humanresourcemanual

Manpower Planning Policy

Induction and Orientation Policy

Employee Engagement Policy

Performance Management Policy

Training and Development Policy

Grievance Handling Policy

Sexual Harassment Policy

Payroll Policy

Attendance Policy

Leave Policy

Code of Conduct Policy

General Terms of Employment

Separation Policy

Employee Acknowledgement

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Contents

1

By joining doctor.e you have now become

an important part of a New Age Healthcare

Company, that focusses on combining its

core competencies in Clinical Care and

Information Technology, to provide an

exceptional experience to the Patients

and Healthcare Facilities.

We at doctor.e, are aware that we can

realise our vision only through your Trust,

Dedication, Compassion and Commitment

to Patients. We are therefor committed to

provide you a supportive environment

and ethos. We view you as an important

representative of doctor.e to create a model

of exceptional service and professionalism,

in all your interactions, both internally and

externally.

We are committed to incorporate latest,

transparent and most employee friendly

HR policies and practices, which will

support employee performance, motivating

rewards, employee engagement, fair

compensation, opportunities for growth,

training and development, free expression

of ideas and development of a positive

culture which is free from discrimination

and harassment. This HR Manual, which is

subject to change from time to time, will

provide you a working guide on these HR

policies and practices.

We sincerely hope you will enjoy working

with us and will contribute towards

providing the patients an exceptionally

high level of service experience.

Welcome to doctor.e

Best Regards,

Mr. Arun DattaChief Human Resource Officer

2

Policy

This policy establishes set procedures to be followed for manpower planning in the Company, and ensures its alignment to the Company’s goals and objectives.

Purpose

The objective of manpower planning policy is to ensure effective utilization of current manpower resources, and assessment; planning and fulfilment of future manpower needs as per the Company’s goals and objectives.

Scope

This policy shall be implemented in the entire Company including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including Consultants employed on contractual

Manpower Planning Policy

basis and outsourced employees as well.

General Guidelines

• Identification of a manpower requirement

should be in accordance with the growing

functional requirement and substitutive needs

in any of the departments of the Company.

• Manpower requirements should be raised in

accordance with the studied workload and

recommended ratio of manpower to the work

load in that particular profession.

• The manpower requirement so identified shall

be submitted to the HR department of the

Company in the prescribed manpower

requisition form and duly filled Job Description

for further processing.

• The process of talent acquisition (internal or

external) shall begin only after the approval of

the submitted manpower requirement by the

Head- HR.

Competency Based Job Descriptions

• It shall be the responsibility of the Human

Resource Department of the Company to ensure

creation and maintenance of Job Descriptions

for every role in the Company.

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• The HR department shall prepare the Job

Description of any role in partnership with the

HOD of the respective department. The then

prepared job description shall be approved by

the respective HOD and the Head-HR.

• The HR department shall also identify the

required competencies for any role in

consultation with the HOD of the respective

department, and include them in the job

description to create competency based job

description.

• The HR department shall periodically update

competency based Job Descriptions as per the

deviations in the roles.

Talent Acquisition

• The function of Talent Acquisition shall

commence after receiving the dully filled and

approved manpower requisition form from the

respective HOD.

Internal Job Posting

A manpower requirement so received by the HR

department shall be published for the internal

candidates. However, closure of the open position

through internal candidates shall depend upon

qualifying the selection process by the respective

candidate.

External Candidate Search

The team shall further reach out to external

potential candidates through various available

methods such as candidate database, social

networking sites, employee referrals and other

useful methods.

• It will further ensure filling of the vacant

positions within the budgetary constraints of

the Company.

Retention

The Company shall take adequate measures to

retain top performing employees who strive to

add value to the Company. It shall aim towards

reducing recruitment costs and loss of talent and

the Company knowledge.

Outsourcing

The HR department, in partnership with the

respective HOD, shall identify the areas of the

business activities and processes which could be

outsourced.

Workforce Utilization

• The HR department shall effectively analyse

the current manpower resource.

• It shall further review the current manpower

utilization by understanding the current job role

of every employee and his/her job history

within the Company.

• It shall maintain the Company skills inventory.

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• It shall further maintain the financial data of

the current manpower resource such as current

pay, incremental scale and so on.

• It shall maintain updated head count analysis.

• It shall keep a record of employee turnover.

Forecasting Manpower Requirement

Manpower requirement is forecasted for a

department/functional area by the head of the

respective department/function and Head HR for

preparation of the manpower budget, keeping in

view the objectives and future needs of the de-

partment in the period under review and targets

set in the business plans.

Succession Planning

• The succession planning program of the

Company shall ensure that there are qualified

and motivated employees who can take over

when any of the key people leave the Company.

It shall aim towards service continuity in the

circumstances of key people departing.

• The succession plan shall include a formalized

process of mentoring or coaching and training

in more specific aspects of the job. It shall

further ensure identification of the correct

person, keeping the successor motivated,

ensuring that he/she gains the requisite skills

and knowledge and to expose him/her to a

broad range of experience so that he/she has

a wider understanding of the role.

• The Company shall ensure the creation and

development of career paths for employees

that shall assist in succession planning, and

in engaging top performing employees.

Credentialing and Privileging of Staff, Renewal of Privileges

• The Company is dedicated for providing quality

healthcare and therefore shall ensure complete

assessment and verification of the credentials

of all licensed and certified health care

practitioners that it employs. This assessment

and verification shall be done at the time of hire

and every two years thereafter.

• The HR department of the Company shall

ensure the completion of the process of

privileging of the healthcare practitioners along

with the process of credentialing. It shall be

performed in conjunction with an evaluation

of an individual’s clinical qualifications and/or

performance.

Re-appointment of Medical Staff

Re-appointment of medical staff shall be at

the sole discretion of the management of the

Company depending upon the Professional

practice monitoring and evaluation of the

concerned employee.

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Policy

All clinical and non-clinical employees are inducted and oriented to the organization, the department or unit to which they are assigned, and to their specific job responsibilities.

Purpose

The decision to appoint an employee to organization sets several processes in motion. To perform well, a new employee, irrespective of his/her employment status, needs to understand the entire organization and how his or her specific responsibilities contribute to the organization’s mission. This is accomplished through a general induction to the organization and his/her role in the organization, and through a specific orientation to the job responsibilities of his or her position. The orientation includes the reporting of medical errors, infection prevention and

Induction and Orientation Policy

control practices, the organization’s policies and so on.

Scope

This policy shall be implemented in the entire organization including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including Consultants employed on a contract, and to outsourced employees as well.

Guidelines

• The HR department must ensure timely

completion of all the joining formalities of any

new employee in the Company on the first day

of his/her joining.

• The HR department of the Company shall

ensure existence and implementation of an

effective induction and orientation program

at the Company. It shall ensure the inclusion

of the following important information in

induction and orientation modules:

Induction

• Company Overview

• Organization’s Hierarchy

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• Mission, Vision and Objectives of the

organization

• Personnel Policies and sources of information

• Code of Conduct

• Grievance procedure and discipline handling

• Ensure that required office space and

equipment is in place.

Orientation

• Detailed discussion with respect to the role

and responsibility of the new employee.

• Introduction to various his/ her job-related

procedures and process.

• Familiarizing the new employee with his/her

department and team members.

• Provide any relevant information and

guidelines for performing their job duties.

• The HR department shall further ensure that

the new employee is provided with all the

required documents for completing joining

formalities.

• It needs to co-ordinate with the respective

managers regarding the orientation program

and ensure that the program is ready on the

first working day of the new employee and it

will be the responsibility of the respective HOD

to ensure the completion of the same.

• The HR department will provide support to

assist the managers in facilitating the

orientation process successfully.

• The induction and orientation program must

reduce the likelihood of performance problems

stemming from misunderstanding or

misconceptions about the organization’s

policies or operational methods.

• The induction and orientation program must

focus to expedite proficiency of the new

employee.

