
by the Committee Chair to tie up with some set annual activities.
APPROVED BY
Chief Executive Officer Director
Director Director
Director Director
Chairman
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MANAGEMENT HUMAN Policy # HR-RS-01
RESOURCE & Approval Date 01-May-2017

REMUNERATION
COMMITTEE
Purpose
To effectively manage HR issues and develop policy recommendations for consideration of the
Board’s HR Committee and the Board, a Management HR Committee (MHRC) consisting of the
following officers will be formed with immediate effect:
1. Chief Executive Office - Chairman

2. Head of Hub Factory - Member
3. Head of Gadoon Factory - Member
4. Chief Financial Officer - Member
5. Head of Sales & Marketing - Member
6. HR Head - Secretary
Meeting Frequency
At least once a quarter and as per need.
Mandate
The committee will have the following mandate:
1. Propose policies to establish Dynea Pakistan Limited as a brand carrying a preferred

employer status.
2. Benchmark and recommend HR Policies, in line with the Industry, for consideration of
Board’s HR Committee and/or Board
3. To administer all employee related matters related to level 4 down including manpower
requirements, recruitment, training & development, comp. & ben, annual performance
reviews, annual salary actions, progressions, separations and all allied matters.
4. Review, upgrade and harmonize HR processes and systems through periodic reviews to
ensure alignment to the best practices at all times with Comparator Group Companies.
5. Develop and manage Talent Development Program including potential assessment to
identify, review and endorse high potentials. Implement robust retention and succession
plans and capacity building.
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6. Facilitate employee development, inter-department movement, job rotations and career
progression.
7. Review / analyse data on employee hiring, attrition, motivation, SHE and other proactive
processes for employee engagement
8. Periodical review of overall HR status, challenges and related matters with Board HR
Committee.
APPROVALS
Director Director
Member-HRC Member-HRC
Chairman HRC
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Policy # HR-RS-01
HR AUTHORITY MATRIX Approval Date 01-May-2017
Board Human Management

Chief Financial Head Human Head of
S.No. Description Board of Director Resource Human Resource Chief Executive Officer
Officer/ GM Resource Departments
Committee Committee
Overall Framework
a. Human Resource Policies and Procedures - - - -
Based on recommendation of Recommend to the
b. Grading Structure - - - -
1 Board Human Resources Board via Chairman
c. Compensationl Benefit Policy - - - -
Committee for formal approval
d. Annual Increment Policy and Amount - - - -
e. Bonus Policy and Amount - - - -
Recru i tmen t
a. Staff Requisition CEO - Manager to GM Staff to AM-II - -
b. Candidate Selection CEO AGM to GM Manager to GM - Staff to AM-II -
2
c. Compensation Finalization CEO - Manager to GM - Staff to AM-II -
d. Offer Letter [based on (c) above] CEO - - - Staff to GM -
e. Employment Contract [based on (d) above] CEO - - - Staff to GM -
Increment / Promot i on l Market Adju s tment! Bonus
a. Performance Appraisal CEO - All reportees All reportees All reportees All reportees
b. Annual Increment within approved amount) CEO - All reportees All reportees All reportees All reportees
3 c. Market Adjustment (within approved amount) CEO - Manager to GM - Staff to AM-II -
d. Promotion (within approved amount) CEO AGM to GM Manager to GM - Staff to AM-II -
e. Bonus (subject to Board approval) CEO - Staff to GM - - -
f. Any Social Allowance / Benefit CEO - Staff to GM - - -
Termination and Separat i on
a. Due to misconduct CEO - All reportees All reportees All reportees All reportees
4 b. Due to non-performance CEO - All reportees All reportees All reportees All reportees
c. Waiver of notice period in case of resignation CEO - Manager to GM - Staff to AM-II -
d. Exit interview CEO AGM to GM Manager to Sr.Manager - Staff to AM-II -
Leaves / V ac at i ons
a. Within available balance (leave earned) CEO - All reportees All reportees Allreportees All reportees
5
b. In advance (leave not earned) CEO - Manager to GM - Staff to AM-II -
c. Long leave (more than a month) CEO - Staff to GM - - -
Notes:
1 Board Human Resources Committee comprises of

i Chairman Director (Non-Executive)
ii Member Director
iii Member Chief Executive Officer
iv Secretary Head of HR
2 Management HR Committee
i Chairman CEO
ii Member GM Factory Hub & Gadoon
iii Member CFO
iv Member Head of Sales & Marketing
v Secretary Head of HR
3 Until the hiring of Head of Human Resources. Company Secretary will have authorities of Head of Human Resources.
4 Candidate will be selected based on recommendation of Head of Department and Immediate Supervisor.
5 Approval of Chief Financial Officer will be required if compensation offer is more than the budgeted amount.
6 Approval of Chief Executive Officer will be required on recommendation of the Human Resource Committee for hiring and promotion of AGM to GM.
7 Adjustment will be awarded based on recommendation of Head of Department and Immediate Supervisor to bring staff compensation in line with the market.
8 Promotion will be awarded based on recommendation of Head of Department and Immediate Supervisor (as applicable)
9 Head of Human Resources should be consulted before terminating any staff. Proper documentation should to be made in staff file for future reference.
10 Proper justification of waiver should be documented in staff file.
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Policy # HR-RS-01
RECRUITMENT &
SELECTION POLICY
Objective:
The objective of this policy is to facilitate the recruitment, selection and appointment of appropriately
skilled and qualified employees who can contribute positively to Dynea Pakistan’s objectives, values and
culture.
Scope:
All regular full-time, temporary and contractual vacant positions fall under this Policy. (Includes trainees
but excludes internees, intake through the management trainee program and apprentices’)
Process:
Employee Requisition
To raise Position Requisition (attached as DPL-1) is the responsibility of concerned department and is the
first step in the hiring process. Before raising the employee requisition, departmental head would justify
the requirement through assessing:
1. The necessity of filling the post

2. The tasks to be undertaken
3. The skills required to do the job
In order to process the requisition, following information will be provided along with it:
4. Position Description (attached as DPL-1)

5. Key Success Attributes (KSA).
6. Timeframe for filling the post
7. Replacement or new vacancy. Approval of the CEO will be attached in case of new vacancy
along with the department’s organization chart.
Limitations:
An Employee Requisition form is a formal request to hire an employee and must incorporate all the
required information for the recruitment and selection process and should also indicate appropriate
sources for generating a pool of applicants. These sources would generally be one of the following:
1. Present employees (through job postings, internal promotions, transfer)
2. Advertisement/Announcement
3. Recruitment Agencies
4. Internal employee referrals
5. Business relation referrals
6. Educational/Technical training institutions
Recruitment
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HR Department will decide upon the recruitment method based on the position. Both internal as well
external methods would be used for recruitment. Preference will be given to internal candidates; however,
merit would be the prime criteria.
Selection
Short Listing
Scrutiny of the applications will be carried out through methodical comparison of the CVs with the Job
Description and Key Success Attributes (KSA) for short listing of the candidates. It will be done by HR
Department, in consultation with the requesting department.
Selection Test (if applicable)
HR Department in consultation with the requesting department will prepare the selection tools that are
most appropriate to predict the success attributes (KSA) of the applicant.
Selection of Interviewing Panel
Composition of interviewing panel will vary with level of the post for which interviews are being
conducted. However, representation of the HR and user department is obligatory. As a principle, Interview
Panel should consider at least three (3) candidates.
Conduct of Interview
HR department will communicate the interviewing panel as well as the candidates about the schedule of
the interview. Following documents will be made available for the review of the panel:
1. Position Description of the post

2. Application/CV of the Candidates
3. Interviewee Data Sheet (attached as DPL- 2)
4. Interview Appraisal Form (attached as DPL-2)
Provisional Selection
After going through the credentials and interviews of the candidates, interviewing panel will recommend
most probable candidates (2-3 against each post) for the final interview by the CEO / Competent Authority.
Employment Form:
After the selection of a candidate, the candidate will fill the employment application form of Dynea
Pakistan Limited (Attached as DPL 3)
Medical Examination:
The selected candidate will go through a medical exam under which following medical tests will be
conducted:
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1. CBC
2. LFT
3. HBSAG
4. HCV antibody
5. X-Ray Chest PAVIEW
6. UDR
Appointment Letter:
An appointment letter will be issued to the employee(s) on joining. Appointment letter will be signed by
the CEO. Appointment letter will be prepared in duplicate. The original will be handed over to the
employee. The duplicate copy duly signed by the employee will be retained by HR department as an
acknowledgement of his/her acceptance of the offer a third copy of the same will be provided to Finance
Department. (Attached as DPL-4)
Joining Report
An employee on joining the Company will submit a Joining Report (attached as DPL-5) to HR Department.
Reference Check
Reference (Reference Check Evaluation Form - DPL-6a & DPL 6b) from previous employers will be verified
during employee’s probationary period by Human Resource Department. The offer of employment is
subject to satisfactory clearance from previous employers. No Reference will be checked in case of
internships or employment period less than 1 year.
In case of no response from previous employer, The Head of Department of the employee will take written
responsibility of that employee.
Confirmation Letter
All permanent employees will undergo a probationary period of 06 (six) months. An evaluation of their
work etc. will be carried out at the end of the probationary period on Appraisal for Confirmation (attached
as DPL-7) and accordingly confirmation letter (attached as DPL-9) or extension of probation (attached as
DPL-8) period will be issued.
Initial start date and orientation
On an employee's start date, the employee will complete required paperwork and an orientation with the
HR department. The new employee's manager or supervisor is responsible for providing a departmental
orientation for the new employee. The employee's supervisor will complete the New-Hire Checklist with
new employees and review department policies and procedures with them.
APPROVALS
Head of HR Chief Executive Officer

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Policy # HR-RS-02
MANAGEMENT TRAINEE,
APPRENTICE & INTERNEE Approval Date 01-May-2017
POLICY Date & No. of Revision
Objective
This policy defines the induction process of Management Trainees, Apprentices & Internees
required for different departments.
INDUCTION PROCESS FOR APPRENTICES & INTERNEES:
Based on requests from department(s), HR will initiate induction process, keeping in view the
approved manpower budget of the requesting department. In case the requirement is over and
above the budgeted figure, the requirement will have to be approved by CEO before the induction
process can begin.
Apprentices & Internees
Criteria of Apprentices & Internees
Following would be the criteria for Apprentice recruitment:
1. Age bracket of 18-24 (can be relaxed for suitable candidates)

2. Diploma for Apprenticeship, Internees must be in 3rd year or in final year of his/her 16
years’ education.
Interview Process
HR along with concerned department will interview candidates and make selection.
Orientation & training
The selected candidates will undergo eight (8) days of initial training and orientation program.
The first working day after training will be considered their Date of Joining. After that, test and
evaluation will be conducted (if required) for their retention.
Duration
The apprenticeship & Internship period will be Six (06) moths.
 New hired Apprentice, Internee will be paid Rs. 7,000/- per month
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INDUCTION PROCESS FOR MANAGEMENT TRAINEES:
Generating Pool of Candidates:
Pool of the candidates for this program will be generated from following institutes:
1. NED
2. DUET
3. NUST
4. GIKI
5. UET Lahore
6. GIKI
7. Universities of Peshawar & Swat
8. University of Baluchistan (BZU) to ensure geographical outreach
Profile of Candidate:
Age group: 21-24 years
Qualification: B.E (80% marks and above)
Shortlisting Interview:
1st Panel Interview will be conducted by a group of experts and they would shortlist the
candidates.
Final Interview:
Final Interview will be conducted by a panel consisting of nominees from HR department,

Technical Department and Finance Department.
Offer Letter:
After the finalization of candidate(s) for the Management Trainee Program, the Management
Trainee Officer (hereinafter referred to as MTO) will be offered the package and upon acceptance
by the candidate(s), letter of appointment as “Management Trainee Officer” will be provided to
him/them.
Package of Management Trainee Program:
1. The candidates will be paid Rs. 35,000 per month.as stipend.

