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+
+## TABLE OF CONTENTS
+
+### POLICY TO DEAL WITH DISCRIMINATION/
+
+### ANNEXURES ATTACHED
+
+   - CHAPTER- 1 GENERAL Serial Description Page no
+   - CHAPTER- 2 INTRODUCTION
+   - CHAPTER- 3 CODE OF CONDUCT
+   - CHAPTER- 4 RECRUITMENT & SELECTION
+   - CHAPTER- 5 PROMOTION
+   - CHAPTER- 6 COMPENSATION & BENEFITS
+   - CHAPTER- 7 LEAVES & HOLIDAYS
+   - CHAPTER-
+      - HARRASSMENT
+   - CHAPTER- 9 GRIEVENCE RESOLUTION
+- CHAPTER- 10 TRANSFER, ROTATION & CAREER PLANNING
+- CHAPTER- 11 TERMINATION OF SERVICES
+- CHAPTER- 12 HEALTH, SAFETY & ENVIRONMENT
+- CHAPTER- 13 TRAINING & DEVELOPMENT
+- CHAPTER- 14 TRAVELLING
+- CHAPTER- 15 PERFORMANCE MANAGEMENT SYSTEM
+- CHAPTER- 16 MEDICAL POLICY
+- CHAPTER- 17 DISCIPLINARY MEASURES FOR MISCONDUCT
+- CHAPTER- 18 VEHICLE ENTITLEMENTS POLICY
+
+
+# List of Annexures
+
+### 1 JOB DESCRIPTION FORM (HR#1)
+
+### 2 PERSON SPECIFICATION FORM (HR#2)
+
+### 3 PROBATION EVALUATION FORM (HR#3)
+
+### 4 POSITION REQUISITION FORM (HR#4)
+
+### 5 INTERVIEW ASSESSMENT SHEET (HR#5)
+
+### 6 REFEREE REPORT PRO-FORMA (HR#6)
+
+### 7 EMPLOYMENT LETTER (HR#7)
+
+### 8 EMPLOYMENT CONTRACT FORM (HR#8)
+
+### 9 LOAN APPLICATION FORM (HR#9)
+
+### 10 LEAVE APPLICATION FORM (HR#10)
+
+### 11 DISCRIMINATION COMPLIANT FORM (HR#11)
+
+### 12 EMPLOYEE GRIEVANCE FORM (HR#12)
+
+### 13 ACCOUNTS CLEARANCE FORM (HR#13)
+
+### 14 EXIT INTERVIEW FORM (HR#14)
+
+### 15 INCIDENT REPORT FORM (HR#15)
+
+### 16 ANNUAL TRAINING PLAN (HR#16)
+
+### 17 TRAINEE’S EVALUATION FORM (HR#17)
+
+### 18 TA/DA FORM (HR#18)
+
+### 19 PERFORMANCE APPRAISAL FORM (HR#19)
+
+
+# LIST OF ABBREVIATIONS
+
+## ABBREVIATION DESCRIPTION
+
+### ADMIN ADMINISTRATION
+
+BOD (^) BOARD OF DIRECTOR S
+CA COMPETENT AUTHORITY
+F&A FINANCE & ACCOUNTS
+HR HUMAN RESOURCE
+HRD HUMAN RESOURCE DEPARTMENT
+IT INFORMATION TECHNOLOGY
+KPI KEY PERFORMANCE INDICATORS
+KPPRA KHYBER PAKHTUNKHWA PUBLIC PROCUREMENT
+REGULATORY AUTHORITY
+MD MANAGING DIRECTOR
+MIS MANAGEMENT INFORMATION SYSTEM
+M&E MONITORING & EVALUATION
+MT MECHANICAL TRANSPORT
+NOK NEXT OF KIN
+PPRA PUBLIC PROCUREMENT REGULATORY AUTHORITY
+T&D TRAINING & DEVELOPMENT
+TOT TRAINING OF TRAINERS
+
+
+# CHAPTER-1: GENERAL
+
+## 1.1 Short Title
+
+These regulations shall be called the Khyber Pakhtunkhwa Public Procurement
+Regulatory Authority (KPPRA) Human Resource (HR) Manual, i.e. KPPRA HR
+Manual as approved by the Board of Directors (BoD).
+
+## 1.2 Commencement and Application
+
+This HR Manual shall be deemed to have come into force with effect from the date
+of its approval by the BoD. Subsequent additions / deletions / amendments shall
+be effective from the date of approval by the BoD.
+
+## 1.3 Definitions
+
+In these regulations, unless there is anything repugnant to subject or context:
+ “Act” means Khyber Pakhtunkhwa Public Procurement Regulatory Authority
+Act, 2012.
+ “Absence” means being absent from duty without obtaining prior sanction of
+leave.
+ “Allowances” mean monetary compensation other than salary.
+ "Board" means the Board of Directors of the KPPRA appointed by
+Government of Khyber Pukhtunkhwa.
+ "Authority" means Khyber Pakhtunkhwa Public Procurement Regulatory
+Authority (KPPRA).
+ "Competent Authority" means such authority as may be determined by the
+Board from time to time.
+ “Contractual” means a person hired on contract basis to render his / her
+specialized services to assist or expedite the functional activities of KPPRA
+for fixed time and on predetermined financial terms for a specified period.
+
+
+The total salary package of such employees will be mentioned in their
+contract.
+ “Candidate” means an applicant for a post;
+ "Close Relative" is defined as spouse, domestic partner, parents, mother-
+in-law, father-in-law, step-parent, child, son-in-law, daughter-in-law, step-
+child, brother, step-brother, brother-in-law, sister, stepsister, sister-in-law,
+grandchild, aunt, uncle, nephew, niece and first cousin.
+ “Dependents **”** mean the employee’s spouse, children up to the age of 23 in
+the case of boys and till marriage in case of daughters and parents wholly
+dependent on him /her.
+ "Employee" means full time employee in any grade of KPPRA.
+ “Family” means parents, spouse and children up to the age of 23 in the case
+of boys and till marriage in case of daughters.
+ “Grievance” means a formal, written statement from an eligible employee
+concerning actions taken by the organization on one of the following items:
+loss of pay, written reprimand, suspension, and termination. An employee
+may not grieve demotions, re-classifications, transfers and reassignments
+unless they are a direct consequence of a disciplinary action to that
+employee. Performance reviews and promotions cannot be treated as
+grievance.
+ “HR” means Human Resource while “HRD” means Human Resource
+Department.
+ “Harassment” Any behavior that creates a hostile work environment
+through unwelcome words, actions or physical contact.
+ “Hostile environment” applies to harassment on the basis of race, religion,
+sex, sexual orientation, gender identity, color, ancestry, serious medical
+condition, national origin, age, or disability.
+ “Induction” initiation: a formal entry into the organisation or position or
+office;
+
+
+ “Leave” means leave availed with prior approval of the sanctioning
+Authority.
+
+ “Misconduct” means conduct prejudicial to service discipline or code of
+conduct of KPPRA or practices against polices defined in this manual.
+ “Nepotism” means favouritism on the basis of family relationship or
+friendship;
+ "Probationer" means a person employed on probation against a
+substantive vacancy.
+ “Recruitment” means the activities undertaken in the human resource
+management in order to attract sufficient and competent job candidates
+who have the necessary potential, skills, experience and qualifications to
+fill job requirements to assist the Authority in achieving its objectives;
+ “Reference check” means the gathering of information about a candidate’s
+past history from people with whom such candidate has been associated;
+ “Retirement” means separation from KPPRA services when an employee
+reaches at superannuation age (60 years) or earlier on medical grounds.
+ “Service" means and includes the period during which an employee is on
+duty as well as on leave duly authorized by the Competent Authority, but
+does not include any period during which an employee is absent from duty
+without permission or overstays his leave unless specifically permitted by
+the Competent Authority.
+ "Selection Committee" means a committee constituted by the Competent
+Authority for selection of suitable candidates for appointment to any post.
+ “Salary” means the net amount paid, besides specified allowances, to the
+employees on monthly basis against the services rendered by them for
+KPPRA.
+ “Selection” means the process of making decisions about the matching of
+candidates taking into account individual differences and the
+requirements of the job.
+ “Supervisor” means the manager of an employee to whom he/she reports
+
+
+```
+and who initiates his/her performance evaluation.
+ “Transfer” means the movement of an employee, from one
+department/location of KPPRA to another under orders of the Competent
+Authority.
+ “Travelling Allowance” means an allowance granted to the employee to
+cover expenses that would incur while travelling (domestic or international)
+for official purposes.
+```
+**1.4 Purpose of this Manual**
+This Manual establishes human resource policies, procedures and service rules
+applicable on all categories of employees/staff and consultants of KPPRA. The
+purpose of this Manual is to establish Human Resource policies and practices to
+govern relations between KPPRA and its employees. This Manual does not
+constitute an employment contract. This Manual is to be interpreted as a whole
+rather than by individual sections or sentences in isolation and out of context.
+
+**1.5 Issuance and Control of this Manual**
+This manual is the property of KPPRA. It is distributed to the job
+positions/designated officials only. Director HR/ Admin & Finance is responsible
+for the distribution of this manual to Departmental heads. It is their
+responsibility to safeguard the material and keep the manual current. Although
+every attempt has been made to anticipate all situations requiring formalized
+policies, circumstances may arise which are not covered in the manual or a
+situation may warrant deviations from the stated policy. In such case, the
+provincial laws/ rules shall prevail.
+
+
+**1.6 Commencement and Application**
+ These policies shall apply to all employees of the KPPRA in all categories.
+Employees from other services/ deputationists, other entity, provinces
+will also be governed by Rules of KPPRA as long as they serve this
+Authority.
+ The BoD reserve the rights to modify, cancel or amend all or any of these
+policies in whole or part, or subsequent rules issued in connection with
+these rules from time to time.
+ All amendments and additions/deletions to these policies shall be notified
+by means of circular by the HRD.
+ The authorized executives of organisation shall issue necessary orders,
+instructions and directives from time to time with the purpose to conduct
+the organisation business and maintenance of its efficiency and discipline.
+ Any difficulty faced due to any conflicting or ambiguous implications
+during or after implementation of these policies shall be referred to the
+Director HR/ Admin & Finance for issuing clarifications or ruling.
+ MD is the final authority for the interpretation of the rules contained
+herein and decisions made by him shall be final and binding on all
+employees of KPPRA.
+
+
+# CHAPTER 2: INTRODUCTION
+
+## 2.1 Background
+
+Public procurements have become a specialized undertaking in the
+contemporary world. There is a strong relationship between transparent public
+procurements and economic development. Developed countries have already
+reformed their public procurement procedures, while transitional economies are
+going through the reform process. Similarly Pakistan is striving to strengthen its
+public procurement systems. A massive public procurement reform initiative has
+been launched by the Federal Government in 2002 that resulted in the formation
+of the Federal Public Procurement Regulatory Authority (PPRA), which was
+followed by the establishment of Provincial authorities in Sindh and Punjab. In
+Khyber Pakhtunkhwa, KPPRA has been established on 20 Sep 2012 with
+commencement of Khyber Pakhtunkhwa Public Procurement Regulatory
+Authority Act, 2012 with its headquarters at Peshawar.
+
+## 2.2 Powers & Functions of KPPRA
+
+(As per Section 5 of Khyber Pakhtunkhwa Public Procurement Regulatory
+Authority Act, 2012)
+
+```
+ Hear and dispose of appeals against the orders of procuring entity;
+ Formulate standard bidding documents, separately for procurement of
+Goods, Works and services, for all procuring entities to emulate as the
+format for bid solicitation documents for submission of proposals and bids
+by the bidders in a public procurement process;
+ Shall assist the major procuring entities to engineer/re-engineer their
+business procedures and design their Procurement Manuals in compliance
+with the Act;
+```
+
+```
+ Ensure that all the procuring entities organize and maintain a system for
+the publication of or posting on departmental official website of data on
+Public Procurement opportunities, awards and any other relevant
+information;
+ Ensure that all procuring entities organize and manage database and web
+site which shall warehouse information and publications on public
+procurement;
+ Organize and manage capacity-building of procurement personnel in all
+the procuring entities in the Province;
+ Conduct research and take measures to further principles of public
+procurement enunciated in the Act;
+ Recommend to the Government, measures necessary to improve the
+quality of public procurement in the Province;
+ Recommend to the Government, measures necessary to enhance
+transparency and ensure accountability in the public procurement process
+in the Province;
+ Advise Government on all matters pertaining to public procurement; and
+ Perform such other functions and exercise such powers as may be
+necessary to further objectives of the Act and perform such other functions
+as assigned by the Government from time to time.
+```
+**2.3 Management**
+The general management and administration of KPPRA and its affairs shall vest
+in the Board, which shall exercise all powers and do all acts, which may be
+exercised or done by the Authority, in accordance with the provisions of the Act.
+
+**2.4 Board of Directors**
+Board of Directors, constituted by the Government of Khyber Pukhtunkhwa, for
+the management and administration of the Authority consists of:
+
+
+ Secretary to the Government, Chairperson.
+Finance Department;
+ Secretary to the Government, Member.
+Planning & Development Department
+or his nominee not below the rank of an
+Additional Secretary;
+ Secretary to the Government, Member.
+Works and Services Department or his
+nominee not below the rank of an
+Additional Secretary;
+ Secretary to the Government, Member.
+Irrigation Department
+or his nominee not below the rank
+of an Additional Secretary;
+ Secretary to the Government of Public Member
+Health Engineering Department or
+his nominee not below the rank of an
+Additional Secretary;
+ Secretary to the Government, Member.
+Health Department or his nominee
+not below the rank of an
+Additional Secretary;
+ Three persons (appointed by Government of Khyber Pukhtunkhwa) from
+the private sector Members.
+i.e. from trade and industry,
+academia, civil society and
+professional associates;
+ Managing Director of the Authority; Member/Secretary.
+
+
+**2.5 Organizational Structure**
+
+**2.5.1 Functions of Human Resource Department**
+Human Resource Department will perform the following functions:
+**HR Functions**
+ Manpower Planning
+ Job analysis and Job description
+ Determining wages and salaries
+ Recruitment and Selection
+ Performance Appraisal
+ Posting/ Transfers
+ Promotion
+ Training and Development
+ Employee welfare and motivation
+ Addressing employees grievances
+ Implementing organizational policies
+ Dismissal and redundancy
+
+
+**Admin/ Finance Functions**
+ **General Office Management and Running provides services, which
+include:**
+o Provision of offices for all staff.
+o Provision of all office equipment for use by staff e.g. Computers.
+o Ensuring a clean and secure office environment.
+o Ensuring availability of adequate lighting, water,
+telecommunication, email, fax, computers etc.
+o Providing, where possible, designated parking for vehicles.
+o Ensuring availability of stationery.
+o Ensuring availability of adequate photocopying services/facilities.
+o Setting of internal operating rules.
+ **Transport Management**
+o The department is responsible for the acquisition of transport.
+o It provides fuel for all vehicles.
+o It is in charge of repairing and Maintenance of all vehicles.
+ **Registry Management**
+
+```
+o All incoming and outgoing mails must go through the registry.
+```
+```
+o The registry must have in place good and efficient record filing and
+trucking systems for all the records i.e. all mail must be recorded in
+a mail book, filed and the file sent to the addressee for action. The
+registry shall maintain a file movement book for tracking all station
+files.
+```
+```
+ Assets Management This includes;
+o Acquisition of assets
+o Management of assets (engraving, locating, checking/counting etc)
+o Recommending disposal of assets
+```
+
+ **Property Management**
+o Management of all the property of includes buildings installations,
+land etc.
+ **Security and Safety**
+o Security is supposed to be provided at all sites.
+o Security should be for all assets and property.
+o Users must ensure safety of assets in their possession.
+ **Finance & Accounts functions include:**
+
+```
+o Administer staff salaries, wages and allowances and ensure their
+promptly payment.
+o Formulate, develop, compile and manage the recurrent and
+development budgets.
+o Produce and submit financial statements and informative financial
+periodic reports to relevant authorities,
+o Maintain proper books of accounts in accordance with the current
+financial regulations.
+o Institute and apply internal financial control measures.
+o Manage and account for the KPPRA's finances and other resources.
+o Document and provide safe custody for the financial records of
+KPPRA.
+```
+
+# CHAPTER-3: CODE OF CONDUCT
+
+This chapter specifies and helps the continued implementation of the KPPRA
+operating principles by establishing certain minimum standards of behaviour in
+key areas. The nature of this code is not meant to cover all possible situations
+that may occur. It is designed to provide a frame of reference against which to
+measure any activities. Employees should seek guidance when they are in doubt
+about the proper course of action in a given situation, as it is the ultimate
+responsibility of each employee to “do the right thing”, a responsibility that
+cannot be delegated. Employees should always be guided by the following basic
+principles:
+ Avoid any conduct that could damage or risk KPPRA or its reputation;
+ Act legally and honestly;
+ Put the KPPRA’s interests ahead of personal or other interests.
+
+## 3.1 Compliance with Laws, Rules and Regulations
+
+KPPRA and its employees are bound by the law. Compliance with all applicable
+laws and regulations must never be compromised. Additionally, employees shall
+adhere to internal rules and regulations as they apply in a given situation. Those
+internal rules are specific to the KPPRA and may go beyond what is required by
+the law. Senior Management will ensure that:
+
+```
+All employees are aware of this Code;
+No employee will be asked to do anything that would contravene this Code;
+Queries and concerns arising under this Code will be dealt with properly and
+may be addressed to the HRD.
+```
+
+**3.2 Conflicts of Interest**
+
+Employees will always act in the best interests of KPPRA. A Conflict of Interest
+occurs when personal interests of an employee or the interests of a third party
+compete with the interests of KPPRA. In such a situation, it can be difficult for the
+employee to act in the best interests of KPPRA. Employees shall avoid Conflicts of
+Interest whenever possible. If a Conflict of Interest situation has occurred or if an
+employee faces a situation that may involve or lead to a Conflict of Interest, the
+employee shall disclose it to his or her Line Manager and/or the Human Resource
+Department (HRD) or the Legal or Compliance Function to resolve the situation
+in a fair and transparent manner.
+
+**Procedure to Disclose.** The general rule is that disclosure should be made at
+the time the conflict first arises, or it is recognised that a conflict might be
+perceived, to the Head of Department. When in doubt, employee should always
+disclose an interest in advance. If the Head of Department has an interest in the
+matter to be discussed, the disclosure shall be made to the Director HR/ Admin &
+Finance.
+Many situations will require nothing more than a declaration of the interest
+and/or activity and subsequent authorisation by the Head of Department. Some
+instances will, however, need to be dealt with by agreeing how the conflict can be
+managed. The approach adopted should be documented and copies provided to
+the relevant parties with a copy to HR. It is the responsibility of those affected to
+comply with the approach that has been agreed
+Any unresolved matter shall be referred to MD. In cases of particular difficulty,
+resolution may be sought through the employee grievance procedure.
+
+**3.3 Families and Relatives**
+Hiring and career development decisions will be fair and objective. Immediate
+family members and partners of employees may be hired as employees or
+consultants only if the appointment is based on qualifications, performance, skills
+
+
+and experience and provided that there is no direct or indirect reporting
+relationship between the employee and his or her relative or partner. In case of a
+relative, any member of selection committee may be barred to be a part of
+selection process. These principles of fair employment will apply to all aspects of
+the employment, including compensation, promotions and transfers, as well as in
+case that the relationship develops after the respective employee has joined the
+Authority.
+
+**3.4 Equal Opportunity**
+KPPRA will ensure that its employment-related decisions are based on relevant
+qualifications, merit, performance and other job-related factors. KPPRA will not
+tolerate unlawful discrimination relating to employment. Hiring, evaluation,
+promotion, training, development, discipline, compensation and termination
+decisions shall be based on qualifications and merit only. KPPRA does not
+discriminate on the basis of race, colour, religion, age, gender, marital status,
+disability and ethnic origin.
+
+**3.5 Bribery and Corruption**
+Bribery occurs when someone offers, pays, seeks or accepts a payment, gift or
+favour to influence an official outcome improperly. Bribery and corruption can be
+direct or indirect through third parties. Employees of KPPRA:
+
+```
+ Must not offer, pay, make, seek or accept a personal payment, gift or favour
+in return for favourable treatment or to gain any business advantage.
+ Must follow the anti-bribery and corruption laws that KPPRA is subject to.
+ Will be liable to disciplinary action, dismissal, legal proceedings and
+possibly imprisonment if found involved in bribery and corruption.
+ Inform the management of KPPRA, if they suspect or know of corruption in
+KPPRA or in any party (authority or individual) KPPRA does business
+with.
+```
+
+**3.6 Confidential Information**
+Confidential information consists of any information that is not or not yet public
+information. KPPRA unless required by law or authorized by their management,
+employees shall not disclose confidential information or allow such disclosure.
+This obligation continues beyond the termination of employment.
+
+Furthermore, employees must use best efforts to avoid unintentional disclosure
+by applying special care when storing or transmitting confidential information.