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Policy

This policy emphasises the belief of the Company that a positive, motivated and energised work culture created by engaged employees is vital for the attainment of the business objectives of the organisation, and also for retaining valuable employees.

Purpose

This policy aims to establish a highperformance work environment characterised by high levels of employee engagement.

Scope

This policy shall be implemented in the entire company including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including Consultants employed on a contract, and to outsourced employees as well.

Employee Engagement Policy

Engaged Employee

Engaged employees are a key success factor

towards building a sustainable and highly

productive organisation. An engaged workforce

is characterised by features which are listed,

but not limited, to the following:

• Employees who are engaged with their

organisation will feel a sense of pride and

loyalty towards the organisation.

• They will be a great company representative

and are likely to go the extra mile when it comes

to their work, or taking responsibilities outside

of their job description.

• Such engaged employees will positively affect

outcomes such as productivity, innovation, staff

turnover, conflict levels and even error rates.

Employee Engagement Framework

“This is about how we create the conditions in which employees offer more of their capability and potential.”- David Macleod

The employee engagement framework of

the Company shall involve three key aspects,

Connection; Consistency; and Continuous

Improvement.

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ConnectionThis aspect shall focus on connecting the

individual to the collective objective of the

business. It aims at connecting the business

goals to the interests and passions of the

employees.

ConsistencyThe engagement programs must be consistent

with larger company goals as demonstrated by

a clear alignment between words (corporate

communication) and deeds (operations, policies

and work streams).

Continuous ImprovementThe employee engagement initiatives must be

taken as long- term opportunity to continually

improve and engage employees of the

organisation.

Attributes

The employee engagement policy of the Company will work towards inculcating and encouraging the following attributes of engaged employees:

AlignmentThe employee has a clear understanding of how his/ her job contributes to the success of the company.

AdvocacyThe employee has a sense of belonging with the organisation and recommends and upholds the image of the organisation.

AchievementEmployees are desirous for providing

exceptional performance.

PrideEmployees feel dignified and receive a gratifying experience being partof the organisation.

Discretionary EffortEmployee have an intent to go beyond what is expected for the success of the company.

CommitmentThe employees are dedicated towards the attainments of business goals and objectives in an energetic and hearty manner.

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General Guidelines

• The performance management of the

Company shall be a continuous process

during the entire tenure of an employee with

the Company.

• All initiatives taken under the performance

management system must be documented.

• The management of the Company encourage a

positive and supportive work environment to

ensure effective performance management

system.

• The managers shall inspire their respective

teams for superior performance with continuous

and collaborative coaching.

• The role of HR in the performance management

system shall be of a facilitator/ enabler for each

department.

• In event of any disagreement between the

employee and the manager during the

performance management process, the same

shall be resolved through Ombudsman. Under

Ombudsman, the concerned participants shall

seek assistance from an individual within the

organization who is designated as an impartial

ombudsman by the management of the

Company.

• Any performance gaps identified that may

require additional training and coaching shall

form a part of the training need identification.

Policy

The performance management policy of the Company shall enable its’ employees to plan and align their performance to ensure achievement of strategic objectives of the company.

Purpose

The purpose of this policy is to share unambiguous expectations of performance from employees and enable them to link their performance to the strategic objectives of the company.

Scope

This policy shall be implemented in the entire company including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including Consultants employed on a contract, and to outsourced employees.

Performance Management Policy

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• The performance management system of the

Company will follow the approach of the

Balanced Scorecard Performance Management

System.

Balanced Scorecard Performance Management System.

• The balanced Scorecard Performance

Management System is a strategic planning and

reporting methodology. It will enable the

management of the Company to clarify their

vision and strategy and translate them into

action plan to be followed by the employees of

the organization.

• This approach to performance management

shall translate an organization’s strategic

objectives into a set of performance indicators

distributed among four perspectives,

Financial; Customer; Internal Business

Processes, and Learning and Growth

Perspective.

• The Financial Perspective shall deal with the

financial goals of the organizations from the

perspective of shareholders.

• The Customer Perspective demands that

managers translate their general mission

statement on customer service into

specific measures that reflect the factors that

really matter to the customers, such as, time;

quality; performance and service.

• The perspective of Internal Business Processes

will focus on the processes that have the

greatest impact on customer satisfaction and

financial objectives.

• The Learning and Growth perspective will focus

on company’s ability to innovate and improve.

It believes that only through the ability to launch

new products, create more value for customers

and by improving operational efficiency,

organizations can penetrate into new markets,

increase revenues and margins, grow and thereby

increase shareholder’s value.

• The organization’s objectives when so defined

must form a basis for deriving departmental/

functional goals and objectives. These derived

goals and objectives will also be defined in the

above- mentioned perspectives.

• The Balanced Scorecard of every department/

function shall be translated into set of

performance indicators of each employee

forming their Key Result Areas under the

defined dimensions. This will clearly state the

performance indicators of every employee of

the Company.

• The Balanced Scorecard of employees will link

the departmental goals to the job of the

individual employee.

Check-Ins

• Check- Ins refer to continuous progress

review and feedback sessions. It will be

carried out to engage employees in

future focused conversations rather

than a retrospective view.

• The Check- In sessions will include

the plan of action for forthcoming

month and the process required for

accomplishing them.

• Check- Ins will also include identification

of any barriers that may prevent the

employee from accomplishing KRAs,

and take corrective actions to overcome

them on a regular basis.

• Different departmental heads of the

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Quarterly Status Reports

• The Check-Ins shall be supported by Quarterly

Status Reports.

• The employees shall be encouraged to conduct

self-assessment with respect to the KRAs

defined in their respective Balanced Scorecard.

This will aid in identifying gaps between the

employee’s self- perception and the views of the

manager, and allows more in-depth discussion

of Quarterly Status Reports.

• It shall enable the manager and the employee

to summarize and analyse the KRAs

accomplished during the performance period.

• Any challenges encountered during the

performance period must be documented.

• The employee and the manager must sign the

discussed Quarterly Status Report to

acknowledge the involvement of both in the

process.

• Signing of the status report would reflect only

the involvement, and not necessarily agreement

of employee with the content of the evaluation.

Annual Performance Report

• Annual Performance review will take place

at the Company in the month of February.

• The annual performance review shall be a

process of summarizing the quarter review

meetings and assessing the performance of the

employee on annual basis.

• The feedback of the employee in the

performance review report will form the basis

for any further course of action, professional

and financial.

Performance Action Plan

• Performance Action Plan shall be initiated in

instance of continued occurrence of non-

acceptable performance standards. It aims at

providing an opportunity to the employee and

management of the Company to determine the

possible causes behind such performance

standards.

• The Performance Action Plan may only be

initiated after the completion of two quarter

review sessions with the concerned employee.

• It cannot be initiated under the probation

period of an employee.

• The Performance Action Plan must begin with

a contemplation of causes of unacceptable

performance standards. They may be listed, but

not limited, to the following reasons:

organization may determine the

frequency of the check- in

conversations. However, a reporting

manager will be required to conduct

Check-Ins at least once a month with

each team member to discuss their

near-term work and priorities, comment

on recent work and provide coaching.

• These must work towards a teamwork

instead of just individual performance.

• Check Ins will help the employees to

align their efforts towards changing

business objectives.

• Check Ins shall aim towards providing

essential line of sight to employees.

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-Insufficient training

-Lack of understanding of the Job Description

and Key Result Areas.

-Any unforeseen roadblock in the way of

effective performance.

-Review of KRAs to ensure they are achievable.

-Assessment of role fitment of the employee.

• The Performance Action Plan shall then be

developed to address the specific goal that

would enable the employee to deliver

acceptable standard of performance. The

Performance Action Plan shall be developed

and documented in the prescribed format in

partnership with the HR Department of the

Company.

• The duration of the Performance Action Plan

shall be decided by the HR department in

consultation with the respective Head of the

Department.

