1. COMPANY BACKGROUND

1.1. BATC at A Glance:

British American Tobacco P.L.C. is the world’s most international tobacco

group. Based in London, UK it is a market leader in more than 50

countries selling over 300 brands in some 180 markets world-wide with

the strength of almost 90,000 employees. British American Tobacco

Bangladesh, a market leader in the country, is a subsidiary of British

American Tobacco p.l.c. Operating in Bangladesh since pre-independence,

the company headquarters and cigarette factory are based in Dhaka, with a

tobacco leaf processing operation in Kushtia. The company employs more

than 1300 people and provides indirect employment to a further 24,500

farmers, distributors, and suppliers.

The company began it’s in the subcontinent in 1910 as Imperial Tobacco

Company Ltd. with its head office in Calcutta where cigarettes were in

Carreras Ltd. Calcutta. Imperial and Carreras merged in to a single

company in 1943. After the partition Pakistan Tobacco Company (PTC)

came into existence with its head office in Karachi in 1949. The then

PTC's East Pakistan office was situated n Armanitola and ultimately

moved to Alico Building, Motijheel, Dhaka. In 1954 PTC established its

first cigarette factory in Chittagong although high-grade cigarettes still

came from West Pakistan. The Dhaka factory of PTC went into production

in 1965. After independence, Bangladesh Tobacco Company Pvt. Limited

(BTC) was formed in 1972 with British American Tobacco holding 65%

shares Bangladesh Tobacco Company. In March 1998 Bangladesh

Tobacco Company changed its name and identity to British American

Tobacco Bangladesh pronouncing its common identity.

British American Tobacco Bangladesh is a company with world class

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people, products, systems and processes and tools. They are the first

company in Bangladesh to be awarded Class A status as part of the

international and prestigious total business excellence program, MRPII,

audited by internationally renowned consultants Oliver Wight. They have

a total company commitment to excellence and drive for continuous

improvement, aspiring to be among the very best in the world. Their world

class people work as a team to meet challenges in an ever-changing

business environment. They have an open and transparent culture with

customer service that exceeds expectations. They continuously seek to

improve their manufacturing efficiency without compromising on quality.

As a result their company is recognized as benchmark for quality in the

region when they were the first company to be given the license to

manufacture Benson & Hedges in-house, within this region of BAT Group

which stretches from Pakistan to Australia. Their utilization of information

technology is at the core of their business strategy and is a benchmark

among other fast moving consumer goods companies in the country.

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1.2. Vision of BATC:

The Vision that motivates their people and drives their operations is the

desire to extend their market leadership through world class performance

across all areas of their business.

Their Four Guiding Principles

Strength from

Diversity:

Actively utilizing diversity - of people, cultures,

viewpoints, brands, markets and ideas - to create

opportunities and strengthen performance.

Open Minded: Being an active listener, genuinely considering

others' viewpoints and not pre-judging.

Freedom through

Responsibility:

The freedom to take decisions and act on them

obliges them to accept personal responsibility for

the way they affect their stakeholders.

Enterprising Spirit: The confidence to seek out opportunities for

success, to strive for innovation, and to accept the

considered risk-taking that comes with it.

1.3. Brands of BATC:

They are proud of their reputation for manufacturing high quality cigarette

brands, which are enjoyed by millions of adult smokers. Their portfolio

includes a range of brands for different consumer preferences. Well-

known international brands such as Benson & Hedges (Lights and

Regular), State Express 555 and John Player Gold Leaf (Lights and

Regular) complement the national Star, Scissors and Capstan families of

brands. Always mindful that they are in business to serve their customers

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and consumers, they continuously seek to improve their products and

services to deliver world class quality standards.

1.4. People of BATC in Bangladesh:

British American Tobacco Bangladesh is a company of great strengths -

especially in people. Significant investment in people development

through local and international training and embedding their corporate

values has fostered a culture that encourages global interaction of talent.

Currently they have 8 managers in other British American Tobacco group

companies, while 6 expatriates are based here. As a well respected local

company fostering freedom of expression and independent thought in a

business culture which values diversity, creative thinking and an

enterprising approach to challenge, they are privileged to attract and retain

experienced managers and graduates of the highest caliber in the country.