+KPPRA respects that third parties have a similar interest in protecting their
+confidential information. In case that third parties, share with KPPRA
+confidential information, such information shall be treated with the same care as
+if it was KPPRA’s confidential information. In that same spirit, employees shall
+protect confidential information that they have obtained in the course of their
+prior employment.
+
+**3.7 Fraud, Protection of Authority’s Assets, Accounting**
+Employees must never engage in fraudulent or any other dishonest conduct
+involving the property or assets or the financial reporting and accounting of
+KPPRA or any third party. This may not only entail disciplinary sanctions but can
+also result in criminal charges. KPPRA’s financial records are the basis for
+managing the authority’s business and fulfilling its obligations to various
+stakeholders. Therefore, any financial record must be accurate and in line with
+KPPRA’s accounting standards. Employees shall safeguard and make proper and
+efficient use of KPPRA’s property. All employees shall seek to protect KPPRA’s
+property from loss, damage, misuse, theft, fraud, embezzlement and destruction.
+These obligations cover both tangible and intangible assets, including
+trademarks, know-how, confidential or proprietary information and information
+systems. To the extent permitted under applicable law, the Authority reserves
+the right to monitor and inspect how its assets are used by employees, including
+inspection of all e-mail, data and files kept on Authority’s network terminals.
+
+
+**3.8 Gifts, Meals, Entertainment**
+Employees shall not be influenced by receiving favours nor shall they try to
+improperly influence others by providing favours. Employees may only offer or
+accept reasonable meals and symbolic gifts which are appropriate under the
+circumstances, and they shall not accept or offer gifts, meals, or entertainment if
+such behaviour could create the impression of improperly influencing the
+respective business relationship. When assessing the situation in light of the
+above, employees shall consult the policy applicable in their area. If no such
+policy is available, they shall apply the most restrictive local practice in order to
+avoid even the appearance of improper dealings. When in doubt, the employee
+shall seek guidance from his or her Line Manager or the Legal or Compliance
+Function. No employee shall offer to or accept from any third party gifts taking
+the form of any of the following, whatever the value involved:
+ Money
+ Loans
+ Kickbacks
+ Similar Monetary Advantages.
+
+In case any gift etc is given, the employee may immediately submit it to HR
+Manager or Line Manager.
+
+**3.9 Discrimination and Harassment**
+KPPRA respects the personal dignity, privacy and personal rights of every
+employee and is committed to maintaining a workplace free from discrimination
+and harassment. Therefore, employees must not discriminate on the basis of
+origin, nationality, religion, race, gender, age, political loyalty or engage in any
+kind of verbal or physical harassment based on any of the above or any other
+reason. Employees who feel that their workplace does not comply with the above
+principles are encouraged to raise their concerns with the HRD. Employees
+should be particularly sensitive to actions or behaviours that may be acceptable
+
+
+in one culture but not in another. They should treat others with respect and
+avoid situations that may be perceived as inappropriate. Harassment can result
+in disciplinary action and may lead to dismissal.
+
+**3.10 Political Activities**
+No employee of the Authority shall contribute or lend money or items of any
+value to any of the political candidates or parties. This also includes using
+KPPRA’s facilities, equipment, personnel etc. for the purpose. In case of an
+employee considering assuming any public office, specific information with all
+related reasons must be provided to the Authority for approval.
+
+**3.11 Anti-Smoking Policy**
+To protect and enhance our indoor air quality and to contribute to the health and
+well-being of all employees, KPPRA shall be entirely smoke free. Additionally, the
+use of all tobacco products, including chewing tobacco, is banned from the KPPRA
+workplace, except as designated in this policy. Smoking is prohibited in all of the
+enclosed areas within the KPPRA worksites, without exception. This includes
+common work areas, conference and meeting rooms, private offices, hallways, the
+lunchrooms, stairs, restrooms, employer owned or leased vehicles, and all other
+enclosed facilities. Additionally, employees may smoke in their personal vehicles,
+but the smoke and tobacco products must be completely contained within the
+vehicle. It is not acceptable that either smoking or non-smoking employees are
+subjected to smoke that they must walk through to reach their vehicle or any
+other destination on the KPPRA premises.
+
+**3.1 2 Breaches and Disciplinary Action**
+Contraventions / violations of this Code will be dealt with in accordance with this
+manual as amended from time to time.
+
+
+# CHAPTER-4: RECRUITMENT & SELECTION
+
+## 4.1 Introduction
+
+The staffing policy and its implementation will be fundamentally aimed at
+matching the human resource with the strategic and operational needs of the
+KPPRA and ensuring the full utilisation and continued development of
+employees. All aspects of the recruitment and selection of employees will be non-
+discriminatory and will afford applicants equal opportunity to compete for
+vacant positions.
+
+## 4.2 Scope
+
+The recruitment policy shall be applicable to all positions at all levels in the
+KPPRA both regular and contractual based unless otherwise specified.
+
+## 4.3 Objectives
+
+This policy is further based on the principles set out below. Human resource
+management in the KPPRA must –
+ Be characterised by a high standard of professional ethics;
+ Promote the efficient, economic and effective utilisation of employees;
+ Be conducted in an accountable manner;
+ Be transparent;
+ Promote good human resource management and career development
+practices, to maximise human potential; and
+ Ensure that the KPPRA’s administration is broadly representative of the
+people, with human resource management practices based on ability,
+objectivity and fairness.
+
+
+**4.4 Sources of Recruitment**
+
+The potential candidates shall be identified through the following recruitment
+sources or by any other mean as identified by the management.
+
+```
+ Advertisement in leading newspaper.
+ Advertisement on the KPPRA’s Web site.
+```
+**4.5 General Elements of Recruitment**
+
+**4.5.1 HR Budget**
+
+All recruitment within KPPRA shall be against approved budget and sanctioned
+posts. Replacement for employees who are availing leave for more than a year
+shall also be provided. Vacancies so created shall be filled by Regular /
+Contractual employment as per procedure. Employees returning from long leave
+cannot demand the same position as a matter of right. However, availability of
+position may be checked and he/ she will be absorbed if the position is available
+within KPPRA which is not guaranteed.
+
+Any recruitment done against available budget of yet to be opened
+branches/units/offices may temporarily be posted in the existing
+branches/units/offices by keeping a separate headcount and track record.
+
+**4.5.2 Job Description Document**
+
+The Job Description Document including Person Specification shall set the
+criterion for selection. These documents shall be used to set out the duties of the
+job and the skills needed to fill it for advertisement purposes. For all replacement
+posts existing job description (HR#1) and person specification (HR#2) document
+shall be used. For all newly created posts, these documents shall be prepared and
+made available by the HRD in consultation with the concerned departments
+before recruitment 0020 process is initiated.
+
+
+**4.5.3 Recruitment Advertisement**
+All vacancies at KPPRA will be advertised. HR budget & job description/
+specification documents shall form the basis for the advertisement and all
+advertisements shall clearly state:
+
+```
+ The name and location of KPPRA.
+ A statement that the Authority subscribes to the principles of employment
+equity.
+ The designation of the position that is advertised.
+ The minimum requirements in terms of qualification, skills, expertise and
+other requirements for appointment.
+ A summary of the key performance areas/primary duties of the position.
+ A statement that the appointment will be permanent or for a fixed term,
+and the term (if applicable).
+ A statement that canvassing will disqualify any candidate from being
+considered for appointment.
+ An indication of the remuneration offered.
+ The format and content of applications.
+ The address where, and person to whom, applications must be delivered.
+ The closing date for the submission of applications (15 days from the date
+of publication of ad).
+ A statement that applications received after the closing date will not be
+accepted or considered.
+```
+**4.5.4 Non-Eligibility**
+
+Following people shall not be eligible for employment at KPPRA:-
+
+```
+ Those who have been previously terminated or dismissed because of fraud
+and forgery from any organization.
+ Those who have been convicted for major offences by the law enforcing
+agencies or have any criminal record.
+```
+
+The employees shall sign an undertaking in this respect. Mis-statement in this
+respect shall be subject to disciplinary action leading to termination of services.
+
+**4.5.5 Nationality**
+
+Only Pakistani Nationals will be eligible for employment against all positions in
+KPPRA.
+
+**4.5.6 Nepotism**
+
+It is the policy of KPPRA to seek competent applicants for positions and to
+further the careers of those employed regardless of whether they have close
+relatives already employed at KPPRA. The basic criteria for appointment and
+retention are appropriate qualifications, experience and performance as set out
+in the policies of the Authority. Family relationships shall constitute neither an
+advantage nor a deterrent to appointment and retention at the Authority
+provided the individual meets and fulfils the appropriate appointment standards.
+
+Subject to adherence to the following provisions hereunder, there is to be no
+discrimination against the employment or continued employment of any person
+because of his/her relationship to a member of KPPRA staff:
+
+```
+ "Close relatives" may not be employed in positions where such
+employment will result in the existence of a supervisor/subordinate
+relationship;
+ "Close relatives" may not be employed in positions where one will have
+responsibility for reviewing and approving financial/budget/purchase
+transactions or in recommendations and/or decision making in any matter
+concerning appointment, promotion, salary, retention or termination of
+employment of a "close relative".
+```
+**4.5.7 Age Limit**
+
+KPPRA shall not hire any person below the age of 18. Superannuation age shall
+be 60 years for all employees.
+
+
+**4.5. 8 Health & Fitness**
+
+All employments within the Authority shall be hired subject to submission of
+Medical Fitness Report by a Physician from Police Service hospital.
+
+**4.5. 9 Verification of References, Antecedents & Documents**
+
+All employments shall be subject to a satisfactory report from at least two
+References mentioned by the candidate. Any adverse report shall be viewed
+seriously and may affect the recruitment decision. The employment will be
+subject to satisfactory verification of antecedents. The educational documents
+submitted by the employee shall be verified by HRD from concerned boards and
+universities. The antecedents of experienced candidates shall be verified from
+the previous employers.
+
+**4.5.1 0 Compensation Negotiations**
+
+All decisions on salary for contractual employment/ consultants shall be
+negotiated / made by HRD. Qualification, experience, specialized skills, market
+value of the skills as well as position, existing salary of the candidate and
+prevailing salary levels within the Authority shall be the determining factors for
+deciding the salary of potential employee. Selected Candidates would be offered
+the appointment letter as per basic salary approved by the appointing authority.
+
+**4.5.1 1 Physically Disabled & Handicap Persons**
+
+KPPRA shall give adequate preference to disabled candidates by relaxing the
+minimum selection criteria. KPPRA shall make efforts to recruit disabled and
+handicapped candidates and meet the regulatory requirements to fill the 2 %
+quota for disabled and handicapped persons and as a social responsibility of the
+Authority. The disability should nonetheless, allow the candidate to work and
+will be approved by the Head of HRD.
+
+
+**4.5.1 2 Re-Employment in KPPRA**
+
+KPPRA may re-employ former staff members keeping in view the needs and
+requirements of the Authority. KPPRA shall not re-hire under any circumstances
+those ex-employees who were terminated / discharged / dismissed / asked to
+submit forced resignations due to Disciplinary action. Re-employment may
+be discouraged if at all unavoidable insert limitations & strict modalities (Need
+assessment, time period, compensation towards lower side).
+
+**4.5.1 3 Probation Period & Confirmation of Service**
+
+All KPPRA employees are hired on probation for a period of one year. The
+performance of all new employees will be monitored and evaluated twice during
+this period i.e. after six months each. Relevant Department head is required to
+forward the “Probationary Evaluation Report (HR#3)”, along with his
+recommendations, of all the employees on probation before the expiry of six
+months’ time after the joining of the employee.
+
+On satisfactory completion of probationary period the employee concerned shall
+be confirmed in service.
+
+**4.5.1 4 Appointing Authority**
+
+The appointments in KPPRA will be approved as under: -
+
+a. Managing Director - Board of Directors
+
+b. Management Grades (BPS-17 & Above) - Managing Director
+
+c. Non-management Grades (BPS-16 & Below) - Director HR/ Admin &
+Finance
+
+
+**4.5.1 5 Recruitment Committee**
+
+The recruitment committee/team shall be headed by Director HR/ Admin &
+Finance while respective heads of Department/ Section will be members of the
+committee.
+
+**4.6 Recruitment Process**
+
+**_4.6.1 Timelines_**
+
+The following timescale is included as a guide for each stage of the recruitment
+process:
+
+```
+Activity Timescale
+```
+```
+Pre-recruitment stage 1 – 2 weeks
+Position Requisition From submission for
+advertising 1 –^ 2 weeks^
+Advertising period 1 – 4 weeks
+```
+```
+Acknowledgement of applications Within 24 hours
+Short Listing 1 – 2 weeks
+```
+```
+From short listing to interview date 1 – 2 weeks
+Selection Process 1 – 2 weeks
+```
+```
+Reference checks Up to 10 days
+Recommendation to Appoint 2 – 5 days
+Receipt of Recommendation to Appoint to
+issuing letter of offer 3 days^
+Candidate acceptance of offer Up to 2 weeks
+```
+**Total (from start to acceptance)** (^) **Maximum 12 Minimum 6 ––**^ **8 weeks20 weeks**^
+
+
+**_4.6.2 Requisition of a Position_**
+
+Recruitment process starts with requirement of staff received from
+branches/head office departments through annual HR budget which is presented
+to the BoD through MD by HR for approval. A requirement for recruitment shall
+arise in order to fill a position which may have become vacant due to departure
+of an existing employee or budget of additional staff requirement. It is the
+responsibility of the concerned department head to ensure that the Position
+Requisition Form (HR#4) is completed and sent to HR Department as soon as
+possible.
+
+**_4.6.3 Applications-Short listing_**
+
+Efforts shall be made to fill the vacant positions internally. If the vacant position
+cannot be filled internally then HRD shall search for potential staff from other
+sources as narrated in above in this policy. HRD shall make efforts to collect
+sufficient applications with relevant qualification and experience. All applications
+will be collected through KPPRA Job Application Form available on KPPRA’s
+website [http://www.KPPRA.gov.pk.](http://www.KPPRA.gov.pk.) Screening and short listing shall be done by
+HRD from stock of the applications which have already been held in record with
+HRD, through employee referrals, advertisement in the newspaper or
+advertisement on the KPPRA’s Website.
+
+**_4.6.4 Written Tests_**
+
+All entry-level staff for appointment in KPPRA may be required to appear in the
+test to be conducted by HRD. The minimum passing marks for clearing the test
+shall be determined by the Management from time to time.
+
+**_4.6.5 Calls for Interview_**
+
+All short listed candidates will be informed through all means of communication
+i.e. letters/ telephone calls and via E-mail at least two days prior to the date of
+interview by the HR Department.
+
+
+**_4.6.6 Files for Selection Board_**
+
+The HR Department will be responsible for preparation of files for the members
+of selection board which will contain the following:-
+
+```
+ Profile of shortlisted candidates enlisting name, education, institution and
+experience details.
+ Interview Assessment Sheet (HR#5)
+ Job application form
+ These files should reach all the board members one day prior to the date of
+interview.
+```
+**_4.6.7 Interviews_**
+
+At least two individual / panel interview (s) shall be conducted for every vacant
+position within the Authority. For all senior level positions, at least three
+candidates shall be short listed for consideration of appointing authority.
+Interviews shall be conducted by at least two executives of KPPRA one of which
+should be Director HR/ Admin & Finance. Recruitment Committee will evaluate
+each candidate against the selection criteria and will record its assessment on
+Interview Assessment Sheet. As a result of above exercise, the Recruitment
+Committee will finalize a list of most suitable candidate along with at least two
+other potential candidates as reserves for each vacancy / post. Approval of
+competent authority will be taken.
+
+**_4.6.8 Reference Checks_**
+References are a critical part of the selection process. HRD should conduct
+reference checks for only the most competitive candidates and before a
+recommendation is made to the appointing authority.
+Reports may be obtained using the Referee Report Pro-forma (HR#6), in writing
+(via e-mail or in hard copy) or orally. Information gathered from all referees is
+included as part of the selection decision.
+
+
+**_4.6.9 Appointment_**
+After approval of the Appointing Authority, the selected candidate will be issued
+an Appointment Letter (HR# 7 ) stipulating basic terms of employment, salary and
+benefits and any other relevant information. This letter will be issued by the
+Director HR/ Admin & Finance. A copy of appointment letter will be send to
+Finance & Accounts for salary purposes, and administration for benefits and
+other administrative arrangements, and relevant Departments for placement /
+adjustment.
+The candidate will be given 07 working days to review and accept the offer. In
+case of non-acceptance or no response within the specified period, the Director
+HR/ Admin & Finance will be authorized to issue the same offer to next suitable
+candidate placed in reserves list. The candidate will be given 15 days as joining
+time from the date of formal acceptance of the offer.
+
+**_4.6.10 Medical Check-up_**
+All appointments are subject to medical fitness of the candidates. The selected
+candidates must undergo a medical check-up at the certified lab and go through
+formal examination under a designated medical practitioner. The selected
+candidates will be required to submit tests reports before joining. If the
+candidate is found medically unfit as per KPPRA’s requirements, the offer will be
+considered as cancelled.
+
+**_4.6.11 Documentation_**
+All employees will submit the following documents on the first day of joining to
+HR department:-
+ Three photographs
+ Photocopy of CNIC
+ Attested Copies of Educational & Experience Certificates
+ Bank Information i.e A/C No., Bank Name, Branch Name, Code, and
+Address
+
+
+**4.7 Orientation**
+All new employees, according to their Grades, will be given orientation. This will
+cover the following areas:-
+ Overview of the Organization
+ Organization’s Mission, Vision and Department’s Objectives
+ HR Polices and Benefits
+ Departmental Working Procedures
+ Duties of the Individual
+
+HR department & respective Department will be responsible for development
+and coordination of the orientation program.
+
+**4.8 Commencement of Job**
+The new individual will be required to submit a joining report to the Department
+Head. Concerned Department will forward Joining Report & Job Description of
+the new employee to HR department.
+
+**4.9 Classification of Employees**
+
+The employment in the Authority will be classified as follows:
+
+**_4.9.1 Managing Director_**
+
+The Managing Director (MD) shall be appointed by the Board of Directors. MD shall
+receive such as the Board of Directors may fix.
+
+**_4.9.2 Permanent/Regular Employment_**
+
+The employment in this category will be considered on permanent basis. The
+employees in the permanent/regular employment will be eligible to salary and
+benefits as described in this Manual and their service will continue till attaining the
+age of superannuation i.e 60 years of age.
+
+
+**_4.9.3 Contractual Employment_**
+
+The employment in this category will be considered on a contract basis. The
+contract will be limited by period or a project. Hence the employee in this category
+will cease to work upon the expiry of the contract period or the completion of the
+project. All contractual employees will be hired on a contract of two years initially
+(extendable). The terms of employment will be defined in the contract. Standard
+format for contracts is shown at HR# 8.
+
+**_4.9.4 Deputationists_**
+Employees who are deputed to KPPRA, or their services are seconded to KPPRA
+for a specified period from any related government institution. These employees
+will be considered as full time employees and will be given all benefits as per
+Grades and designation during their stay at KPPRA. In case any deputationist is
+promoted by the parent organization, KPPRA will not be liable to promote the
+person rather he will be sent back to the parent organization.
+
+**_4.9.5 Consultancy Contract_**
+Consultancy contracts are executed with individuals or firms hired for their
+expertise in a specialized field/ project/ task.. It has to be assignment specific &
+time bound & should be preferred only when it is considered value effective to
+hire services of consultant compared to developing in-house expertise. They are
+not entitled for any kind of benefits.
+**4.10 Personnel Records**
+Human Resource Department will maintain an updated record of service for all
+staff. Separate files shall be maintained for each employee containing the
+following information:
+a. Name
+b. Father's Name
+c. Date of Birth
+
+
+```
+d. Place of Birth, (District of permanent residence with the name of the
+Province.)
+e. Qualification
+f. Present Address
+g. Date of Appointment
+h. Date of Joining Service
+i. Promotions - dates and grades
+j. Number of dependents and their relationship to employee
+k. Copy of Job Description
+l. Performance Evaluation Report
+m. Copy of National Identity Card
+n. Employment History (Experience Details)
+o. Emergency Contact Person with Phone No and address (if any)
+p. Legal Heir, for settlement of claims in case of employee's death.
+```
+Each employee shall notify his or her immediate supervisor and Human Resource
+Department of any changes, which may affect his or her employment or benefit
+status. Examples of changes in personal status include, but are not limited to:
+a. Marital status
+b. Dependent status
+c. Legal name change
+d. Physical limitation
+e. Additional educations, training or certification
+f. Revocation of license, permit certification, or credentials required for
+the job
+g. Changes of address or telephone number
+
+**4.10.1 Personnel Records Retention**
+KPPRA will retain official personnel records for at least five years after the
+retirement or leaving services by its employee.
+
+
+# CHAPTER-5: PROMOTION
+
+## 5.1 Introduction
+
+KPPRA recognizes human resources as its most significant asset. One of the most
+important tools of incentives in this regard is the objective criteria for
+promotions to higher pedestals. The re-assignment of personnel to a job of
+higher rank and responsibility entails more demands on the individual.