• The employee shall be provided an opportunity

of open dialog and feedback to share his/ her

concern regarding the performance standards

and the performance action plan as well.

• The HR department of the Company shall

conduct frequent feedback sessions with the

concerned employee during the period of

performance action plan.

PAP Conclusion

• If an employee is unable to improve or refuse to commit to the PAP, or if his/her performance worsens, then the employer may choose to close the PAP. The employer may then decide upon actions such as transfer, demotion or termination of employment based on the circumstances.

• When the employee does show some improvement, but is unable to achieve some or all the established action plan objectives within the PAP timeline, the employer may agree to extend PAP for few weeks or months. However, if the employer determines that the employee is not a good fit for the assigned role, then the management may consider a job reassignment as well.

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Policy

The management of the Company believes that all its employees have the potential to grow in their respective work roles. It shall therefore endeavor to provide opportunities to its’ employees for such growth and development.

Purpose

This policy shall provide guidelines and framework for formulating training and development programmes in accordance with the training needs analysis in a structured and cost- effective manner.

Scope

This policy shall be implemented in the entire company including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including

Training and Development Policy

Consultants employed on a contract, and to outsourced employees.

Guidelines

• Training and Development programs for all job

levels shall support the organization’s current

strategies and action plans and any other

present and future training and development

needs.

• The department of HR shall provide advice and

assistance on training activities and it will also

be responsible for administrative and operative

co-operation of the training process and

programs.

• All training must be work- related and the

results measurable against pre- determined

objectives.

• If an employee attends external courses,

workshops or seminars, the prevailing

travelling and subsistence tariffs as applicable

to the individual concerned, shall be paid in

accordance with the standard procedure in this

regard.

• Nomination for all training and development

modules shall be recommended by the

Departmental Head and Human Resource

department of the Company, and shall be

approved by the CEO of the organization.

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• The senior managers of the organization shall

be responsible for promoting a climate to

ensure that continuing learning and individual

development is recognized as an imperative to

meet the future plans of the organization.

• The senior managers/ managers shall also be

taken as mentors to provide required training

and development to employees, with respect to

their own area of expertise.

• Employees shall also be encouraged to take

responsibility for identifying areas where their

skill might be developed for enhancing their

performance and to approach the leadership of

the Company for the same.

Training Need Analysis

• It shall be the responsibility of the

Departmental Head to nominate an employee

of their respective department for undergoing

the process of training and development.

• The training need analysis shall clearly indicate

the purpose of the training requirement as per

the training requirement sheet.

The training Needs Analysis shall result from any of the situations listed, but not limited to the below mentioned circumstances:

• Identification of performance gap of any employee.

• Instance of role change of any employee.

• Succession Planning

• Any change in the process/protocol for performing assigned duties and responsibilities.

• The training requirement sheet shall categorize

the competencies to be developed/enhanced

under technical competencies and the

behavioral competencies.

• It shall also mention the desired level of the

competencies along with the current level of

the mentioned competencies in an employee.

Development and Implementation of Training Programs

• The content of the training programs shall be

derived from the outcome of the training need

analysis.

• The Departmental Head / any employee so

designated for this purpose shall work in

partnership with the HR department for the

formulation of the training and development

program.

• The training program so developed must be

duly approved by the CEO of the organization,

after conducting the cost and benefit analysis of

the program.

• It shall be the responsibility of the

Departmental Heads to ensure attendance

of the training programs by the nominated

employee.

• The method for implementation of training

and development program shall be suitably

adopted in accordance with the outcomes

required.

Evaluation of the Training and Development Program

The evaluation of the effectiveness of the

training and development program shall be

crucial in understanding whether the desired

outcomes have been achieved. The evaluation

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of the training program shall be conducted with

respect to two aspects:

Reaction

Evaluation of training and development program

shall aim to understand how well the training

was received by the employee by understanding

their response to the training and development

program. The HR department shall be required

to take the feedback of the concerned employee

after the completion of the training program as

per the pre- established format.

Learning and Result

This aspect shall aim to identify the knowledge

and skill gained during the training program.

The impact of the program on the competencies

of the concerned employees shall be monitored

on regular basis by their respective line

managers during the performance period.

The line manager shall be required to rate

the concerned employee in the respective

competencies at the end of the quarter using

the performance requirement sheet.

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Policy

The grievance handling policy of the Company seeks to develop a supportive workplace by establishing procedures through which staff can have their workplace related grievances addressed.

Purpose

This policy aims to provide guidelines with respect to managing workplace concerns or complaints.

Scope

This policy shall be implemented in the entire organization including employees deployed at franchisee locations. It shall be applicable only to employees employed on regular rolls of the company including Consultants employed on contractual basis. It will, however, not be applicable to outsourced employees.

Grievance Handling Policy

Workplace GrievanceA Workplace Grievance means a

grievance from a staff member

concerning treatment in the

workplace that is inequitable or

procedurally unfair; or a complaint

that arises from perceived personal

concerns relating to one or more

work-related interpersonal

relationships. If more than one

staff member raises the same or

substantially similar grievance(s),

then each grievance will be

managed separately.

• Staff members should not raise complaints which are vexatious or without reasonable cause.

• Vexatious means that:The main purpose of a claim is to

harass, annoy or embarrass the other

party;

orThere is another purpose for the

grievance other than the settlement

of the issues arising in the claim

(or response).

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Guidelines

• In the case of all grievances, the Company

will review the allegations and respond to

the employee who raised the grievance.

• All the grievances shall be addressed

sensitively, promptly and in accordance with

relevant Company policy and principles of

natural justice.

• All reasonable steps shall be taken to respect

the confidentiality of the people involved in a

grievance handling process.

• If the grievance is against another employee

(“the respondent”), the grievance handling

officer shall inform the respondent with a

concise summary of the issues involved. He/she

shall also brief the respondent of the grievance

handling procedure that shall be followed.

• Fairness and impartiality must prevail

throughout the appropriate resolution process

• Until a grievance is investigated and a decision

is made, a complaint is an allegation, not a fact.

• Appropriate records shall be maintained

throughout the resolution process.

• Persons who notify grievance shall be

protected from victimization or reprisal.

• ‘Without reasonable cause’ means that a claim is made without there being any real reason, basis in fact(s) or purpose. Such claims include allegations that are:• So obviously untenable that the

claim cannot possibly succeed;

• Manifestly groundless;

• Insufficiently particularized

• Where a claim is determined as vexatious or made without reasonable cause, the staff member who raised the complaint will receive written notification of the determination which will include reasons as to why the complaint was deemed as vexatious and/or without reasonable cause.

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• Persons who notify grievance will be regularly

informed of the progress of the matter,

including the consequences of any finding that

the grievance is substantiated or not

substantiated.

• Persons who notify a grievance shall be entitled

to make a protected disclosure of the grievance.

• Every effort shall be made to resolve the

grievance as early as possible.

• The grievant employee shall have the right to

be accompanied to the discussions of the

grievance handling procedure wherever

required to support their grievance.

• In instances where the grievance is found to

be vexatious in nature, disciplinary action as

deemed appropriate by the management of

the Company, shall be implemented on the

concerned employee.

Assisted Resolution

•The second step of the grievance handling

procedure shall be of Assisted Resolution.

• This step shall be approached in the event of

non- resolution of the employee’s grievance at

the stage of Facilitation.

• The employee may approach the Head of

the Department, with the written copy of the

grievance previously submitted to the reporting

manager at the stage of Facilitation, to sought a

resolution of the same.

• The Departmental Head shall be responsible

to study and analyse the grievance in a detailed

manner. He/she shall also try to understand

the causes of non- resolution of the grievance

at the Facilitation stage. He/she will be required

to hold discussion meetings with the concerned

employee and the respective reporting manager

for the same.

Facilitation

•The first step in the grievance handling

procedure shall be of Facilitation.