1.5. BATC Taking Partners with Them in the

Road to Excellence:

British American Tobacco Bangladesh is widely respected among its

business partners. In our journey towards continuous improvement and

excellence in every area of their operations, they always strive to take their

valued business partners with them – with them (partners) acquiring skills

and expertise which they apply to develop their own businesses

as well. Their registered farmers receive seed and advice on planting,

growing and harvesting from us. They apply their tobacco growing skills

to growing other agricultural crops as well. It is through BATC farmers

that they have been able to sustain such a successful a forestation program.

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Their distributors are fully integrated into their business, continually

improving standards in partnership with the company. Their local

suppliers benefit from skills transfer of modern, cost effective working

practices, resulting in increased velocity and efficiency in their (partners)

own internal process.

1.6. Demonstrating Corporate Social

Responsibility:

Over the years British American Tobacco Bangladesh has made

significant contributions to the socio-economic development of the

country. They are one of the highest taxpayers in the country, contributing

more than Tk1400 crore to the government exchequer annually. Through

various projects and initiatives, they are involved in improving the

environment, supporting philanthropic organizations and promoting arts

and culture and assisting with disaster relief.

A longstanding a forestation program, planting and distributing

more than 39 million trees across the country since 1980.

A one of a kind bio-filter installed in our factory to reduce odor

emissions is now used as an example for emulation by other

industries.

Support for programs like Shandhani's posthumous eye

donation, polio vaccination and blood donations.

Involvement in a vegetable seed multiplication program.

Assistance to tobacco farmers in crop cycle planning and

optimum utilization of land.

Run programs to promote farmers' literacy, health, hygiene,

education, family planning awareness and bank accounts.

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Provide prompt relief and generous support to affected

communities in cases of natural disaster.

Commitment to the principles of sustainable development

through high international standards of environmental, health

and safety practice.

1.7. BATC’s Pride:

British American Tobacco Bangladesh has been the proud recipient of a

number of awards, including the National Export Trophy (2000), the

Prime Minister's 1st Prize for Tree Plantation in 1999 and the Food &

Agriculture Organization (FAO) Award for pioneering the development of

the vegetable seed industry in Bangladesh in 1999 and Prime Minister's A

forestation Award in 1993.

1.8. The organizational structure of BATB:

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Figure 1

2. ORGANIZATION’S VALUES

2.1. BATC’s Core Values:

BATC are committed to building value for their shareholders, and they

believe there is real value embedded not only in how they run their

business but in how a company is put together; in its ability to see the

world as it really is; in it's ability to pick and retain talent; to build

relationships of trust with consumers, suppliers, distributors and partners,

and to manage high quality brands. Perhaps above all in today’s economy,

there is particular strength in the ability to root local businesses in a vast

range of different cultures around the globe. Their guiding principles

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describe key characteristics of their organization, which they aim to

nurture.

2.2. BATC’s Guiding Principles:

Here at British American Tobacco we have identified their Guiding

Principles which describe the core beliefs and values of their organization.

They define who they are and what differentiates them - their "corporate

DNA", and capture the spirit and ethos of what is a truly global company

with many different forms in the 180 countries in which they operate.

These principles apply to every employee in British American Tobacco,

across all levels, functions and geographies, and act as a point of reference

for every aspect of our working life, from communication to decision

making. Their core Guiding Principles are:

Strength from Diversity: Everyone can flourish and succeed in an

environment which values and cherishes differences. The diversity

of their people and their ideas creates opportunities and a

competitive edge.

Open Minded: They are open-minded and encourage everyone to

contribute, by actively listening; by being genuinely receptive to new

ideas and the ideas of

Others by being open to different perspectives and by questioning

and challenging the conventional.

Enterprising Spirit: They strive to do different things in different

ways.

Freedom through Responsibility: People have the freedom to

take decisions and act by accepting personal responsibility, within

the parameters of the organizations strategic goals.

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2.3. A Clear Female Voice:

Their Employment Principles clearly state that British American Tobacco

is dedicated to providing equal opportunity to each employee and that

their employment beliefs and standards mean in practice that they will not

discriminate when making decisions on hiring, promotion or retirement on

the grounds of the employees’ or candidates’ race, color, gender, age,

social class, religion, smoking habits, sexual orientation, politics or

disability – subject to the inherent requirements of the role to be

performed. In line with this principle, at British American Tobacco,

individuals are nominated to fulfill speaking engagements, liaise with a

wide range of external audiences (including the media) and are put

forward for company awards based on their suitability for the respective

event and criteria such as gender will neither positively nor negatively

impact on the choice of candidate chosen for the event.