2. They will be provided with Production Incentive as per company’s Production Incentive
Policy.
3. 10 Sick and 10 Casual leaves will be allowed to management trainees during the period.
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4. They will be provided pick and drop facility from the nearest point to factory premises.
5. They will be covered with Group Life Insurance Scheme.
Training Schedule for the Management Trainee Program:
Each MTO will be provided with 18 month’s training schedule as prepared by the HR department
in consultation with the concerned department and approved by the company.
The MTO will be rotated in various departments and sections and will be given a specific project.
One senior employee of that department/ section will be nominated by the departmental head to
guide MTOs to achieve their tasks.
Employment after training
Company will not take any responsibility for the retention of a trainee in the company, unless
requested by the department after proper evaluation of the training period.
APPROVALS
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Policy # HR-CMB-01
COMPENSATON
POLICY
Objective
Objective of this policy is to identify the components, which constitute gross salary; the salary
bands and various allowances.
Scope
This policy will cover all the permanent employees.
Policy
This policy will cover all aspects of Compensation as are currently applicable in the Company.
1. Components of Standard Gross Salary

The Comp-5 salary is set out in the Salary Scales. This may be adjusted from time
to time by the Company in response to market trends to maintain the
competitiveness of the salary structure, to meet the effects of inflation and all other
relevant factors.
i. Basic Salary:
Basic Salary of an employee is around 64% of his Standard Gross Salary. In
addition to basic salary, the following allowances are payable to all permanent
employees:
ii. House Rent Allowance:
45% of basic salary for Officers (See Annexure DPL-11)
iii. Utility/Special Allowance:

For officers below Manager Level. (See Annexure DPL-11)
iv. Medical Allowance:
10% of basic salary. (See Annexure DPL-11)
v. Cost of Living Allowance CLA-98:

Fixed amount is given to staff below the manager level. (See Annexure DPL-
11)
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vi. Conveyance Allowance:
Rs. 2,500 per month is paid as a special allowance to those officers who work
in Karachi Office and do not have any motor vehicle. This allowance is also
paid to Hub & Gadoon workers. (See Annexure DPL-11)
2. Other Allowances
i. Driver Allowance
Driver allowance is paid to employees from AGM to CEO. The minimum wage
declared by the respective provincial government will be the amount of Driver
allowance. (See Annexure DPL-11)
ii. Production Incentive
This allowance is paid to staff below the level of manager grades.
iii. Leave Encashment
21 days of annual leaves are en-cashable
iv. Leave Fare Assistant (LFA)
LFA is a reward given after 2 years of continuous service with the company.
v. Service Award
Employees with 20 & 25 years of service are given award.
vi. Bonus & Ex-gratia
Bonus and ex-gratia are awarded on performance of the Company and that of
the employees.
vii. Personal use of company vehicle
Employees are entitled to use the vehicles of the company as per policy laid
down by the company from time to time.
viii. Car Allowance
Employees are paid car allowance as per policy of the company announced
from time to time.
ix. Eid Overtime & Eid Rest
Overtime is paid to the employees for work beyond the hours of duty and on
rest days. They are also paid eidi on Eid.
3. Salary Grades
The grade structure applies to all regular employees of Dynea Pakistan

Limited.
Levels Grades
Level -1 Officer-I & II
Level -2 Assistant Manager-I & II
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Level -3 Deputy Manager
Level -4 Senior Deputy Manager
Level -5 Manager
Level -6 Senior Manager
Level -7 Assistant General Manager
Level -8 Deputy General Manager
Level -9 General Manager
Level -10 CEO
The above grading structure shall be applicable for all Management and Non-
management members of the staff.
Position Classification (PC)

Each position will be classified under a particular grade using a Job evaluation
methodology (using the three broad factors such as Know-How that the role
requires, the Problem Solving an incumbent has to do in his role and the
Results that the incumbent has to produce). Positions that are similar in terms
of these factors are grouped into the same or similar pay grade, irrespective of
role to the function.
4. Salary Bands
Dynea Pakistan will develop its salary bands by selecting five (5) benchmark companies having
the following criteria for consideration of HR Committee as per following:
1. Preferably be Listed on Stock Exchange.

2. Turnover of company.
3. Manufacturing company.
4. Head count
5. Financial results.
APPROVALS
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Policy # HR-CMB-02
SHIFTS & REST POLICY Approval Date 01-May-2017
Objective:
The objective of this policy is to document and highlight the following:
i. The kind of compensation the Department shall provide,

ii. The categories of employees to whom the Department shall not provide
compensation.
Scope:
It covers all those permanent employees in officer grades.
Policy:
It covers all aspects such as shifts, rest and holidays.
1. Shifts
i. There will be 4 types of shifts in Hub unit. General Shift from 8:30 hrs to 17:00
hrs with Sunday as official holiday. “A” shift from 7:00hrs to 15:00hrs, “B” shift
from 15:00hrs to 23:00hrs and “C” shift from 23:00hrs to 7:00hrs.
ii. There will be 6 types of shifts in Gadoon unit. General Shift for officers from
8:00hrs to 16:30hrs with Sunday as official holiday. General Shift for workers
from 8:00hrs to 16:00hrs with Sunday as official holiday. “A” shift from 7:00hrs
to 15:00hrs, “B” shift from 15:00hrs to 23:00hrs and “C” shift from 23:00hrs to
7:00hrs.
iii. A 12-hour shift also operates in from 07:00 hrs to 19:00 hrs and vice versa.
iv. Shift changes with other employees are allowed 2 times a month.
v. There will be one General shift for sales offices from 09:00 to 17:30 on three late
comings there will be deduction of 1-day salary.
2. Holidays
i. Holidays will be observed as per gazetted holidays announced by the

Government of Pakistan at the beginning of the year and from time to time.
ii. The Company reserves the right to change the timings, rest days, and holidays
at its discretion and only after having notified the employee properly of the
change.
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3. Rest
i. All General shift employees can avail 2 Saturdays in am month as their

monthly rests. Either 1st or 3rd and 2nd or 4th. If 5th Saturday falls during a
month then it will be considered officially as a working day.
ii. Employees working in A, B or C shifts can have 2 rests after performing A, B,
C shifts twice in a week.
iii. Any Employee performing 24 hours’ continuous duty can have a rest which is
either compensated or en-cashed. An Employee up to the rank of Senior
Deputy Manager can avail this facility.
iv. Holidays falling on off Saturdays can be compensated in lieu-off by availing
compensatory leave. Employees up to the rank of Senior Deputy Manager can
avail this facility.
4. In lieu, off:
i. Employees up to Senior Deputy Manager level are allowed to compensate for

their off days duties whether off Saturdays, Sundays or any other official off
day by taking a leave on any other working day.
ii. All such leaves are to be approved by HOD.
5. Eid Overtime / Rest Payment:
i. For Officers 1 ½ times the actual rate.
ii. Those Officers who perform their duties during Eid holidays can avail a rest
on each shift duty performed by them.
APPROVALS
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Policy # HR-CBM-01
LEAVE POLICY Approval Date
Objective
The objective of this policy is to define parameters for legal absence of the employees from their
duty.
Scope
The policy will be applicable to all employees in the Officers’ Grade.
Policy
The policy covers all types of leaves and procedures stated as follows:
1. Annual Leave: probationary
i. All the officers are entitled to twenty-one calendar days (21 days) of annual earned
leave on successful completion of twelve-month continuous service with the
company.
ii. Probationary and temporary employees, trainees and apprentices will not be entitled
to any annual earned leave.
iii. The period spent on probation will also be taken into account while considering
twelve months’ continuous service with the organization.
iv. Upon parting with the company or in case of death, the entitlement of annual earned
leave will be calculated proportionate to the actual period of service, rendered that
year.
v. Annual Earned leaves not availed will be accumulated up to the ceiling of sixty days
(60 days). Any leave accrued in excess and not taken will automatically lapse.
vi. Permission for availing accumulated annual earned leave will be granted by the CEO
if the applicant is of senior management cadre.
vii. Permission for availing accumulated annual earned leave will be granted by the
respective GM/DGM/AGM/ Notified Factory Manager in case the applicant is an
officer.
viii. All officers are expected to avail at least 10 days annual earned leave every year. A
leave Roster will be prepared in advance for the financial year. Each officer will inform
the concerned Departmental Head about his/her tentative leave plan for the next year
so that a leave plan for all the officers in a Department can be prepared without
affecting the official work. However, in case of an emergency, an officer on his request
may be granted annual earned leave on dates other than already planned, provided it
P a g e 22 | 94
does not affect official work. Similarly, in case of exigency, the officers can be declined
leave/called back from the Annual Earned Leave. Their leave so cancelled shall be
allowed to accumulate, if it falls within the maximum allowable limit.
ix. At the end of the financial year if an employee has to his/her credit 11 days Annual
Earned Leaves, he/she may opt for encashment of the said annual earned leaves up to
a maximum of 11 days, which will be calculated according to the gross salary being
drawn by him/her at the end of that financial year.
x. An officer may, however opt to accumulate his/her annual earned leave up to the
maximum permissible limit of 60 days, which will be en-cashed at the time of his/her
separation from the Company. The calculation for encashment of these accumulated
annual earned leave shall be made separately for the number of days accumulated
during each year, and the gross salary being drawn by him/her at the end of the
separating financial year.
xi. Application for leave should be presented in the prescribed Application Form to the
Department Head at least 15 days’ prior the commencement of leave. The sanction or
refusal of Earned Annual Leave will be advised to the applicant in writing.
xii. If the officer after proceeding on leave desires an extension thereof, such request must
reach the Company at least 7 days before the expiry of the original leave. The
Company shall send a reply at the given contact address, granting or rejecting the
request before the expiry of the original leave.
xiii. If an officer remains absent beyond the period of leave originally granted or
subsequently extended, he/she will be liable for appropriate disciplinary action.
2. Casual Leave:
i. A confirmed/permanent officer shall be entitled to casual leave of 10 days in each fiscal

year.
ii. No casual leave is entitled during the probationary period and if allowed will be
adjusted when confirmed; if not confirmed, will be adjusted against dues when
separating.
iii. Prior permission from the concerned Head of Department (HOD) should be obtained
before casual leave is taken. In case of exigency or unforeseen circumstances, the HOD
should be informed telephonically and on resumption of duty a proper leave
application be submitted for regularization.
iv. Casual leave not availed during the year will not be accumulated or en-cashed.
v. Casual leave cannot be granted for more than three days at a stretch.
3. Sick Leave:
i. An officer will be allowed sick leave for up to ten days (10 days) a year.
ii. Sick leave in excess of ten days will be treated as leave without pay or, at
management’s discretion, may be adjusted against annual leave entitlement.
P a g e 23 | 94
iii. Sick leave exceeding three days is required to be supported by a Medical Certificate.
Failing to obtain the said Certificate will make it (leave) liable to be treated as unpaid
Absence Without Official Leave (AWOL).
iv. Employees who fall sick while on outstation leave will be required to submit a Medical
Certificate either issued or countersigned by the Civil Surgeon of the District or
Medical Officer of the nearest Government Hospital.
v. If considered necessary, the Company may require the above mentioned sick leave
applicant member to be examined by a company-nominated doctor for a check-up and
medical report.
vi. If probationary officers are allowed sick leave, it shall be adjusted against entitlement
on confirmation. If not confirmed, salary for the leave period will be adjusted against
dues at the time of separating.
vii. In case of sudden sickness and absence from work, the HOD should be informed by
telephone as soon as possible about the sickness and of the probable duration of
sickness. If a sickness prolongs, it is expected of the officer to keep his superior
informed.
viii. Sick leaves are accumulated indefinitely, to be used in case of long sickness on the
recommendation of a Registered Medical Practitioner.
ix. Sick leaves cannot be en-cashed at any time, by anyone, even at the time of parting.
4. Maternity Leave:
All female, married employees are eligible to 12 weeks Maternity Leave, (06 weeks
pre-natal and 06 weeks post-natal). They will be permitted to take maternity leave in
conjunction with sick and annual leaves, if available. Maternity leaves shall not be
granted more than three (3) times during the entire service of a female employee. For
any subsequent pregnancy the period of absence from work can be adjusted against
the employee’s annual and sick leaves entitlements.
5. Festival Holidays:
i. Festival or Public Holidays for officers depend on the announcement made by the
Federal Government of Pakistan in its special or annual circular and from time to time.
6. Procedure of Leave Application:
i. The period of earning the leave is from July to June.

ii. Leave shall be applied in the prescribed Leave Form (attached as Annexure) before
proceeding on leave.
iii. In case of emergency officers will inform their superior officer about their leave of
absence and probable duration.
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iv. A Leave Application Form must be submitted within twenty-four hours of re-joining
the duty.
v. Every officer, desirous of availing the leave, will forward the leave application form
to his superior officer duly filled with status of his leave and desired leave.
vi. After approval of the same the Form will be forwarded to HR & Admin. Department
for record. Approved leave form should be submitted to HR & Admin at least three
days prior to commencement of leave.
7. Terms & Conditions for Leaves:
i. Casual and Earned Annual leave cannot be clubbed to continue as leave of absence;
remaining types of leave can be clubbed with prior approval of sanctioning authority.
ii. Any leave facility provided to employees shall not be deemed to confer upon the
employees the right to claim leave because it has been earned. It can be refused by the
competent sanctioning authority due to exigencies of service and in the interest of the
company.
iii. In case of an emergency or due to exigencies of service, an employee can be called
back from leave by the company.
iv. Cancelled periods of leave shall be allowed to accumulate to the maximum allowable
limit.
v. An employee on outstation/official duty may be allowed to avail Earned Leave
preceding, during or following his/her duty period at the discretion of the sanctioning
authority.
vi. Request for extension of leave is subject to approval by the concerned authority.
vii. It is incumbent upon the employee proceeding on leave, to intimate his/her leave
address and Telephone contact number to be contacted if required. Otherwise
communications on last recorded address shall be sent and deemed to have been
served.
viii. During leave, employees are expected to conduct themselves with dignity and not
indulge in any activity, which could be detrimental or bring disrepute to the company.
8. Adjustment of Earned Annual Leave against Notice Period

In case an employee resigns and has earned Annual leave to his/her credit, it will be adjusted
against the notice period. The balance of such leave, if left unadjusted, can be en-cashed.
P a g e 25 | 94
9. Leave Sanctioning Authority:
Authority to sanction leave rests with respective departmental heads and above leaves for
departmental heads would be sanctioned by CEO.
APPROVALS
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Policy # HR-CBM-03
GROUP LIFE
Approval Date
INSURANCE POLICY
Objective
In case of misfortune of death or disability, all permanent employees of Dynea Pakistan Limited
employees, are provided life and disability coverage through an insurance company.
Scope
This covers all permanent employees.
Policy
Sum assured for employees by designation is as follows:
S.NO EMPLOYEE GRADE SUM INSURED (Rs.)