• The grievant employee shall be required

to submit a written grievance to his/her

immediate reporting manager. It shall be

the responsibility of the reporting

manager to respond to the grievance

within two working days of the receipt of

the grievance from the concerned

employee

• The reporting manager shall be

responsible for providing a resolution

to the received grievance within 10

working days of responding to it. He/

she shall make every effort to resolve

the grievance at this level itself to avoid its’

escalation to the next level.

•The grievance so addressed will be

required to be documented and duly

signed by the concerned employee and

the respective reporting manager. The

record shall be maintained by the

reporting manager and the HR

department of the Company.

• In the instance of non- resolution of

grievance at this level, the concerned

employee may appeal to the next level

of process by providing a substantial

ground of appeal through a written

statement within one week of the receipt

of the grievance response.

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• The Departmental Head shall provide a

resolution within 15 working days of the receipt

of the grievance.

• The departmental head shall also be

accountable to make every effort to resolve

the grievances of his/ her department at the

departmental level itself.

• In the instance of non- resolution of

grievance at this level, the concerned employee

may appeal to the next level of process by

providing a substantial ground of appeal

through a written statement within one week

of the receipt of the grievance response.

Formal Resolution

• The grievant employee, at this stage, shall have

the right to approach the Chief of Human

Resource Department for seeking resolution to

his/her grievance.

• The concerned employee must approach the

Chief of Human Resource Department with the

copies of the written records of the grievance

submitted to the respective reporting manager

and the departmental head.

• The employee shall also provide a written

statement of the reasons of non- resolution of

his/her grievance at the stage of Facilitation and

Assisted Resolution.

• The Chief of Human Resource Department shall

hold a discussion with the concerned employee

to understand the grievance and the reasons of

its’ non- resolution in detail.

• He/ she shall also consult the respective

reporting manager and the departmental head

to get an in-depth understanding of non-

resolution of the grievances at the Facilitation

and Assisted Resolution stage.

• The Chief of Human Resource Department

may appoint an Investigating Officer as per his/

her discretion depending upon the nature of the

grievance.

• The Investigating Officer shall investigate the

grievance in detail. He/she shall understand the

issue in detail by holding discussions with the

people involved in the matter. He/ she shall also

record the outcomes of such discussions and

shall provide his/ her documented proposition

of the grievance’s resolution to the Chief of

Human Resource Department of the Company.

• The approval of the proposition submitted

by the Investigating Officer shall be at sole

discretion of the Chief of Human Resource

Department.

• The resolution so achieved shall be then shared

with the concerned employee and the people

involved in the matter.

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Policy

The Company aims to provide a safe working environment and prohibits any form of sexual harassment. Any act of sexual harassment or related retaliation against or by any employee will be unacceptable.

Purpose

This policy prohibits any occurrence of sexual harassment and sets forth the details of the procedures to follow when an employee believes that a violation of the policy has occurred within the ambit of all applicable regulations regarding sexual harassment.

Scope

This policy shall be implemented in the entire organization including employees deployed at franchisee locations. It shall be applicable to employees employed on regular rolls of the company including consultants

Anti-Sexual Harassment Policy

employed on contractual basis, and the outsourced employees.

Definition

• Sexual harassment occurs when unsolicited and

unwelcome sexual advances, requests for sexual

favors, or other verbal or physical conduct of a

sexual nature takes place.

• Sexual harassment may take different forms. The following examples of sexual harassment are intended to be guidelines and are not exclusive when determining if there has been a violation of this policy:

• Verbal sexual harassment includes innuendoes, suggestive comments, jokes of a sexual nature, sexual propositions, lewd remarks and threats; requests for any type of sexual favor (this in cludes repeated, unwelcome requests for dates); and verbal abuse that is oriented towards a prohibitive form of harassment,including that which is sexual in nature and unwelcome.

• Nonverbal sexual harassment includes the distribution, display or discussion of any written or graphic material, including calendars, posters and cartoons that are sexually suggestive or show hostility toward an individual or group because of sex; suggestive or insulting sounds; leering; staring; whistling; obscene gestures; content in letters and notes, facsimiles, e-mail, photos, text messages, tweets and Internet postings; or other form of communication that is sexual in nature and offensive.

21

• Physical sexual harassment includes unwelcome, unwanted physical contact, including touching, tickling, pinching, patting, brushing up against, hugging, cornering, kissing and fondling and forced sexual intercourse or assault.

Preventive Action

• The Company will take reasonable steps to

ensure prevention of sexual harassment at work

which will include circulating applicable policies

and other information to all employees of the

Company.

• Awareness of the rights of female employees

in this regard should be created in particular by

prominently notifying the guidelines.

• All employees are encouraged to maintain a

work environment free from sexual harassment.

Internal Complaints Committee

• The Company will have a centralized Internal

Complaints Committee to specifically address

any complaints of sexual harassment.

• The members of the Internal Complaints

Committee shall be nominated by the

management of the Company in consultation

with the Head HR.

Constitution of the Internal Complaints Committee

• The internal complaints committee shall include

a Presiding Officer who will be the senior most

woman employee of the Company.

• Not less than two members from amongst

employees, preferably committed to the cause

of women or who have had experience in social

work or have legal knowledge, shall also be

included.

• One member from amongst non- governmental

organizations or associations committed to the

cause of women or a person familiar with the

issues relating to sexual harassment will also be

included.

Responsibilities of the Internal Complaints Committee

• Investigate every valid complaint of sexual

harassment.

• Take appropriate remedial measures to respond

to any substantiated allegations of sexual

harassment.

• Coordinate preventive activities to create a

sexual harassment free atmosphere.

22

• Create awareness of the rights of employees

in this regard by prominently notifying the

guidelines in a suitable manner.

• The presiding Officer or any other member of the internal complaints committee shall be removed from committee before the completion of the official tenure in the following circumstances:

- If the member has been convicted for an offence or an inquiry for an offense under any law is ongoing.

- If the member of the committee has been found guilty in any disciplinary proceedings, or a disciplinary proceeding is pending against him/her.

• The members of the Committee will hold office

for a period not exceeding two years from their

date of nomination.

• The committee members, HR representatives

and the reporting managers will be provided

necessary training to handle such issues

effectively and with required sensitivity

and concern.

Complaint Mechanism

• If an employee believes that he/she has

been subjected to sexual harassment,

he/she must file a complaint with any

member of the Internal Complaints

Committee.

• The committee member will organize

a meeting with the complainant within

3 working days of receipt of the

complaint and inform the Presiding

Officer of the same.

• Complaint must be filed within 3 months

of the incident of Sexual Harassment.

• Complaints brought after that time

period will not be pursued. The

determination of whether the complaint

should be considered for further

investigation, in instances of

extraordinary circumstances, will be

made by the Internal Complaints

Committee in consultation with the legal

team.

•The complainant will be required to

provide the complaint in writing.

The complaint shall include the

circumstances giving rise to the

complaint, the dates of the alleged

occurrences, and names of witnesses,

if any. It should also be signed by the

complainant.

• Complaints made anonymously or by a

third party must also be investigated to

the extent possible.

• Where the aggrieved employee is

unable to make a complaint on account

of his/her physical or mental incapacity

or death or otherwise, his/her legal

heir or such other person as may be

prescribed may make a complaint

within 3 months of the incident.

• If the complaint does not rise to the

level of sexual harassment, the

Committee may determine to dismiss

the complaint without further

investigation, after consultation with

the legal team.

23

Interim Reliefs

The Internal Complaints Committee will

recommend to the employer, at the request of

the aggrieved employee, certain interim

measures including, but not limited, to the

following steps:

1. Transfer of the complainant to any other workplace.

2. Granting leave to the complainant in addition to his/her statutory/contractual leave entitlement.

Decision and Action

Criminal preceding

In instances where the conduct amounts to a

specific offense under the Indian Penal Code, or

under any other law, the employer shall initiate

appropriate action in accordance with law by

making a complaint with the appropriate

authority.