At British American Tobacco, many of their most senior and prominent

external-facing managers are women and as such, naturally, they are seen

fulfilling a number of public speaking engagements and are seen quoted in

the press on a regular basis. At their London Press Office at Globe House

which fulfils a number of roles including orchestrating the Company’s

contact with all UK national and London-based international media,

overseeing media communications on trans-national issues such as the

WHO’s Framework Convention on Tobacco Control and crisis

communications, two of the three press officers/Company spokespeople

are women.

Since 2002, British American Tobacco has been running The Golden Leaf

Award, an annual program that celebrates examples of excellence within

and across Group operating

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companies, regions and functions. The Awards not only recognize the

outstanding achievements of markets or teams but furthermore

demonstrate the business impact of these achievements or behaviors and

ultimately, share both success and knowledge across the Group. The

award celebrates the achievement of groups of employees rather than

individuals, however, many women were essential and valued members of

the eventual three winning teams in 2002. In 2004 two women won the

Golden Leaf Award. These women had to ensure continued delivery in the

US marketplace even in the thick of the merger process.

3. ORGANIZATIONAL POLICIES

Based on their values and principles they developed an ‘Equal

Opportunity Policy’ and various employment policies to assure diversity

within the company. The policies are documented and can be accessed via

the intranet. In support of women's advancement they also have in place a

maternity policy. Their disciplinary policy and sexual harassment policy,

for example, applies to all employees regardless of gender.

3.1. BATC’s Employment Principles:

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Based on these Guiding Principles, BATC have developed a set of

Employment Principles and workplace related human rights. British

American Tobacco is a decentralized group of companies and each

company has wide freedom of action. However, within that framework it

is their aim to apply these principles (Principles) in the key areas of

employment practice:

1. STRENGTH FROM DIVERSITY:

“Actively utilizing diversity – of people, cultures, viewpoints, brands,

markets and ideas – to create opportunities and strengthen performance”

BAT is dedicated to providing equal opportunity to each employee. Their

employment beliefs and standards mean that they will not discriminate

when making decisions on hiring, promotion or retirement on the grounds

of the employees’ or candidates’ race, color, gender, age, social class,

religion, smoking habits, sexual orientation, politics, or disability – subject

to the inherent requirements of the role to be performed. A fundamental

aim is to ensure a diverse and representative workforce profile through the

promotion of employment equality. They shall observe national legislation

relative to positive discrimination.

2. OPEN-MINDED

“Being an active listener, genuinely considering others’ viewpoints and

not pre-judging”

2.1 Openness and Responsiveness

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Internal Communications: Employees’ sense of belonging to, and

trust in, BAT is enhanced by their focus on internal

communications, a sense of pride in their brands and being part of

a socially respected group of companies. They aim to be open and

transparent and to provide regular, reliable and relevant business

and industry- related information, through a wide range of internal

communication channels to allow access for all employees.

Disclosure/communication policies take into account their

obligations to business confidentiality and other competitive

concerns. However, subject to this, they actively encourage and

promote the free flow of ideas and information between their

operating companies and their workforce.

Relationships and Partnerships: Worker Representation and

Freedom of Association- they respect both freedom of association

and freedom of non-association. They acknowledge the right of

employees to be represented by local company-recognized Trades

Unions, or other bona fide representatives, and for these, where

appropriate, to consult with the relevant company – within the

framework of applicable law, regulations, the prevailing labor

relations and practices, and company procedures. They

acknowledge the activities of recognized worker representative

bodies such as Trades Unions (where such activities are practiced

in accordance with national law) and they ensure that workers are

able to carry out their representative activities within agreed

procedures.

3. FREEDOM THROUGH RESPONSIBILITY

“We believe decisions should be pushed down the organization to the

appropriate level, as close to the consumer as possible and that decision

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takers should accept responsibility for their decisions”.