1 OFFICER I & II 500,000
ASSISTANT 600,000
2
MANAGER I & II
3 DEPUTY MANAGER 600,000
SENIOR DEPUTY 600,000
4
MANAGER
5 SENIOR MANAGER 750,000
6 MANAGER 750,000
7 AGM 1,000,000
8 DGM 1,000,000
9 GM 1,000,000
10 CEO 3,000,000
HR department will submit, on a monthly basis, the additions/deletions to the Insurance

Company along with necessary particulars as required by the Insurance Company.
An Employee will have to submit ‘Nomination Form’ on the approved format; nominating
beneficiary who will receive claim in case of his/her death. Name(s) of the beneficiaries are to be
kept secret.
In case of death of an employee during his/her service with Dynea Pakistan Ltd., the Insurance
Company will be contacted for the payment of claim to the beneficiaries so nominated by the
P a g e 27 | 94
employee. In case of disability of any employee, payment of the insurance claim will be arranged
for the concerned employee as per the insurance coverage.
In case of payment of the insurance amount along with other legal dues to the nominee of the
deceased worker the company will require an application addressed to the Notified Factory
Manager along with a Legal Heirship Certificate / Inheritance Certificate issued by a Civil Court
judge, an Affidavit, Surrender deed by executants and an Indemnity Bond.
APPROVALS
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Policy # HR-CBM-04
HEALTH INSURANCE
Approval Date
POLICY
Objective:
Dynea Pakistan Limited is committed to the wellbeing of its employees. All permanent
employees up to the age of Sixty (60) years are provided coverage under a Group Health
Insurance Scheme. The policy covers employee, spouse and dependent children.
Scope:
The Health Insurance Policy covers all permanent officers. Male (dependents equal and above 25
years) and female (after marriage) children are not covered under this policy.
Process:
As part of joining formalities all employees are required to furnish details of dependents to be
covered under the Medical/Hospitalization Scheme.
HR Department will check to ensure that the information provided is complete and correct and the
form is signed by the employee; the HR Department will forward the same to the Insurance
Company.
The Designated Insurance Company will issue medical card/confirmation to the employee.
A list of hospitals for the purpose of hospitalization coverage will be provided by the Designated
Insurance Company. Hospital bills will be settled directly with the designated Insurance Company.
Claims outside the scope of medical cover (over and above the entitlement limits), will be borne by
the employee himself/herself.
Details of the category wise package are attached as Annexure 14.
PLAN A: CEO
PLAN B: CFO, GM’S, Deputy General Managers, Assistant General Managers & Senior Manager
PLAN C: Manager, Deputy Manager, AM-II, AM-I
PLAN D: Officers II, Officers I
APPROVALS
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Policy # HR-CBM-05
EX-GRATIA & BONUS
Approval Date
POLICY
Objective:
Dynea Pakistan Limited encourages its employees to perform by making ex gratia payments and
bonuses.
Scope:
It covers all permanent employees.
Process:
 Two Ex-gratia payment (Basic + CLA-98) will be paid by the company before the Holy
month of Ramadan and Eid ul Adha respectively.
 One 10-c bonus (Basic + CLA special + Adhoc Relief + Compensatory Indexation) will be
paid to permanent workers after the declaration of profit in Annual General Meeting.
 One guaranteed bonus (Basic + CLA-98) will be paid to officers and above after the
declaration of profit in Annual General Meeting.
 Leave without Pay will not be considered in the calculation of ex-gratia and bonus.
APPROVALS
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Policy # HR-CBM-06
LEAVE FARE
Approval Date
ASSISTANCE POLICY
Objective:
To retain employees with the company and to reward them for their continued attachment with
the company, Dynea Pakistan Limited benefits employees with Leave Fare Assistance (LFA).
Scope:
Process:
One month’s Basic Salary for officers in 2 years will be provided as LFA.
APPROVALS
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Policy # HR-CBM-07
BUSINEESS
Approval Date
TRAVELLING POLICY
Objective:
Aim of this policy is to define the system and procedure for employees travelling locally and
abroad on business trips.
Scope:
It covers all the domestic and international visits by all employees.
Policy:
Travelling Allowance / Daily Allowance (TA/DA) Rules for all employees with effect from
whenever they are deputed on out station official duties within the country are as listed below:
HOTEL
PASSAGE ACCOMODATIO PER DIEM
S.NO CATEGORY
ENTITLEMENT N (INCLUDING ALLOWANCE
MEALS)
Business Class Air
1 CEO/Director 5 Star Rs. 3,000
passage
Economy Class Air
2 General Managers 5 Star Rs. 2,000
Passage
Economy Class Air
3 Senior Manager / Managers 4 Star Rs. 1,500
Passage
Senior Deputy Managers / Economy Class Air
4 3 Star Rs. 1,200
Deputy Managers Passage
Economy Class Air
5 Assistant Managers 3 Star Rs. 1,000
Passage
Economy Class Air
6 Senior Officers / Officers 3 Star Rs. 800
Passage
Note: Inter-city transportation during visit will be reimbursed at actual on submission of receipts.
P a g e 32 | 94
In case of own arrangements per day entitlement for Food, Accommodation & Transport will be
as follow:
PER DAY ENTITLEMENT FOR OWN

S.NO CATEGORY
ARRANGEMENT
1 VC/MD/Director/Advisor Double the allowance
2 General Managers Double the allowance
3 Senior Manager / Managers Double the allowance
Senior Deputy Managers / Deputy

4 Double the allowance
Managers
5 Assistant Managers & Officers Double the allowance
For International Visits:
Travelling Allowance / Daily Allowance (TA/DA) Rules for international visit, whenever
employees are deputed on official duties outside the country are listed below: -
MAXIMUM PER DAY

ACTUAL HOTEL
ENTITLEMENT (IN
CATEGORY PASSAGE ACCOMODATION
CASE OF OWN
(INCLUDING MEALS)
ARRANGEMENTS)
Economy $75 + Actual Hotel

AGM & Above $150
Passage Expenses
Senior Managers,
Economy $50 + Actual Hotel
Managers & Other $100
Passage Expenses
Officers
Procedure for Claiming TA/DA:
When an employee is sent outstation on official duties, he should let his departmental head know
of his whereabouts. A tour program must be circulated to the authorities concerned beforehand.
On return from the tour he will fill out TA / DA Claim Form obtained from Forms and Formats
rack or head of the department and submit it to the HR department promptly but not later than
P a g e 33 | 94
one months’ time. All relevant documents like bills for boarding and lodging, food, travelling,
laundry and sundries should be attached with the TA / DA Claim Form. HR department after
verification will get approval from the Chief Financial Officer. On approval, Accounts
department will be intimated for reimbursement by HR department.
APPROVALS
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Policy # HR-CBM-08
MOTORCYCLE POLICY Approval Date
Objective:
Objective of this policy is to give employees reliable and efficient mode of transport, Company
provides motorcycles to certain employees of the company to enable them to commute to and
from their workplace and to also meet family, business, and social requirements.
Scope:
It covers employees who have to perform outdoor duties.
Policy:
i. A motorcycle will be allotted to an employee as per approval of his Head of

Department (HOD).
ii. No company loan will be granted to avail the facility under this scheme.
iii. An employee using a motorcycle for five years will be entitled to purchase it
at 10% of original cost.
iv. An employee, who has completed service with the company, upon retirement,
will be eligible to purchase the motorcycle allotted to him at 110% of the
written down value or 10% of original cost whichever is higher.
v. During the last 12 months when the motorcycle is due for replacement; no
major expenditure should be incurred for replacement of parts such as tyres or
battery or on overhauling of engine or transmission system If however, such
expenditure is absolutely necessary, it may be undertaken but the total amount
of such expenditure will be added to the Written Down Value. Before the final
sale price is determined, maintenance record of the last twelve months will be
checked to decide the additional amount to be added to the Written down
Value. This decision will be at the discretion of the management.
vi. The scheme may be postponed or withdrawn at any time without assigning
any notice or reason. It will be entirely up to the concerned employee to
exercise his option to purchase the motorcycle under terms and conditions
indicated above.
APPROVALS
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Policy # HR-CBM-09
LONG SERVICE AWARD
Approval Date
POLICY
Objective:
To award employees who remain with the company and serve it.
Scope:
All permanent employees as per approval of HOD.
Policy:
Those employees who have completed a period of 10 (Ten) years continuous service with
the company will be awarded a 22 carat Gold Medal of up to 10 grams’ weight as a
recognition of their service to the company.
On completion of 20 & 25 years of service with Dynea Pakistan Limited is Rs. 20,000/=
will be awarded.
APPROVALS
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Policy # HR-CBM-10
MOBILE PHONE
Approval Date
PURCHASING POLICY
Objective:
Considering the importance of using faster means of communication in the modern era the
company provides the facility of reimbursement of cost of mobile phones to its employees.
Scope:
It depends on the approval of HOD’s.
Policy:
Following is the entitlement for the mobile phone purchasing reimbursement:
S.NO GRADE ENTITLEMENT

1 General Managers Rs. 40,000/=
2 Senior Managers Rs. 25,000/=
/Managers
3 Dy. Manager / Asst. Manager Rs. 15,000/=
4 Sr. Officers / Officers Rs. 10,000/=
An employee can avail this facility once in three (03) years.
APPROVALS
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Policy # HR-CBM-11
MOBILE PHONE Approval Date
CALLING EXPENSES
POLICY
Objective:
To provide employees facility for using cell phones for company business, Company provides
reimbursement of the calling expenses.
Scope:
It depends on the nature of job of employee and approval of HOD.
Policy:
Mobile Phone Billing expenses are reimbursed by the company as per the following entitlement
schedule:
S.N ENTITLEMENT PER MONTH

DESIGNATION
O
1 General Managers Rs. 5,000
2 Senior Managers / Managers Rs. 3,000
Senior Dy. Managers, Dy. Managers,
3 Rs. 1,500
Assistant Managers
4 Sr. Officers/Officers Rs. 1,000
5 Head of Marketing & Sales Rs. 5,000
6 Sr. Manager /Manager Marketing & Sales Rs. 4,000
7 All other Marketing & Sales staff Rs. 3,000
APPROVALS
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Policy # HR-CBM-12
LAPTOP COMPUTER
Approval Date
POLICY
Objective:
To equip employees with modern technology and to enable them to increase efficiency with the
use of technology. The Company may provide laptop facility along with internet to some of its
officers subject to the approval of management.
Scope:
Considering the nature of job, the HoD may approve / recommend laptop facility for any
employee he deems appropriate.
Policy / Procedure:
Any employee can have his old laptop computer replaced with the a new one after 3 years.
In case of any damage or malfunction within 3 years, Laptop Computer can be replaced with the
approval of CEO.
APPROVALS
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Policy # HR-CBM-13
FOUR BASIC PAY
Approval Date
LOAN POLICY
Objective:
Company may allow non-interest based loan to a company employee to meet a genuine and
compelling emergency.
Scope:
All permanent employees of the company with at least one year of service are eligible to receive
this loan.
Policy:
Company fully satisfies itself that there is a genuine need for the loan applied for, provided the
applicant fulfils the conditions specified here under:
Conditions for Four Basic Loan Policy:
i. Any permanent employee with at least one year of service can avail the loan
facility.
ii. Four (04) Basic Salaries + CLA will be granted to each employee but the amount
should not be greater than 60% of PF balance.
iii. Loan will be recovered in 12 equal monthly instalments.
iv. The loan will be granted without mark-up.
v. The provident fund amount will be treated as security against loan. Therefore,
there should be ample balance before applying for loan.
vi. An employee who has availed the loan facility once can apply for a second loan
after clearance of the last loan availed.
P a g e 40 | 94
vii. No loan will be granted to those employees who have any other outstanding
loan.
viii. Employees will be required to send in applications before the 3rd of every
month.
ix. A committee comprising of the following officers will scrutinize the loan
applications by the 10th of each month and forward the selected applications to
CEO, who will be the final approving authority:
a) Factory Heads
b) CFO
c) HR Department
x. Maximum 10 applications will be considered per month on first come, first

serve basis.
xi. Loan applications will be considered on the following criteria: -
a) Hub Unit = 05 applications per month

b) Gadoon Unit = 04 applications per month
c) Head Office = 01 application per month
xii. Employees whose loan applications are rejected in a particular month will
have to reapply as no applications will be carried forward.
APPROVALS
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Policy # HR-CBM-14
PF WITHDRAWAL & PF LOAN
Approval Date
POLICY
Objective:
Company may allow this interest/non-interest based loan / withdrawal facility from Provident
Fund to an employee to meet a genuine and compelling emergency once in a year.
Scope:
All permanent employees with one year of service are eligible for the facility.
Policy:
Withdrawals from the Provident Fund are permitted as allowed by the rules, which provide the
reasons / circumstances, limits of withdrawal and repayment of the amount withdrawn.
For guidance and information of members of Provident Fund a summary is given as under: -
I. Maximum amount that can be drawn would be equal to Six months’ salary or
accumulated balance whichever is less. The withdrawal of this amount would be allowed
to meet following expenses:
a. To pay expenses in connection with the illness of a subscriber or a member of his

family
b. To purchase a motorcycle or a scooter the documents showing purchase of motorcycle
or scooter are to be deposited with the Trustee.
c. To pay the overseas passage for reasons of health or education of a subscriber or a
member of his family
d. To pay expenses in connection with marriage, funerals or other ceremonies.
II. Six months’ salary or twenty-five thousand Rupees or accumulated balance whichever is
less:
a. To pay expenses in connection with the performance of Hajj by the subscriber.