Disciplinary Action

In instances where the conduct amounts to

misconduct in employment as defined by the

relevant service rules, appropriate disciplinary

action will be initiated by the Internal Complaints

Committee in accordance with those rules.

The Internal Complaints Committee will further

decide on a corrective action as deemed fit by

them including, but not limited, to the following

actions:

• Formal apology

• Counselling

• Written warning to the perpetrator and

a copy of it to be maintained in the

employee’s file.

• Change of work assignment/ transfer of

the perpetrator.

• Suspension or termination of services of the

employee found guilty of the offence.

Confidentiality

The Company understands that it is difficult for

the victim to come forwards with a complaint

of sexual harassment and recognizes the

victim’s interest in keeping the matter

confidential. Confidentiality of the victim; the

accused and of those who report the matter

will be maintained throughout the investigating

process to the extent practicable and appropriate

under the circumstances.

Protection to Complainant/Victim

• The Company will ensure that an employee

who brings forward a harassment concern is

not subjected to any form of reprisal. Any

reprisal will result in disciplinary action.

• The Company will ensure that the victim or

witnesses are not victimized or discriminated

against while dealing with complaints of sexual

harassment.

• Anyone who abuses the procedure (for

example, by maliciously putting an allegation

knowing it to be untrue) will be subject to

disciplinary action.

24

Policy

The payroll policy of the Company establishes unambiguous payroll process and well defined payroll period.

Purpose

The payroll policy of the Company ensures explicit payroll procedures and payroll period, ensuring well understanding of the same by the employees of the Company.

Scope

This policy shall be implemented in the entire organization including employees (permanent and temporary) deployed at franchisee locations. It shall be applicable only to employees employed on regular rolls of the company and not to the outsourced employees.

PayrollPolicy

Definitions

Payroll Cycle:

The payroll cycle denotes the period for which an

employee is paid his/her salary for rendering his/

her assigned services to the organization. It will

denote the period from 1st of every month till the

last day of the same month.

Payday

Payday refers to the 7th day of every month on

which the salaries for the preceding month will

be disbursed to the employees of the Company.

Payroll Procedures and Notifications

The payroll of the Company employees (temporary and permanent) will be prepared in the last week of each month.

The Human Resource Department of the Company shall maintain and update the attendance and leave records of all the employees. The prepared records will be then shared with the finance department for further processing of the payroll.

The HR department of the Company shall also furnish the finance department with the bank account details of the existing and new employees of the Company.

25

The salary of all the employees (permanent and temporary) will be directly debited to the bank accounts of the employees.

The HR department shall provide to the finance department the records of new employees and resigned employees every month.

In the case of non- availability of adequate time for the opening of a bank account of a new employee, the salary of the employee will be paid by cheque.

The HR department shall furnish the employees with their respective salary slips every month.

The full and final settlement of the resigned employees will be completed by 60 days after the last working day of the concerned employee.

In case of any salary deductions of any employee due to Leave concern/ poor attendance, same will be informed to the concerned employee before sharing the records sheet with the finance department.

The payroll for a new employee will be prepared on pro- rata basis of their Date of Joining.

* The employees are encouraged to share any concern with respect to their Leave and attendance with the HR Department before 23rd of each month. Any issues raised after 23rd of a month would be addressed as per the discretion of the Head of Human Resource Department.

26

Policy

The attendance policy of the Company enables employees to maintain expected standards of attendance and punctuality.

Purpose

The management of the Company believes in, and promotes the principles of being punctual and regular to workplace.

It therefore encourages its’ employees to

maintain healthy attendance records and

punctuality as per their work timings. In the

event an employee is unable to meet this

expectation, he/she must obtain approval from

the management in advance for any kind of

changes with respect to his/her work schedule.

This approval includes aproval for late arrivals

to workplace, early departure from work and

any other deviation from his/ her regular work

timings. Departments have discretion to

evaluate extraordinary circumstances of absence,

or failure to clock-in time or clock-out time, and

to determine whether to count the incident as

an occurrence.

Scope

This policy shall cover the entire company including employees deployed at franchisee locations.

It will be applicable only to employees employed

on regular rolls of the company, including

consultants employed on a contract. However, it

will not be applicable to outsourced employees.

Guidelines

Working days and Work Timings

The Company follows a policy of six day working

per week. Monday to Saturday (with both days

included) are counted as working days. Sunday

is provided as a weekly holiday. However, weekly

holiday may vary for employees as per their work

schedule and company’s requirement.

Regular working timings of the Company are

from 9:00 a.m. to 6:00 p.m. including a lunch

break. Employees may be required to work on

timings other than 9:00 a.m. to 6:00 p.m. as per

the functional requirements of the department so

as to provide for 48 hours of work each week not

including the rest interval.

Clock In/Out Time

The employees of the Company (permanent

and temporary) shall adhere to the work timings

allocated to them by the management.

Recording Clock In /Out Time & Failure to Clock In/Out

Employees will be required to record the timings

of reporting to office, and the timings of closing

their day at work through the Bio metric

Attendance Policy

27

attendance system. Any kind of failure to do so

would require approval from the respective Head

of the Department, and an immediate intimation

to the Human Resource Department of the

Company for marking the missed attendance.

* Any Employee not signing on the Register/Bio Metric Machine while coming to Office, and not following the required procedure for marking the attendance is eligible to be treated as Absent from work.

Late Coming Consideration

An employee is deemed to be late when he/she:

• Fails to report for work within 5 minutes of

assigned/scheduled work time.

• Leave work prior to the end of assigned/

scheduled work time without prior

supervisory approval.

Penalty for late coming

Maximum 3 times in a month will be provided

as grace/exemption up to 30 minutes of the

reporting time.

After grace period of 3 times, for every late

coming in a month, the deduction will be as

follows: -

• 4th–5th Day Late coming will qualify for

Half Day Leave Deduction with an intimation

to employee by HR.

• 6th Day Late coming onwards will qualify for

Full Day Leave Deduction with an intimation

to employee by HR.

In case of zero balance leave of the concerned

employee, corresponding amount will be

deducted from the salary of the forthcoming

month.

Compensatory Time Off or Alternate off

Working on public holidays should be arranged

by the manager only if necessary. Arrangements

should be made by the reporting manager to

provide employee with a compensatory day off.

Compensatory off or alternate off must be taken

within 12 weeks of its’ due date.

Compensatory off are not encashable and will

not be reimbursed at the time of exit.

Holidays

The Company shall observe 10 Holidays

(including 3 National Holidays). These holidays

are accrued in the beginning of the calendar

year. List of official holidays will be prepared and

published by the Human Resource Department

of the Company.

Out of Office

All employees shall intimate HR with an approved

Plan of movement from their concerned Vertical

/ Functional Head/ Head of Department prior to

the intended out of office schedule.

28

Departmental & HR Notification Procedure

Employees are expected to follow departmental

notification procedures in the following instances:

a If they will be late for work

b If they will be away from workplace due to

personal/official reasons.

c In the case of planned time away from work.

d In the event of early leaving from workplace.

Perpetual Tardiness

Managers should monitor their employees’ attendance on a regular basis and address unsatisfactory attendance in a timely and consistent manner. If managers

notice a pattern of perpetual

tardiness, they should discuss the

concern and counsel the employee

regarding the same. In the instances

of unresolved perpetual tardiness,

the case will be dealt in accordance

with the Code of Conduct Policy

of the Company.

* Timely and regular attendance is a performance expectation of all the Company employees. Consequently, those employees who have exhibited unsatisfactory attendance, which resulted in disciplinary action during the year may have visible effect in their annual evaluation.

It is the responsibility of the employees to take

prior approval in all the above- mentioned cases

from their Functional Head/Vertical Head/HOD

and duly intimate the Human Resource

Department in written.

Incidents of not following the departmental

notification procedures, including No-Call &

No-Show, will be addressed in accordance with

the Code of Conduct Policy of the Company.