3.1 Company Responsibilities

Fairness at Work: They seek to encourage a climate of confidence

to ensure that employees can air questions and problems arising

during the course of their (workers) work and aim for quick

resolution to the satisfaction of all concerned. To this end, they

seek to ensure that their employees know about grievance and

disciplinary procedures and how to use them. Temporary labor is

an important element of the overall employment mix and essential

to meet the local business requirement and cycles. Where this form

of labor is used they will act at all times to conform to local labor

laws and practices. BAT companies do not have a policy of

engaging in the use of casual labor to avoid an employee receiving

company and government benefits.

Dignity at Work: BATC finds all aspects of harassment and

bullying unacceptable and they are committed to removing any

such actions or attitudes in the workplace.

Restructuring: BAT undertakes restructuring in a responsible

manner. Any of their global operating companies involved in

restructuring will explain the initiatives that make change

necessary to its employees and all appropriate groups and bodies,

in accordance with local laws and regulations. They cannot offer a

job guarantee for life but compulsory termination of employment

is only actioned after a comprehensive review of all the

alternatives. Where such situations do occur, they will adopt

responsible local approaches and procedures to address each

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instance, including severance pay and any other such measures as

may be appropriate to the situation and location.

Against Exploitation:

Child labor: BAT does not condone or employ child labor.

They seek to ensure that:-

• The welfare, health and safety of children are paramount

at all times.

• Practices undertaken by children for the development of

vocational skills (e.g. in agricultural employment) do not

conflict with or impede their educational development,

including school attendance.

• The development of children, their communities and

countries is best served through education.

Forced labor: Bonded or involuntary labor is completely

unacceptable, as is the requirement to surrender identity

papers or pay deposits as a condition of employment.

Where national legislation or employment procedures

require the use of identity documents, these will be used

strictly in accordance with the local legislation and

procedures. We do not condone exploitation or the

unlawful use of immigrant labor.

3.2 Employee’s Responsibilities

Standards of Business Conduct: These are an integral part of their

corporate governance and are designed to provide a decision-

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making framework for all employees. Employees are the key

upholders of such standards and are expected to comply with them.

Proper use of Company Systems: BAT companies deploy many

systems to help in the achievement of business goals. In doing so,

they entrust the use of these systems and facilities to their

employees. It is the responsibility of employees to familiarize

themselves with these systems and to adhere to all operational and

confidentiality procedures including those concerning personal use

of the systems. BAT companies will provide training in the use of

their systems and policy adherence and employees should seek

further training if required. The use of these systems will be

monitored from time to time to ensure lawful use and purposes in

accordance with BAT policy and local legislation. Employees will

be encouraged to make suggestions to improve either the training

or the systems themselves.

Performance Responsibility: They expect their employees to make

a meaningful and confident contribution to the success of BAT and

their (workers) own place within it. As such, employees will be

held accountable for their performance. They therefore provide

employees with clarity on their expectations of them (workers) and

feedback on their (workers) performance. The mechanisms for this

will be determined as appropriate at the local level. Where poor

performance continues, despite the prior provision of opportunities

for improvement, BAT companies will terminate the employment,

applying the framework of applicable law and company labor

relations procedures.

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3.3 Mutual Responsibilities

Environmental Responsibilities: BAT has in place Environmental,

Health and Safety management and monitoring systems and strives

to achieve annual targets and performance indicators in each of the

key areas of environmental management. Both their companies and

their employees have an integral part to play in the achievement

and maintenance of these standards.

Constructive Place in the Community:

Community contribution: BAT thinks globally but it

is a local citizen. As such, they encourage their

employees to play an active role both in their

(workers) local and business communities. The

level and type of support the local company and

their employees give is at the discretion of the local

company.

Economic contribution: BAT seeks to create

opportunities for skills development for employees

and communities in markets where they operate.

They also aim to work in harmony with the

development objectives and initiatives of host

governments.

Business Information Security: Business information security is a

multifaceted challenge requiring effective co-operation between all

parts of the business, their business partners, employees and

employee representatives. Their policy embraces all elements of

business information security including physical records,

electronic data, e-mail, personal data held by the company,

information processes and data management, legal and audit

considerations and communications systems (telephones, fax,

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internet etc.). Their policy is to maximize the business leverage of

their information, ensuring that it is reliable and available to those

who need it. It is of paramount importance to ensure that all their

employees are fully aware of their personal responsibilities in this

regard. They will honor the privacy of workforce data according to

the requirements of national legislation and the security and

interests of the business.