+
+The selection of individuals for promotion is closely related to performance
+appraisal, recommendations of line manager(s), potential etc. A complete service
+record is maintained at HRD having information about education, experience,
+abilities and achievements of an individual, with special mention of previous
+training courses/seminars attended and formal appraisal by senior’s along with
+their confidential remarks.
+
+## 5.2 Scope
+
+This policy is applicable to all regular staff whose service in KPPRA is confirmed.
+
+## 5.3 Right of Promotion
+
+All promotions shall be made on merit and at the sole discretion of the
+management. No employee can claim promotion to any particular
+designation/grade by virtue of seniority or qualification as a right.
+
+## 5.4 Criteria for Promotions
+
+The criteria for promotion in KPPRA are based, inter alia, on the following
+factors:
+
+
+**_5.4.1 Performance Appraisal_**
+
+The performance of each employee is established, based on the Annual
+Performance Review. These reports contain a comprehensive list of character
+traits and the performance evaluation against already set targets and objectives.
+Besides awarding Performance Rating to each employee, the Reporting Officer
+shall record his opinion with regard to general profile, present performance as
+well as give specific recommendations on suitability for future promotion or
+employment in a particular vacancy/assignment besides ascertaining the
+ultimate potential of the Appraise.
+
+While awarding marks for the Performance Rating, the Appraisee shall be
+compared with other employees of the same category.
+
+**_5.4.2 Educational Qualifications_**
+
+Academic qualifications, diplomas, courses, seminars etc. and the grading
+attained in these shall be taken into consideration for the award of promotion.
+
+**_5.4.3 Experience_**
+
+Experience possessed on account of service rendered in the profession is given
+due consideration. However, emphasis is more on the quality rather than the
+quantity of experience. Thus while assessing suitability for promotion; the
+experience shall be weighed both in terms of time span as well as essence.
+
+**_5.4.4 Minimum Qualifying Service for Promotion_**
+
+The minimum length of service for promotion to various grades is as under:-
+
+**BPS-16 & Below**
+
+BPS-1 to 16 3 years
+
+**BPS-17 & Above**
+
+BPS- 18 5 years in BPS- 17
+
+
+BPS- 19 12 years in BPS-17 & Above
+
+BPS- 20 17 years in BPS-17 & Above
+
+BPS- 21 22 years in BPS-17 & Above
+
+**_5.4.5 Availability of positions_**
+Availability of a duly budgeted position in higher grade shall be one of the
+conditions for a promotion. Promotion can be considered where existing position
+is upgraded due to increase in responsibilities and volume of work.
+
+**5.5 Procedure**
+Whenever a vacancy in any promotion Grade occurs, the HR Department will
+arrange a meeting, within 15 days of the occurrence of the vacancy, of the
+Promotion Committee constituted as under:
+
+**_For BPS- 17 and Above_**
+ MD KPPRA
+ Relevant Director
+ Director HR/ Admin & Finance
+
+**For BP- 1 to 16**
+ Director HR/ Admin & Finance
+ Relevant Director
+ Manager HR
+
+ Employee’s performance will be the first and the foremost determinant for
+promotions amongst the eligible employees.
+ In case more than one eligible employee is equally good in the performance,
+then the senior will be preferred upon the junior.
+ If an employee has passed all the promotion stages in a particular band and
+still has the potential/willingness for promotion, he/she will have to improve
+
+
+his professional qualification as per requirement of that induction Grade so
+that he/she could be inducted in the next band through open competition
+whenever a vacancy occurs. Hence, direct promotion in the next band is not
+possible in any case.
+ Promotion Committee will review all promotion cases twice an year.
+ All grievances regarding the decisions of Promotion Committee will be
+reviewed and finalized by MD.
+ If the promotion involves transfer within the Department to a new location,
+transfer policy will be followed.
+ As employees will not be promoted automatically on completion of the
+required number of years’ service in each grade, therefore, promotions cannot
+be claimed as a matter of right.
+ Record of all promotions will be kept by the HR department.
+
+**5.6 Promotion of Government Servants and Contractual Staff**
+ Promotion of employees on deputation is the responsibility of parent
+department.
+ In case an employees on deputation is promoted by the parent
+organization while his stay in KPPRA, he will be sent back to his parent
+department.
+ Contractual employees will not be considered for promotions before
+completing one year of KPPRA Service.
+ If a contractual employee fulfils the criteria for a vacancy in next higher
+Grade, he/she will be considered/ selected by the Promotion/ Selection
+Committee.
+ If any contractual employee is selected for any other post, he/she will
+resign from his current post and will be re-hired under a revised contract
+specifying new responsibilities and salary package.
+
+
+**5.7 Seniority Criteria**
+ The seniority of all employees working in the same trade will be
+maintained on Grade-wise basis.
+ Seniority of an employee in existing Grade will take effect from the date of
+the appointment in that particular Grade.
+ If two or more employees are appointed in same Grade on the same date,
+then their seniority will be determined on the basis of their appointment
+in KPPRA and if the date of employment is also same, then the date of birth
+of the employees will be the factor for determining their seniority.
+
+```
+ Seniority of every employee, confirmed after completing his/her probation
+period, will be counted from the date of his/her initial appointment in
+KPPRA.
+```
+**5.8 Promotion Approving Authorities**
+
+The promotions in KPPRA shall be approved by the following authorities:
+
+BPS- 17 & Above Board of Directors
+
+BPS-16 & Below Managing Director
+
+
+# CHAPTER-6: COMPENSATION & BENEFITS
+
+## 6.1 Introduction
+
+KPPRA pursues a compensation policy of establishing and maintaining
+consistency and equity within the organization as well as aligning its overall
+remuneration policies with the marketplace. It believes in attracting and
+retaining talent through a combination of monetary and non-monetary rewards
+and incentives.
+
+## 6.2 Scope
+
+This policy shall be applicable to the permanent/ regular staff only unless
+specified. Pay and allowances of contractual staff shall be outlined in their
+Contract.
+
+## 6.3 Salary Structure
+
+Gross salary of an employee shall comprise of three (3) components, Basic Salary,
+House Rent Allowance and Utility Allowance. In addition to the above, the
+employees will be reimbursed Medical Allowance and Fuel/Conveyance
+Allowance as per entitlement, with monthly salary.
+Net Salary of an employee will be arrived at by deducting, income tax, loans
+installments, and any other statutory deductions from Gross salary.
+
+Various components of salary shall be as follows:
+
+**6.3.1 Basic Salary**
+ Basic salary of an employee shall be determined by the respective grade.
+ On promotion to a higher grade, salary shall be fixed by giving appropriate
+increase in the basic salary, as per grade.
+ The annual increment will be on the basis of percentage of the basic salary
+which will vary as per performance rating of the employee and as
+approved by the competent authority.
+
+
+```
+ An increment cannot be claimed as a matter of right but it depends at the
+discretion of the Competent Authority. The Competent Authority may
+allow additional increment on the basis of performance.
+```
+**6.3.2 House Rent Allowance**
+An employee shall be entitled to receive from the KPPRA a house rent allowance
+@ 45% of the Basic salary.
+
+**6.3.3 Utilities Allowance**
+The utilities allowance for monthly gas, electricity and water charges
+(Residential) etc shall be admissible to all employees @ 10% of Basic Salary.
+
+**6.4 Benefits**
+
+**6.4.1 Pick and Drop**
+Subject to feasibility/availability of vehicles and security conditions, all KPPRA
+employees may be provided transportation from home to office and back.
+Managers who are provided a vehicle will not be provided a driver except where
+required due to security or any unavoidable situation with prior approval of MD.
+
+**6.4.2 Overtime**
+
+```
+ It is the responsibility of supervisors to plan and schedule work so it
+can be performed within the regularly scheduled hours. Mandatory
+overtime is discouraged.
+ Employees will not be expected to work overtime except when it is
+necessary as determined by supervisor.
+ Lowest tier (BPS 1 to 5) employees, with supervisory permission,
+are eligible for overtime for hours worked in excess of the daily scheduled
+shift, but will be limited to a maximum of 3 hours per day and/or 12 hours
+per week.
+ Overtime be paid in cash to lowest tier of employees (BPS 1 - 5)
+within the same calendar month, and at double the regular hourly rate.
+```
+
+```
+ Overtime, will not be worked unless authorized in advance by
+Competent Authority.
+```
+**6.4.2.1 Overtime for employees of BPS-6 and above**
+BPS-6 and above employees will not be entitled to any overtime.
+
+**6.4. 3 Mobile Phone/Black Berry Facility**
+ Executives in BPS-18 & above will be provided with Blackberry facility for
+official use of mobile phone. The MD shall determine maximum limits for
+the cost of mobile phone set and monthly bills.
+ Guidelines for the cost of mobile phone set alongwith monthly usage limit
+shall be prepared by HRD for review/approval of the MD periodically.
+ Minimum replacement life of mobile phone set will be 3 years after which
+new mobile phone will be provided to the executive concerned and old
+mobile will be retained by him/her.
+ If an executive leaves the KPPRA for reason other than retirement/death
+and before completion of 02 years’ service after the availing date of mobile
+phone set, the same will be charged back on prorate basis and set will be
+retained by the leaving employee.
+ The mobile phone cost shall be expensed out in the year of its purchase.
+ In case of retirement/ death the mobile phone set shall be handed over
+free of cost to the employee or his/her legal heir, whichever the case may
+be.
+ In case the mobile phone set is totally damaged or lost before completion
+of two years of its useful life, the same shall be replaced with the approval
+of competent authority.
+ Prior approval of the MD shall be required to avail international roaming
+facility while on official visit abroad.
+ The monthly mobile ceilings for management cadre are as per following
+entitlement;
+
+
+```
+Grade Monthly limit
+BPS-20 & Above Rs 6,000
+BPS- 19 Rs 3, 000
+BPS- 18 Rs 2,000
+BPS- 17 Rs 1,500
+```
+ KPPRA provides this facility to some selected employees of lower Grades
+as well, depending entirely upon the nature and requirement of their job,
+for effective communication and to facilitate operations.
+ Monthly ceiling of employees up to Grade 16 will be recommended by the
+relevant Department head and approved by Director HR/ Admin &
+Finance within a bracket of Rs. 500/- to Rs. 1,000/- keeping in view the
+nature and requirement of their job. In all such cases only prepaid cards
+will be provided by the Admin Department at the beginning of every
+month.
+ Employees of Grades 1 to 10 will also be provided with mobile phone sets,
+depending upon the nature and requirement of their job, subject to
+approval of Director HR/ Admin & Finance.
+ Post-paid connections will be provided to all employees of Grade 17 and
+above and bills of their both (mobile and landline/ wireless) connections
+up to the extent of their authorised ceiling will only be paid by the Admin
+Department. Excessive amounts of their bills will be deducted from their
+salaries.
+ Mobile phone connections are provided to improve communication. It is,
+therefore, necessary to keep the phone on for 24 hours, 7 days a week. In
+case of non-compliance, the facility might be withdrawn from the
+individual.
+
+
+**6.4. 4 Welfare Loan**
+
+**_6.4. 4 .1 Objective_**
+The objective of this policy is to financially help the employees of KPPRA by
+proving them welfare loan subject to availability of sufficient funds.
+
+**_6.4. 4 .2 Policy_**
+In order to regulate the loan facility subject to availability of sufficient funds
+under the head in line with criterion as follow.
+
+```
+Service period more than one
+year but less than three years
+```
+```
+Equal to one months’ salary at
+the maximum
+```
+```
+Beyond three years but less than
+5 years
+```
+```
+Equal to two months’ salary at
+the maximum
+```
+```
+Beyond 5 years
+Equal to three months’ salary at
+the maximum
+```
+Eligibility for second or onward advances shall be six month gap after the
+clearance of previous loan. Loan so granted shall be recoverable in 10
+installments or otherwise as determined by the competent authority.
+
+**_6.4. 4 .3 Procedure_**
+ The employee needing welfare loan shall apply for the purpose through
+proper channel in the prescribed Loan Application Form (HR#9) duly
+recommended by the department head.
+
+
+ HR department after vetting the applications shall seek approval of the MD
+once a month or otherwise on special grounds & shall convey sanction to the
+F&A department.
+
+ Finance Manager shall arrange payment for the sanctioned loan to the
+concerned employee.
+
+ Finance department shall update the HR Department regarding recovery of
+loan installments & over all funds position at the end of each month by the last
+date of each month.
+
+
+# CHAPTER-7: LEAVES AND HOLIDAYS
+
+It is the policy of KPPRA to provide its staff time to rest and reinvigorate. The
+purpose of this policy is to create provisions for employees to attend their
+recreational needs, health related issues and personal/domestic urgencies etc.
+However, Leave shall Not be claimed as a matter of right when the exigencies of
+service so require, the leave sanctioning authority may refuse the grant of leave
+already granted or change the nature of leave or re-call an employee before
+expiry of his leave period. All leaves should be applied on Leave Application
+Form (HR# 10 ).
+
+KPPRA has following categories of leaves:
+ National Holidays;
+ Annual Leave;
+ Casual Leave;
+ Sick Leave;
+ Maternity Leave;
+ Leave of absence/Leave Without Pay;
+ Paternity Leave;
+ Study Leave.
+
+## 7.1 National Holidays
+
+KPPRA issues Holiday Schedules for the staff at the beginning of each calendar
+year that is in accordance with official government holidays. There is no
+carryover of national holidays.
+
+
+**7.2 Annual Leave**
+Annual leave is paid leave. KPPRA grants annual leaves to its employees at the
+following accrued rates:
+ Although an employee accrues annual leave from the date of hire, the
+employee is not permitted to take annual leave until the probationary
+period is over. Requests for annual leave must be requested in advance,
+with a minimum of two weeks’ notice, and approved by the employee’s
+supervisor.
+ Employees are expected to use their annual leave within the calendar year.
+Annual leave cannot be taken in a period of less than ½ day.
+ Employees hired between the first and fifteenth of the month will accrue
+annual leave for the whole month whereas employee hired after fifteenth
+of the month will begin accruing their leaves from the first day of next
+month.
+ When an employee is terminated, his/her annual leaves will be accrued for
+the entire month during which termination took place.
+ An employee is entitled for 21 annual leaves during a calendar year.
+
+**7.3 Casual Leave**
+Employees will be granted causal leave with full pay that does not exceed 10
+working days during one year. Leave is granted at the discretion of the
+supervisor and a copy of the approved application form is maintained in
+employee` s personnel file.
+
+**7.4 Sick Leave**
+ When an employee is sick he/she must inform his/her immediate
+supervisor that he/she will be unable to come to work that particular day.
+ It is the employee’s responsibility to get the leave approved the day the
+employee returns back to work.
+ All employees are entitled to 10 days Sick Leave per calendar year with full
+
+
+```
+remuneration.
+ Sick Leave cannot be accumulated or encashed and/or combined with
+annual leaves.
+ Sick leave may not be used by the employee in connection with the care of
+a family member or to obtain medical examination or treatment for family
+members.
+ Every employee will report sick leave in writing so that appropriate charge
+of sick leave is made.
+ An absence of more than two consecutive workdays on grounds of
+sickness must be supported by certified physician’s certificate.
+ Advancement of sick leave is not permitted beyond what an employee is
+entitled to each year.
+```
+(^)
+**7.5 Maternity Leave**
+All regular full time female employees, who have completed six (6) months of
+service with KPPRA, are eligible for maternity leave on the presentation of an
+application duly supported by a medical certificate.
+ Maternity leave will be given for a maximum of three months.
+ Maternity leave with pay can be availed only twice during the whole
+period of service. However employees can take leave without pay in case
+of more pregnancies.
+ While on maternity leave, the employee will continue to receive full salary
+and allowances, except conveyance allowance.
+ Maternity leave cannot be granted in continuation or in combination of
+annual, sick or casual leaves in any case.
+**7.6 Leave of Absence/Leave without Pay**
+All regular full time employees with more than six months of service are eligible
+to apply for leave of absence (leave without pay). The employee must submit an
+application on the format to his or her supervisor, outlining the reasons for and
+the duration of the leave. Leave of absence must be requested at least ten (10)
+
+
+days in advance using a Leave Request Form, recommended by supervisor and
+must be approved by MD in consultation with HR department.
+ All leave of absence will be unpaid. Such leave will only be given to an
+employee once his all paid time leave balances are over (annual leave);
+ Failure to return to work upon completion of a leave of absence for more
+than 5 days, without approval, will constitute the employee's voluntary
+resignation from employment with KPPRA;
+ An unpaid leave of absence should be less than three (3) months;
+ Other leaves will not accrue during an Unpaid Leave of Absence. KPPRA
+will continue to contribute to the employee's medical benefits during the
+unpaid leave.
+
+**7.7 Paternity Leave**
+Male employees will be permitted up to 12 days of paternity leave with pay for
+the first two children born to their spouses, ideally 4 days before and 8 days
+after the delivery of the child. Birth shall be notified to KPPRA within 7 days. This
+privilege may be availed only after completion of a minimum of one-year service
+at KPPRA, for a maximum of two births.
+
+**7.8 Study Leave**
+On completion of a minimum of three consecutive years of service at KPPRA, an
+employee may apply for study leave to improve his/her academic qualifications.
+All such cases will be brought before the MD to determine the duration and terms
+of leave, prior to grant of study leave on a case by case basis. Study leave can be
+granted up to maximum of five years and only once in entire service. Study leave
+is allowed on without pay basis.
+
+
+# CHAPTER-8: POLICY TO DEAL WITH DISCRMINATION &
+
+# HARRASSMENT POLICY
+
+## 8.1 Introduction
+
+The KPPRA does not tolerate any form of discrimination on the basis of race,
+religion, gender, color, ancestry, serious medical condition, ethnicity, age, or
+disability, in KPPRA employment, KPPRA operated programs, services or
+facilities.
+KPPRA believes that all employees are entitled to a workplace free of harassment
+and expects employees to treat each other and our clients with courtesy and
+respect. Conduct which violates this policy includes, but is not limited to foul
+language, dirty jokes or comments pertaining to race, religion, sex, gender
+identify, color, national origin, age, or disability, regardless of whether the
+conduct was intended to offend or intimidate or not.
+
+## 8.2 Discriminatory Practices
+
+Discriminatory practices are prohibited in KPPRA. Following are some of the
+examples of such practices:
+ Sexual harassment includes: requests for sexual favors, unwelcome sexual
+advances and other non-verbal, verbal or physical conduct of a sexual
+nature that creates a hostile environment for persons of either gender.
+ A hostile environment is a result of severe or pervasive harassment that
+substantially interferes with an individual’s work performance. The
+harassment must have been unwelcome and offensive to the victim and of
+a nature that would be offensive to the reasonable person. The hostile
+environment standard applies to harassment on the basis of race, religion,
+sex, color, national origin, age, or disability. Examples of harassing
+conduct include, but are not limited to:
+
+
+```
+ Sexual harassment: requests for sexual favors, sex oriented verbal
+kidding, teasing, jokes, comments, display of sexually suggestive
+objects or pictures, physical contact such as hugging, patting, or
+brushing up against another’s body.
+ Gender or sex harassment: gender based jokes or comments;
+ Race or national origin harassment: epithets, slurs, or negative
+stereotypical comments, jokes or cartoons;
+ Age harassment: stray remarks or jokes relating to a person’s age.
+ Disability harassment: Disparaging remarks, slurs or jokes relating
+to a person’s physical or mental disability.
+ Religious harassment: Coercion of employee participation in
+religious activities, verbal attacks or religious slurs.
+ Employment decisions based on stereotypes or assumptions about the
+abilities, traits, or performance of individuals of a certain gender, race,
+religion, or ethnic group, or individuals with disabilities.
+ Denying employment opportunities to a person because of marriage to, or
+association with, an individual of a particular race, religion, national origin,
+or an individual with a disability.
+ Retaliation to an employee who takes one of the following actions: filing a
+complaint of discrimination, participating in a discrimination
+investigation, opposing discriminatory practices. The KPPRA will not
+tolerate employment-based retaliation and any violation should be
+reported immediately.
+```
+Conduct prohibited by this policy is unacceptable in the workplace and in any
+work-related setting outside the workplace, such as during KPPRA business trips,
+KPPRA business meetings, conducting KPPRA related business and KPPRA
+business-related social events.
+
+
+If an investigation determines that discrimination, harassment or retaliation
+indeed occurred, the offender would be subject to corrective action and/or
+disciplinary action up to and including termination.
+
+**8.3 Procedures**
+An employee who feels that he/she has been a victim of discrimination, threat,
+sexual harassment, harassment, bullying etc may make a complaint, without fear
+of retaliation, according to the following procedures:
+
+**_8.3.1 Complaint Procedures: Informal Stage_**
+
+The first stage of the Complaints Procedure is an informal one, designed to
+provide the opportunity of resolving as quickly as possible the problems of
+bullying or harassment within the workplace prior to activating the formal
+procedure. In particular, the purpose of the action is to give the bully or harasser
+the opportunity to stop (if directly approached), or managers the opportunity to
+resolve any problems without the employee having to use the formal procedures.
+It must be noted that if an employee feels unable to take informal action, or the
+situation is so serious as to warrant it inappropriate, then it is possible to go
+straight to the Formal Procedure.