29

Policy

The Leave policy of the Company enables employees to maintain a healthy work life balance. It is provided to the employees for maternity/paternity/sickness/emergency/personal work/rest/recreation, and for special cases.

Purpose

This policy states the categories and quantum of Leave provided by the Company. It also details the guidelines established by the management of the Company regarding the timeframe and reporting procedures for time taken off work.

Scope

This policy shall be implemented in the entire organization including employees deployed at franchisee locations. It shall be applicable only to employees employed on regular

Leave Policy

rolls of the company including Consultants employed on contractual basis. It will, however, not be applicable to outsourced employees.

General Guidelines

• Employees are not advised to avail more

than 10 days of leave in continuity under any

category per quarter. This is to ensure business

continuity and to reduce service disruption.

• The leave of those employees who join during

the year will be calculated on pro rata basis as

per the Date of Joining.

• Employees shall be entitled to Casual, Sick

and Privilege Leave. However, sanctioning

of leave shall be at the sole discretion of the

management.

• An employee who fails to report to work, or

remains absent beyond the period of leave

originally granted or subsequently extended in

writing, will be marked absconding by the

Company. This may result in loss of lien on

employment by the employee without any

notice. As a result, the name of the employee

can be struck off from the rolls of the company.

• The policy (or portion of policy) may undergo

revision without prior notice at company’s

discretion.

30

Leave Calendar

The leave shall be calculated based on calendar

year, i.e., from 1st January to 31st December.

Types of Leave

Privilege Leave Entitlement

All employees at the Company are entitled to

a total of 18 days of privilege leave in a year.

Privilege Leave will be credited to employees

at the beginning of each month, i.e., 1.5 days of

leave every month, and accrued over the year.

Basis of Leave:

Leave shall be calculated on the working

day basis. Any weekend/holiday preceding/

succeeding or falling in-between the leave

period will not be included for leave calculation

purposes.

Availing Privilege Leave:

• Privilege Leave are earned on a

day to day basis.

• Leave of all the new joiners will be credited

on pro rata basis of their Date of Joining.

• Privilege Leave should be approved 20 days

before the commencement of leave.

Carry forward and accumulation of privilege leave:

• An employee can carry forward 10 leave

balance or unutilized leave (leave accrued

but not availed during the year).

• At any point of time, privilege leave may be

accumulated up to a maximum of 15 days only.

Leave earned after reaching 15 days of

accumulation will lapse if not availed.

Adjustment of privilege leave

• Accrued privilege leave can only be adjusted

against notice period at the time of separation.

• The employee can encash privilege leave only

at the time of separation with the organization.

Casual Leave Entitlement

• All employees are entitled to six days of casual

leave in a year. Casual leave will be credited at

the beginning of the calendar year.

• Casual leave cannot be carried forward.

• Casual leave cannot be encashed.

• One can only avail 2 days of Casual leave

in a month. Any additional casual leave over and

above the prescribed quota (post approval from

manager) will be considered as Leave without

Pay and shall be deducted in corresponding

month’s payroll.

Definitions• Management refers to the management team of the Company.

• Days refer to calendar days unless specified otherwise.

• Working days refer to the Company’s working days, i.e., Monday to Saturday.

• PL Refers to privilege leave.

• CL refers to Casual leave. These refers to leave which are more casual in nature.

• SL refers to Sick Leave. These can be availed in case of ill health.

31

Sick Leave

• All employees are entitled to six days of Sick

Leave in a year. Sick Leave will be credited at

the beginning of the leave year.

• Sick leave to be availed only in case of

employee’s ill health.

• Any sick leave of more than 3 days must be

supported with medical certificate.

• It cannot be carried forward to the next year.

• It cannot be encashed.

Maternity Leave

• All women employees who have completed 12

weeks of continuous service in the 12 months

immediately preceding their date of the

expected delivery are eligible for maternity

leave.

• The benefits can be availed only up to two

children.

• The maximum period of maternity leave on

any one occasion is 26 weeks with full pay

including weekends and company/public

holidays. It can be availed earliest from 6

weeks prior to the expected delivery date or

in a case of premature delivery date (whichever

is earlier).

• Maternity leave can be combined with other

leave entitlements.

• Application of Maternity leave should be

supported by necessary medical documents.

• Extended maternity leave: On discretion of the manager, extended

maternity leave can be availed only post-

delivery within one month following the end

of Maternity leave.

• An employee can avail extended

maternity leave upto a maximum of 12 weeks.

• The leave will be on a loss of pay basis.

Paternity Leave entitlement

• Male employees can avail upto 10 days of

paid leave following the birth of their child,

subject to completion of 12 weeks of continuous

service at the Company.

• Paternity leave can be applied maximum two

times in the entire tenure of your employment.

Leave under this category should be availed

at one go, i.e., no breaking up of leave tenure is

allowed.

Leave without Pay

• On discretion of the managers along

with HR, an employee will be entitled to

leave without pay in the event of any

personal exigency.

• Leave without pay will include public holidays

and weekly holidays falling in between if the

leave applied is for 7 calendar days or more.

• If leave without pay is less than 7 calendar

days, weekends and public holidays falling in

between will not be considered as leave

without pay.

• Approval must be obtained prior to going on

leave without pay, otherwise the employee

would be treated as absent from the services

of the company and shall be considered as the

breach of discipline. Appropriate disciplinary

action may be initiated in such cases, including

termination of services.

• It is the responsibility of the manager of the

employee to inform the HR team to initiate

necessary disciplinary loss of pay.

• In case the employee cannot join the company

after availing the leave without pay, the last

working day that would be considered for

calculation of relieving formalities is the last

day of work prior to availing leave without pay.

32

Special Leave

Special leave will be provided to employees for

personal exigencies. However, approval of such

leave would be at the sole discretion of the

management and any leave without the required

approval will be treated as Leave without Pay.

Process of availing leave

Prior Sanction of LeaveEmployees are required to plan their leave well

in advance and inform his/her manager before

going on leave to ensure better work

management. In rare cases, where the leave is

unplanned (may happen in case where the

employee is unwell or in case of family exigency)

leave may be applied later. However, in such

scenario, the employee shall inform their

reporting manager about the expected date

of return as early as possible.

Extension of leaveIf an extension of leave is required after the

employee proceeds on leave, and application in

writing must be sent to the respective reporting

manager well in advance for him/her to reply

before the expiry of Leave already granted. Any

absence, beyond the sanctioned leave, will be

treated as unauthorized absence and action

as deemed fit would be initiated against the

employee.

Leave Cancellation Process

An employee may cancel his/ her Leave with due

approval of the respective reporting manager.

Exclusive

The management reserves the right to refuse

leave or change the period of leave, on

grounds of exigency of work or any other

work requirement. Acceptance or refusal of a

request shall be duly communicated to the

concerned employee. The management also

reserves the right for granting approval for the

extension of Leave beyond the stated limit as

per the need of the hour.

Policy Deviation

Any deviation from the above-mentioned policy

would need an approval of the CEO of the

Company.

33

Provisions of Leave

Leave Combination Rules

Types of Leave

Types of Leave

Combination of Leave

Carry Forward

Maternity Leave

Carry Forward

Compasionate

Leave

Accumulation LimitQuantum

PriviledgeLeave

CasualLeave

SickLeave

PaternityLeave

Required Approval Window

Priviledge Leave

Casual Leave

Sick Leave

Maternity Leave

Paternity Leave

Leave without Pay

Special Leave

Priviledge leave

Casual leave

Sick leave

Maternity Leave

Paternity Leave

Special Leave

18

6

6

26 weeks

10 Days

N/A

N/A

10

N/A

N/A

N/A

N/A

N/A

N/A

Yes

N/A

Yes

-

N/A

Yes

-

N/A

Yes

Yes

Yes

Yes

Yes

N/A

-

Yes

N/A

Yes

Yes

N/A

N/A

N/A

-

Yes

Yes

N/A

Yes

Yes

Yes

-

N/A

-

N/A

N/A

N/A

N/A

15

N/A

N/A

N/A

N/A

N/A

N/A

Yes

N/A

N/A

N/A

N/A

N/A

N/A

20 days

Immediate

Immediate

4 weeks in prior to commencement of leave

4 weeks in prior to commencement of leave

N/A

N/A

34

Policy

The Company is committed to ensure that its’ business is conducted according to defined ethical and professional standards. This policy intends to create a workplace that is free from harassment and discrimination, and the employees are provided an appropriate and respectful environment that shall encourage good performance and conduct.