Personal Development and Learning: They develop and deliver

high quality learning and development initiatives appropriate to the

needs of the individual operating companies and their employees.

They aim to foster a sense of pride in working for BAT and to be

the employer of choice wherever they operate. Whilst they put

great emphasis and resources in training and opportunities for

development, employees are encouraged to take responsibility for

their (workers) own development.

3.4 Valued Business Partners

Whilst they are not responsible for standards of employment practice

throughout their supply chain, they seek to influence our business partners

to avoid:

• The employment of children particularly in any industrial process, or

agricultural process which uses chemicals (other than in genuine

apprenticeships);

• The selling of cigarettes to minors;

• The use of forced or illegal immigrant labor;

• Working conditions which do not meet BAT standards on health, safety

or hygiene;

• The denial of access to, or unfair application of, a transparent grievance

procedure;

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• Any form of unlawful discrimination, harassment, abuse or bullying.

Whilst each partner organization has the responsibility to manage its

employment practice in accordance with its own business standards,

values and local legislative framework, they will work with them to

embrace these Principles.

BAT Minority Shareholding Interests: They (BATC) will draw to the

attention of the Directors of companies, in which they (BATC) have a

minority interest, the contents of these Principles and, where they do not

exist already, encourage them to be adopted.

4. ENTERPRISING SPIRIT

“The confidence to seek out opportunities for success, to strive for

innovation and to accept the considered risk – taking that comes with it”.

4.1. Physical and Material well-being

Elements of this are:-

Reasonable Working Hours: It is almost inevitable that in most roles, and

at certain times of the year, business needs will dictate more concentrated

periods of work than at other times. However, BATC acknowledge and

support the need of employees to balance work and personal interests and

will encourage flexibility where possible.

Family Friendly Policies: BATC encourage their markets to

explore and adopt family friendly policies as relevant according to

local practice.

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Occupational Health and Safety: BAT companies will all have, and

comply with, internal health and safety policies and procedures and

national regulations to ensure a safe working environment. BATC

are committed to working with their employees to ensure that

health and safety standards are maintained and improved. This

process involves the effective application of an environmental,

health and safety management and monitoring system. BATC

work continuously to maximize the physical security of their

employees wherever they (workers) are employed. BATC will

ensure that their standards and policies are understood and training

will

Be provided so that all employees understand the health, safety and

security issues and requirements concerning their (workers)

job/position.

4.2. Fair, Clear and Competitive Remuneration and Benefits

BAT recognizes the need for their remuneration policies to be competitive

and they have been designed to ensure a real differentiation amongst

individuals and teams within companies, using criteria such as:

qualifications, skills, performance, contribution and responsibility. BAT

uses objective instruments in determining the level and seniority of roles

within the business by means of a well-defined method of job evaluation,

which defines roles, scope and subsequent salary positions and ranges.

These are then compared against the local labor market to ensure their

competitiveness. Prevailing market conditions are a key point of reference

for establishing remuneration in each operating company. BAT will

comply with legislation imposing a national minimum wage; however,

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their strategy will be to ensure that their reward levels are highly

competitive within the local area. BATC use remuneration and reward as

an active tool to build and maintain a high performance, highly motivated

culture. Their approach is based on a mix of financial and non-financial,

long and short-term incentives. Each operating company has the

opportunity to structure their reward and benefits packages according to

local circumstances. All employees are provided with clear information

for each pay period, including any and all deductions from their pay.

4.3. Talent, Performance and Equal Opportunity

Where possible BATC fills vacancies internally, although they will seek

out external talent as this provides the opportunity for fresh thinking, new

ideas and experiences. Their recruitment strategy is based on retaining and

attracting the most suitable people at all levels of the business and this is

reflected in their objective approach to recruitment and selection. The

approach is based on the inherent requirements of the job (both now and in

the foreseeable future), matching the ability and potential of the

individual.