+
+An employee who is subject to bullying or harassment should in the first instance
+take two steps.
+
+```
+ Firstly record all details of any discrimination, threat, sexual harassment,
+harassment, bullying i.e. date, time, nature of incident and the names of
+witnesses.
+ Secondly, request that the person responsible for the behaviour stops it
+and makes it clear that the behaviour is unacceptable and unwanted.
+```
+It is appreciated that the second step is a difficult one and the victim may need
+assistance, counseling, advice and support in order to undertake it. Such
+assistance can be obtained, via the HR Manager. It is preferable for all concerned
+
+
+that complaints of bullying/harassment are dealt with internally and informally
+wherever possible. This is likely to produce solutions which are speedy, effective
+and minimise embarrassment.
+
+**_8.3.2 Complaint Procedure- Formal Stage_**
+
+Formal procedures will be necessary where the informal route proves ineffective,
+for more serious instances of bullying/harassment and when an individual
+chooses to go straight to the formal procedure as under:
+
+```
+ Within ( 15 ) business days of the alleged discriminatory incident, the
+complainant, at his/her discretion, shall make a complaint to any one of
+the following designated officials: Any KPPRA supervisor or department
+head, the KPPRA Director HR/ Admin & Finance, the KPPRA MD.
+ The complainant shall make contact with one of the above-designated
+officials in order to properly bring forward a complaint.
+ The complainant may use the KPPRA’s Discrimination Complaint Form
+(HR#1 1 ) to file a complaint. Other formats such as memorandums,
+handwritten statements, e-mail messages etc may also be acceptable. The
+designated official shall convert verbal complaints into a written format as
+soon as possible but no later than 2 days of the lodging of complaint. The
+designated official will forward the complaint to the KPPRA Director HR/
+Admin & Finance within (24) twenty-four hours of receipt. Complaints
+that are submitted anonymously may not be accepted.
+ An employee who believes that he/she is a victim of discrimination,
+harassment and/or retaliation in the workplace has an affirmative duty to
+report such conduct.
+ Supervisors have a duty to pro-actively address workplace issues that deal
+with discrimination and harassment. A supervisor who fails to take
+appropriate action under this section will be subject to disciplinary action.
+To the extent possible, the confidentiality of the person making the
+complaint and that of the respondent will maintained.
+```
+
+ Information contained in the report of inquiry may be used in disciplinary
+actions resulting from the investigation.
+ Investigation Officer investigative reports are deemed confidential unless
+otherwise directed by a competent court of jurisdiction or by order of the
+MD.
+ Therefore, the employee will be provided a summary of the investigation.
+ Investigation documentation shall not be photocopied or disseminated
+beyond the MD’s Office and Human Resource Department. “Relevant
+documentation” for purposes of any resulting Appeal shall consist of a
+summary of the findings.
+ Within (5) five business days from the receipt of the complaint, an
+individual designated by the MD, shall begin an investigation of the
+complaint.
+ KPPRA employees shall cooperate with an investigation and be truthful
+with the investigator. Failure to cooperate and to be truthful may result in
+disciplinary action.
+ Within ( 25 ) forty five-business days from the beginning of the
+investigation, the KPPRA investigating officer or designated individual,
+shall submit a confidential written report of inquiry to the MD.
+ The KPPRA Attorney or his/her designee shall have (14) fourteen business
+days to review the report and to issue a written determination on whether
+a discriminatory practice has occurred.
+ Within (5) five-business days of receipt of the determination, the MD or
+his/her designee shall review the determination and report. The MD will
+forward the determination to the respondent’s department Director for
+appropriate action, if necessary. Disciplinary action shall be consistent
+with KPPRA policy and procedures. The MD shall forward a copy of the
+determination, along with the report to the KPPRA investigating officer.
+
+**_Notification_**
+ The KPPRA officer shall notify the complainant of the determination.
+ The Department Director shall notify the respondent of the determination.
+
+
+# CHAPTER-9: GRIEVANCE RESOLUTION
+
+## 9.1 Objective
+
+The objective of this policy is to provide a method for employees to express any
+grievance they may have and approach different levels of authority in the
+organization to address the grievance.
+
+## 9.2 Policy
+
+The employee is first advised to try and settle the grievance with his/her
+immediate supervisor. If, however this not possible or does not resolve the
+grievance, then he/she should contract the next level up which is the department
+Head or the Region Head. The supervisor or the departmental head then
+attempts to resolve the grievance. If the above channels cannot resolve the
+matter, the final step for the employee is to put his/her grievance in writing to
+HRD. The HR department representative or Manager HR himself mediates in an
+attempt to arrive at a satisfactory solution, and confirms any decision/proposed
+action to the employee.
+
+## 9.3 Grievances and Complaints
+
+It is the policy of the KPPRA to treat all employees fairly in matters affecting their
+employment. Every eligible employee shall have an opportunity to resolve
+matters, which affect his/her employment. Every eligible employee with a
+grievance shall have the right to present the grievance in accordance with the
+following procedures without fear of reprisal.
+
+## 9.4 Grievance Procedure
+
+## 9.4.1 Informal Stage
+
+Before an employee files a formal written grievance, the employee and his/her
+immediate supervisor must make a good faith effort to resolve the issue
+
+
+informally except in situations where a special hearing officer was appointed to
+conduct the Appeal Hearing. A good faith effort shall consist of a face-to-face
+meeting between the employee and his/her immediate supervisor to discuss the
+issue and resolution. The filing of a formal, written grievance shall not preclude
+continuing a good faith effort to resolve the grievance. The good faith effort does
+not extend the time limit(s) included in the grievance procedure.
+
+**_9.4.2 Formal Stage_**
+ Within (7) seven business days following the event, on which the
+grievance is based, an eligible employee may file a formal written
+grievance with the Department Director.
+ The grievance must be filed on forms developed by the Human Resource
+Department. The grievance must be specific and refer to an issue that can
+be acted upon. The contents of a formal written grievance and settlement
+desired cannot be changed after it is submitted.
+ A copy of the grievance shall be immediately forwarded by the
+Department Director to the Director HR/ Admin & Finance and the
+immediate supervisor of the employee.
+ Within (7) seven business days after receipt of the formal grievance and
+after reviewing all the facts pertaining to the grievance, the Department
+Director or his/her designee shall provide a written response to the
+employee who filed the grievance.
+ If the Department Director does not respond to the employee grievance
+within (7) seven business days, the grievance will be automatically
+appealed to the Head Office/MD.
+ If the decision of the Department Director is not satisfactory to the
+employee who has filed a grievance, the employee may, within (7) seven
+business days of receipt of this decision, appeal that decision in writing to
+the MD.
+
+
+```
+ The employee’s written appeal to the MD shall be filed with the MD. The
+MD will not be part of the grievance procedure at any stage except the
+Appeal, at which stage he or she will appoint an Appeals Committee to
+hear the final proceedings.
+ The appeal to the MD and his or her appointed Appeals Committee must
+include a copy of the original KPPRA Employee Grievance Form HR#1 2
+(and all pertinent attachments provided by grieving party and/or
+Department Head).
+ The appeal must not contain any changes, deletions or addendum’s to the
+initial grievance, settlement desired and/or replies.
+ Should the HOD’s response to the Grieving Party indicate that the issue
+cannot be grieved under KPPRA procedures and the Grieving Party
+nonetheless can file an appeal.
+```
+**9.4.3 Appeals**
+The appeal against the decision will be forwarded to the Appeals Committee
+Chairperson or his/her designee for review. Within (15) fifteen business days,
+the Chairperson will issue a decision as to whether the Appeals Committee will
+accept the appeal for a hearing. The decision of the Chairperson or his/her
+designee shall be based on the provisions outlined in this section. An affirmative
+decision will allow the appeal to proceed. A denial will end the internal
+administrative remedies.
+
+(^) **9.4.3.1 Appeal Hearing**
+Within (15) fifteen business days from the filing of the employee’s appeal, the
+Appeals Committee with the concurrence of the MD, shall schedule a hearing on
+the grievance before the Appeals Committee. Human Resource shall prepare
+posting of the notice at least (7) seven days prior to the hearing. The notice shall
+also be distributed to the complainant, Chairperson of the Appeals Committee
+and Board members, the immediate supervisor of the complainant, his/her
+department Director, the Director HR/ Admin & Finance, and MD. The following
+
+
+shall constitute the conditions of representation during a hearing before the
+Appeals Committee:
+
+```
+ The employee who has filed a grievance will represent himself/herself
+before the Appeals Committee. The Grieving Party may have (1) one
+observer of his/her choice present at the hearing.
+ The immediate supervisor of the employee who has filed a grievance will
+represent the KPPRA in grievance hearings before the Appeals Committee.
+One (1) next level supervisor may serve as an observer during the
+hearing.
+ Observers for the aggrieved and the KPPRA will not participate in any
+manner during the hearing before the Appeals Committee. Failure to
+adhere to this requirement and/or for being disruptive, may force the
+exclusion of the observer(s) from the hearing. The Appeals Committee
+shall make the determination on excluding an observer. The aggrieved
+employee and the immediate supervisor are responsible for providing the
+observer(s) with any information and documents. The observer(s) shall
+be identified and his/her name(s) provided to the Appeals Committee (7)
+seven business days prior to the hearing.
+ If the aggrieved employee is the KPPRA Attorney, or a staff Attorney, the
+KPPRA will be represented by an attorney of its choice. If the Grieving
+Party is a Department Director, the MD will represent the KPPRA.
+```
+**9.4.3.2 General Principles**
+Neither the KPPRA, nor the aggrieved employee, nor their observer(s) shall have
+any direct contact either orally or in writing with any member of the Appeals
+Committee prior to the hearing, and after the hearing, until the written decision
+of the Board is made public.
+ It shall be the responsibility of the KPPRA designee to schedule or
+reschedule a hearing, accept the witness list and name(s) of observer(s).
+
+
+```
+ It shall be the responsibility of the aggrieved employee and the KPPRA to
+provide any other information, documentation or copies requested by the
+Chairperson of the Appeals Committee.
+ All pertinent documents shall be provided to the KPPRA designee at least
+(7) seven business days prior to the scheduled hearing.
+ The Appeals Committee shall use its discretion as to whether to accept a
+document(s) not submitted in a timely manner.
+ The KPPRA shall provide an employee who will make an audio recording
+of the proceedings. A grieving parting desiring a complete verbatim
+transcript shall provide for such a report at his/her expense.
+```
+**9.4.3.3 Authority of the Appeals Committee**
+The Appeals Committee shall have authority to call for the attendance of a
+reasonable number of pertinent witnesses and the production of documents, to
+administer oath from witnesses, to examine witnesses, including the employee
+and his/her supervisor, and to hear all evidence properly brought before it.
+ All pertinent witness lists shall be provided to the MD or designated
+person by him at least (7) seven business days prior to the scheduled
+hearing.
+ The Appeals Committee shall use its discretion as to whether to accept a
+witness (es) whose name was not submitted in a timely manner.
+
+**9.4.3.4 Witnesses to the Grievance Procedure**
+Any KPPRA employee who is called as a witness before the Appeals Committee is
+required to attend the hearing. Failure to appear after receiving a written notice
+may result in disciplinary action.
+The Director HR/ Admin & Finance, KPPRA Attorney and their respective staff
+shall be exempt from being called as a witness for either the Grieving Party or the
+KPPRA except by direct order of the MD.
+
+
+**9.4.3.5 Limitations**
+
+```
+ The Appeals Committee shall have no authority to modify job
+classifications or related wage rates, nor shall it have the authority to
+change the intent of any personnel policy or grievance procedure.
+ The Appeals Committee shall have no authority to grant back pay to any
+employee for any period prior to the date of the event upon which the
+grievance is based.
+ A decision or recommendation of the Appeals Committee in any particular
+case shall not affect retroactively, or in the future, any other employee
+grievance.
+ The decision or recommendation of the Appeals Committee shall be based
+upon the evidence presented at the hearing. Furthermore, the decision or
+recommendation shall be specific and pertinent to the grievance issue.
+```
+**9.4.3.6 Closure**
+Within (15) fifteen business days from the date of the hearing, the Appeals
+Committee through its Chairperson or his/her designee shall, at an open meeting,
+render its decision or recommendation which may then be publicly posted..
+Should the Appeals Committee want to comment on issues that were not
+contained in the grieving party’s grievance appeal, but were discovered during
+the hearing, it may do so by submitting a supplemental comment report to the
+MD for his/her review. The supplemental comment report is not considered as
+or made a part of the grievance decision or recommendation.
+
+The Appeals Committee shall immediately send a copy of the
+decision/recommendation to the MD, the department Director concerned the
+Director HR/ Admin & Finance, and the grieving party.
+
+The MD must approve or reject, in writing, the recommendation of the Appeals
+Committee, which deals with the termination of an employee. A grievance
+recommendation relating to a termination that is rejected by the MD shall end
+the internal administrative remedies.
+
+
+**9.4.3.7 Decisions of the Appeals Committee**
+Decisions rendered by the Appeals Committee on the grievance issues of loss of
+pay, written reprimand, suspension OR demotions, reclassifications, transfers,
+reassignments and changes in shift rotations resulting from a disciplinary action
+shall be final and binding on all parties.
+Any grievance not filed pursuant to the provisions of this procedure within (7)
+seven business days of the event on which such a grievance is based, shall be
+deemed to have been waived and no relief shall be granted thereon.
+
+
+# CHAPTER-10: TRANSFER, ROTATION
+
+# & CAREER PLANNING
+
+## 10.1 Introduction
+
+Career planning / job rotation is an organized approach used to match employee
+goals with the business needs of the Authority in support of employee
+development initiatives. Career planning / job rotation brings benefits to the
+Authority and to staff members, encouraging the broadening of the skills and
+experience of staff, avoiding the potential of their being locked into positions.
+Benefits from Career planning / job rotation include acquisition and
+enhancement of skills, knowledge and expertise, personal and professional
+development and enhanced prospects for advancement.
+
+Career planning / job rotation also improves organizational flexibility,
+interrelationships between different areas, career growth and progression
+opportunities. Through multi-skilling it can assist to ensure continuity of output
+by making provision for staff on leave.
+
+## 10.2 Objective
+
+The purpose of Career Planning / Job Rotation is to:
+
+```
+ To create an ongoing supply of well trained, broadly experienced, well-
+motivated employees who are ready to step into key positions as needed.
+ To enable a flow of staff members through various departments with the
+view of developing them into the culture and processes of KPPRA.
+ To align the future staffing needs of the Authority with the availability of
+appropriate resources.
+ To define employee career path, which will help KPPRA to train and retain
+a pool of suitably qualified employees.
+```
+
+```
+ To accelerate the career development of employees with outstanding
+performances.
+ To sustain productivity, enhance internal control and minimize chances of
+internal frauds.
+ To minimize the effects of job poaching and job hopping by creating a
+work environment in which employees are aware that there are prospects
+for advancement.
+```
+**10.3 Scope**
+
+This policy is applicable to all employees of KPPRA.
+
+**_10.4 General_**
+
+The Career Planning / Job Rotation Policy for KPPRA staff aims to provide staff
+with developmental opportunities, consistent with the staff performance
+management goals of the Authority. Career planning / business exigencies may
+necessitate rotation / transfer of the employee from one location to another or
+from one position to another.
+
+**_10.5 Duration of Posting_**
+
+As a principle, all staff members must not stay on a specific area of assignment
+for more than three years (or a time as determined by the MD) unless due to
+exigencies of service rotation is not possible, for which the Line Manager must
+have a justification. An approval to this effect must be obtained for a definite
+period of time, after which the approval shall again be sought from MD.
+
+This period shall be determined from the date of joining of an incumbent in any
+grade in that position but must not include a period of leave without pay.
+
+**10.6 Types of Rotation / Transfer**
+
+Transfer / rotation may take any of the following two forms:
+
+
+**_10.6.1 Intradepartmental Rotation_**
+
+The first Line Manager of the employee may rotate an employee within his/her
+department with / without the employee’s consent, but must intimate the
+employee in advance. Such job rotation shall be effected in line with the general
+career plan of the employee in each category. Job rotation may also involve more
+than one employee where interchange of assignments is to be made.
+
+**_10.6.2 Interdepartmental / Unit / Office/Region Transfers_**
+
+Any transfer of an employee entirely into a new set up shall be executed strictly
+in accordance to the guidelines mentioned herein. All such transfers shall be
+against pre-approved positions that are unoccupied due to any reason (new
+position, resignation/transfer/dismissal/death of the previous incumbent etc.).
+The transfers may be voluntary or involuntary.
+
+**10.6.3 Voluntary Transfer**
+
+All those employees who wish to be rotated in future may submit their requests
+to HRD through proper channel against internally advertised positions.
+Employees completing certain number of years in a particular department /
+position (three years or as announced by the management from time to time)
+may also opt for voluntary transfers into other relevant areas through proper
+channel subject to the available budget / requirement at the new location.
+
+Mutual transfer between two staff members of any department where employees
+(Manager Grade & Below) in both departments agree to switch on genuine need
+basis in similar functions / related experience, is also possible and allowed
+subject to the condition that consent of all concerned Line Managers is held on
+record.
+
+No TA/DA, travel grant or relocation allowance shall be admissible in case of
+transfer upon employee(s) own request(s).
+
+
+**10.6.4 Need-based Transfer**
+
+The Management may make arrangements for initiating transfer(s) as deemed
+necessary keeping in view the nature of assignment and preferred management
+consent of the concerned Line Managers of both locations shall be obtained and
+held on record.
+
+TA/DA, Relocation Allowance and Travel Grant shall be admissible as per KPPRA
+Policy for cases where change of residence is to be undertaken and as stated by
+the competent authority other than cases which does not justify award of such
+allowance / grant due to insignificant costs. The change of residence shall mean
+to involve a reasonable distance between the employee current location and the
+proposed location where same day travel to / from is not possible.
+
+**10.7 Responsibility**
+
+The line managers of the staff shall be responsible for implementation of this
+policy within their office / unit.
+
+Staff members shall not be transferred more than once during the year. Any
+transfer affected more than once shall be fully justified by the recommending /
+approving authorities.
+
+Once the transfer has been approved, the immediate Line Manager of the
+transferee shall ensure that the incumbent must be transferred out immediately
+but not later than 15 days from the date of approval / issuance of the letter,
+unless specified otherwise in the transfer letter. The handing / taking over
+formalities shall be completed as per procedure.
+
+An employee who is to be rotated under terms of this policy will be expected to
+attend training programs as may be required for effective performance of the
+duties.
+
+
+**10.8 Competent Authority**
+
+All cases of transfers / intradepartmental rotations shall be approved by the MD
+or an executive authorized by the MD. All job rotations / transfers within the
+same department / unit / office shall be authorized by the respective Branch
+Manager / Unit / Senior most Executive at the respective office under intimation
+to all concerned and HRD.
+
+Any interpretation to and the deviations / relaxations / waivers in the above
+policy matters shall be granted by the MD.
+
+
+# CHAPTER- 11 : TERMINATION OF SERVICES
+
+## 11.1 Superannuation & Retirement
+
+This policy covers the discharge of employees by normal retirement or end of
+contract. This option is available to employees. Retirements are classified in two
+major categories:
+
+## a. Compulsory Retirement
+
+All employees will be retired on attaining the age of 60 years.
+
+## b. Optional / Voluntary Retirement
+
+Employees will have the option for retirement on personal reasons after
+completion of 20 years of services or on the basis of medical grounds.
+
+Employees opting for voluntary retirement for personal reasons would serve at
+least three months’ notice (in writing) to the HR Department, prior to the date of
+requested retirement.
+
+The HR Department will review the request in consultation with the relevant
+Department head and will forward the recommendations to the Director HR/
+Admin & Finance in cases of Grade 1 to 14 and the MD in case of higher Grades
+for final approval. This entire process should not exceed 45 days. If, for any
+reasons, no decision can be taken during this period, the application of the
+employee will be considered as approved.
+
+The voluntarily retirement may not be considered as a matter of right and will be
+subjected to review and approval of competent authority as mentioned above.
+
+Employees on deputation will be sent back to their parent organization at least 3
+months prior to date of retirement. If, for any reasons, they cannot be sent back
+to their parent organizations, they will not be paid any retiring benefits by
+KPPRA.
+
+
+The HR Department will notify the retirement of an employee at least before 45
+days of his retirement date. The process of final settlement of his account should
+commence accordingly.
+
+The retiring employee will be paid accrued vacation days. No payment will be
+made for unused periodic absence days, excused absence for compelling reasons
+or optional holidays.
+
+**_11.2 Benefits_**
+
+On retirement from KPPRA service, the employee shall be entitled to the
+following benefits:
+
+```
+ Amount of Gratuity will be calculated as under:
+Number of complete service years X Last Gross Salary
+(A period of more than six months will be considered as a complete year in
+the last year of service)
+ Three months gross salary in order to facilitate his relocation / settlement.
+ KPPRA will also arrange transport to the employee if he/she requires
+move to any other city from his station of posting. This clause will not be
+applicable to those employees who will be opting for optional retirement.