III. Thirty-six-month salary or accumulated balance whichever is less:
a. To meet the expenditure on building or purchasing of a house or a plot for a house.

The documents are to be deposited with the Trustees of the Fund.
b. To meet the expenditure on repairs, renovation or extension of a residential house
belonging to the subscriber
P a g e 42 | 94
IV. Eighteen-month salary or accumulated balance whichever is less:
a. To pay premiums on policies of insurance taken on the life of the subscriber or of his
wife. Policies are to be assigned to the Trustees and receipt showing payment of
insurance premium is to be deposited with the trustees.
V. Six months’ salary or Rs.10,000/- or total of the accumulated balance to his credit
whichever is less:
a. To purchase shares of a public limited company for investment as per rules of Income
Tax.
VI. Twenty-four months’ salary or eighty percent of the accumulated balance whichever is
less:
a. In the case of a subscriber who has attained the age of fifty years on the date on which
withdrawal is permitted:
 To purchase a house or construction of a house on land owned by him or a member
of his family anywhere in Pakistan.
 To purchase agricultural land from Government.
 To repay a loan taken from a financial institution, provided that the subscriber
shall, within a period of two weeks from the date of withdrawal produce
satisfactory evidence before the trustee to show that the advance has been utilized
for the purpose for which it was drawn failing which the entire amount of
withdrawal together with interest accrued thereon shall forth-with become
repayable to the fund in a lump-sum; and
 Without assigning any reason; sixty percent of accumulated balance.
Repayment of amount withdrawn (PF Loan)
a. Amounts (as per prescribed limits) for the purchase of house/plot and for payment of
life insurance premiums can be withdrawn permanently.
b. The member who has attained age of 50 years can draw (as per Rules) his accumulated
balance permanently.
c. Other withdrawals are to be repaid in not more than 48 equal monthly instalments and
shall bear profit as prescribed by the Government (present rate is 16%) in accordance
with the following, namely:
 Interest will be recovered in one additional instalment if the loan is repaid in 12
equal monthly instalments;
 Interest will be recovered in two additional instalments if the loan is repaid in 24
 Interest will be recovered in three additional instalments if the loan is repaid in 36
P a g e 43 | 94
 Interest will be recovered in four additional instalments if the loan is repaid in 48
equal monthly instalments.
d. The trustees at their own discretion may recover interest on loan at 1% above the rate
which is payable for the time being on the fund to the credit of the subscriber.
e. If a member elects not to receive profit on his accumulated balance, no profit shall be
charged on the amount withdrawn by him from the fund.
APPROVALS
P a g e 44 | 94
Policy # HR-CBM-15
PRODUCTION
Approval Date
INCENTIVE POLICY
Objective:
To boost the productivity and encourage employees to enhance productivity, following

objectives/criteria have been kept in mind in deriving the scheme:
a. It should be productivity based / containing element of outreach.

b. Easy and simple to calculate.
c. Transparent.
d. Zeal and eagerness to do better.
e. Improve quality and reduce the return from the market.
f. Presence of mind and attendance.
g. Promote genuine overtime only.
Scope:
All eligible Permanent employees below Manager rank other than sales offices will be entitled to
payment of incentive at the prescribed scale and in accordance with the terms and conditions
given below:
Policy:
Moulding Compound Hub:
This production Incentive Scheme is applicable only to production of Chinese Moulding

Compound being manufactured at Hub to achieve optimum quality production and productivity
at the new unit which came into commercial operations. No payment of incentive will be made
for production of any quantity of Moulding Compound by the Old Moulding Compound plant
at Hub.
The following objectives have been kept in mind in devising the scheme:
a. To achieve maximum quality production and improve productivity.

b. To motivate employees to seek excellence in their respective performance.
c. To reduce return of stocks from customers.
Basis of Calculation
a. The minimum quantity of production to be achieved in a month is 500 tons’ saleable stock.
There will be no entitlement for payment of incentive at this level of production.
P a g e 45 | 94
b. Production above 500 tons and below 550 tons’ saleable stock in a month will entitle
employees to receive incentive payment of Rs.1200 per employee.
c. Production more than 550 and up to 600 tons of saleable stock in a month will entitle
employees to receive incentive payment of Rs. 1200+300 per employee.
d. Production 600 tons and above of saleable stock in a month will entitle employees to receive
incentive payment of Rs. 1800 per employee.
e. If 6600 tons’ saleable stocks and above are produced in a year then each employee will be
entitled to a special incentive of Rs. 1000 for that year.
Moulding Compound Gadoon:
a. The minimum quantity of production to be achieved in a month is 500 tons’ saleable stocks.
There will be no entitlement for payment of incentive at this level of production.
b. Production above 500 tons and below 575 tons’ saleable stock in a month will entitle
employees to receive incentive payment of Rs.1200 per employee.
c. Production more than 575 and up to 625 tons of saleable stock in a month will entitle
employees to receive incentive payment of Rs. 1200+300 per employee.
d. Production 625 tons and above of saleable stock in a month will entitle employees to receive
incentive payment of Rs. 1800 per employee.
e. If 6500 tons’ saleable stock and above are produced in a year then each employee will be
entitled to a special incentive of Rs.1000 for that year.
Methanol / Resins
Following the above mentioned objectives in mind the company has introduced the following
Incentive Scheme for resins department. For the production of 37% Formaldehyde if the
consumption of Methanol is reduced below 479 tons of Methanol for every 01 tons of 37%
Formaldehyde subject to production exceeding 2400 tons per month for the grade then the
following incentive will be offered:
a. 1-7.5 tons’ saleable stock Rs. 100

b. 7.6-15 tons’ saleable stock Rs .200
c. 15.1-22.5 tons’ saleable stock Rs .300
d. 22.6-30 tons’ saleable stock Rs .500
e. 30.1-45 tons’ saleable stock Rs .600
f. 45.1 tons’ saleable stock and above Rs .700
Limits & Exclusion
An employee remains absent from his duty for more than 5 days in a month, this includes earned,
sick and casual leave, he will not be eligible for Incentive during that month.
APPROVALS
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Policy # HR-CBM-16
CANTEEN POLICY Approval Date
Objective:
The aim of this policy is to provide healthy & hygienic food within the premises to all employees.
Scope:
This policy covers all employees.
Policy:
Canteen policy varies with location. Following is the detail of the canteen facility:
a) Hub Factory:
In Hub factory, Officers performing duties at Hub factory will pay Rs. 200 from their
salary as lunch expense per month. However, for shift In-charges & Shift Engineers
who are performing duties other than general shifts or “A” shift will pay Rs. 100 from
their salary per month.
b) Gadoon Factory:
In Gadoon factory, Rs. 5 per meal is charged from all employees.
c) Sales Offices:
Employees working in sales offices can be reimbursed lunch expenses up to Rs.200

per day. Days of leaves sanctioned and out stationed from office premises will not be
counted. Rs. 360 per month will be deducted from their salary.
APPROVALS
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Policy # HR-CBM-17
HAJJ POLICY Approval Date
Objective:
The aim of this policy is to facilitate, financially and non-financially, employees in performing
their religious obligations.
Scope:
This policy covers all permanent employees who have completed 3 years of service with the
company.
Policy:
1. Any permanent employee who has completed three years of service with the Company,
even if he has performed Hajj on his own expense, will be eligible for this scheme.
2. The Company will send an employee for Hajj only once during his entire tenure of
services.
3. The management will sponsor one officer (Head office, Hub & Gadoon unit combined)
and three non-officers (two from Hub unit & one from Gadoon) for hajj every year.
4. Selection of an employee will be done through balloting on a date fixed by management
at least four months ahead of Zil-Hajj.
5. All candidates selected by the Company will be sent for Hajj through Government
balloting.
6. In case of non-acceptance of Hajj application by the Government, due to any reason, the
employee’s application will be carried forward and resent next year.
7. The successful employee in Company balloting, if non-Muslim, will have the option to
perform pilgrimage as per his religion. He will be paid an amount equivalent to the actual
cost of Hajj as paid to other employees of the Company.
8. Special paid leave will be granted to successful employees selected through balloting to
perform Hajj.
9. The duration of leave will be to the extent of period commencing from the date of
departure for Hajj by air till the date of arrival as fixed by the Government of Pakistan for
a particular year.
10. The Company will pay actual cost of Hajj for one person i.e. the employee, amount
exceeding the actual cost for performing Hajj if any will be borne by the employee himself.
P a g e 48 | 94
11. If selected candidate opts to perform umra or ziyarat, then the amount equalling to actual
cost of performing Hajj of that year in which he was selected will be paid by company and
special leaves will be granted to him.
APPROVALS
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Policy # HR-CBM-18
COMPANY CAR POLICY Approval Date
Objective:
The purpose of this policy is to provide a clear insight of the company car facility provided to the
management employees of Dynea Pakistan Limited.
Scope:
This policy is applicable to all employees of Manager & above grade.

Select Option
Company Car Allowance Fuel Buy Back

Grade Tenure
Maintained Car
Scheme - A Scheme - B (litres) Option
General
Gli Rs.28,017/= As per Company Policy 7 Years At-21% PP
Manager
AGM / DGM Xli Rs.25,471/= As per Company Policy 7 Years At-21% PP
Senior
Suzuki Cultus AC VXR Rs.17,407/= As per Company Policy 7 Years At-21% PP
Manager
Manager Suzuki Mehran VXR Rs.13,178/= As per Company Policy 7 Years At-21% PP
Salient Features Of Scheme:
1. The Management reserves the right to change amend or discontinue the Car Scheme
due to prevailing business conditions.
2. Equity Scheme is being discontinued.
3. Anyone opting for car allowance (Scheme-B) will not be able to switch for 3 years.
4. Executives opting for car allowance can only buy Toyota or Suzuki brand of vehicles.
5. Maintenance of the vehicle will be at the discretion of CEO.
6. No increase/decrease in Car Allowance would be allowed with change in the rates
of vehicles during a period of 7 years.
7. If a person retires before completion of the car instalment period, the vehicle can be
given to the retiring individual at the discretion of the management at a price not less
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than the WDV+10% of WDV.
8. USED VEHICLE: If the Company has any used vehicle less than 2 years old, the
executive will be offered this vehicle for the un-expired remaining period. In this case
the book value of the car on the day being delivered will be taken as cost & the vehicle
will be offered at 21% of the WDV on the date of delivery to the individual till upon
completion of 84 months of the vehicle (inclusive of prior use).
9. Promotions: In case an executive is promoted to a higher grade and is eligible for an
upgraded vehicle, he will have three options:
i) to surrender the vehicle in use and take new vehicle under the car scheme
ii) complete the remaining period of the vehicle however, he will be entitled to
claim differential car allowance between vehicle in use and the entitled one.
iii) if he has completed 60 months with the car, he will be entitled to purchase the
vehicle at the median of prevailing market price and the depreciated value.
10. Leavers: If an executive leaves the Company after 60 months of using the vehicle, he
may be offered a chance to buy the vehicle at the median of the depreciated value and
the market value.
 If he leaves the Company between a period of 48-59 months he may be offered
the vehicle at WDV +70% of the differential between market value and WDV,
and
 if he leaves between a period of 36-47 he may be offered the vehicle at WDV +
80% of the differential between market value and WDV.
If an employee leaves before completing 36 months he may be offered to buy the vehicle
at prevailing market price at company’s discretion
APPROVALS
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Policy # HR-CBM-19
FUEL POLICY Approval Date
Objective:
The purpose of this policy is to provide benefit to the employees by reimbursing their fuel
expenses as per limits stated.
Scope: This policy is applicable to all employees falling in Manager Grade and above.
Fuel Expenses
Maximum amount of Reimbursement in litres per Month

Designation Vehicle
HEAD OFFICE/ HUB FACTORY GADOON FACTORY
SALES OFFICE
General Manager, Chief Toyota Corolla 1300cc 350 litres 400 litres 400 litres
Financial Officer GLI
Toyota Corolla 1300 cc