3.2. UK Headquarters Policy:

At Globe House, BATC aim to live the Guiding Principles and

demonstrate their genuine commitment to the global Employment

Principles. Their Equal Opportunity Policy aims to ensure the Company

provides equal opportunity for all job applicants and employees,

regardless of race, color, religion, ethnic origin, sex, marital status, sexual

orientation or disability. In support of this, the Sexual Harassment Policy

states unequivocally that ‘the Company finds all forms of sexual

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harassment unacceptable’ for both men and women and aims to provide

victims with a means of redress. Recognizing the numerous forms and

levels of sexual harassment, the policy provides an extensive list of the

behaviors that will not be accepted.

3.3. Commitment to Good Employment

Practices:

BATC’s Employment Principles build on their commitment to good

employment practices and workplace related human rights. They set out a

common standard for their companies in developing policies and

procedures, while recognizing that each company must take account of

local labor law and practice and its local political, economic and culture

context.

They cover a wide range of practices, including:

- Equal opportunity to everyone.

- Internal communication and the free flow of ideas

- Worker representation and freedom of association

- Fairness at work and the unacceptability of harassment and bullying

- The unacceptability of child labor or unlawful use of immigrant labor

- Performance responsibility

- Health, safety, and environmental responsibility

- Community contributions by employees

- Personal development and learning

- Reasonable working hours and family friendly policies

- Fair, clear and competitive remuneration and benefits.

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3.4. Freedom of Association:

Worker Representation and Freedom of Association: BATC respect both

freedom of association and freedom of non-association. They

acknowledge the right of employees to be represented by local company-

recognized Trades Unions, or other bona fide representatives, and for

these, where appropriate, to consult with the relevant company – within

the framework of applicable law, regulations, the prevailing labor relations

and practices, and company procedures. They acknowledge the activities

of recognized worker representative bodies such as Trades Unions (where

such activities are practiced in accordance with national law) and they

ensure that they (workers) are able to carry out their representative

activities within agreed procedures.

4. RECRUITMENT AT BATB

They see recruitment as part of their business strategy, ensuring that their

company is equipped with managers of the highest caliber who can build

their future. It is a long-term strategic exercise to continually improve the

quality of management, with a consistent focus on future requirements.

Year after year they select, train and develop some of the brightest and

most talented graduates. Their unique management development program-

The Challenge Initiative-has been designed to train the very best people to

a global standard of excellence. Graduates are therefore not recruited to

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fill a vacant slot but as management trainees, and are recruited over and

above the company's current manpower requirements. They will have

recently completed 4-year graduate level education and will be seeking a

first professional post. The company also invites talents to submit their

applications for positions other than management trainee or entry level.

4.1. Recruitment Policy:

British American Tobacco Bangladesh will be in e – resourcing

from 2002. They will be focusing on e-based advertisement for

more visibility and transparency alongside the conventional print

media. All recruitment related notices will be posted on the

www.bdjobs.com web site. Candidates are required to fill up the

blank resume format provided in the web site. A well-structured

and systematic selection procedure is followed to get the most

suitable candidate. Following the selection procedure, pre-

employment medical examination and reference checks are done.

They entertain application from recognized universities from home

and abroad

Applicant must be citizen of Bangladesh.

They encourage students with good academic track record to

apply.

They are free from any prejudice against any race, sex, religion,

age what so ever. Positions will be offered to the candidate on the

basis of his/her ability and requirement of the company.

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4.2. Recruitment Process:

As a part of the resourcing program, they focus on e-based

advertisement for more visibility and transparency alongside the

conventional print media. All recruitment related notices will be

posted on the www.bdjobs.com web site. If you have decided that

British American Tobacco is for you, the first step is to complete

the application form provided on the website.

If the application is successful, he/she will be invited to a

preliminary interview with a member from the function to which

you have applied, and a member of the Human Resources team.

This is as much chance for you to find out more about them, as it is

for them to find out whether you have the competencies they are

looking for.

As a final candidate you will be invited to a specifically designed

British American Tobacco assessment centre. This will provide

you the opportunity to demonstrate your skills and suitability

through your performance in a number of participative and

individual exercises. You will also have the opportunity to meet

their managers and to gain first hand experience of what it is to

like to work for British American Tobacco Bangladesh. Regardless

of the outcome, participants find it a unique opportunity to

demonstrate their strengths.

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If you make it through to the Assessment Centre, you will be

recommended to the respective Heads of Functions for a final

Interview.

They are committed to keeping you informed of your progress through

every step of the selection process.