+ Payments for accrued leaves in accordance with Leave Policy
+```
+**11.3 Recording date of Separation and Accrued Leave**
+
+**_Employee not on leave_**
+
+The termination report of an employee not on leave, shall state the separation
+date as the last day the employee worked and shall include any amounts to be
+paid for accrued leave.
+
+
+**_Employee on leave_**
+
+**Employee on leave with pay:** The termination report of an employee on leave
+with pay shall state the termination date as the last day that the employee was on
+paid leave.
+
+**Employee on leave without pay:** The termination report of an employee on
+leave without pay who fails to return to KPPRA shall state the termination date
+as the last day of leave without pay.
+
+**11.4 Resignation**
+
+```
+ Resignation is a voluntary separation of employment from KPPRA
+with written notice given by the employee. Employees shall give at least
+one month advance notice in writing.
+ The concerned manager should confirm the receipt of resignation in
+writing to the employee.
+ Upon receipt of the resignation notice, the concerned Departmental
+Head will forward the same to HR Department and will discuss the
+resignation case with the human resources Department to decide the
+future action such as acceptance/ non- acceptance of the resignation,
+renegotiation or termination with immediate effect with notice pay.
+ The Departmental Head will be responsible for handing/taking over
+schedule, nomination of successor or forwarding recruitment requisition
+for provision of replacement.
+ In case, an employee may wish to revoke the notice of resignation.
+Revocation of the resignation notice will be treated on case-to-case basis.
+Relevant Department Head in consultation with the HR Department will
+decide whether to accept or reject the application. Acceptance of the
+application does not necessarily mean that the applicant will be reinstated
+on the same position.
+```
+
+**11.5 Dismissal**
+
+**_11.5.1 Dismissal Due to Death during Employment_**
+
+When an employee dies while working with KPPRA, procedures relating to the
+policy on Retirement shall be followed. The relevant Manager will require to
+notifying HR Department at the earliest so that appropriate notification and
+actions would be taken by the Finance & Accounts Department.
+
+The HR Department will make final settlement and make arrangements for the
+return of keys and all other KPPRA property.
+
+**_11.5.2 Dismissal Due to Absenteeism_**
+
+```
+ Employees who remain absent unexpectedly from work are required to
+notify their supervisors promptly with the reason for the absence.
+Employees are considered quitting the job if they are absent for 7
+consecutive working days or more, without notice.
+ The supervisor must take immediate steps to contact the employee. If
+attempts to reach the employee are unsuccessful, the supervisor must
+consult immediately with the HR Department.
+ HR will formally write a letter to the employee asking for explanation.
+ In case employee or his NoK (Next of Kin) responds to the letter, the
+matter will be referred back to the supervisor who will initiate
+appropriate action including disciplinary action.
+ In case of no response to the notice within 10 days of the issuance of the
+same, the HR Department will request Media Department for publishing of
+a show cause/explanatory notice.
+ In case of no response received from the employee within 08 days of issue
+of advertisement, the employee will be considered quitting the job.
+ Employees who remain absent will be treated as resigned without serving
+the notice period w.e.f. their last working day.
+```
+
+**_11.5.3 Dismissal during Probationary period_**
+
+During probation period, an employee can be dismissed from service without
+giving any notice.
+
+**11.5.4 Dismissal on Account of Poor Performance**
+
+```
+ Termination of employment for poor work performance is a serious
+matter which requires careful evaluation and the approval of Director HR/
+Admin & Finance for the Grade 1 4 and below while for Grade 1 5 and above
+MD will take decision.
+ An employee will be considered liable for job termination on poor
+performance if three consecutive Performance Appraisals rank the
+employee in the Below Average performer category.
+ A warning letter by the HR Department will be issued to the employee on
+second poor performance ranking asking him to improve his performance
+otherwise it might result in termination.
+ The HR Department as well as relevant Department head can initiate
+termination/enquiry process against poor performers after third poor
+appraisal.
+```
+**11.5.5 Dismissal Due to Misconduct**
+
+```
+ Termination of employment for failure to comply with KPPRA policy
+(misconduct/cause) is a serious matter which requires careful evaluation
+and the approval of MD in all cases, regard less of the Grade of the
+employee.
+ Misconduct or breach of discipline which includes, but is not limited to,
+violence or the threat of violence in the workplace, Theft / Fraud,
+Misappropriation of funds / embezzlement, refusal to perform work /
+insubordination, acts of discrimination, etc (See Code of Conduct Policy).
+ Failure to comply with departmental or KPPRA policies or regulations also
+includes, but is not limited to, chronic or recurring disregard for
+```
+
+```
+workplace rules, habitual breach of KPPRA policies, habitual late coming,
+or failure to meet work-related reporting requirements.
+ The supervisor through departmental head will report the act of
+misconduct to the HR Departmentimmediately following the action.
+ In any case, Department head cannot terminate an employee at his own
+discretion.
+ An employee once dismissed from the KPPRA’s service because of
+misconduct will not eligible for re-employment.
+```
+**11.6 Suspension**
+
+```
+ An employee against whom disciplinary action is pending or proposed to
+be taken or he has been removed from the work by the Department head,
+may be placed under suspension by Director HR/ Admin & Finance for
+Grade 1 4 and below and by MD for Grade 1 5 and above.
+ The period of suspension should not exceed 03 months. It would, however,
+be extended further at the discretion of the MD.
+ An employee who will be under suspension will receive a subsistence
+allowance equal to half of his net salary plus house rent and conveyance
+allowance only. While under suspension, he/she shall not leave place of
+duty without the written permission of the Competent Authority.
+ When an employee is restored in service after suspension, he/she shall be
+entitled to payment as follows :
+ If the employee was found “not guilty” of the charges, the full pay,
+less the amount already paid to him/her as subsistence allowance,
+would be paid.
+ If the employee is found “guilty’’, he/she will not be entitled to
+receive any pay for the period of his/her suspension, except what
+was already drawn in the shape of subsistence allowance. ( Legal
+advice should also be obtained)
+```
+
+**11.7 Right-sizing or Re-structuring**
+
+```
+ Elimination of positions will occur when there is a lack of available funding
+for work; re-organisation or re-structuring of KPPRA would occur.
+ Before a decision is made to eliminate a position(s), department Heads will
+thoroughly assess the unit's work and staffing needs and, if a layoff is
+anticipated, must seek approval of the MD.
+ List of surplus employees will be made purely on the basis of performance
+and length of service with KPPRA. Employees’ last five years performance
+will be considered for this purpose. In case performance of two employees
+is equally good then the junior will have to go first. (Age principle can also
+be followed in case date of joining is same.)
+ Surplus employees will be adjusted against the vacancies relevant to their
+experience and Grade in all other locations. Decision for termination of
+surplus employees will be the last option.
+ Once the decision of termination has been made, HR Department in
+coordination of relevant HOD will develop a Plan that provides an outline
+of activities for staff whose positions will be eliminated.
+ In all such cases, affected employees are given a two months’ notice, or pay
+in lieu of notice.
+ Employees being terminated under this clause will be entitled for a
+gratuity calculated a rate double than calculated in case of retirement, but
+no other retiring benefits will be offered to such employees.
+```
+**11.8 Clearance & Final Settlement of Accounts**
+
+```
+ In case of any of the above termination, HR will obtain Accounts Clearance
+Form (HR#1 3 ) from all the departments prior to the payment of any dues.
+ The release of service certificate and dues are subject to the clearance.
+ All receivables, known as a result of the clearance process, will be adjusted
+against final payment of dues. In case amount of receivables exceeds the
+amount of payables, employee will be requested to deposit the difference
+```
+
+```
+for smooth completion of the settlement process otherwise legal action
+may also be taken with the prior approval of MD.
+```
+**11.9 Settlement**
+After having financial clearance HR Department will initiate the final accounts
+clearance that will include:
+ Pay
+
+ Gratuity
+
+ Medical Certificate / Insurance for continuing Medical facility for all Retired
+employees.
+
+ Accrued Leave encashment
+
+ Any financial implications due to clearance
+
+**11.10 Service Certificate**
+ All employees terminated in any of the above stated cases, have the right
+to obtain Experience Certificate. HR Department will issue the Experience
+Certificate to the terminated employee with the payment or receipt of final
+dues, as the case may be.
+ The HR Department will release Experience Certificate. This certificate will
+contain the details about tenure of the employee on various designations
+held by him during his stay with KPPRA and a statement say that he has
+cleared all his dues and nothing is due from him.
+
+**11.11 Exit Interview**
+
+Exit interviews will only take place when the employee resigns voluntarily from
+the services of KPPRA. The HR Department will arrange an exit interview on the
+last day of service. Exit interview will be conducted to ascertain the cause of the
+resignation and feedback about the working conditions in KPPRA.
+The outcomes of the interview will be recorded on Exit Interview Form (HR#1 4 )
+and will be forwarded to Director HR/ Admin & Finance for review and
+appropriate action.
+
+
+# CHAPTER- 12 : HEALTH, SAFETY & ENVIRONMENT
+
+**12.1 Introduction**
+
+In order to improve job satisfaction of the workforce, ensuring a safe and secure
+environment for employees is always considered important for any organization.
+To improve the safety and health conditions on an on-going basis, it is necessary
+to continuously monitor the health and safety issues in the environment and
+update the current procedures accordingly.
+
+Commonsense and basic good housekeeping are the predominant factors
+influencing the maintenance of high standards of health and safety in offices and
+staff should always be conscious of dangers to themselves and their colleagues,
+presented by their working environment and activities.
+
+Any unsafe conditions, e.g. faulty lifts, faulty fire doors, missing fire extinguishers,
+missing Fire Notices, defective equipment (particularly defective gas
+connections), poor lighting, damaged floor coverings, unsafe furniture and so on,
+should be reported at once to immediate supervisor, admin officer or safety
+officer so that necessary remedial action can be taken.
+
+Recognizing the importance of employee health and safety, KPPRA is committed
+to ensure that employees must know and follow all health and safety
+requirements of their specific job requirement.
+
+The following items are considered for incorporation in the “policy statement”:
+
+```
+ Health and safety are to be given equal consideration with all other
+business functions.
+ Health and safety are everyone’s responsibility. Employees shall actively
+participate in all elements of the Health & Safety program.
+ The organization is committed to comply with all corporate policies,
+procedures and applicable legislation.
+```
+
+```
+ Health and safety are among our highest values and a key indicator of
+organizational excellence.
+ All work-related injuries and illness are preventable by identifying and
+controlling risks.
+ Hazard identification, risk assessment and risk control represent the
+foundation of a successful Health & Safety management system.
+ Our Health & Safety management system is based on continuous
+improvement.
+```
+**12.2 Potential Hazards in the Workplace**
+
+Following are the potential hazards in the KPPRA’s premises: -
+
+```
+ Portable and fixed electrical appliances
+ Office equipments, computers etc.
+ Trailing cables
+ Stairs, stairways & lifts
+ Congested walkways and corridors
+ Access and egress
+ Seating, workstations including furniture & fixtures
+ Heating and ventilation
+ Lighting levels (low/insufficient)
+ Cleanliness and waste materials
+ Sanitary conveniences
+ Dusts, powders, chemicals/lubricants & fumigation
+```
+
+```
+ Working alone
+ Damaged building or substandard construction, false ceiling, and work
+under progress areas.
+ Workplace violence (physical or verbal)
+```
+**12.3 People Affected By Hazards**
+
+People affected by above mentioned hazard could be any of the followings:-
+
+```
+ KPPRA Employees
+ Visitors/customers
+ Contractors & maintenance staff
+```
+This document covers following policy & procedures: -
+
+1. Health, Safety & Environment Policy
+2. Safety Precautions & Procedure
+3. First Aid Procedure
+
+**12.4 POLICY**
+
+**12.4.1 General**
+
+1. It is the policy of KPPRA to ensure that all activities carried out on its
+offices or undertaken by its employees are managed in such a manner so as to
+avoid, reduce, or control, through proper implementation of all relevant safety
+procedure’s all foreseeable risks to the health & safety of any person(s) who may
+be affected by such activities to a tolerable level.
+
+
+2. It is also the policy of the KPPRA that these procedures are communicated
+to all employees, visitors, customers, and those who are impacted by their
+implementation.
+3. It is the policy of KPPRA to ensure provision of:
+
+```
+ A safe place in which to work with safe means of access;
+ Suitable and sufficient information, instruction, training and supervision to
+enable all employees to comply with the KPPRA’s Health, Safety &
+Environment Policy;
+ Appropriate management procedures and consultative arrangements to
+monitor and audit compliance with KPPRA’s Health, Safety & Environment
+Policy;
+ Appropriate arrangements to access and control the risks associated with
+work activities undertaken at the KPPRA or by our employees.
+```
+4. All members of staff will receive a copy of this policy and will be required
+to acknowledge to state that they have read and understood it. New members of
+staff will be required to read and sign a copy of this policy before they start work
+and their manager will familiarize, explain and assist them to begin work in a
+safe manner.
+5. All workplace incidents/accidents must be reported to the Operations
+Department through Area/Regional Office with complete details and action taken
+as soon as possible on prescribed Form (HR#15).
+6. All expenses on medical treatment, rehabilitation etc of employees who
+were injured in a workplace incident, while on duty, shall be borne by KPPRA.
+
+
+**12.4.2 Fire Safety**
+ The KPPRA will provide the necessary fire fighting equipment at all
+locations of its operation. It is the policy of the KPPRA to over rather than
+under provide such facilities.
+ All employees are required to familiarize themselves with the fire drill
+procedure as mentioned in this policy. Exercises will be arranged at
+regular intervals (at least twice in a year).
+ Existing fire fighting equipment will be inspected and its health recorded
+by a safety officer or by the employee responsible for general
+administration of the office (e.g. branch/operation manager,
+administration officer etc to be referred hereinafter as safety officer) on
+quarterly basis and by the head office representative (to be nominated by
+Director HR/ Admin & Finance on an annual basis who will issue its fitness
+certificate.
+ Fire & smoke detection alarms will be installed at all locations and tested
+by safety officer on regular basis.
+ Fire extinguishers should only be removed from their wall brackets in an
+emergency. The removal of fire extinguishers in other cases without good
+reason will be considered as misconduct.
+ Fire exits will be provided at all locations/buildings, wherever required.
+Red color signs board indicating fire ���exits” will be visibly placed. Fire
+exits must be kept clear at all times.
+ All premises of KPPRA will be no smoking areas. No smoking signs will be
+placed prominently. Smoking in all the premises will be considered as
+misconduct.
+ Emergency phone numbers of police, fire brigade, hospitals etc shall be
+displayed at the notice board of each location.
+ A signboard with a map of all exits to the premises and necessary
+evacuation instructions will be prominently displayed at all premises.
+
+
+**12.4.3 Electrical/Mechanical Safety**
+ Changes to the electrical system (including new plugs) will only be
+undertaken by competent persons who have been hired for such work.
+ Work on 3 phase electrical systems will never be undertaken by
+unqualified personnel. Only trained personnel will handle the electrical
+and mechanical equipments.
+ Protective clothing/accessories will be provided to all staff working on
+electrical/mechanical equipment such as gloves, helmet etc. Protective
+clothing’s must be worn before commencing any hazardous activity.
+Failure to do so will be considered as misconduct.
+
+**12.4.4 First Aid & First Aid Box**
+ The KPPRA will provide first aid facility at its all locations. The nominated
+first aiders (preferably nominated safety officers) will be published on the
+notice board of each premise.
+ First aid box containing necessary items shall be provided at each location.
+
+**12.4.5 General Safety**
+ Since good housekeeping in all areas is an essential feature of safety and
+the prevention of accidents, KPPRA will ensure proper maintenance of
+office premises to ensure clean and safe environment.
+ KPPRA will also ensure to control the use, disposal and transportation of
+all waste/hazardous materials including sanitary, garbage etc. This shall
+normally be done after regular working hours.
+ Fumigation of office premises shall be carried out regularly. Fumigation
+will only be carried out on weekends or after office hours when all the
+employees have left the premises.
+ KPPRA will ensure supply of clean and safe drinking water, free of any
+contamination at its all location either by installing water filters or
+purchasing mineral water.
+
+
+**12.4.6 Training**
+
+```
+ Two branch employees, one of them preferably officer grade, will attend a
+training course on Health & Safety duties and responsibilities, including
+instructions on applying first aid and use of fire fighting equipment, prior
+to their appointment as Safety Officer/staff for the branch/office.
+ KPPRA will arrange for the in house or external training, after certain
+interval, to all nominated safety officers/first aiders from professional
+body/person.
+ Whenever possible, all new employees will be given short briefing during
+basic level training course at the training academy.
+```
+**12.5 SCOPE**
+
+This health, safety & environment policy is applicable to all employees,
+customers, as well as any external visitors including service/maintenance
+contractors.
+
+**12.6 Responsibilities**
+
+It will be responsibility of EVERY employee to ensure proper implementation of
+Health, Safety & Environment policy, however, prime responsibility rest with the
+following:-
+
+**12.6.1 Director HR/ Admin & Finance**
+It shall be the responsibility of the Director HR/ Admin & Finance to:
+
+```
+ Device strategy and plan to implement this policy throughout the KPPRA
+on annual basis.
+ Ensure implementation and monitoring of this policy.
+ Audit the health, safety and environment performance of the KPPRA and
+prepare annual report for review of the management.
+ Investigate accident and take appropriate action on the findings.
+```
+
+```
+ Nominate and update, as and when required, the list of safety officers.
+```
+**12.6.2 Safety Officer/ Any officer designated by Director HR/
+Admin & Finance**
+
+It shall be the responsibility of the Safety Officer/ Any officer designated by
+Director HR/ Admin & Finance to:
+[
+ Participate in courses on fire safety, first aid etc being organized by HRD
+from time to time.
+ Ensure proper implementation of this policy in their premises.
+ Ensure that new employee understands the content of this policy by giving
+them short briefing.
+ Carry out the risk assessment prior to any work activity to be undertaken.
+
+**12.6.3 Employees**
+
+It shall be responsibility of all the employees of the KPPRA to:
+[
+ Read, understand and adhere to all health, safety & environment related
+risks, procedures mentioned in this policy and keep them abreast with the
+latest information being issued from Head Office.
+ Participate in regular fire drill being held at their office.
+ Understand the location of fire alarm, fire extinguishers, first aid box,
+emergency exits and important emergency telephone number.
+ In case of emergency evacuation of the premises, ensure safety of
+important office documents, without endangering their life.
+ Switch off all the electrical, mechanical and electronic equipment under
+their use while leaving the office.
+
+
+**12.6.4 Human Resource Division**
+
+It shall be responsibility of Human Resource Division (HRD) to:
+
+```
+ Review and update this policy, on regular basis, in line with the
+recommendations of Director HR/ Admin & Finance and with the KPPRA’s
+overall strategy on Health, Safety & Environment.
+ Conduct regular courses for safety officers/ officers designated by Director
+HR/ Admin & Finance on fire fighting and first aid in coordination with
+Director HR/ Admin & Finance.
+```
+### 12.7 ENVIRONMENT
+
+KPPRA main business operation is to provide quality services to its customers
+and hence does not undertake any activity that can damage the environment in
+which it is operating. However, the general environmental duty requires all the
+employees to take reasonable steps to prevent or minimise any environmental
+harm their actions may cause.
+
+KPPRA will continue to improve its image as socially responsible corporate
+citizen by sponsoring/financing projects (subject to other terms and conditions
+as per KPPRA policy) such as development of parks, roundabouts, tree
+plantations, tourism, festivals etc. Furthermore, KPPRA will continue to work
+with NGO’s working for the improvement of environment of the society.
+
+Every effort will be made by the KPPRA to ensure that potential hazards to the
+environment, its consequences and remedial actions are considered while
+funding any project that can possibly have any environmental risk.
+
+**12.8 KPPRA Health & Safety Strategy**
+
+Director HR/ Admin & Finance shall have overall responsibility for
+implementation of this policy. He will prepare the strategy/action plan for
+
+
+implementation of this policy for review and approval of MD. Strategy should
+also ensure that adequate resources are allocated to allow the implementation of
+this policy in the KPPRA. They will also prepare an annual report and would
+regularly advise the KPPRA on health, safety & environment matters. The report
+will review progress against the strategy, report on major accidents reported and
+action taken to prevent such accidents in future. This report will allow KPPRA to
+monitor and review other key health & safety performance indicators. The terms
+of reference for Director HR/ Admin & Finance for smooth implementation of
+above strategy, are:
+
+```
+ To advise the KPPRA & employees on the Health, Safety and Environment
+Policy;
+ To act as the consultative body of the KPPRA on health, safety and
+environmental issues;
+ To investigate accident & incident and take appropriate action on the
+findings;
+ To audit the health, safety and environmental performance of the KPPRA;
+ To provide assurance that the KPPRA is meeting its obligations in matters
+of health, safety and environment.
+ To co-ordinate and review the KPPRA’s Health, Safety and Environment
+Management systems;
+ To facilitate the implementation of the KPPRA’s Health, Safety and
+Environment Plans;
+ To prepare annual report on Health, Safety and Environment;
+ To monitor and administer actions arising from the Health, Safety and
+Environment policy and strategy;
+ To liaise with external authorities on matters of Health, Safety and
+Environment.