DGM/AGM 300 litres 350 litres 350 litres
XLI
Senior Manager 1000 cc Car 250 litres 300 litres 300 litres
Manager 850 cc Car 200 litres 250 litres 250 litres
Officers/Assistants Motorcycle 100 litres
In case of company provided accommodation to Gadoon employees or employees living in Swabi

District, the maximum fuel reimbursement will be equal to reimbursement provided to Head office
or Sales office employees.
Those employees who get fuel as a perk and at times use other means of transport i.e. Careem or
Uber for commuting to work will be entitled to claim Careem / Uber bills against their fuel
entitlement
APPROVALS
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Policy # HR-T&D-01
TRAINING POLICY Approval Date
Objective
Training and development activities aim at improving the skill, understanding and performance
of the employees for his/her current and future assignments in the organization.
Definition
Education
Education is ‘mind preparation’ and is carried out remote from actual work area.
Training
It aims at altering the behaviour – leading to skilled behaviour. It includes activities or

deliverables designed to enable users to learn and use new processes, procedures, systems and
other tools for efficient and effective performance of work.
Development
It is growth of the individual in terms of ability, understanding and awareness. It is an act of

improving by expanding or enlarging or refining.
Learning
It is the process of acquiring knowledge or skill through study, experience or teaching. It is long
term change in behaviour potential.
Eligibility
All employees on the strength of organization except contractual employees are eligible for
training. Nomination will be made according to need and job requirement of the employee. While
nominating an individual for a particular training, following information would be
communicated to HR Department.
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Classification of Training
There are many different types of training and it is important that employee gets the sort of
training that suits both department and organizational objective. Training of the employees
generally falls in any one of the under mentioned categories:
 “On the job” training from an employee

 Mentoring – having someone work alongside another employee to provide advice and
guidance
 In house courses from an external training provider
 External courses from one of the training institution
 Management skill enhancement training
 Professional competencies enhancement training
Training Need Assessment
Training needs of an employee are identified on Training Need Assessment Form (attached as
DPL-21) on annual basis along with his performance appraisal for the year by respective
departmental heads with the assistance of Human Resource Department.
Whenever an employee is posted to a department, whether the employee is newly hired,

transferred, temporary or part time, it is the responsibility of his/her immediate supervisor/in
charge to assess the training needed by the employee in order to perform his/her work
independently with the required quality.
Whenever a new process, technique or procedure that has a direct impact on quality or the
requirement of our quality management system is to be introduced, Human Resource
Department with the assistance of respective departmental/sectional head ensures that any
training required is identified and implemented.
The following levels of analysis are considered for determining the needs that training can fulfil:
Organization analysis
It focuses on identifying where within the organization training is needed.
Operations Analysis
It attempts to identify the content of training-what an employee must do in order to perform

efficiently.
Individual Analysis
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It determines how well each employee is performing the tasks that make up his or her job.
Procedure
On Job Training
Planning and execution of on job training is the responsibility of the concerned department. Being
a sequential process, departmental head would ensure that sufficient back up is available to cater
for the requirement of the departmental assignment. Departments would keep a record of the
skill level of all employees for their effective utilization. Copy of all records would be made
available to HR Department for reference/record.
In House Training by External Trainer
Based on the recommendation of the departments, HR Department would hire the services of
external trainer for polishing of a particular skill. Procedure would be:
 HR Department will consolidate the list of employees recommended for a particular

course/skill.
 Coordinate with training institute/trainer for availability of date as per convenience of the
department.
 Plan and execute training in coordination with the trainer.
 Ensure availability of all requisite training needs/assistance for the trainer/s.
 Assess the utility of training session as per training needs and recommended
measures/steps for optimum utilization.
External Course
 Training need assessment would be done by the departmental head during the annual
appraisal of the employee and will be forwarded to the HR Department.
 HR Department will consolidate the requirement of the training according to different
skills.
 Depending on the requirement of training in a particular skill, training plan for the
financial year will be prepared.
 Approved training calendar would be forwarded to the department for scheduling their
activities.
 Depending on the strength for each skill, decision for in house training or otherwise
would be made. Training from the market would be dependent on the availability of
course.
 Training for enhancement of a particular skill would be made by management and
employees would be communicated accordingly.
 Nomination Criteria for Short Term Training: HODs identify the need for the training
program and forward it to HR Department which after scrutiny will forward it to CEO
for approval. These programs are conducted through workshops, seminars, and short-
term courses at Dynea and reputable institutions.
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Nomination Criteria for Long Term Training
These trainings generally encompass professional courses/attainment of higher education for

better growth prospects.
To qualify for long-term training/professional enhancement course, employee should have at

least one year of continued service with the organization.
For nomination of employee on training, HOD after reviewing the training parameters submits
‘Recommendation for training’ to the ‘Management HR Committee’, which includes:

12. Head of HR - Secretary
Management HR Committee’ will then put up their recommendations to CEO for detailing
employee(s) on a particular course.
The MHRC while making recommendation considers following factors:
 Course relevance
 Cost of the course
 Share of expenditure by company and individual
 Duration of the course
 Period of absence of individual at workplace during course
 Course credibility
 Reputation of the institution
 Classification of Training (Expense wise)
Criterion for Bearing the Cost of Local Training, when Proposed by Incumbent
Very Expensive
If the course / training involves an amount more than Rs.200k
Expensive
If the training proposed is of the amount between Rs.100K and Rs.200K
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Not Expensive
If the amount involved is less than 100K
No. Share Criteria Share of the Share of Individual

Company
1 Institutions of NO/ LITTLE reputation * NIL 100%
2 Training / Course NOT relevant to the job

NIL 100%
at all *
3 Some relevance 50% 50%
4 Bond to be signed by
Very relevant and Very expensive at
100% individual for 5 years
reputed institution
after training
Very relevant and expensive at reputed
institution
after training
Very relevant and Not expensive at
reputed institution
after training
* Only if permission to attend the course is granted
 If an employee, who is being sent on training, has completed ten years of continued
service in Dynea,the condition of bond shall be waived off.
 In case of courses of long duration (exceeding 25 weeks), 50% of the payment will be made
on commencement of course by the organization and balance payment would be made on
successful completion of the course. In case individual fails to qualify or leaves before
completion of course, entire expenditure would be borne by the employee and share paid
by the organization would be recovered out of his / her final settlement
 Irrespective of the category, if course pertains to enhancement of professional
qualification and exceeds period of 26 weeks, a bond of two-year service (after completion
of course) would be signed by the employee failing which complete amount would be
recovered.
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Foreign Trainings
No. Duration / Cost Share of the Share of Individual

Company
Over 1 week training 100%
individual for 3 years
1 week training, Cost > Rs.200,000 100%
1 week training, Cost ≤ Rs.,200,000 100%
Reasons for Imparting Training
Training can contribute in a number of ways to achieve the organizational objectives. Salient
factors are:
 Reduced turnover of the employees

 Development of strong bondage and mutual trust between employer and employees
 It is need and necessity of both organization and personnel.
 Increased quality and quantity of work performance
 Increase knowledge and skill attitude.
 Decrease cost of management – cost effective in the long run
 Increase job satisfaction and production.
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 As part of overall professional development program
Evaluation of Training
Training is evaluated on Training Evaluation Form (attached as DPL 22) to assess its
effectiveness, cost effectiveness and to identify needs to modify or extended what is being
provided to reveal new needs and redefine parameters and above all to ensure that objectives of
training are being met. Evaluation is a dicey assignment as its results cannot be measured
mathematically. Due diligence is exercised in assessing the training. Trainees are required to fill
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in the training evaluation form after the training in assessing the relevance of the training by HR
department. The evaluation of training will be carried out at various levels which are:
 Reactions level:
Reviewing the trainees’ reaction to the training, the trainer, etc.
 Learning level:
Changes that have occurred in KSAs
 Job behavioural level:

Changes noticed on job behaviour
 Organizational level:
What effect it had on the organization?
 Ultimate level:
The benefit primarily to the organization, but also to the individual in his career
development
Training Records:
Record of all training carried out by respective individuals is maintained by Human Resource
Department such as Attendance Sheet (attached as DPL 23), Training Master Details (attached as
DPL 24) etc.
APPROVALS
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Policy # HR-T&D-02
HIRING & SUCCESSION
Approval Date
PLANNING POLICY
Objective:
It’s the aim of Dynea Pakistan Limited to fill key vacancies both (a) through a Succession
Planning Process and to groom people from within the company for leadership roles. (b)
through hiring personnel from the open market.
Scope
This policy covers all the levels of company.
Policy
The superiors shall identify their successor(s) based on their technical capabilities, people
related, leadership and customer related strengths, competencies, developmental needs and
potential. This information will be captured by the Succession Planning Process. The
potential successors will be talented employees who aspire to grow and are ready to take up
additional responsibilities. Being on the succession list does not guarantee eventual
succession.
The readiness of the successor can fall into following criteria:
1. Emergency Successor (who can take over the position immediately)

An Immediate successor capable of providing a temporary solution or doing the job
for a short period only. This is often a peer or someone of a similar level of seniority
from another function. (Possible double-hatting for an interim period)
2. Potential Successor (Candidates who will be ready to take over the position within
12 months)
These successors will be ready within 12 months or so and have the necessary skills,
capabilities and style necessary for the role. This will typically be an individual with
a higher potential rating.
3. Longer Term Successor (Candidates who may be ready to take over the position in
24 months)
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Successors who may be ready for the role within the next 24 months. It is important
to understand and identify the experience/developmental needs of these people in
order to make them capable of doing the role. The development may include another
interim role for them.
For roles where internal successors are not available or where readiness is considered low, it
will be considered as “gap” and such gaps shall be filled in through new hiring.
The succession plan will be reviewed annually by the HR Committee to ensure that the plan
is realistic and robust.
With coordination of Functional Heads, HRD will develop a systematic and long-term
development plan (mentoring and on-the-job, inter-division, in-house & external training) of
individuals to replace key job incumbents based on the developmental needs of the
employees.
The Succession Plan for Management Committee roles (Direct Reports of CEO) will be
finalized by the CEO and Group HR Head.
4. CEO Succession Planning:
The CEO will nominate successor(s) based on the following criteria:
i. Impeccable record of integrity and technical ability.

ii. Strong and proven customer related skills.
iii. A strong ambitious performer – most likely a senior grade officer.
iv. Strong communication, negotiation and influencing skills.
v. Displays a delicate combination of optimism and realism.
vi. Emotional maturity and balanced outlook
vii. Able to motivate others and possess demonstrated leadership skills.
viii. A problem solver who understands complex situation rapidly and is
prepared to facilitate the success of others.
ix. Is aware of functioning of local and international markets and has the
vision to develop business strategies.
x. Fits well into current and aspired organizational culture
The Succession plan for the CEO, will be reviewed by the HR/ Remuneration Committee of
the Board. The Committee will have exposure to the internal candidates through
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presentations and other contacts and even putting the candidate through the assessment
centres. It can also be decided by the Committee that the talent pipeline can be expanded by
recruiting from outside. Once the successor has been shortlisted, their
development/transition plan will be documented and reviewed to address any progress or
shortcomings.
As part of the developmental activities the successor will have planned interface with the
Board Human Resource & Remuneration Committee so that the members can also provide
coaching, guidance and assessment.
APPROVALS
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Policy # HR-T&D-03
EDUCATION
Approval Date
IMPROVEMENT POLICY
Objective:
To encourage and motivate existing employees to improve their academic qualifications by

enrolling and completing formal degree programs from HEC recognized institutions in order to
enhance their knowledge and skills for the current job or higher-level position for mutual benefits.
Employees will remain motivated and the policy will help in reducing employee turnover.
Scope:
All employees of the company. The policy also covers employees who have already completed/
received degree mentioned in Education Improvement list while working for Dynea Pakistan
Limited.
Policy:
It is Company policy to appreciate and reward employees who improve their formal education
in their field of work while working in the organization. Such improvement in education helps
employees improve their present and future performance and at the same time helps employees
make themselves eligible for career growth and attain higher position in the hierarchy.
Responsibility
i. Deputy Manager HR is responsible for reviewing and updating the policy and procedure.
ii. Head Human Resources will verify and get the policy approved from CEO.
iii. Head HR is responsible to ensure the implementation as per policy.
Policy Terms and Conditions
i. The institution chosen by employee for improving education should be recognized by the
Higher Education Commission (HEC), Government of Pakistan.
ii. The qualification should benefit the company and improve his/ her performance after
completion of such qualification.
For nomination of employee for education improvement, the HOD after reviewing the program
parameters submits ‘Recommendation for training’ to HR for review and approval by the
‘Management HR Committee, which includes:

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6. HR Head - Secretary
The MHRC before making any decision will consider the following factors:
1. Course relevance
2. Cost of the course
3. Share of expenditure by company and individual
4. Duration of the course
5. Period of absence of individual at workplace during course
6. Course credibility
7. Reputation of the institution
8. Classification of Desired Education (Expense wise)
9. Cost of course will be assessed as follows:
Very Expensive: If the course involves an amount of 200K or more