5. PAYMENT PRACTICE AT BATC

5.1. Equal Pay:

British American Tobacco Company takes a holistic approach towards

reward offering employees not only attractive salaries, flexible benefits

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and long-tem incentives, but also challenging responsibilities, inspirational

leadership and opportunities for development. They truly believe in

equality and hence offer fair reward to all their employees on all levels.

An unbiased approach is applied and salary progression is linked solely to

individual development and individual performance. They also ensure that

their employees are rewarded fairly not only in relation to each other, but

also in relation to the employees of other companies. By means of pay and

benefits surveys they ensure maintaining a competitive position in the

market.

5.2. UK Headquarters Equal Pay Review:

It has always been standard practice at Globe House, London, to check the

gender distribution of the annual pay award and to monitor gender

variance in terms of proximity to salary range mid-points. This is a

practice which is also encouraged globally. In 2002, they went a stage

further with a full equal pay review looking back over five years and

examining issues such as part-time pay and length of service. In 2002, the

first five management grades

(the last two most senior grades represent numbers too small for

meaningful analysis) showed pay differentials of between 1%-4%. These

differentials are in favor of male employees for the first four grades, but at

the fifth grade the average salary is 3% higher for women than men. The

pay picture for part-time female employees is even more encouraging with

average salaries of women part-time workers being higher than male full-

time workers in the same grade. Pay determination processes are

structured to ensure maximum objectivity and equality. Annual pay

reviews are influenced by performance ratings against agreed annual

objectives, and the annual bonus is based on 50% Company performance

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and 50% team performance with the bonus paid in full for women on

maternity leave.

In 2003 they continued examining the issue of equal pay between male

and female UK Headquarters’ employees. The overall picture indicates

once again that pay at headquarters has been managed equitably resulting

in minimal evidence of any gender-based discrepancies. In 2003 one of the

two most senior management grades were added into the study so that

altogether six management grades were analyzed. The review showed

differentials of 1%-8% between men and women pay. Apart from one

grade where the result was equal, these differences favored male

employees in three instances and females in two. This is an improvement

for female employees compared to pay review in 2002 (in 2002, female

employees were only favored in one grade). Besides there was a 10%

decrease in the pay difference favoring male managers over female

managers in one of the most senior grade. The analysis also showed that in

contrast to the marker trend, their part-time female employees do not

suffer from a pay disadvantage compared to full-time males.

On the improvement side, the analysis confirmed that female managers in

senior grades are significantly outnumbered by male managers. This issue

is potentially linked to the availability of part time working which was

also identified as an area of concern. The company took this review into

consideration and introduced formal flexible working policy.

6. WORKING, COMPENSATION, AND

BENEFIT AT BATC

6.1. Flexible Working:

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A healthy work-life-balance is crucial for the performance of BATC’s

workforce. Flexible working arrangements enable their employees to

dedicate time to personal activities. The company tries to accommodate

employees with a need to be flexible by providing portable computers

which enables them (workers) to work from homes. This includes women

who have small or disabled children to take care of. Employees can also

adjust their holidays by means of recently introduced flexible benefits

scheme, which enables people to sell and buy holidays. Flexible working

is further enhanced by the convenience of the office and availability of

such services as free drinks, buffet and takeaway, on-site shop, café and

sports facilities. The company continuously implements new initiatives to

provide more flexibility to its employees.

Flexibility of working hours gives individuals the freedom to manage their

(workers) time effectively to suit their (workers) own working and

domestic needs, whilst ensuring that their (workers) work output is

maintained. Where pressures of work require individuals to work over and

above that which is normally expected, they (workers) will be entitled to

take time off in lieu. BAT tries to accommodate employees with a need to

be flexible by providing portable computers which enable them to work

from remote locations, including their homes. BAT is willing to consider

requests for flexibility of work location subject to

business needs, and part-time working is also available dependent on

individual jobs and managers.

6.2. Flexible Benefits:

In June 2004 British American Tobacco introduced flexible benefits

program, free2, with eleven benefits on offer. This is a new approach to

benefits management which gives freedom of choice to employees.

28

Through free2 they can manage benefits package in a way that is right for

them and buy the benefits they need when they need them. Once a year in

June employees are able to make their selection via on-line electronic

enrolment system. A lot of benefits are at a discounted prices comparing

to high street offers. Some of the benefits included this year were dental

insurance, travel insurance, home computer initiative, mobile phone etc.