Purpose

This Policy intends to ensure that all employees of the Company adhere to appropriate standards of conduct as set out in this policy. It aims to provide guidance to all employees of the Company with respect to the standards of ethical and professional conduct within the organization.

Scope

This policy shall be implemented in the entire company including employees deployed at franchisee

Code of Conduct Policy

locations. It shall be applicable to employees employed on regular rolls of the company including Consultants employed on a contract, and to outsourced employees as well.

Professionalism

The employees of the Company shall maintain

the utmost standards of professional behaviour

including, but not limited to:

• Honesty and Integrity.

• Treating all individuals with courtesy,

respect and dignity.

• Working in a collaborative and cooperative

manner with all other employees.

• Comply with all policies and procedures of

the Company.

Conflict of Interest

• The potential for a Conflict of interest arises

when a staff member has private interests

that could influence or appear to influence

judgements made during the course of their

professional duty.

• Each Employee is expected to avoid situations

in which his or her financial or other personal

interests or dealings conflict with the interests

of the Company. The Company expects its’

employees to act in the Company’s interest

always.

35

• Employees are advised not to engage in any other business, commercial or investment activity that may conflict with their ability to perform their duties for the Company. Employees must also not engage in any other

activity (cultural, political, recreational, social)

which could reasonably conflict with the

Company’s interests and interfere with the

performance of their duties.

• Employees should not engage in any business activity, which could be detrimental to, or in

competition with the Company’s any business

activities, and shall also not use Company’s

property, information or position for any such

activity.

• All employees must avoid situations in which their personal interest could conflict with the interest of the Company. If, under any

circumstance, employees’ personal interests

conflict with those of the Company’s’, in all such

cases the employee must seek advice from his

or her reporting/ reviewing manager or from

senior management.

Confidentiality of Information

• In the course of performing their duties,

employees may have access to or gain

knowledge of confidential information

concerning the Company, its’ customers/

clients, and other employees. It shall be the responsibility of all the employees of the Company to safeguard any such information.

• An appropriate manager will grant the necessary access to any such information

if an employee needs such information to

perform his/her duties.

• Any release, duplication, distribution,

transmission, disclosure or discussion of

such information by any employee shall

be strictly prohibited.

• Unauthorized access to and unauthorized release of confidential information will violate this policy and may result in

appropriate disciplinary action against the

concerned employee, and may result in

termination of employment depending

upon the severity and/or repeat nature

of the offense.

36

Protection and Use of Company Property

• All Employees of the Company are responsible

for protecting and taking reasonable steps to

prevent the theft or misuse of, or damage to

Company’s assets, including all kinds of physical

assets, movable, immovable and tangible

property, corporate information and intellectual

property such as inventions, copyrights, patents,

trademarks and technology.

• All Employees must use all equipment, tools,

materials, supplies, and their time only for

Company’s legitimate business interests.

• Company’s property must not be borrowed,

loaned, or disposed of, except in accordance

with appropriate Company’s policies.

• All Employees must use and maintain

Company’s property and resources efficiently

and with due care and diligence.

Whole Time & Attention

All Employees shall devote their time and their best efforts to promote the Company’s business, and may not without the prior written consent of the Company (and subject to any terms and conditions as may beimposed by the Company) engage or be interested in (whether directly or indirectly) in any other business, employment or vocation for pecuniary gain.

Acceptance of Gifts and other Benefits

• Employees should not give or accept gifts,

entertainment, or any other personal benefit

or privilege that would in any way influence or

appear to influence any business decision

during their employment at the Company.

• Accepting any other benefit or preferential

treatment from any existing or potential

customer, supplier or business associate of the

Company is strictly prohibited.

• All other prospective offers of gifts or

entertainment which reflect customary and

transparent business practice may be accepted.

However, in case of doubts, the employee must

refer the case to his/her reporting manager

and/or the relevant business unit head who will

decide on the action to be taken.

• It is unacceptable to directly or indirectly offer,

pay, solicit or accept any kind of inducements or

bribes. Any attempted transaction of this nature

should be immediately reported to the

Reporting Manager/ Business Unit Head or the

HR Department. The funds and resources of the

Company shall not be used directly or indirectly

for any such purpose.

Harassment

The Company is committed to provide a work environment that is free of inappropriate behaviour of all kinds and harassment on account of age, physical disability, marital status, race, religion, caste, sex, sexual orientation or gender identity.

Harassment shall also include any verbal or

physical conduct designed to threaten,

intimidate or coerce an employee, co-worker

or any person working for or on behalf of the

Company. Verbal taunting (including racial and

37

ethnic slurs) that, in the employee’s opinion,

impairs his or her ability to perform his or her

job shall also be included in the definition of

harassment.

The following examples of harassment are

intended to be guidelines and are not exclusive

when determining if there has been a violation

of this policy:

• Verbal harassment includes comments that are

offensive or unwelcome regarding a person’s

nationality, origin, race, colour, religion, gender,

sexual orientation, age, body, disability or

appearance, including epithets, slurs and

negative stereotyping.

• Nonverbal harassment includes distribution,

display or discussion of any written or graphic

material that ridicules, denigrates, insults,

belittles or shows hostility, aversion or

disrespect toward an individual or group

because of national origin, race, colour, religion,

age, gender, sexual orientation, pregnancy,

appearance, disability, sexual identity, marital

or other protected status.

It is prohibited to discriminate in the provision of employment opportunities, benefits or privileges; to create discriminatory work

conditions; or to use discriminatory evaluative

standards in employment on the basis of the

person’s race, colour, national origin, age,

religion, disability status, gender, sexual

orientation, gender identity, genetic information

or marital status.

• Courteous, mutually respectful, pleasant, noncoercive interactions between employees, including men and women, that are appropriate

in the workplace and acceptable to and

welcomed by both parties are not considered

to be harassment, including sexual harassment.

Alcohol and Substance Abuse

The use or possession of alcohol, illegal drugs, and other controlled substances in the workplace and being under the influence of these substances on the job and during working hours is strictly prohibited. However, possession of prescription medication for medical treatment is permitted.

Fraud

Fraud shall be defined as the act or intent to

cheat, trick, steal, deceive, or lie, and shall be

considered to be dishonest and, in most cases,

criminal in nature. Intentional acts of fraud are

subject to strict disciplinary action, including

dismissal and possible civil and/or criminal action

against the concerned Employee. Some examples

of Fraud include:

• Submitting false expense reports.

• Forging or altering checks.

• Misappropriating assets or misusing

Company’s property.

• Unauthorized handling or reporting of

transactions.

• Inflating sales numbers by shipping inventory

known to be defective or non-conforming.

• Making any entry on Company records or

financial statements that is not accurate and in

accordance with proper accounting standards.

Compliance with Laws and Agreements

All Employees shall conduct business in

compliance with all applicable laws and

regulations of the Indian Laws.

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Disciplinary Action

Any misconduct or non- observance of any

of the Company’s policies shall result in

disciplinary action as deemed appropriate by

the management of the Company. The

disciplinary action shall include, but will not

be limited to the following actions:

• A written apology

• Counselling

• An official warning

• Loss of promotion rights or wage/salary

increases for a specified period.

• Transfer or demotion

• Dismissal

Health, Safety and Environment

All Employees shall comply with the Company

health and safety norms as communicated to

them from time to time. Employees shall bring

to the management’s attention any workplace

safety or health hazard that comes under their

observation.