+```
+
+### 12.9 PROCEDURE
+
+**12.9.1 Fire Safety**
+Safety Officer for Head Office will be nominated by Director HR/ Admin &
+Finance while safety officers for each premise will be nominated by Director HR/
+Admin & Finance in-consultation with regional/ relevant area head. List of safety
+officers will be maintained at Head Office and updated on annual basis or as and
+when required.
+
+**12.9.2 General Fire Prevention**
+Fire is probably the most serious danger which most KPPRA personnel will ever
+have to face. It can break out almost anywhere and can affect everyone. Two
+types of fire can break out in the premises of the KPPRA 1) Electrical fire and 2)
+general fire due to wooden items, paper and other combustible material.
+Regular fire prevention routines are one of the simplest and most efficient means
+of preventing fire. The value of the nightly routine of switching off and
+unplugging electrical equipment (unless the equipment concerned is designed to
+run continuously), checking that gas fires and gas taps are turned off, and closing
+the doors to all rooms and staircase enclosures, cannot be over-stressed.
+
+**12.9.2.1 Fire Routine Procedure**
+[
+Safety Officer must ensure that all members of staff are instructed in the action to
+be taken should a fire break out. This is most conveniently done by giving each
+member of staff written instructions in the form of a Fire Routine Procedure
+which will be developed by safety officer under the guidance of Director HR/
+Admin & Finance
+
+
+**12.9.2. 2 On Discovering a Fire**
+
+If you discover a fire:
+
+```
+ Operate the nearest fire alarm. If no fire alarm is provided, shout "Fire".
+ On hearing the fire alarm, calmly leave the building immediately by the
+nearest available exit. If time permits without endangering your life,
+secure important documents, cash, shut down system etc.
+ Lifts must NOT be used. Help any injured, aged, disabled person to
+evacuate the premises.
+ Assemble at a safe place for headcount/attendance.
+ Ensure that the emergency department such as fire brigade, police,
+hospitals etc. has been informed of the location of the fire. Also inform
+security officer about the incident.
+```
+**12.9.2.3 Means of Escape (Fire Exits)**
+
+It is essential that the means of escape from a building should function efficiently.
+Exit doors should be fastened so that they can be easily and immediately opened
+from the inside without the use of keys. Exit routes must not be obstructed or
+used as storage areas.
+
+**12.9.2.4 Fire Fighting Equipment**
+
+Generally, two to four types of fire extinguishers are provided in KPPRA
+premises. Each has a specific range of use and each is located adjacent to the
+related fire risk. The extinguishing media used are: water, carbon dioxide,
+vaporizing liquid and dry powder. The external appearance of each type of
+extinguisher maybe different and each carries its own instructions for use. In
+certain buildings, hose reels are also provided. Fire blankets are provided in
+many locations and should be used for smothering fires involving flammable
+liquids or burning clothing.
+
+
+KPPRA’s personnel are well advised to know the location of the firefighting
+equipment in their area of work, to know on what type of fire each piece of
+equipment can be used and how each should be used. Instructions for the use of
+fire extinguishers can be obtained from the KPPRA Safety Officer.
+
+Whenever firefighting equipment has been used, an immediate report must be
+made to the Safety Officer, so that the equipment may be recharged or replaced.
+
+**12.9.2.5 Fire Fighting**
+
+In all buildings protection of human life must take priority over fighting fires. The
+person discovering a fire must promptly initiate the emergency procedures listed
+above, unless they are entirely confident that they can extinguish the fire
+immediately, using an appropriate fire extinguisher, fire blanket, etc. Delay can
+be fatal as, once a fire is out of control, it can spread rapidly and cut off escape
+routes.
+
+If possible, and without endangering personal safety, attempts can be made to
+contain and control a fire until the Fire Brigade arrives. Make sure that you use
+the correct type of fire extinguisher. The wrong choice can turn a minor incident
+into a major event. Always remember to take a position between the fire and the
+exit so that your escape route cannot be cut off. Be aware of what is happening in
+the surrounding area and take account of your own limitations. If possible,
+always make sure that someone else knows that you are tackling the fire.
+
+**_12.9.2.6 After a Fire_**
+[
+Even if a fire appears to have been successfully extinguished it will still be
+necessary to ask the Fire Brigade to check that the fire has not unknowingly
+spread, and that materials or the building fabric cannot reignite.
+
+Headcount of all the employees should be carried out by safety officer to
+ascertain any missing personnel. For this purpose all employees should gather at
+a nearby location (already identified by safety officer) and attendance should be
+carried out to match with office attendance log.
+
+
+Safety Officer must ensure that all fires within the building are recorded and
+reported to the Head Office through proper channel.
+
+**12.9.2.7 Fire Drills**
+It is essential that the fire alarm system and a pre-arranged plan specific for the
+evacuation of each building should be tested regularly. Safety Officer must ensure
+that fire drills are held at each location, at least on half yearly basis.
+As soon as you hear the fire alarm, prepare to evacuate the premises.
+
+**12.9.3 First Aid**
+
+**12.9.3.1 First Aid General**
+The guidance given in this section is the simplest instruction in First Aid. If you
+have not learned basic First Aid measures, or have not been trained in First Aid,
+you must familiarize yourself with the name(s) and location(s) of your nearest
+qualified First Aider(s)/ Safety Officer. It will be too late to try to find this
+information once an accident has happened.
+Notices giving the names, telephone numbers and locations of persons qualified
+in First Aid and the location of the nearest First Aid equipment must be
+prominently displayed in the building.
+
+**_12.9.3.2 Principles of First Aid_**
+
+First Aid is the skilled provision of treatment for a casualty or any person
+suddenly taken ill, using the facilities and materials available at the time, to save
+life and to prevent any deterioration in the condition of that person while
+awaiting the arrival of qualified medical assistance (usually an ambulance). First
+Aid boxes are provided in each area or building and these boxes should be placed
+at a prominent place.
+
+
+**12.9.3.3 First Aid Immediate Action**
+
+If an accident occurs, you should do the following: -
+
+Check your own safety! You are of no use if you become a second casualty. Use
+protective clothing and equipment where necessary. Identify the cause, nature of
+injury and respond accordingly. Casualties should be seated or reclined when
+being treated, as appropriate.
+
+```
+ Keep calm - assess the situation - reassure the casualty
+```
+Speaking calmly to the casualty establishes consciousness and may provide
+useful information about the accident and assist in eliminating continuing
+danger. If immediate danger threatens, remove the casualty carefully to a safe
+place without endangering yourself. If the person's clothing is on fire, roll the
+casualty on the ground in a coat or fire blanket, etc.
+
+Get help at once if the injuries appear serious by calling a qualified First Aider.
+Delegate a person nearby to call an ambulance, if one is required.
+**_[_**
+
+**12.9.3.4 First Aid First Priorities**
+
+**a. Breathing & Heart Beating:**
+
+```
+ If the casualty is not breathing, start mouth-to-mouth respiration at once
+(see method below).
+ If the casualty heart is not working, start CPR as per method below.
+Remember, the first minutes are vital.
+```
+**b. Bleeding:**
+
+```
+ If bleeding is severe, apply firm direct pressure on the wound to stop the
+bleeding, using hands, pads, dressings, etc. Maintain pressure until
+professional help is available.
+ If the bleeding is from a limb, elevate it 10" to 12" to reduce the blood flow.
+```
+
+```
+ Do NOT use a tourniquet.
+```
+**c. Trauma or Fluid Loss:**
+
+```
+ Keep the casualty quiet, reassured and comfortable.
+ Keep the casualty warm by a light covering but do not overheat.
+ Do NOT give anything to eat or drink to the casualty as this may cause
+complications if medical attention is required.
+```
+**d. First Aid Electric Shock**
+
+```
+ Do NOT touch the casualty until the current is switched off. If the current
+cannot be switched off, stand on some dry insulating material and use a
+wooden or plastic implement to free the casualty from the electrical
+source.
+ If breathing has stopped, start mouth-to-mouth respiration and continue
+until the casualty starts to breathe or until medical help arrives.
+```
+**e. Mouth-to-Mouth Respiration/CPR**
+
+CPR is most successful when administered as quickly as possible, but you must
+first determine if it's necessary. It should only be performed when a person isn't
+breathing or circulating blood adequately.
+
+Quickly evaluate whether the person is responsive. Look for things like eye
+opening, sounds from the mouth, or other signs of life like movement of the arms
+and legs. In infants and younger children, rubbing the chest (over the
+breastbone) can help determine if there is any level of responsiveness. In older
+children and adults, this can also be done by gently shaking the shoulders and
+asking if they're all right.
+
+The next step is to check if the victim is breathing. You can determine this by
+watching the person's chest for the rise and fall of breaths and listening for the
+sound of air going in and out of the lungs. If you can't determine whether
+
+
+someone is breathing, you should begin CPR as mentioned below and continue
+until help arrives.
+
+```
+ Lay the casualty flat if possible.
+ Ensure no obstructions are in the mouth (remove dentures, etc.).
+ Ease constrictions at the neck, chest and waist.
+ Place a rolled jacket or pad under the shoulders to arch the neck.
+ Pinch the casualty’s nostrils and draw the chin forward to open the mouth.
+ Take a moderately deep breath and breathe steadily into the casualty’s
+mouth (chest will rise).
+ Lift your own head and allow the casualty to exhale (see chest deflate).
+ Repeat this cycle at a rate of 6 to 8 per minute.
+ Continue until the casualty resumes breathing unaided or until qualified
+medical services take over, however long this takes.
+ In case casualty’s heart beat is stopped, you should give two rescue
+breaths followed immediately by cycles of 30 chest compressions and 2
+rescue breaths. This procedure involves pushing on the chest to help
+circulate blood and maintain blood flow to major organs.
+ If breathing resumes, place the casualty in the Open Airway (Recovery)
+Position and treat as an unconscious casualty.
+```
+Open Airway (Recovery) Position
+
+
+**f. Burns and Scalds**
+Burns and scalds, however large or small and from whatever cause (including
+chemicals) should be cooled by flushing with copious amounts of cold water for
+at least 10 - 15 minutes (longer if necessary). The affected area should then be
+covered with a dry sterile dressing.
+Never apply any lotions, ointments or anything similar to a burn or scald. COLD
+WATER ONLY.
+
+Do **NOT** burst blisters or attempt to remove charred materials from a burn.
+Always obtain medical attention.
+
+**g. Eyes**
+
+Foreign bodies (including chemicals) in the eye should be flushed out using clean
+cool water for at least 10 - 15 minutes. Sterile eye wash bottles of the sealed cap
+type may be used if tap water is not immediately available. Casualties with eye
+injuries should always be sent to the hospital with the eye covered by a pad.
+
+**12.9.3.5 First Aid Box Requirement**
+First aid box with following minimum requirement should be provided at each
+premise:
+ Guidance Card: noting the most important emergency procedures.
+ Wrapped Sterile Adhesive Dressings (Assorted sizes): for protecting
+small cuts or other breaks in the skin.
+ Sterile Eye Pads: sterile pad with a bandage attached to it to use over
+the eye following eye injuries.
+ Individually Wrapped Triangular Bandages (preferably sterile): can be
+used as a pad to stop bleeding, as a sterile covering for large injuries
+such as burns, as a bandage, or to make a sling.
+ Safety Pins: may be necessary to secure bandages.
+
+
+```
+ Medium Wound Dressings: a sterile unmedicated dressing pad with a
+bandage attached to it.
+ Disposable Gloves: gloves to be worn at all times when dealing with
+blood or body fluids.
+ Plastic Disposable Bags: to be used for disposal. This waste should be
+incinerated where possible, or sealed and disposed of in the normal
+way.
+```
+Tablets or other medication must **NOT** be kept in the First Aid box. It is advisable
+to have small boxes at various sites instead of one large one.
+
+**12.10 Risk Assessment**
+Risk assessment exercise will be carried out by Safety Officer prior to any work
+activity to be undertaken. The assessment must be carried out in consultation
+with those who will undertake the work. A written statement of the assessment
+identifying any significant hazards must be completed and provided to those
+undertaking the work. The assessment should describe the preventative and
+protective measures required to avoid, eliminate, reduce or control the risks
+identified to a tolerable level.
+
+**12.11 Conclusion**
+A safe and healthy environment in the KPPRA can only be possible if we
+understand the importance of it and act together to make KPPRA a safer place to
+work. Good housekeeping can prevent most of the accident from happening.
+Prevention is always better than cure.
+
+
+# CHAPTER- 13 : TRAINING AND DEVELOPMENT
+
+## 13.1 Training Need Assessment
+
+KPPRA recognizes the responsibility to enhance employee’s opportunity to
+develop skills and abilities for performance maximization within the position and
+for career advancement within KPPRA.
+
+Both the concerned department and the HRD have a responsibility to assist in the
+professional development of staff / employees.
+
+HRD will assist in professional development process by evaluating the
+recommendations of departments as well as overall KPPRA needs. HRD will also
+assist departments by developing and presenting training courses.
+
+The aim and objectives of staff development is to assist the development of each
+individual and thereby enhance the overall KPPRA’s performance through
+improved organizational efficiency and effectiveness.
+
+```
+ Preparation of employees to deal with new technological and other
+developments.
+ Development of additional work capabilities.
+ Increasing the employee’s level of competence.
+ Increasing the employee’s opportunities for promotion within the
+organization.
+ Increasing efficiency and productivity.
+ Aligning the performance, efficiency and effectiveness of individuals with
+the overall performance and development of organization.
+```
+The following training is mandatory for the designated group(s) of staff
+employees:
+
+
+```
+ All new employees shall attend new employee orientation within three (3)
+days after their first date of employment.
+ All newly hired or promoted supervisory employees shall complete a
+supervisory training program.
+ All employees with supervisor responsibilities shall complete coaching,
+feedback, and performance appraisal of managerial competency skills.
+```
+**13.2 Needs Assessment Procedure**
+
+```
+ It is the responsibility of the immediate supervisor to define the Job
+Descriptions or Key Performance Indicators (KPIs) and at the end of the
+year Evaluate the individual on the basis of KPIs and decide the area
+where performance of the employee is lacking, so that the employee can
+be trained in that particular deficient area.
+ At the end of each year, HRD will compile Performance Review
+Appraisals for all employees. While assessing the performance,
+supervisors will also be asked to rate the employees in key competencies
+required to perform the job effectively.
+ Any gap between the targeted level of competencies and employee’s
+current capabilities will be identified as a future training need.
+ The competency framework will cover job related requirements,
+skills, managerial effectiveness (for Grade 16 and above) and any other
+relevant skills as identified by the supervisor.
+ Supervisors will also be given the opportunity to identify any
+training need that they deem necessary, relevance to the employee’s role
+in the organization, impact on performance improvement, targeted
+outcome and method for evaluation of effectiveness.
+ HR Department will arrange a meeting of Department Heads and Area
+Heads to review training program. This forum will also be used to identify
+group and area level training needs that may arise because of changing
+```
+
+```
+business circumstances, strategic planning, change in policies and working
+methodologies, technology up-gradation and strategic re-organization.
+ HRD will formulate policy for the need assessment process for the
+branches. Execution / Implementation will be done by each branch/ area,
+through the submission of training plans to the HRD.
+ The finalised version of training program will be approved by
+branch/ area Head and will be sent to Director HR/ Admin & Finance for
+integration with the organization level training plans.
+ Department heads may recommend any training and development
+activity, which would benefit the department or the staff employee.
+Department and division heads are also encouraged to develop
+departmental or divisional staff development programs peculiar to the
+needs of the department or division.
+```
+**13.3 Local Trainings**
+Scheduled training programs for employees will be intimated by HRD through
+memos distributed to all department heads, web sites and other KPPRA
+publications.
+
+```
+ After approval by the department head, a staff / employee may attend a
+training program conducted by HRD or other institution.
+ A staff / employee may request the nomination/registration for
+announced training programs.
+ A staff / employee nominated for training may attend during working
+time, after approval of the department head.
+ An employee who registers for training for personal objectives may attend
+on personal expense at the department head’s discretion.
+ If a department’s training needs cannot be met by HRD, a referral of the
+request may be made to HRD for their advice and direction.
+ Training at KPPRA expense will be regulated through a Bond.
+```
+
+**13.4 Foreign Trainings**
+
+```
+ Deputationist and contract employees shall not be considered for any
+foreign trainings. Similarly, employees whose employment period with
+KPPRA is ending within six months, at the time of training need
+assessment, will also not be considered.
+ Should the employee resign / seek discharge before time-frame specified
+in the Bond, he / she will have to reimburse KPPRA expenses incurred on
+training on a pro rata basis; reducing every year proportionately.
+ In case of foreign trainings or trainings for which the expenses incurred on
+the training exceeds Rs. 50, 000/- required an employee to sign a surety
+bond for a certain period of time, which will be decided as per the training
+and its expense.
+```
+**13.5 Training Schedule**
+
+```
+ Annual Training Plan (HR#1 6 ) will be developed after considering the best
+available options for different trainings services providers.
+ A database shall be established by the HRD including the details of trainers
+(Internal, external), training areas and date of trainings both in case of
+internal and external training institutes.
+ The HR Department will identify the trainer, training date and training
+mode.
+```
+**13.6 Training Budget**
+ HR Department will calculate the approximate cost for all trainings
+required for the current year. The training cost will depend on the mode of
+training, training arrangements, course material, or participation fee, in
+case of external training.
+ The training budget for next year will be prepared and forwarded to F & A
+department for approval. In case where the approved budget is less than
+
+
+```
+the proposed budget the HR Department will review the training schedule
+to keep the cost within approved budget.
+ The final training schedule will be communicated through memos
+distributed to all department heads and/ or in KPPRA’s internal
+publications.
+```
+**13.7 Management of Training**
+
+To finalize the training schedule, decision will be obtained from HDR on the
+following arrangements:-
+
+```
+ Location
+ Facilities
+ Accessibility
+ Comfort
+ Equipment
+ Timings
+ Finances
+```
+Careful attention to the above operational details will contribute towards the
+success of the training program.
+
+HRD and branch/ area head shall also take decision on the following areas to
+establish an effective training program:-
+
+```
+ Define training objectives
+ Define training outcomes
+ Develop training methods
+ Decide the trainer
+��� Decide trainees for training
+ Method of training evaluation
+```
+
+**13.8 Training Resources**
+
+**13.8.1 In-house Training**
+
+In-house training resources will include a pool of Resource Persons / internal
+trainers. The HR Department is responsible to establish a list of Resource
+Persons / internal trainers and their areas of expertise which will be updated
+every year after completion of performance appraisal cycle.
+
+HR Department will also establish an approved list of external trainers available
+to conduct in-house trainings, when required, for KPPRA.
+
+**13.8.2 External Training**
+
+External resources will include all of the following:-
+
+```
+ List of training Institutes and their training schedules and fees.
+ Upcoming trainings (Local / Abroad)
+```
+HRD will be responsible to collect information regarding the above mentioned
+resource.
+
+This list will be established and up dated every year before finalising the year
+training schedule.
+
+**13.9 In-house Training Methodology**
+
+In-house training opportunities will be provided to all employees using various
+methods including on-job training, class room training (workshops, lectures,
+seminars) etc.
+
+On-the-job techniques include orientations, job instruction training,
+apprenticeships, internships and assistant-ships, job rotation and coaching.
+
+A Training Plan shall be developed by the HRD in consultation with supervisor
+indicating the trainer name, time allocated for the training each week and the
+total period of training.
+
+
+Regardless of the type and method of the training, all trainers will be required to
+develop a formal outline and content of the training program. The training
+content may include, but not limited to, the following;
+
+```
+ Course Manual/Handouts
+ Training Presentation
+ Exercises
+ Brief Outline
+```
+**13.10 Trainer Identification and Course Allocation**
+[
+**13.10.1 Internal Trainer / Resource Person**
+ HRD will establish Trainers’ Competency Criteria. This will include the
+description of knowledge, skills and abilities necessary to impart effective
+trainings.
+ A list of potential trainers with their training capabilities will be
+established with the help of information provided by the department
+heads.
+ Employees who wish to accept trainer’s role voluntarily, will also be
+encouraged for any specified training.
+ All potential trainers will be evaluated against the established criteria and
+the gap will be addressed in their T&D program. All potential trainers will
+be required to successfully complete Training of Trainers (ToT) programs
+to be organized by HR Department using internal or external resources.
+ After successful completion of Training of Trainer (ToT) program,
+potential trainers will be listed in the Internal Trainers / resource Person
+List.
+ The trainer’s list will be reviewed on a two year cycle. Necessary changes/
+updation will be made on the recommendation of Director HR/ Admin &
+Finance.
+
+
+**13.10. 2 External Trainers**
+ There are many outside training sources, including consultants, technical
+and vocational institutes, educational institutions and experts etc.
+ The selection of external training sources will be based on expertise in
+specified area/subject, market reputation; trainer’s profile, facilities and
+fees. MD will review the credentials of the external training sources and
+will approve them for inclusion in the approved list of training providers.