Expensive: If the course proposed is of the amount between 100K and 200K
Not Expensive: If the amount involved is less than 100K
For Tuition Fee Reimbursement/ Contribution:
These trainings generally encompass professional courses/ attainment of higher education for
better growth prospects.
To qualify for long-term training/ professional enhancement course or degree program, an

employee should have at least one year of continued service with the organization.
Educational Improvement:
Procedure:
1. Employee desiring to enrol in any degree program shall submit the application to his/her
HOD along with full details of degree program.
2. The Concerned HOD will go through the details of the program and ensure that meets
the policy terms and conditions.
3. The HOD may also advise employee on degree program or institution that the employee
should pursue.
4. The concerned HOD after his approval will submit the request application to HR
Department.
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For Tuition Fee Reimbursement/ Contribution
Criterion for bearing the Cost of Training is as follows:
No. Share Criteria Share of the Share of Individual

Company
1 Institutions of NO/ LITTLE reputation NIL 100%
2 Training / Course NOT relevant to the job

NIL 100%
at all
3 Not very relevant 50% 50%
Very relevant and Very expensive
100% individual for 5 years’
reputed institution
service after training.
Very relevant and expensive reputed individual for at least 3
100%
institution years’ service after
training.
Very relevant but Not expensive reputed individual for at least 2
100%
institution years’ service after
training.
In case of courses of long duration (exceeding 25 weeks), 50% of the payment will be made on
commencement of course by the organization and balanced payment would be made on
successful completion of the course. In case individual fails to qualify or leaves before completion
of the course, entire expenditure would be borne by the employee and the share paid by the
organization would be recovered.
Irrespective of the category, if course pertains to enhancement of professional qualification and

exceeds period of 26 weeks, a bond of two-year service (after completion of course) would be
signed by the employee failing which complete amount would be recovered.
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HR Department will then put up their recommendations to CEO for detailing officer(s) on a
particular course.
Granting of an education allowance is at the discretion of the CEO and upon approval /
disapproval, HR Department will issue letter to employee informing him / her about the decision
under intimation to Finance.
Bond Signing
HR Department will arrange to have a bond signed by the trainee as required per policy.
Finance Department will issue cross cheque / pay order in the name of institution/ university. In
case of joint contribution, employee will pay his / her contribution to Finance Department and
the Department will issue cheque / pay order in the name of institution / university.
In case of discontinuation of study or resignation / termination from Company, the employee will
be liable to pay back the Company contribution. The Company may recover the contribution from
his / her final settlement.
Note: Employee availing tuition fee reimbursement / contribution scheme will not be entitled to
Education Improvement Allowance.
Salary / Wage Raise with Education Improvement
The educational improvement allowance mentioned below will be paid to employee w.e.f. the
month of submission of Degree or Transcript to concerned HOD and after verification the HOD
will forward it to Head of HR for further processing.
Employee
S. Placement Salary/ Wages
Qualification Entitled to
# Action
01 Intermediate/ Worker Will be Wages will be fixed

Diploma after promoted as equivalent to initial
Matriculation Assistant Officer salary of Asst. Officer
02 Bachelor Degree Assistant Case will be Wages will be fixed

Officer/Officer considered at equivalent to initial
the time of next salary of Officer
appraisal.
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03 Master’s Degree & Sr. Officer, Case will be Salary raise will be
Professional Qualifications AM-I & above considered at given based on the
like the time of the institution from which
CA/ACCA/ACMA/CIMA next appraisal. study has been carried
out.
(Regular Program)
In cases 1 & 2, Deputy Manager HR will forward application to Finance Department for payment
of monthly allowance through his monthly salary and will have his degree filed in his/ her
personnel file.
In case of AM-I & above, HR will forward the application to CEO for determining the said
allowance. Finance Department will ensure the disbursement of Educational Improvement
Allowance to the employee.
Employee improving his/ her education will be entitled to have off day on the day of examination.
Any deviation from policy in implementation is subject to approval from Chief Executive.
The policy is subject to change anytime upon approval of Chief Executive.
APPROVALS
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Policy # HR-ER-01
GRIEVANCES POLICY Approval Date
Objective:
To provide an effective way for employees to bring their problems concerning their well-being at
work to the attention of the management.
Scope
This policy covers all employees of the company.
Policy:
The Company will endeavour to maintain confidentiality, where possible and appropriate, with
respect to the concerns raised. The policy will not be invoked to appeal against sanctions imposed
as a result of the Disciplinary Policy.
Resolution of Conflict
Misunderstandings or conflicts can arise in any organization and should be resolved before
serious problems develop. Most incidents resolve themselves naturally, however, should a
situation persist that the employee believes is detrimental to his or her well-being or the
Company, the employee should follow the procedure described hereunder for bringing the
grievance to management’s attention.
Discussion of the problem with the immediate supervisor is encouraged as a first step. If through
discussion the conflict is not resolved, then the grievance should be documented and sent to HR
Department. However, if an employee feels uncomfortable in approaching his/her supervisor
then HR Department may be approached in the first instance in writing.
Investigation
HR Department will nominate an independent person to investigate the matter. The investigation
will be solely for collecting the facts and to require any witness statements. A member of Human
Resources Department may assist in this process.
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If, at the completion of the investigation, Company determines that the employee against whom
the complaint is lodged is guilty of discriminatory or harassing behaviour, appropriate
disciplinary action will be taken against him.
Company prohibits any form of retaliation against any employee for filing a genuine complaint
under this policy or for assisting in the complaint investigation. However, if, after investigating
any complaint of unlawful conduct, the Company determines that an employee intentionally
provided false information regarding the complaint, disciplinary action may be taken against the
one who gave false information.
All grievances which have been resolved will be reported to Management HR Committee
(MHRC) on quarterly basis and cases will be presented to the HR Committee if any decision is
required.
APPROVALS
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Policy # HR-ER-02
HARASSMENT &
Approval Date
DISCRIMINATION POLICY
Objective
The objectives of this policy is to ensure the workplace is free from any harassment &
discrimination and to lay down the procedure to tackle the issues related to harassment &
discrimination if it takes place.
Scope
This policy is applicable to all the employees of the company.
Policy Statement
Dynea Pakistan Limited is committed to maintaining a work environment that is free from
discrimination of any kind; a workplace in which people are treated with dignity, decency and
respect. The Company environment should be characterized by mutual trust and the absence of
intimidation, oppression and exploitation. Employees should be able to work and learn in a safe,
yet stimulating atmosphere.
Through enforcement of this policy, the Company seek to prevent, correct and disciplined
behavior that violates this Policy. In keeping with this commitment, there will not be any
tolerance for harassment of employees by anyone, including any supervisor or co-worker within
the Company.
The Company fully recognizes that while reporting such incidents would be a difficult personal
experience, allowing harassment activities to continue will most certainly lead to less desirable
outcomes.
Appropriate disciplinary action will be taken against any employee or supervisor who violates
this policy. Based upon the seriousness of the offense, disciplinary action may include verbal or
written reprimand, suspension, or termination of employment.
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Prohibited Conduct under this Policy
Discrimination
It is a violation of this Policy to discriminate in the provision of employment opportunities,

benefits or privileges, to create discriminatory working conditions, or to use discriminatory
evaluative standards in employment if the basis of that discriminatory treatment is, in whole or
in part, the person's race, color, national origin, age, religion, disability status, gender, or marital
status.
Harassment
Harassment, including sexual harassment and consensual sexual relationship, is prohibited by

the Company. This Policy prohibits harassment of any kind, and the company will take
appropriate action swiftly to address any violation of this policy. The definition of harassment
includes verbal or physical conduct designed to threaten, intimidate or coerce. Also, verbal
taunting (including racial and ethnic insults) which, in the employee's opinion, impairs his or her
ability to perform his or her job.
The Complaint Process
Any person electing to utilize this complaint resolution procedure will be treated courteously,
the problem handled swiftly and as confidentially as feasible in light of the need to take
appropriate corrective action. The registering of a complaint will in no way be used against the
employee, nor will it have an adverse impact on the individual's employment status. However,
filing false and malicious complaints is an abuse of this policy and is prohibited.
Responsibilities
i) All employees must share the responsibility of understanding and preventing discrimination
and harassment. Individuals who believe they have been discriminated against or harassed
have the primary obligation of informing their supervisor or Head of Human Resources of
the act of discrimination, harassment or retaliation, recounting specific actions or occurrences
whenever possible.
ii) Managers and Supervisors have special responsibility to act promptly to eliminate any
discrimination or harassment which exists in their areas of responsibilities. If any HOD or
manager/ supervisor knows that discrimination, harassment or retaliation is occurring, or
receives information that discrimination, harassment or retaliation might be occurring, he or
she must take immediate action to address the problem. Such an action should include, but is
not limited to, speaking directly with the affected person, developing a specific account of the
actions, omissions or occurrences that are alleged to be discriminatory in consultation with
the Head of Human Resources.
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iii) Any employee with supervisory or managerial responsibilities who is found to have engaged
in conduct prohibited under this Policy is subject to disciplinary action, including removal
from that position for that cause.
iv) Head of Human Resources has the primary responsibility of implementing this Policy. In
particular, he will respond to inquiries and complaints from management and employees.
Confidentiality
i) The management wishes to create a safe environment in which individuals are not afraid to
discuss concerns and complaints, or to seek general information about discrimination,
harassment, and retaliation. The company recognizes that individuals may be concerned
about the confidentiality of information they share, and will strive to preserve confidentiality
to the fullest extent possible.
ii) The anonymity if desired cannot always be maintained if the individual wishes to have the
company take some corrective or disciplinary action in a particular case. Confidentiality
cannot be guaranteed in such a case.
Complaint Procedure
The following complaint procedure will be followed in order to address a complaint regarding,
harassment, discrimination, or retaliation.
1. A person who feels harassed, discriminated or retaliated against may initiate the complaint
process by filing a written and signed complaint with the Head of HR. No formal action will
be taken against any person under this Policy unless a written and signed complaint is on file
containing sufficient details to allow the Head of HR to determine if the policy may have been
violated. If a supervisor or manager becomes aware that harassment or discrimination is
occurring, either from personal observation or as a result of an employee coming forward, the
supervisor or manager should immediately report it to the Head of HR.
2. Upon receiving the complaint, or being advised by a supervisor or manager that violation of
this policy may be occurring, the Head of HR will notify the CEO and review the complaint
with the head of the department in which the alleged harassment or discrimination has
occurred or is occurring.
3. Within five (5) working days of receiving the complaint, the Head of HR will:
 Provide a copy of the complaint to the person(s) charged (hereafter referred to as

"respondent(s)") and
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 Initiate the investigation to determine whether there is a reasonable basis for believing
that the alleged violation of this Policy did occur.
4. During the investigation, the Head of HR, together with the management employee (selected
to investigate the matter), will interview the complainant, the respondent, and any witnesses,
to determine whether the incident occurred.
5. Within ten (10) business days of the complaint being filed (or the matter being referred to the
Head of HR), the Head of HR or other management person conducting the investigation will
conclude the investigation and submit a report of his or her findings to the CEO, with copies
to the appropriate HOD, complainant, and respondent.
6. If it is determined that harassment or discrimination in violation of this policy has occurred,

the Head of HR will recommend appropriate disciplinary action to be taken by the company.
The appropriate action will depend on the following factors:
 The severity, frequency and pervasiveness of the conduct;

 Prior complaints made by the complainant;
 Prior complaints made against the respondent;
 The quality of the evidence (firsthand knowledge, credible validation)
7. If the investigation is inconclusive or it is determined that there has been no harassment or

discrimination in violation of this Policy; however, some potentially problematic conduct is
revealed, preventative action may be taken.
8. Within five (5) days after the investigation is concluded, the Head of HR will meet with the
complainant and the respondent separately, in order to notify them in person of the findings
of the investigation and to inform them of the action being recommended.
9. The complainant and the respondent may submit statements to the Head of HR challenging
the factual basis of the findings. Any such statement must be submitted no later than five (5)
working days after the meeting with the Head of HR in which the findings of the investigation
were shared.
10. Within ten (10) days from the date the Head of HR meets with the complainant and
respondent, the Management will review the investigative report and any statements
submitted by the complainant or respondent, discuss results of the investigation with the
Head of HR and other management staff as may be appropriate, and decide what action, if
any, to be taken. The Head of HR will report the company’s decision to the complainant, the
respondent, and the HOD. The company’s decision will be in writing and will include
findings of fact and a statement for or against disciplinary action. If disciplinary action is to
be taken, the sanction will be stated.
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11. No hardship, no loss or benefit, and no penalty may be imposed on an employee as
punishment for:
 Filing or responding to a bona-fide complaint of discrimination or harassment;