Non-Conformance with the Policy

Non-observance of this Policy shall be construed

as misconduct that could warrant disciplinary

action, including dismissal in deserving cases.

The decision in this regard will be solely with the

Management of the Company.

AccountabilityIt is a condition of appointment and/or employment that

all Employees must understand and adhere to Code of

Conduct Policy at all times and abide by the standards,

requirements and procedures laid down herein. It shall

be the responsibility of the employees to report any

suspected breach of the law or this policy to the

management of the Company.

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Appointment and Probation

The HR department shall ensure issuing of appointment letter to the new employee of the Company on his/her day of joining the organization. It will be mandatory for the new employee to acknowledge the receipt of the same.

It will be mandatory for the new employee to furnish all the relevant document as required by the HR department of the Company on the day of joining itself. The HR department must ensure the completion of personnel file to ensure the regular maintenance of employee master records.

It should be noted that any employee who fails to furnish the required documents shall not be eligible for the forthcoming payroll cycle.

Any employee who joins the Company shall be on a period of probation for a period of three months. The employee will qualify for confirmation of service only after the successful completion of the probation period and recommendable performance duly approved by his/her HOD.

The employee who successfully completes his/her probation period shall receive his/her confirmation letter within 15 working days of the acknowledgement of his/her confirmation from the respective HOD.

Probation ExtensionAt the end of the initial probation period, the probation period may be extended in the case of

General Terms of employment

non- satisfactory performance during the probation period.

Misconduct During Probationary PeriodAn employee guilty of willful misconduct, disobedience or neglect of duty during probation as defined in the conditions of service can be dismissed immediately without notice or cause assigned. If during the probation period, the position becomes redundant, the employee on probation will not be provided confirmation and his/her services may not continue with the organization

*The detailed terms of employment will be stated in the appointment letter shared with the new employees in accordance with the terms of employment discussed with him/her and agreed upon.

Transfer

It shall refer to any lateral movement of an

employee, not involving promotion or demotion.

The sole purpose of any transfer will be to

improve the effectiveness of the organization.

Non- compliance of transfer order shall amount

to misconduct by the employee. The

management of the Company shall ensure

non-occurrence of ill-intended transfer orders.

Employee Record Management

The HR department shall be responsible for the

maintenance of updated personnel files of all the

employees (temporary and permanent) of the

Company. It shall also maintain the updated

database of employee’s records.

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Policy

The separation policy of the Company ensures well- ordered separation of employees from the organization.

Purpose

The separation policy of the Company aims at clear understanding of the rules and procedures for the separation of employees from the organization.

Scope

This policy shall be implemented in the entire organization including employees deployed at franchisee locations. It shall be applicable only to employees employed on regular rolls of the company including Consultants employed on contractual basis. It will, however, not be applicable to outsourced employees.

SeparationPolicy

Retirement

• The employees at the Company shall retire

the day before their 60th birthday.

• All retiring benefits including gratuity

(if applicable), provident fund etc. shall

be settled at the time of employee’s normal

retirement.

• Staff will not be entitled to provident funds and

other terminal benefits beyond the age of 60.

Redundancy

• Separation of employees from the organization

may happen due to redundancy when there is

reorganization of work and manpower, and it

becomes necessary to reduce the workforce. It

may also happen on medical grounds. Employee

whose employment is terminated as the direct

result of redundancy are entitled to one month’s

notice, or payment in liu of notice.

• Employees who are made redundant are

entitled to all the normal benefits that accrue

to them under the terms and conditions of

service applicable to their type of employment.

Resignation

The Company believes that employment with

the Company should be a mutually rewarding

experience for both, the employee and the

Company. However, in circumstances where an

employee wishes to end his/her services for the

organization, he/she will be required to follow the

stated procedures.

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Notice of Resignation

Employees are required to provide one month’s notice to facilitate a smooth knowledge transfer

with respect to their job profile. In case of inad-

equate notice period, the employee will be liable

to bear the monetary consequences in his/her

full and final settlement.

The employees who have yet not completed the probation period of three months shall serve a notice period of 15 days. In case of inadequate

notice period, the employee will be liable to bear

the monetary consequences in his/her full and

final settlement.

Forms of Resignation

All resignation must be submitted in written,

either through an email or in a written

application.

Rescission of Resignation

Employees will not be allowed to rescind a resignation once the resignation has been confirmed by the management of the Company. Employees who wish to discuss concerns about

their continued employment before making a

final decision to resign are encouraged to share

their concern with their respective HOD/ Head of

Human Resource Department.

Exit Meeting

Resigning employees will be scheduled for an exit

meeting with the Human Resource Department

which would aid the organization to understand

the reasons of separation.

Clearance Process

The employee will be required to complete the

clearance process before the ending of his/her

last working day. He/ she will be required to take

clearance as per the performa of the clearance

certificate of the Company in order to initiate the

process of his/ her full and final settlement.

Expiry and Non-Renewal of a Contract

In the event of expiry or non- renewal of a

contract with a contractual employee with the

Company, the services of the concerned

employee will be deemed completed with the

organization. The monetary settlement in such

cases, will be made in accordance with the terms

and conditions of the signed contract between

the Company and the concerned employee.

The Human Resource Department of the

Company shall intimate the concerned employee

regarding the renewal/ non-renewal of his/her

contract 30 days prior to the completion of the

contract.

Involuntary Termination

An employee’s services may be involuntarily terminated on account of misconduct or for performance reasons. As a policy, an employee

who is terminated involuntarily (except in

cases of redundancy) will not be eligible for

re-employment with the Company.

In addition, certificates of employment and/or

references will not be provided.

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If the reason for termination is wilful

misconduct, disobedience or neglect of duty,

the management may choose to withhold any

terminal or other benefits.

Death

In an unfortunate circumstance, an employee’s

services may end due to demise of the respective

employee. The Company, as an organization,

truly believes in supporting its’ employees in unforeseen forlorn circumstances. Therefore,

in such case of separation of service from the

organization, the full and final settlement of the

deceased employee will be completed by 15

working days after the submission of relevant

documents by the family of the deceased

employee.

HandoverThe employee wishing to opt for separation

of his/her services with the Company

will have the obligation of a smooth and

effective handover to an existing employee

of the Company nominated by the

management of the company for the

assigned purpose.

The employee must furnish a written

acknowledgement of the completed

handover before the ending of his/her

last working day.

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Employee Acknowledgement

I hereby acknowledge that I have received a copy of the HR Manual of

Doctor.e. I have read the manual myself/ the manual has been read and

explained to me. I shall abide by the policies, rules, regulations and

procedures of this manual.

I understand that the policies, rules, regulations and procedures mentioned

in this manual are subject to change, additions, modifications and deletions.

I accept responsibility for reading, understanding and abiding by the changes.

I also accept responsibility of contacting my supervisor and/or the HR

department if I have any questions, doubts or other concerns or if I need

any further explanations with respect to any policy, rule, regulation and

procedure of this manual, or any modification thereof.

Name of Employee: Signature of Employee: Date:

Employee ID: Department:

To be detached from this manual and kept in the custody of HR Department

44

45

Employee Acknowledgement

I hereby acknowledge that I have received a copy of the HR Manual of Doctor.e.

I have read the manual myself/ the manual has been read and explained to me.

I shall abide by the policies, rules, regulations and procedures of this manual.

I understand that the policies, rules, regulations and procedures mentioned in this

manual are subject to change, additions, modifications and deletions. I accept

responsibility for reading, understanding and abiding by the changes.

I also accept responsibility of contacting my supervisor and/or the HR department if

I have any questions, doubts or other concerns or if I need any further explanations

with respect to any policy, rule, regulation and procedure of this manual, or any

modification thereof.

Name of Employee: Signature of Employee: Date:

Employee ID: Department:

(To be retained by the Employee)

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