+ HRD can also obtain training resources outside the above pool on need
+basis, However, the selection will be based on the evaluation of the MB.
+
+**13.11 Training Evaluation**
+
+**13.11.1 Trainer’s Evaluation Report of trainees**
+
+All internal trainers shall furnish Trainee’s Evaluation Form (HR#1 7 ) based on
+trainers’ evaluation of all participants in the following areas:-
+
+```
+ Active participation in training
+ Results of pre and or post training course evaluation
+ Trainee’s ability to grasp and apply the knowledge
+ Ability to further disseminate the acquired knowledge in the fellow team
+members.
+```
+**13.11.2 Trainee’s Evaluation of Trainer**
+
+```
+ All participants will be given a Training Evaluation Form required to be
+filled at the end of training session.
+ Incase of external or foreign training HR Department will ask the
+employee to fill the form immediately after the training.
+ The trainee’s feedback will be reviewed to monitor the performance of the
+trainers/training services providers and will used to determine relevance,
+```
+
+```
+utility and effectiveness of the trainer/training program. This review will
+be used to update the trainer’s / training services provider’s pool.
+```
+**13.11.3 Supervisor’s Evaluation of Trainee**
+
+The supervisor will be responsible to discuss and agree with the expected area of
+improvement with the employee before sending him on the training.
+
+The supervisor shall review the performance of the employee after one month of
+the date of training received by the employee. In this review the performance
+against expected outcome will be discussed and the result will be reported on the
+Training Evaluation Form.
+
+
+# CHAPTER- 14 : TRAVELLING
+
+## 14.1 Traveling within Country
+
+An employee traveling inside the country on official duty or on transfer from one
+station to another shall be entitled to such allowance to meet his expenses for
+traveling and stay, and for transportation of household effects on permanent
+transfer, as defined in the under mentioned TA/DA Rules.
+
+## 14.2 General Regulations
+
+```
+ Travel, on official duty must be undertaken with the approval of the
+competent authority who will be MD or a person authorized by him for the
+purpose. CA, when giving permission, will be guided by the usefulness to
+the institution of the proposed travel.
+ Families accompanying officers traveling on official duty will not be paid
+for by the KPPRA, unless accompanying on transfer.
+ Duration of stay at a station should be limited to the authorized period.
+Any stay beyond the authorized period must be approved by the CA, else it
+will be at the expense of the individual.
+ Only such expenses as are incidental to the official stay would be
+permitted. Personal or unjustified expenses e.g. personal entertainment
+etc. shall not be included in the bill.
+ Official entertainment during the tour should be paid for and claimed
+separately and would require the approval of the competent authority.
+```
+## 14.3 Entitlement on Transfer
+
+Following are the rates of Transfer Grant, Travel Allowance and Daily Allowance
+etc. admissible to the Employees of the KPPRA:-
+
+
+**_14.3.1 Transfer Grant (Luggage)_**
+
+**BPS-19 & Above BPS-17 & 18 BPS-16 & Below**
+
+Two 5-ton One 5-ton 100 mds.
+
+Civilian Trucks Civilian Truck
+
+Or one Railway wagon ‘C’ one Railway wagon ‘C’
+
+Reimbursement will be made provided the claim is supported by Truck
+Receipt/Rail Receipt/Airway Bill/ Packer & Mover’s bill as applicable.
+
+**_14.3.2 Travel Grant_**
+
+On transfer, the staff will be entitled to tickets on KPPRA account for self, spouse
+and dependent children, as per their entitlement and would be paid half gross
+salary to compensate for relocation, not exceeding the following:-
+
+```
+Married Unmarried
+```
+BPS-19 & Above Rs 15,000.00 Rs 10,000.00
+
+BPS-17 & 18 Rs 10,000.00 Rs 5,000.00
+
+BPS-16 & Below Rs 5,000.00 Rs 3,000.00
+
+**_14.3.3 Transportation of personal Motor-Car/Motor-Cycle_**
+Transportation of personal motor car/ motor cycle shall be allowed for actual
+expenses.
+
+
+**_14.3.4 Joining Time_**
+On transfer, an employee will be allowed joining time, not exceeding 7 days or as
+per the instruction of the competent authority, excluding Sundays and gazetted
+holidays.
+
+**_14.3.5 Entitlement at the time of joining_**
+
+Tickets & other transportation expenses for self/family to be provided to newly
+appointed employee who is joining the KPPRA at a location different from
+his/her last working location at his previous organization subject to approval by
+MD at the time of appointment.
+
+**_14.4 Entitlements on Local Travel_**
+
+**14.4.1 Class of the mode of Travel**
+
+Officers shall be allowed to travel by Air or A.C. by train while on official
+duty/transfer as under:
+
+BPS-19 & Above : First Class
+
+BPS- 18 : Economy Class
+
+Officers in BPS- 17 will be entitled to travel by train in A.C. and Air, if exigencies of
+service so necessitate and in case where the traveling distance is more than 200
+kms, the officers shall be allowed to travel by air, with the prior approval of the
+Competent Authority.
+[[
+**14.4.2 Mileage Allowance**
+Mileage Allowance for Officers on official duty, if he/she uses his own transport
+shall be paid following allowance:
+By Car : Rs.10.00 per k.m.
+
+By Motor-Cycle/Scooter : Rs. 6.00 per k.m
+
+
+**For BPS-16 & Below**
+Public transport:-
+By Taxi : Rs.5.00 per k.m./Actual
+
+By Wagon : Rs.2.00 per k.m. or actual (single seat basis) whichever is
+lower.
+
+**14.4.3 Accommodation While On Tour**
+The Officers and other employees of the KPPRA will be entitled to the following
+accommodation/charges in major cities within Pakistan: -
+
+```
+ BPS-19 & Above - Five Star Hotel
+(Executive / Business Floor)
+ BPS- 18 - 3,500/- per night or 4 Star Hotel
+(Standard Floor)
+ BPS- 17 - 3,000/- per night or 3 Star Hotel
+ BPS-16 & Below - Hotel where room-and-board is not more
+than Rs 2,500 per day.
+```
+If any employee does not use Hotel/Accommodation, he will be paid four D.As
+(one normal plus three extra) in lieu of hotel expenses while in travel within
+Pakistan.
+
+The Hotel expenses shall be admissible on production of Hotel bills and receipts
+submitted along with T.A. bills on prescribed TA/DA Form (HR#1 8 ) of KPPRA.
+The Hotel Expenses will include Room Rent/Taxes/Food (three meals a day not
+exceeding Rs 2,000/- for BPS-17 & Above and Rs 1,000/- for BPS-16 & below)
+and Laundry.
+
+
+**14.5 Reimbursement of Expenses**
+An employee of the KPPRA may claim reimbursement of the following expenses
+per day, (a day means calendar day beginning at midnight and ending at the next
+midnight)
+ **Fare**
+Fare includes the cost actually incurred for reserving accommodation by
+air, rail or bus as per entitlement.
+ **Traveling Expenses**
+Traveling expenses means an expense given to meet the cost of a
+particular journey calculated according to the distance traveled.
+ **Hotel Expenses**
+Means an expense given to meet the hotel expenses for stay at out station,
+which includes Room Rent, Government Taxes, food and Laundry, if any.
+ **Conveyance Expenses**
+Conveyance expenses cover the expenses of transport from residence up
+to the place from where the journey will commence i.e. bus stand, railway
+station, or airport and back, at permanent location and from railway
+station or bus stand and airport whatever the case may be up to the place
+of duty and back at the station of temporary duty.
+
+**14.6 Daily Allowance**
+
+```
+ Daily allowance means a payment to an employee as per rules in force for
+any day during which he is absent from permanent station on duty
+undertaken with the approval of the Competent Authority, to cover the
+ordinary expenses incurred by him in consequence of such absence.
+ The daily allowance in the case of temporary duty to station other than
+where permanently posted, should be regulated by exigencies of services
+but at least six hours continuous absence from regular place or one day
+will be necessary to become entitled to daily allowance.
+```
+
+```
+ Daily Allowance for each calendar day will be admissible for the period of
+absence from Head Office/area office (including time spent in transit). Not
+more than one daily allowance will be admissible on any calendar day. A
+fraction of a calendar day will be considered as a full calendar day for all
+purposes.
+ The period of forced delay in transit will be treated as a part of the total
+transit period. Daily Allowance shall be admissible on Sunday and other
+public holidays falling during the period of an employee's temporary duty
+at an outstation.
+ If an employee takes Casual Leave at any stage of the tour he shall not be
+entitled to any Daily Allowance including the hotel room rent for the
+period of such leave.
+ Following Daily Allowance to Officers & other employees of the KPPRA will
+be admissible to cover conveyance, and out of pocket, (out station)
+expenses, while on official duty: -
+ BPS-19 & Above Rs.500/- per day
+ BPS- 18 Rs.400/- per day
+ BPS- 17 Rs.300/- per day
+ BPS-16 & Below Rs.200/- per day
+```
+**14.7 Traveling Abroad**
+
+```
+ The entitlement for stay during overseas visit will be as under:
+ BPS-19 & Above Five Star
+ BPS- 18 Four Star
+ BPS- 17 Three Star
+ Daily allowance while on travel abroad to cover out of pocket expenses
+shall be as under:
+ BPS-19 & Above - US $ 200.00
+ BPS- 18 - US $ 150.00
+ BPS- 17 - US $ 1 00 .00
+```
+
+# CHAPTER-15: PERFORMANCE MANAGEMENT SYSTEM
+
+## 15.1 Establishment of Goals
+
+Individual objectives are identified in one to one meetings of the concerned
+Department Heads with the subordinates. In this process last year’s objectives,
+strategic goals and employee’s performance are considered to help establish
+objectives for the next year, after having agreement with the employee.
+Departmental Heads will identify key performance indicators (KPIs) against each
+objective. This will facilitate measurement of employee’s performance against
+agreed individual objectives. Agreed objective and KPIs will be documented and
+will be forwarded to Department head, Employee and HRD for reference.
+
+## 15.2 Performance Review System
+
+Performance reviews are a critical component of performance management
+system of KPPRA and are most successful when managers and supervisors
+clearly define job performance expectations, recognize individual
+accomplishments, and identify specific areas for development.
+
+The performance appraisal system will only be used for the employee of BPS- 6
+and above.
+
+For employees in BPS-5 and below increments will be given on the
+recommendations of immediate supervisor with approval of competent
+authority.
+
+KPPRA Performance Appraisal Form is attached as HR# 19.
+
+## 15.3 Procedure
+
+The formal performance appraisal procedure has been established for reviewing
+the performance of employees against the personal and organizational objectives
+
+
+and his/her own competencies. This process will be performed at the following
+occasions
+
+```
+ By the end of the probationary period of new employee.
+ For all other employees once in the year before the end of December.
+```
+The performance review is performed during the year by the immediate
+supervisor or department head. This also helps in providing feedback for the
+current year and provides an opportunity to jointly set performance goals for the
+coming year.
+
+The performance evaluation starts with employee’s own feedback on his/her
+technical and professional achievements during the last performance period.
+This provides them an opportunity to highlight their own performance in
+relation to their assigned tasks/targets.
+
+In the second step, supervisor or head of the department reviews the
+performance goals of that particular employee along with the knowledge, skills
+and abilities necessary to achieve defined objectives. It is required that the
+assessment should be objective, job specific and meaningful and cover the entire
+time of the review.
+
+The evaluation process covers the following areas;
+
+```
+ General Ability
+ Character
+ Performance
+ Technical Ability
+ Administrative Skills/Compliance
+ Performance Objectives
+```
+The appraiser will be required to arrange a one-to-one discussion session with
+the appraisee. The appraiser will discuss the appraisal form with the employee
+and will explain reasons for the assigned rating. In case of any disagreement
+
+
+between appraiser and appraisee, the appraiser will be required to clarify his
+understanding and provide appropriate justification to the employee. Same
+should be recorded in the comments section.
+
+The Appraiser in consultation with the appraisee will set the performance
+objectives for the next year/period which will be documented in Section 9. The
+Appraiser will also identify Key Performance Indicators (KPI) for each objective.
+Any training and development requirement that is essential to perform the job
+effectively or to help the individual in achieving his/her objectives will be
+identified and recorded in section 10.
+
+Both the parties, i-e appraiser and appraisee, will sign the Evaluation Form as a
+proof of their agreement. In case an appraisee is not in agreement with the
+outcome of his evaluation, he will record his point of view in remarks section
+before signing the form.
+
+An overall Cumulative Performance Rating is obtained by combining the total
+score of Competencies’ ratings (section 1 - 5) and average score on objectives
+rating (Section 6).
+
+At the end of evaluation and upon agreement on the rating, the overall comments
+are documented on the Performance Evaluation Form.
+
+## 15.4 Definitions of Terms / Elements Contained in Appraisal Form
+
+# Intelligence & Mental Alertness
+
+Intelligence is an umbrella term used to describe a property of the mind that
+encompasses many related abilities, such as the capacities to reason, to plan, to
+solve problems, to think abstractly, to comprehend ideas, to use language, and to
+learn. There are several ways to define intelligence. In some cases, intelligence
+may also include traits such as creativity, personality, character, knowledge, or
+wisdom.
+
+
+**_Knowledge of Work_**
+
+Knowledge is defined variously as (i) expertise, and skills acquired by a person
+through experience or education; the theoretical or practical understanding of
+work or profession, (ii) what is known in a particular field or in total; facts and
+information or (iii) awareness or familiarity gained by experience of a fact or
+situation.
+
+**_Judgment_**
+
+In non-legal contexts, a judgment is a balanced weighing up of evidence
+preparatory to making a decision following a formal process of evaluation. A
+judgment is usually the outcome of an evaluation of alternatives. The formal
+process of evaluation can sometimes be described as a set of conditions and
+criteria that must be satisfied in order for a judgment to be made.
+
+**_Communication Skills_**
+
+Communication is the sharing or exchange of thought by oral, written, or
+nonverbal means. To function effectively, managers need to know and be able to
+apply strategically a variety of communication skills that match varying
+managerial tasks. These tasks might call for nonverbal, presentational, or written
+skills as the manager meets others, speaks at meetings, or prepares reports to be
+read by clients or those higher on the organizational ladder. To work effectively,
+managers also need to know sources of information. Finally, managers need to
+understand the different communication channels available.
+
+**_Attitude_**
+Attitude refers to the ‘feel’ part of your work. It relates to how one feels about his
+work and his approach towards work. Hence, work attitude behavior is
+intangible. It defines an individual’s feelings for his work in terms of pride, value
+and beliefs.
+
+
+**_Integrity & Financial Integrity_**
+Integrity is the basing of one's actions on an internally consistent framework of
+principles. One is said to have integrity to the extent that everything one does is
+derived from the same core set of values. While those values may change, it is
+their consistency with each other and with the person's actions that determine
+the person's integrity. Thus in professional environment Integrity refers to
+steadfast adherence to a strict moral or ethical and legal code.
+Financial Integrity is often referred to as honesty. In professional environment,
+financial integrity means that a person, while exercising his financial powers or
+handling organizations funds, follows strict moral and ethical values and legal
+code, remains free of corruption, avoids misuse of financial powers, does not
+involves himself in misappropriation of funds and does not accept bribery or
+others favors that may bias his financial decision.
+
+**_Initiative_**
+An individual’s ability to take introductory measures or actions that can
+positively affect his own performance or performance of the group he belongs to,
+or even the performance of the organization in larger context. The power or
+ability to begin or to follow through energetically with a plan or task; enterprise
+and determination.
+
+**_Leadership_**
+
+The ability to affect human behavior so as to accomplish a mission designated by
+the leader. Leadership is a quality an individual may possess. One can categorize
+the exercise of leadership as either actual or potential:
+
+```
+ actual - giving guidance or direction
+ potential - the capacity or ability to lead
+```
+One of the differentiating factors between management and leadership is the
+ability or even necessity to inspire. A leader may be defined as one who can instill
+passion and direction to an individual or group of individuals and will be using
+
+
+psychology to affect that group either consciously or subconsciously. The
+leadership is often conceived as a set of behaviors that helps a group perform a
+task, reach their goal, or perform their function. In this model, effective leaders
+encourage functional behaviors and discourage dysfunctional ones.
+
+**_Honesty (also see financial integrity)_**
+
+Honesty is the human quality of communicating and acting truthfully related to
+truth as a value. Superficially, honesty means simply stating facts and views as
+best one truly believes them to be. It includes both honesty to others, and to
+oneself and about one's own motives and inner reality.
+
+Honesty implies a refusal to lie, steal, or deceive in any way, suggests an active or
+anxious regard for the standards of one's profession, calling, or position, implies
+trustworthiness and incorruptibility to a degree that one is incapable of being
+false to a trust, responsibility, or pledge.
+
+**_Decisiveness_**
+Decisiveness means determining or having the power to determine an outcome
+of the process. Exercises good judgment by making sound and well-informed
+decisions. Perceives the impact and implications of decisions. Makes effective
+and timely decisions, even when data are limited or solutions produce
+unpleasant consequences. Is proactive and achievement oriented.
+
+**_Truthfulness_**
+
+Ability to speak the truth or present the fact in the correct form without any
+prejudice to any party.
+
+**_Hardwork_**
+
+Putting best of the efforts to perform any duty or accomplish any task within the
+due timeline and with the required quality of output.
+
+
+**_Loyalty_**
+In general, Loyalty is used to describe the employee’s willingness to engage in the
+long-term relationship with the organization. It is also considered as a moral
+attitude where an individual keeps the organization he works for on the first
+priority in all of his professional and work related actions and decisions. Loyalty
+at times also refers to the faithfulness where a person a supposed to safeguard
+the interest of the organization at all times.
+
+**_Output & Quality of Work_**
+
+Output refers to the quantity where an individual is expected to achieve all the
+tasks and targets that were identified for him. The output also refers to the value
+added in terms of an individual’s contribution to the success of his team and his
+organization.
+
+Quality of work gives the second dimension. This refers to the accuracy and
+correctness of the tasks performed by an individual, logically organized and
+neatly presented.
+
+**_Reliability_**
+
+In general, reliability is the ability of a person to perform and maintain its
+functions in routine circumstances, as well as hostile or unexpected
+circumstances. It is the probability that a person will correctly performs some
+activity during a given time period without performing any extraneous and/or
+erroneous activity.
+
+**_Readiness to Accept Responsibility_**
+
+A personality attribute where an individual is willing to accept responsibility of
+the actions (his own or his team) and guide the process of accomplishing the
+targets.
+
+
+**_Degree of Interest in Work_**
+
+The extent to which a person pays attention to the details of the tasks he
+performs and feels concerned for the quality and output. Being meticulous in
+undertaking the requirements of his job effects the output quality.
+
+**_Time Management_**
+
+Time management can refer to all of the practices that individuals follow to make
+better use of their time. It refers to principles and systems that individuals use to
+make conscious decisions about the activities that occupy their time. In the
+business context, time management means using the work hours effectively to
+accomplish various tasks that routine and special and are part of one’s job.
+
+**_Theoretical Knowledge_**
+
+Refers to the basic knowledge of the requirement of the job acquired through
+various knowledge resources. The theoretical knowledge is often gained through
+academic institutions. Theoretical knowledge also refers to the basic
+understanding of the processes and procedures that are used to perform any
+particular task.
+
+**_Practical Ability/Experience_**
+
+Knowledge that is derived from experiment and observation rather than theory.
+Experience as a general concept comprises knowledge of or skill in or
+observation of a job gained through involvement in or exposure to that job itself.
+Experience is gained while employed in a particular job.
+
+**_Punctuality_**
+
+Punctuality is the characteristic of being able to complete a required task or fulfill
+an obligation before or at a previously-designated time. In administrative terms,
+Punctuality also means observing the standard hours of work, strictly observant
+of an appointed or regular time; not late; being prompt.
+
+
+**_Discipline_**
+
+Being disciplined means the ability of a person to follow a particular code of
+conduct, or to adhere to a certain procedure. Discipline pertains to improving
+employee performance through a process of assisting the employee (at least at
+first) to learn the basic norms and procedures so he or she can perform more
+effectively.
+
+Discipline in the workplace is the means by which supervisory personnel correct
+behavioral deficiencies and ensure adherence to established authority rules. The
+purpose of discipline is correct behaviour. It is not designed to punish or
+embarrass an employee.
+
+**_Dress Code_**
+
+Dress Code is the guideline for establishing norms for acceptable dressing /attire
+for the individuals in a work place in order to promote professionalism and
+decency.
+
+**_Response to orders_**
+
+Adhering to the orders given by the supervisors and complying with them with
+the best of your ability.
+
+**_Poor / Below Average_**
+
+Performance does not meet even minimum acceptable standards in most
+instances. Assignments are generally submitted late and/or are incomplete. Does
+not demonstrate ownership of responsibility or any signs of improvement in
+related fields.
+
+**_Average_**
+
+Performs most duties in adequate manner that meets most standards. However,
+some improvements may be required. Occasionally fails to complete assignments
+on time and/or comprehensively. Requires direction and review of major parts of
+
+
+assignments. May hesitate to undertake work outside his defined area of
+responsibility. Understands most duties and overall objectives of the job. The
+employee is beyond the learning phase and is making measurable contributions
+within his/her limitations.