 Appearing as a witness in the investigation of a complaint; or
 Serving as an investigator.
APPROVALS
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Policy # HR-EM-01
DISCIPLINARY
PROCEDURES, Approval Date
RESIGNATION,
RETIREMENT POLICY
Objective:
To form principles for employee discipline and separation from company.
Scope:
Employee Discipline:
Employees are expected to use reasonable judgment in guiding their behaviour on the job.
Every employee is expected to maintain the highest standard of employee discipline and
conform to and abide by rules, regulations, systems and procedures established by the
management. It is expected that he/she will obey all orders and directions given by any officer
or supervisor under whose jurisdiction or control he / she may be placed from time to time.
Any employee who commits a breach of any of these rules; displays negligence, inefficiency,
or insubordination; knowingly does anything detrimental to the interests of the Company or
in conflict with its instructions; commits a breach of discipline; is guilty of any act of
misconduct, breach of trust, or neglect of duty shall be liable to one or more of the following
punishments depending on the nature of the breach.
i. Verbal reprimand and warning

ii. Written reprimand
iii. Withholding of promotion or increment not exceeding one year
iv. Relegation to a lower grade
v. Restitution in whole or in any part of pecuniary loss caused to the Company due
to negligence, dishonesty or any other act of omission/commission.
vi. Dismissal without notice and forfeiture of any benefits or privileges.
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Misconduct:
To ensure as little misunderstanding as possible and without limiting the generality of

the term ‘misconduct’, the following expressly constitute misconduct:
i. Wilful insubordination or disobedience, whether alone or in combination with

others, to any lawful and reasonable order of a superior.
ii. Theft, fraud or dishonesty in connection with the Company affairs or its property.
iii. Wilful damage to or loss of goods or property belonging to the Company.
iv. Habitual absence without leave of absence without leave for more than ten
continuous days.
v. Taking or giving bribes or any illegal gratification.
vi. Habitual late attendance.
vii. Habitual breach of any law applicable to the Company.
viii. Riotous, disorderly or unreasonable behaviour during and after working hours at
the Company or outside or any act subversive of discipline.
ix. Habitual negligence or neglect of work.
x. Striking work or inciting others to strike in contravention of the provisions of any
law or rule having the force of the law.
xi. Adapting ‘go slow’
xii. Affiliating, grouping and or lobbying on the basis of religion, caste, creed and
politics.
xiii. Found involved directly or indirectly in any vocational, business or commercial
activity without prior approval of the Company and or misusing Company
property for such acts.
Dismissal for Misconduct:
No employee will be summarily dismissed for misconduct without a full and fair hearing.
Each case of dismissal shall be subjected to the following procedure:
i. The employee concerned will be informed in writing of the circumstances alleged

against him/her as and when act of misconduct comes to the notice of the
management. This would be done through the issuance of a charge sheet that will
explicitly state the circumstances alleged against him.
ii. The employee will be given a fair opportunity to explain his/ her position with
respect to the charges as set out in the charge sheet.
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iii. In case the explanation submitted by the employee in reply to the charge sheet is
not found satisfactorily and it is desired to proceed further against him, the
management will institute an independent enquiry into the matter before dealing
with the charges against the employee. The employee, if he so desires, may be
allowed to be assisted by any other employee in the organization during the
course of enquiry.
iv. If on enquiry the employee concerned is found guilty of the charges levelled
against him for any reason, he shall be given a second show-cause notice requiring
him to show cause as to why he should not be dismissed from the service on the
basis of the findings of the enquiry report. A copy of the enquiry report would
also be supplied to the employee along with such notice.
v. The Approval of the competent authority shall be obtained before dismissing the
employee from service. The order of dismissal will be in writing and will explicitly
state the reason for the action.
vi. Notwithstanding the foregoing, the competent authority may at his discretion
nominate any other officer or a panel of officers to act on its behalf in the 'dismissal
proceedings and the decision of such nominated officer or officers shall be final
and binding in the same ways as if the decision is made by the Authority itself.
Termination of Services:
Unless otherwise stated in the letter of appointment, an employee's services may be

terminated by the Company for any reason whatsoever by giving him one month's notice
or salary in lieu thereof or anything particularly decided by the management.
The Company may also not grant any emoluments depending on the nature of
misconduct and decision taken thereof by the management.
Resignation:
Unless otherwise stated in the letter of appointment, an employee may resign and
terminate his service upon giving notice to the Company or salary in lieu thereof as
follows:
i. From Deputy Managers to Subordinate Staff-one month's notice

ii. All Executives (managers and above) - three to six months' notice
The resignation letter of the individual concerned must be immediately forwarded to the
Human Resources Department who will obtain CEO’s approval. On approval, the Head
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of HR will instruct the accounts department to work out the actual entitlements, that is,
provident fund, gratuity, encashment of leaves and other emoluments and anything due,
such as loans, advance salary etc. to the Company by the concerned individual. Human
Resources Department will ensure that any of the company's equipment / documents has
been returned to the Company and on clearance from the concerned Departmental Head,
will issue a No-objection Certificate to the Accounts Department for reimbursement of
amount in final settlement.
Upon request, an employee shall be given a Service Certificate and or Tax Deduction
Certificate at the time of her resignation, termination, discharge or dismissal.
Resignation once submitted will not be allowed to be withdrawn except with the
permission of the competent Authority.
Retirement:
All the employees will retire upon attaining the age of 60 years. On retirement employees
shall be paid amounts from the provident fund that have stood to their credit along with
encashment of all balance leaves and other monetary benefits if any. A farewell party will
also be arranged in their favour a week or ten days before the date of retirement and a
monetary gift or some article for remembrance will be presented to the retiring employee
at the function.
For the purpose of calculation of retirement age, the date of birth mentioned on the
matriculation certificate / passport copy/computerized national identity card submitted
at the time of joining the company will be considered as accurate and under no
circumstances, this date will be changed in HR records.
Services of any person who is re-employed on contract after the date of his/ her retirement
on attaining the age of retirement may be terminated on one month’s notice on either side,
or payment in lieu thereof and such termination will not be deemed to be removal or
dismissal.
APPROVALS
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Policy # HR-EM-02
EXIT INTERVIEW
Approval Date
POLICY
Objective:
To Obtain and evaluate feedback, comments/grievances from the outgoing employees and
establish a procedure for rectification of shortcomings and bring improvements.
Scope:
This policy is applicable to all Officers / Executives.
Policy:
After receiving and accepting the resignation of an employee, Head of HR Department will
conduct his/her exit interview on Exit Interview Form (attached as DPL-20), date and time of
interview will be communicated to the employee who will be asked to give comments / response
on the attached format.
Evaluation:
Comments and suggestions of the outgoing employees obtained during the interview will be
circulated to the CEO, concerned Department Head and Section Heads.
Counter Measures
1. Based on the comments received from the employee, HR Department will analyse and
identify problem areas that need redressed and invite comments of the concerned
Departmental Head.
2. Based on the feedback received from the concerned Departmental Head, HRD will
evaluate and if necessary, suggest countermeasures for consideration by the Management
Human Resource Committee (MHRC) with the approval of the CEO.
3. A copy of the exit interview will be placed in employee’s personal file for future
references.
4. A compilation of the data obtained from the exit interviews will be carried out. Human
Resource Department will analyse and submit its findings on half yearly basis to the
Management Human Resource Committee (MHRC), highlighting turnover category-
wise, reasons cited for separations, trend analyses along with countermeasures taken to
contain the tendency.
APPROVALS
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Policy # HR-EM-03
SUBSTANCE ABUSE POLICY Approval Date
Policy & Purpose
Dynea Pakistan is committed to conduct its business in compliance with all applicable
environmental and workplace health and safety laws and regulations. The Company strives to
provide a safe and healthy work environment for employees and to avoid adverse impact and
injury to the environment and communities in which it conducts its business. We shall have “no
tolerance” policy towards substance abuse.
Scope
All employees, job applicants, contractors and part-time employees should abide by the
provisions of this policy.
Policy elements
1. Possession and use of illegal drugs, inhalants, alcohol and prescription drugs falling in
the “substances” category is strictly prohibited within company premises.
2. While working, an employee must not:
a. Possess, use or be under the influence of alcohol, inhalants or drugs.
b. Sell, buy, transfer or distribute drugs or drug paraphernalia.
3. Disciplinary Consequences:
Disciplinary action will be invoked leading up to termination against those who are found
violating this policy.
APPROVALS
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Policy # HR-EPM-01
PERFORMANCE
Approval Date
MANAGEMENT POLICY
Objective
Performance evaluation system of the employees at Dynea Pakistan Limited aims at achieving
the following objectives:
1. To evaluate employees’ performance during a year.

2. To assess the attainment of objectives set for each employee.
3. To use the Performance Review for the development of the employees.
4. To plan the careers of employees.
5. To recommend promotions on the basis of this performance review.
Scope
The policy is applicable to all permanent employees of Dynea Pakistan Limited.
Policy
The policy covers all aspects of performance of an employee. It ensures a fair process of
performance evaluation for administrative requirement and employee development.
Guidelines
Dynea Pakistan Limited believes that employees are fully aware of what is expected of them
at their jobs and also how well they are endeavouring to meet these expectations. Head of
Departments (HODs) are expected to keep their subordinates fully aware of performance
standards and objectives; maintaining a conducive environment and conduct fair, equitable
and objective evaluation of the performance, monitoring strengths and weaknesses of the
employees; signifying thereby areas where improvement is needed.
Establishment of Objectives
HR Department will facilitate HOD in job design for each post in their respective
departments. Officers will be provided with their respective job descriptions for efficient and
smooth work performance. Based on their individual job descriptions and keeping into
consideration the business objectives (as laid down in the business plan of the organization),
all staff members from Deputy Manager Level & above will be required to formulate their
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goals for the next year in consultation with respective HOD. These goals/targets will be a vital
component in evaluating performance.
Performance Standard
It is the criterion to be used to gauge the performance of an employee. The standard defined
by Dynea Pakistan Limited for measuring the performance of its employees will provide both
the evaluator and employee being evaluated a measurement scale before describing work
related progress in a manner that is mutually understandable.
Dynea Pakistan Limited's performance standards ensure to:
1. Enable the evaluator and the employee to differentiate between the acceptable and
unacceptable results.
2. Present challenging environments to the employee.
3. Be realistic, that is, the goal should be attainable by any qualified, proficient, and fully
trained/experienced individual occupying the post.
4. Be able to measure a job activity when it is performed in terms of quantity, quality,
time and cost effectiveness.
5. Relate to or express a time frame for accomplishment.
Performance Review System:
Performance review period of the employees is July to June. Employees have been placed in
two categories for evaluation purpose i.e. Officers I to Deputy Manager and Manager and
above. Parameters and weightage assigned to these parameters vary according to the
categories of the employees. Separate Evaluation Forms are prepared for Officers I to Deputy
Manager (attached as DPL-25) and Managers & above (attached as DPL-26).
The performance review system provides the staff members a formal occasion to discuss the
following with the Departmental Head:
 Performance goals
 Perception or estimation of potential training needs
 Areas of strength on which to build
 Areas of performance requiring further development
 Opportunities to participate in personal development programs, such as, job rotation,
career counselling, training, etc.
Evaluation Timeframe
Evaluation period in Dynea Pakistan Limited for all officers / executives is July to June of each
consecutive year. Initiation of appraisal process is the responsibility of HR department.
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Time frame of different activities is as under:
Activity Responsibility Due Date

Filling of basic information and forwarding of forms to
HR Department 1st May
HODs.
Completion of Appraisal forms duly signed by
HODs 25th May
authorities and submission to HR department
Initial review and compilation. HR Department 10th June
Management
Final approval 20th June
Committee
Increments
Increments are granted based on the performance of the individual evaluated by his/her
HOD. The employee would be communicated about the result through a formal letter by HR
department. Revised pay structure would form part of the promotion and increment letter.
APPROVALS
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Policy # HR-EPM-02
PROMOTION POLICY Approval Date
Objective:
The objective of the promotion policy is to ensure that high performers are recognized and
rewarded.
Operating Authority:
Head of the Department – Human Resource (HR)
Policy:
A promotion is a career opportunity for an employee that involves greater responsibilities/

and may also involve an increase in salary and perquisites, and a change in title. Promotions
are intended to be non-interim. Promotions may occur only within the employee's unit; an
employee may be promoted to a position outside his or her unit provided the employee has
attained skills or education prerequisite for the post.
Employee has to complete at least a minimum of 1 year of service before being eligible for any
kind of Promotion.
The criteria of promotion evaluation are as follows:
a. On basis of performance appraisal scores.

b. Attendance (excluding Privilege Leave).
c. Competencies
d. Education
e. Integrity
f. Discipline
Employees would be considered for promotion to a higher grade after staying in a given grade
for a period of 3 years and only if a vacancy occurs. Due weightage would be given to a good
service record in terms of:
a. Ability to do many tasks - multi-tasking.

b. Behaviour with subordinates, colleagues, peers.
c. Attendance.
d. Demonstrated ability to improve quality, productivity, safety, cost and efficiency.
e. Consistency in the quality of work.
f. Willingness to accept tasks.
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g. Ability to finish tasks on time and up to the desired level of efficiency.
h. Integrity
Key Pointers
a. Actual achievements against Key Responsibilities, Objectives (Action Plans), and

measurement of performance factors leading to the overall scores of the appraisal
shall be taken into account.
b. The competency level for the employee being considered for promotion shall be
weighed
c. The overall growth plan of the organization has to be taken into consideration.
d. The promotion should lead to adding on more responsibilities.
e. Education & Performance would be used as a one of the main criteria for
promoting any person to Managerial cadre and above to preferably possess at least
16 years of education or any Professional Certification / Qualification from a
recognized Institute/ University.
f. Education can also be used as an instrument of judgment when there is an equal
scoring among two competing employees.
g. Cordial and professional relations with both seniors and peers alike will also be a
deciding factor when there are multiple contestants for a particular position/post.
h. When there is any conflict or any ambiguity with regard to the policy, then the
decision of management would be final and cannot be questioned.
i. Promotion may also be caused due to transfer either from one location to another
or because of transfers from one department to another. Any person who does not
accept promotion for any reason whatsoever will be eligible for fresh promotion
only after a time gap of two years.
APPROVALS
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Policy # HR-EPM-03
TALENT
Approval Date
MANAGEMENT POLICY
Objective:
It is Dynea Pakistan Limited’s policy to identify, hire, develop, nurture and retain talented
employees.
Potential is the perceived inherent ability that resides in a talented employee to take on new
skill sets and succeed in more critical and complex leadership roles in future.
Identifying and Classifying Potential
There are 3 Potential classifications which differentiate people according to their:
1. Performance record and perceived potential.