+
+**_Good_**
+
+Performs all duties and responsibilities in a comprehensive manner. Some duties
+are carried out in a superior manner with very few areas for improvement to be
+considered. Fully adequate for the job. May not complete some assignments on
+schedule on occasional basis. Considered highly knowledgeable by supervisors,
+peers and sub-ordinates. Generally works independently and contributions to the
+overall effectiveness of the department.
+
+**_Very Good_**
+
+All duties and responsibilities are conducted in a thoughtful and astute manner
+with little or no need for direction, resulting in outstanding contribution on
+continuous basis. Typically accurate, timely, decisive and comprehensive in
+carrying out assignments and/or making recommendations.
+
+**Outstanding**
+
+Recognised as an expert in his/her profession and frequently sought out for
+advice, guidance and direction. Aggressively seeks to expand scope of activities
+and assumes additional responsibilities.
+
+**15.5 Reporting Bad Performance**
+
+Unsatisfactory work performance may result from a variety of behaviours which
+include, but are not limited to, disobedience, failure to complete work
+assignments or correct errors in a reasonable amount of time, inability or
+unwillingness to learn new tasks or skills, or to work collaboratively.
+
+
+As soon as such patterns are identified, the supervisory officer must
+communicate with the employee to take corrective action, which may include
+coaching for improved performance. Supervisory officer should consult with the
+Human Resources Department as early as possible about the employee’s poor
+performance.
+
+The supervisory officer should give the employee a formal description of the
+unsatisfactory work performance, standards and expectations that must be
+attained, an explanation of the period of evaluation, and a statement that unless
+the level of improvements are made and sustained, termination of employment
+will occur.
+
+At the end of formal period of evaluation, the supervisory officer will determine if
+the work performance meets the established standards. If there are significant
+signs of improvement, the supervisory officer will give the employee written
+feedback together with a clear statement of expectations for the future.
+
+The supervisory officer is not required to provide the employee with another
+period of evaluation if the performance does not meet established standards
+unless there are changes in the circumstances.
+
+In case of continuous poor performance, the supervisory should confer with the
+Human Resources Department about termination of the individual's
+employment.
+
+**15.6 Action of Departments and HR Department
+[** Department heads will review the evaluation in order to assure that the
+evaluation process has been properly completed in a fair and objective manner.
+Information derived from the performance appraisals may be considered when
+making decisions affecting training, pay, promotion, transfer and special
+assignments.
+
+In case of any disagreement between the appraiser and appraisee on the
+assigned ratings or if the employee feels that he/she has not been rated
+
+
+fairly/appropriately, he/she has a right to file an official appeal for review to the
+Director HR/ Admin & Finance. The Director HR/ Admin & Finance will arrange
+official hearing of the viewpoint of both the parties. The Official Hearing will be
+presided by Director HR/ Admin & Finance for BPS 1 - 15 and MD for BPS-16 and
+above. The Committee will include concerned Head, Manager HR and Director
+HR/ Admin & Finance for BPS-1 to 15 hearing and MD, concerned Head, Manager
+HR and Director HR/ Admin & Finance for BPS-16 & above hearing. MD will give
+the final decision on the outcome of the appraisal and thereafter employee’s
+rating will not be challenged at any other forum.
+
+
+# CHAPTER-16: MEDICAL POLICY
+
+KPPRA’s employees shall be allowed reimbursement of medical expenses as per
+following rules.
+
+## 16.1 Basis of Entitlement
+
+Expenses shall be reimbursed for medical treatment of all the employees of
+KPPRA and their dependents, which include spouse, dependent children, and
+parents, Son up to the age of 23 years and daughter up to their marriage shall be
+entitled to medical treatment. Those dependents of the employee concerned that
+are entitled to free medical treatment by virtue of their previous/present
+employment shall not be entitled to claim medical. Parents / in laws of married
+female staff shall not be eligible for hospitalization facility.
+All employees shall be required to furnish an undertaking to the above affect as
+
+## specified by KPPRA.
+
+Employees/their dependents shall be entitled to avail treatment from any
+hospital/clinic of their choice.
+
+## 16.2 Entitlement for Illness
+
+Employees/their dependents shall be entitled to hospitalization for surgery and
+serious illness requiring indoor hospitalized treatment. Employees shall be
+entitled to claim maternity related expenses two times in the entire service not
+exceeding one basic salary during a calendar year. In this respect expenses, such
+as normal / C-section delivery of child, abortion and DNC, shall be included and
+considered as maternity related expenses.
+
+
+**16.3 Nature of Expenses**
+All expenses in hospital including room rent, laboratory tests, surgeon fee,
+medicines, any other relevant charges, shall be covered in hospitalization
+expenses.
+**16.4 Entitlement Amount**
+Regular Employees/their dependents shall be entitled to reimbursement of
+medical expenses on presentation of original bills along with Discharge Slip and a
+summary of treatment given at the hospital/clinic, subject to following maximum
+limits:
+ BPS-17 & Above Up to 3 basic salaries in a calendar year
+ BPS-1 to 16 Up to 4 basic salaries in a calendar year
+
+Within the above entitlement maternity related expenses shall be limited up to
+one basic salary in a calendar year.
+
+In case, medical expense exceeds the available limit, 50% of the expenses over
+and above the limit shall be reimbursed by KPPRA while remaining expenses
+exceeding the entitled amount will be borne by the employee concerned.
+However, reimbursement cases of fatal diseases shall be considered subject to
+the approval of Competent Authority.
+
+**16.5 Non-cashable / Non-Accumulation**
+The medical entitlement shall be a facility, and not a benefit. Hence, it shall
+neither be cashable nor be accumulated and shall lapse at the year-end.
+**16.6 Sanctioning Authority**
+The MD or any other authorized executive shall be the Competent Authority to
+approve the expenses for medical treatment as per above policy.
+**16.7 Punishment on Misuse of Facility**
+In case an employee is found to have misused the hospitalization facility by way
+of submitting any claim for non-entitled dependents, OR through forged bills,
+he/she shall be subject to disciplinary action, which may result in termination
+from KPPRA service.
+
+
+# CHAPTER-17: DISCIPLINARY MEASURES FOR MISCONDUCT
+
+## 17.1 Offences Require Disciplinary Action
+
+Disciplinary action may be taken when, in the opinion of the relevant Department
+Head, an employee is:
+
+a) Guilty of misconduct, i.e. conduct prejudicial to good order or service
+discipline or contrary to rules of good conduct, or unbecoming of an officer of
+KPPRA because of :-
+
+```
+i. Insubordination.
+ii. Repeated neglect of duties.
+iii. Habitual absence from duty without intimation.
+iv. Violation or contempt of KPPRA’s Policies.
+v. Leaking confidential information regarding affairs of KPPRA
+without authority.
+vi. Misuse of KPPRA facilities.
+vii. Engagement in private trade, business or work.
+viii. Conviction for a criminal offence under the law.
+```
+b) Corrupt or may reasonably be considered corrupt because:-
+
+```
+ He/she is dishonest or is involved in embezzlement.
+ He/she or any of his/her family member is in possession of
+pecuniary resources or property disproportionate to his known
+sources of income.
+```
+
+```
+ He/she has been found guilty of deliberately misusing KPPRA
+facilities.
+```
+c) Engaged or reasonably suspected of being engaged in illegal politics or
+subversive activities, or is reasonably suspected of being associated with others
+engaged in subversive activities and his/her retention in service is considered
+detrimental to the maintenance of services with which KPPRA entrusted
+him/her.
+
+d) Violation of any section of any Part of Chapter 3 (Code of Conduct).
+
+**17.2 Enquiry Procedure**
+On receipt of a written complaint by the relevant Department Head against an
+employee, the HR Department will frame a charge and communicate it to the
+accused together with statement of the allegations explaining the charge and of
+any other relevant circumstances which are proposed to be taken into
+consideration.
+The employee will be charge-sheeted, giving the date, place and the nature of the
+alleged misconduct, and will be required to give his explanation in writing within
+7 days. If the explanation to the charge sheet is found unsatisfactory, an enquiry
+will be instituted. He/she would also be asked to state whether he/she would like
+to be heard in person, and/or produce any evidence in his/her defence.
+
+An Enquiry Officer / Committee shall be appointed, amongst the enquiry panel,
+to conduct the proceedings.
+
+The total number of panellists will not be more than 5 and they will be
+nominated by Director HR/ Admin & Finance with approval of MD.
+
+The Enquiry Officer/Enquiry Committee shall enquire into the charges, examine
+any documentary evidence and question witnesses, if any. The employee under
+enquiry is entitled to cross-examine the witnesses against him.
+
+
+The case will be heard on a day to day basis and no adjournment is admissible.
+An adjournment would be allowed only in case a written appeal is made to the
+concerned Head stating cogent reasons for requesting an adjournment. An
+adjournment cannot exceed one week.
+
+If the Enquiry Officer/Committee is convinced that the employee under enquiry
+is hampering or attempting to hamper the progress of the enquiry, the process
+would be completed in a just manner at the discretion of the Enquiry
+Officer/Committee.
+
+The Inquiry Officer/ Committee shall, within 10 days of the conclusion of the
+proceedings or within the period stipulated by the respective Head, submit the
+Findings and the Recommendations to the Director HR/ Admin & Finance.
+
+**17.3 Powers of Inquiry Officer / Committee**
+For the purpose of an inquiry under these rules, the inquiry officer/inquiry
+Committee shall have the following powers:-
+
+```
+a. Summoning of any person and examine him on oath;
+b. Receiving evidence on affidavits;
+c. Requiring the discovery and production of documents;
+d. Issuing commissions for the examination of witness or documents.
+```
+**17.4 Penalties**
+If there are adequate grounds, any of the following minor or major penalties can
+be imposed:
+
+
+**17.4.1 Minor Penalties**
+
+```
+a) Censure
+b) Recovery from remuneration of the whole or any part of the
+pecuniary loss causes to KPPRA by negligence or breach of
+order.
+```
+**17.4.2 Major Penalties**
+
+```
+a) Withholding of increment and/or promotion for a period of
+one year.
+b) Demotion in post or reduction to a lower Grade.
+c) Compulsory premature retirement
+d) Dismissal from service.
+```
+**17.5 Suspension**
+An employee against whom disciplinary action is pending or proposed to be
+taken may be placed under suspension, if, in the opinion of the respective Head
+suspension is necessary or expedient.
+
+**17.7 Review of Petition**
+Employee who feels victimized by an order of punishment has a right to file a
+petition in writing to review the orders to his/her appointing authority,
+mentioning any additional grounds that he/she may have in support of his/her
+defence. Such petition shall be made within 30 days of the date of orders of
+punishment.
+
+
+**17.8 Punishing and Appellate Authority**
+
+```
+BPS
+```
+```
+Enquiry
+Committee
+```
+```
+Approving
+Authority
+```
+```
+Appellate
+Authority
+```
+```
+17 & Above
+```
+```
+MD/Director HR/
+Admin &
+Finance/Relevant
+Head
+```
+```
+MD Board of Directors
+```
+BPS-16 & below (^) HR/Relevant HeadManager Admin & FinanceDirector HR/ MD
+
+
+# CHAPTER-18: VEHICLE ENTITLEMENTS POLICY
+
+**18.1 Scope & Applicability**
+The following vehicles policy outlines the matters related to use of KPPRA
+vehicles allocated to KPPRA entitled employees for their usage to perform official
+duties without any mobility problem.
+KPPRA vehicles are for the execution of KPPRA work and represent the
+considerable capital expenditure. In light of this, vehicles should be treated with
+care at all times by having standard and professional handling.
+
+## 18.2 Objectives
+
+Main objectives of this policy are to:
+ Provide a comprehensive mechanism for vehicle management.
+ Develop clarity and uniformity for proper vehicle allocation within the
+authority.
+ Define responsibilities of departments engaged in vehicle allocation and
+administration.
+ Provide guidance to the users for different unforeseen situations.
+
+## 18.3 Policy Administration
+
+This policy is subject to review after every two years. However the management
+has the right to issue any amendment in this policy to deal with any issue.
+All efforts will be made to ensure that this policy is implemented in letter and
+spirit. The policy will be administered by the HR and Administration
+Departments and all the clarification and interpretation as explained by HR
+Department will be treated as final.
+
+
+Financial expenses incurred in pursuing and following this policy will be
+monitored and recoded by the Finance Department. Finance Department will
+keep a complete record of all expenses incurred under various heads of transport
+on the monthly basis so that quarterly, six monthly or yearly record of expenses
+may easily be obtained as and when required.
+
+**18.4 Entitlements**
+
+```
+BPS Power Make Fuel Driver
+```
+```
+MD 1800 cc Toyota or Honda 650 lit Yes
+```
+```
+BPS- 19 1300 cc
+```
+```
+Toyota Corolla GLI or
+Honda City upgraded
+model
+```
+```
+300 lit Yes
+```
+```
+BPS- 18 1000 cc Suzuki Cultus 200 lit No
+```
+**18.5 Provision of Vehicles (Condition)**
+
+The cars can be provided from the available fleet but preference will be made to
+provide brand new vehicles. However only those fleet vehicles can be considered
+for allocations which are not more than three years old or driven not more than
+50,000 kms.
+
+**18.6 Fixing of Accessories**
+
+Fixing of following accessories (if not provided by manufacturer) is allowed for
+which the Admin departments will ensure accessories are being fitted in the
+vehicle. Following limits are mentioned as maximum limits and any arrangement
+less than that will be a cost saving. Floor mats and seat covers can be changed
+once in a year with the prior approval from Director HR/ Admin & Finance
+department.
+
+
+```
+BPS
+```
+```
+Seat /steering
+cover
+```
+```
+Floor Mats
+```
+```
+Tyres (upon 40000
+km) with spare
+MD Rs 4,000/- Rs 800/- Rs 30,000/-
+BPS- 19 Rs 3,500/- Rs 800/- Rs 25,000/-
+BPS- 18 Rs 3,000/- Rs 600/- Rs 20,000/-
+```
+**18.7 Duplicate Keys**
+
+A set of duplicate keys of the vehicle will be kept with user of vehicle. At the same
+time the Administration department must keep a third pair of keys made from
+the market for use in extreme emergency.
+
+**18.8 Maintenance and Servicing**
+
+All vehicles assigned to officers will be treated as fully maintained by KPPPR
+which means all repairs, rectifications of faults, different types of services will be
+managed by the administration department.
+
+**18.9 Safety and Security**
+
+It will be the responsibility of the users to ensure the safety and security of their
+vehicles. However administration department will ensure installation of security
+system in all the vehicles.
+
+All vehicles should be parked at designated parking places or secured places.
+Vehicles will only be allowed to be parked outside office compounds where the
+officer can ensure the safety and security of the vehicle. While parking, vehicles
+should be properly locked. During field visits drivers have to find a parking place
+where they think vehicles are safe.
+
+
+**18.10 Provision of Fuel**
+
+The fuel expenses will be reimbursed as per limits defined above on monthly
+basis. Administration department is responsible to provide vehicles in perfect
+running condition.
+
+**18.11 Registration &Tax**
+
+All KPPRA vehicles will be registered in KPPRA’s name. Administration
+department will issue a certificate / authority letter in favor of the officer who is
+using the car.
+
+It is the responsibility of administration department to ensure that a vehicle has
+been registered by KPPRA. All taxes, renewal of registration book, radio licenses
+and any other document of the vehicle is kept up to date and complete on annual,
+bi-annual basis. In this regard the user of vehicle is also responsible to ensure
+that he/she always possesses complete, correct and up to date records and
+documents as required by the traffic laws.
+
+**18.12 Insurance**
+
+All vehicles will be comprehensively insured by KPPRA before allotment to the
+officer and before being moved from car showroom. The Administration
+department will ensure that a request for renewals of vehicles insurance is
+initiated minimum 20 days in advance of its expiry. Any difference in workshop
+invoice and insurance company reimbursement will be paid by KPPRA provided
+such case is not subject to negligence or reckless driving.
+
+**18.13 Fire Extinguishers**
+
+All vehicles are provided with Fire Extinguishers. It is the responsibility of
+Maintenance Supervisor to ensure and refill all the fire extinguishers in
+coordination with the drivers.
+
+
+**18.14 Provision of Alternative Vehicles / Pick and Drop**
+
+In case of non-availability or delay in purchase/lease, officers will be provided a
+vehicle from car fleet by Administration Department.
+
+**18.15 Vehicle Usage**
+
+**18.15.1 Use of Vehicles**
+
+Driving by drivers employed personally by the officer or provided by KPPRA, and
+family members of the officer who are valid license holders is permitted. It will
+be the responsibility of Officers to ensure that the concerned driver or his/ her
+family member is properly briefed to follow traffic rules and to drive with care to
+avoid any unpleasant occurrence/accidents. Administration department will
+keep a register of all staff/family members whom KPPRA approves to drive.
+Staff/family members with less than one year’s driving experience should not be
+authorized to drive.
+
+Staff/family members are not allowed to learn to drive on KPPRA vehicle. Any
+Officer/driver who is authorized to drive should not drive after having consumed
+alcohol.
+
+The Officer will also provide a list of the family members who are valid license
+holders and may drive the official vehicle, along with a copy of their driving
+license and copy of NIC for the record of the Admin Department.
+
+**18.15.2 Out of City Travel of Official/Personal Business**
+
+KPPRA vehicles are permitted to be used outstation for personal and official uses.
+For any Officer(s) requiring a pool vehicle for official work out of city needs to;
+
+```
+ Present approved travel authority, signed by his/her line manager and/or
+concerned authority, to the Admin.
+```
+
+```
+ Inform Admin about the program and timings at least three days before so
+that administration can make arrangements for travel.
+ Avoid making last moment or late requests or driver’s requirement at own
+choice.
+ Fully understand and try not to engage the drivers in the field after office
+timings.
+ Ensure that the driver must have sufficient rest time before long drive.
+ Any officer visiting other city for official reason can use his personal or
+official car assigned to him/her and can claim Rs. 8 per km distance
+travelled.
+```
+**18.15.3 Challans**
+
+Any challans levied by the traffic police / magistrate for the incomplete
+documentation will be paid by the user of the vehicle. The KPPRA will not bear
+any loss at all on this account. Challans due to violation of traffic laws will be paid
+by the user and/or driver himself. It will not be reimbursed by KPPRA.
+
+The legal speed limits must be adhered to all the times on the roads. In case of
+violation of any traffic rules, the management may take it as negligence and
+would start disciplinary action process directly.
+
+**1815.4 Theft**
+
+In case of theft, the user/Administration department will lodge FIR with the
+Police and get final report from Police Department. The Administration
+department will then arrange relevant papers for insurance claim etc. An
+alternate vehicle will be provided to the official as a temporary replacement till
+realization of insurance claim and purchase/lease of new vehicle, subject to
+availability.
+
+
+**18.15.5 Accident**
+
+In case of an accident of vehicle following steps will be taken:-
+
+```
+ Rush the causalities to nearby hospital. Immediately inform the KPPRA’s
+office.
+ All efforts will be made to try to solve the problem amicably with other
+party.
+ If necessary the person driving the vehicle is responsible to ensure that an
+FIR has been lodged with police department.
+ Administration Department along with the driver of the vehicle will move
+the vehicle to workshop, fill insurance claim. A blank claim form will
+always be kept in the car.
+ Administration Department will ensure repairs of the vehicle and perusal
+of insurance claims.
+ In case of an accident to the KPPRA car due to negligence or carelessness
+on the part of an employee or due to consistent pattern of reported
+accidents, KPPRA may require him to pay the bills and /or the Insurance
+deductible portion of the car repair bill.
+```
+**18.15.6 Payment for the Repair after the Accident**
+
+KPPRA has comprehensive insurance so when a vehicle is badly damaged there is
+need to have assessment by Insurance Company.
+
+A caution will be given to a driver on first accident but on happening of further
+accident disciplinary procedures will be applied. If it is found that driver was at
+fault even it was a first accident, this would instigate disciplinary action.
+
+**18.16 Maintenance of Records**
+
+Following documents must be kept in Administration record.
+
+
+```
+ Photo copy of purchase invoice
+ Original registration Papers
+ Photocopy of Tax Papers
+ Original insurance documents
+ Photocopy of permission letter from the KPPRA
+ Original Handing / taking certificate
+ Warranty Book
+```
+**18.16.1 Documents in the Vehicle**
+
+```
+ Highway Code Book
+ Photocopy of Registration Papers
+ Original Tax Papers
+ Photocopy of Insurance Documents
+ Original Permission Letter from KPPRA
+ Accident Form
+ Original Tax Token
+ Vehicle Log Book
+ User Manual
+```
+**18.17 Receive and Drop Of Guests**
+
+KPPRA would provide vehicle to declared official visitors.
+
+
+**18.19 Disposal of the Vehicle**
+Maximum age of the vehicle is 5 years after which it will be replaced with a new
+vehicle of same capacity. Such old vehicles may be included in MT pool or put for
+auction.
+
+