2. Likely speed of making future career moves
High Potential:
1. The individual has clear potential for senior leadership roles (now or in the future).
Individual with potential to progress at least two grades in the next four years.
2. Current Potential: The individual has some potential now to move to one higher level
of responsibility.
3. Potential Met: The individual is operating at the appropriate organizational level with
minimal immediate scope for more senior responsibilities.
The Line Managers will assign the potential rating at the time of performance appraisal.
Focus on different Talent Ratings
High Potential
1. Learning opportunities based on Personal Development Plan

2. Stretch assignments or projects
3. Cross functional team projects
4. Mentoring with a senior leader
5. If < 12 months in a role, then manage closely and focus on set objectives to grow in the
role
6. If > 30 months, then consider for new role (as per Succession Plan)
Current Potential
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1. Learning opportunities based on Personal Development Plan
2. Stretch assignments
3. Coaching and support to meet potential
Potential Met
1. Review performance and maximize ability in current role

2. Provide performance improvement opportunities.
The ‘Potential Rating’ is not to be communicated to the employees. However, the

conversation with the employee should focus on their performance, career aspirations and
growth and development consistent with their talent classification.
APPROVALS
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Policy # HR-PR-01
PERSONNEL RECORD
Approval Date
KEEPING POLICY
Objective:
The Human Resources (HR) Department retains and destroys personnel records in
accordance with the company’s corporate policies on business records retention as well as
laws governing records retention. Below is an outline of the HR Department’s operating
procedures for personnel records retention and destruction of documents when such
retention periods have passed.
Scope:
This policy is for all of the units of the company. The HR Department maintains both
employee’s record information as well as government compliance reports. Both are subject to
the following retention requirements and destruction procedures.
Policy:
Maintenance of Employee Records:
The following employee information records are maintained in segregated personnel files:
1. Appointment documents
2. Educational documents
3. Work Experience certificate
4. Performance Review reports
5. Increment, Promotion & Transfer letters
6. Nomination forms
7. LFA & Leave Encashment letter
8. Leave Rcord Sheets
9. Signed Company Code of Conduct & Related documents.
10. Show Cause, Grievance or Any other inquiry reports.
11. Miscellaneous
Government compliance reports are maintained in reverse chronological sequence and filed
separately from the above employee information records.
Destruction of Employee and Applicant Records:
All paper personnel records and confidential employee data maintained by the HR
Department will be destroyed by shredding after retention dates have passed; this procedure
pertains to all personnel records, not just those governed by the government.
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Application materials submitted by applicants for employment who were never employed
are also to be shredded.
Personnel records include electronic as well as paper records. The HR Department will work
with the IT Department periodically but no less than twice annually to review and ensure that
the HR Department’s electronic records relating to employee information and compliance
reports are properly purged.
Retention of Terminated Employees’ Records:
The retention periods for terminated employees’ and applicants’ records and compliance
reports are as follows:
Pre-employment records:
1. Résumés, applications and related employment materials, including interview records

and notes, for applicants not hired: (3 years).
2. Résumés, applications and related employment materials, including interview records

and notes, for employees: (4 years after date of termination).
3. Background checks, medical test results, company employment verifications, letters of

reference and related documents: (5 years).
APPROVALS
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Policy # HR-MISC-01
POLICY ON FAMILY
Approval Date
DAY
Objective:
To participate in the Annual Family Day designed to bring families of employees of company
together. There are various activities planned by the organizing committee of the Family Day
Function.
Scope:
All permanent employees from Officers-I till CEO.
Policy:
Following points are to be considered in this policy:
1. Son equal to and above 25 years of age is not entitled and No pass will be provided to
employee for this son
2. Daughter who got married will not be entitled for participation in the Family Day.
3. Un-married employees of any level are entitled for Family Day.
APPROVALS
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Policy # HR-MISC-01
HR AUDIT Approval Date
INTRODUCTION:
The process surrounding the Human Resources Audit is intended to help us articulate the needs
of the business and to develop our human resources to meet these needs, and will represent a
major step in a dynamic process that will enable us to anticipate our recruitment, training and
career development needs and opportunities.
This process is intended to help the management to continuously improve the quality of our
human resources.
OBJECTIVES
 To have a true picture of our human resource assets

 The early identification of critical staff placement needs (one to five years)
 To have a permanent process of assessing our management.
 The early identification and development plans for individuals who have the
potential to move into higher management levels.
 To build a strategic Human Resources Plan that is aligned with the business
strategic Imperatives.
PROCESS
 The CEO is responsible for leading the process and ensuring that Audit is
consistent with the business strategic imperatives.
 The HR Consultant ensures that the program takes place and facilitates its
implementation.
 The HR Audit will have following steps: -
Step 1: A review to be conducted by the CEO and functional heads of the business plans and their
alignment to the strategies.
Step 2: Completion of the HR Audit forms:
Organization: CEO and Functional Heads to identify their organizations to help achieve their
business plans with justifications for each position through job/position descriptions.
HR Needs: This step requires each head of function to define critical Human Resource skill needs
that the function has to have in order to reach its strategic objectives. These critical needs should
be expressed in terms of skills, abilities and/or competencies concentrating on the most important
and avoiding motherhood statements.
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Strengths / Weaknesses Analysis: This analysis is made up of two parts:
1. The first part of the analysis form requires the functional head to list the strength and
weaknesses of their area in the lights of the strategic needs of the business. It is very important to
do this analysis taking into consideration the direction the business is going over the next three
years, not where it has been.
2. The second part of the form requires an outline of the current year
accomplishment/actions needed to address the weaknesses and build upon the strengths of the
function along with an outline of the next year’s plans. This may include new structures, new
duties, new positions, a different kind of training, external recruiting etc.
To make this second part relevant, the achievements/actions need to be as precise as possible.
Succession Planning: The completion of the succession planning form is intended to provide the
CEO with a view of the short term and long-term quality of the people within Dynea. The
succession planning form requires recording of:
1. Individual’s current performance.
2. Individual’s short-term potential.
3. The Manager’s development plan for the individual.
The first part of the form consists of some basic information about the individual i.e. job title,
grade, name, age, length of time in current position.
The form then requires the submitter’s evaluation of the individual’s performance (taken directly
from the last performance appraisal completed for the employees).
Performance Levels:
The individual’s performance rating should be stated in terms of the following definitions:
1. Superior: Clearly superior executive whose performance has been characterized by one
or more specific contributions of an extraordinary nature that far exceeds normal requirements
of the assignment. The individual clearly possesses the required management competencies and
functional skills and consistently demonstrates and promotes required behaviours.
2. Good: Professional performer who met all or substantially all of the requirements of the
assignment and whose performance is better than average among his peers. Consistently
demonstrates required, behaviours management competencies and the functional skills required
for his/her role and beyond.
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3. Acceptable: Delivers his/her business and development objectives and is a valued
member of the Dynea team. Broadly demonstrates the required behaviours, management
competencies and functional skills required for his/her role.
4. Marginal: Does not meet the required business and development objections in some areas.
Has difficulty demonstrating the behaviours, management competencies and functional skills.
Action plan required to improve performance.
5. Too New to Evaluate: If someone were less than 6 months in the job, the person would
typically not receive one of the above performance ratings. It applies to both new hires and people
who are assigned to significantly different roles.
The Potential
1. Currently Promotable: Assuring current performance level is maintained, within the next
six (6) months, the individual should be promoted.
2. Has Potential for Promotion: The individual appears on track to be promoted in the
future but needs to demonstrate additional learnings and successes in the current position.
3. Can be broadened: A lateral transfer to another assignment or some additional

responsibilities are appropriate as a next step for the individual.
4. At right level: The individual is in the right position and at the appropriate level in the
organization. The person is a solid contributor and management is happy to have him/her remain
in the current position for the foreseeable future.
5. Leave organization: The individual is not performing at an acceptable level or is a block

for the development of high potentials.
6. Too new to evaluate: The individual has just moved into the position and it is too early
to evaluate future potential at the moment.
Where the functional head identifies an employee to be of ‘High Potential’. The letter “H” should
be included after the rating number.
The Development Plan
The superior must record the Development Plan and its timing for the employee. The recording
should follow these definitions:
P -Promotion: The Plan is to promote the employee by a certain date.
P a g e 93 | 94
T – Termination: It is expected that unless performance is substantially improved, the employee
will be terminated.
R – Retirement: The employee has plans to retire as of a certain date.
O – Development Rotation: A lateral or broadening transfer is planned for the employee as of a

certain date.
E – Job Expansion: It is planned to expand the employee’s responsibilities.
N – No Plan: There are no plans for developing the employee. Management is happy for them
to remain in their current position for the foreseeable future.
The superior should then record the next position(s) possible for the Employee (even if the
position does not currently exist) and credible potential successors (not necessarily only the
obvious successor) if any.
Step 3: Each functional head makes presentations of the completed HR Audit to the CEO and HR
Consultant.
It is through this discussion that the CEO and the HR Consultant will begin to see whether
Dynea’s total human resource assets are sufficiently skilled to execute the strategic plan, if not,
what needs to be done.
The CEO and HR Consultant will then finalize HR Audit and this document will then serve as
the HR Plan of the business.
APPROVALS
P a g e 94 | 94

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CODE OF CONDUCT FOR

UPHOLDING THE NAME OF DYNEA PAKISTAN LIMITED

CONFIDENTIALITY AND ACCURACY OF INFORMATION

1. The confidentiality of information received in the course of business must be respected

3. An employee will be liable to immediate dismissal if it is discovered at any time that

GIFTS AND ENTERTAINMENT

MAINTAIN ACCURATE BOOKS AND RECORDS

SAFE AND HEALTHY WORKING ENVIRONMENT

WORK PLACE HARASSMENT

Name of Employee: ______________________

Employee No: ___________________________

Name of Department: _______________________

As an employee of Dynea Pakistan Limited, I pledge myself to:

&REMUNERATION Approval Date 01-May-2017

Director (Independent) - Chairman

The terms of reference of the aforesaid Sub-Committee will be as follows:

1. Establishing Dynea Pakistan Limited as a brand, achieve preferred employer status.

Dissemination of Information – The minutes of HRC meetings will be circulated to Board of

Chief Executive Officer Director

RESOURCE & Approval Date 01-May-2017

1. Chief Executive Office - Chairman

At least once a quarter and as per need.

The committee will have the following mandate:

1. Propose policies to establish Dynea Pakistan Limited as a brand carrying a preferred

HR AUTHORITY MATRIX Approval Date 01-May-2017

Date & No. of Revision

Board Human Management

1 Board Human Resources Committee comprises of

1. The necessity of filling the post

4. Position Description (attached as DPL-1)

Selection Test (if applicable)

Selection of Interviewing Panel

1. Position Description of the post

Initial start date and orientation

Head of HR Chief Executive Officer

POLICY Date & No. of Revision

INDUCTION PROCESS FOR APPRENTICES & INTERNEES:

Apprentices & Internees

Criteria of Apprentices & Internees

Following would be the criteria for Apprentice recruitment:

1. Age bracket of 18-24 (can be relaxed for suitable candidates)

Orientation & training

The apprenticeship & Internship period will be Six (06) moths.

Generating Pool of Candidates:

Age group: 21-24 years

Qualification: B.E (80% marks and above)

Final Interview will be conducted by a panel consisting of nominees from HR department,

Package of Management Trainee Program:

1. The candidates will be paid Rs. 35,000 per month.as stipend.

Training Schedule for the Management Trainee Program:

Employment after training

Head of HR Chief Executive Officer

This policy will cover all the permanent employees.

1. Components of Standard Gross Salary

iii. Utility/Special Allowance:

v. Cost of Living Allowance CLA-98:

The grade structure applies to all regular employees of Dynea Pakistan

Position Classification (PC)

1. Preferably be Listed on Stock Exchange.

Head of HR Chief Executive Officer

SHIFTS & REST POLICY Approval Date 01-May-2017

Date & No. of Revision

The objective of this policy is to document and highlight the following:

i. The kind of compensation the Department shall provide,