Employees were also able to buy or sell days of their holiday. They intend

to add more benefits next year to satisfy individual choices as much as

possible.

6.3. Convenience Services & Social Facilities:

Globe House was awarded the title of ‘Best National Office Fit-Out’ by

the British Council of Offices in 1999. Staffs have access to all-day free

drinks vending and a free three-course lunch. Takeaway or eat-in

sandwiches and soup are available as an alternative to a hot lunch and

there is a Starbucks coffee franchise at reduced prices. A full breakfast

service is available each morning at low cost. A weekly treat of cakes is

also delivered to each floor on Thursday afternoons. There is a large staff

coffee lounge which is used as a meeting space during the day, a coffee

lounge at lunchtimes, and a subsidized licensed bar on Thursday and

Friday evenings. If staff doesn’t have the time to visit the shops at nearby

Covent Garden, there are bank cash and stamp points on site and a small

shop selling a range of magazines, greetings cards, confectionery and

toiletries. For a wider choice of goods, the Facilities departments arrange

regular in-house sales of discount brands such as Timberland or French

Connection, and also available is Jump leads; an internet shopping service

whereby goods from shops such as John Lewis can be delivered to the

office. The Electronic High Street is another web-based facility which

29

enables employees to take advantage of locally negotiated discounts on

goods and services, e.g. Holidays or banking. And if the prospect of

cooking at the end of the journey home is not appealing, employees can

use the Rocket meal service to purchase healthy, fresh ready meals to take

home. The Staff Council (an elected body of employees) provide a forum

for two-way communications between employees and the Board, giving

staff a voice and the Board a means of consulting with employees. The

Sports and Social Committee is a sub-group of the Staff Council and runs

a range of sports and social events from horse-riding to theatre trips,

which are subsidized by the Company. The Committee also organizes

children's parties at Christmas, quizzes and other events during the year.

6.4. Health & Well-Being:

Employees and their immediate family members are entitled to unlimited

access to telephone counseling through the Employee Assistance Program

which provides free advice on emotional, marital, legal and financial

issues. Referrals for face-to-face counseling can also be arranged in the

home locality. There are a range of options for employees wishing to keep

fit; the Globe House Fitness Suite is a free on-site facility, and there is also

a choice of two heavily subsidized corporate health club memberships. For

staff who cycle to Globe House, there are secure, covered cycle racks and

full locker, changing and shower facilities. The Globe House medical suite

provides a range of services for employees including health screenings and

full medicals (depending on age and grade), eye tests and subsidized

spectacles for computer use, medicals and inoculations for business

travelers, a variety of medical reference books available on loan, and

occasional alternative therapies such as reflexology and massage. Private

medical insurance is provided for all staff. For managers immediate family

30

is also covered, and for business support staff family cover can be

arranged at a reduced rate.

6.5. Parental & Care Support:

British American Tobacco fully supports the family commitments of

employees. The company offers generous parental schemes including

maternity and paternity leave as well as childcare vouchers. Child- and

eldercare is an important issue within the company and they try hard to

meet their staff’s requirements. As a part of employee care program,

employees have the benefit of immediate access to a professional and

completely confidential counseling service on such issues as marital &

relationship difficulties and loss of confidence.

6.6. Maternity & Paternity Provisions at HQ:

A year ahead of EC regulations and more generous than the statutory

requirements, BAT offers 52 weeks’ maternity leave with 26 weeks at full

pay (for employees with at least 1 year’s service), and 2 weeks’ paternity

leave also at full pay. BAT is willing to consider all requests for part-time

or flexible working. (Please see the ‘Flexible Working and Work-Life

Support’ section for further information). Childcare vouchers are available

and cut the cost of childcare through National Insurance relief and a

further 5% Company subsidy.

For general peace of mind for employees and their families, BAT also

gives generous life assurance and personal accident insurance cover to

staff at all levels. The pension scheme is final salary, non-contributory,

offers excellent family pension benefits and was rated as among the most

generous in the UK by the 2003 Union Pension Services survey. Published

31

every three years, Pension Scheme Profiles 2003 covers the pension

benefits offered by 250 leading UK employers according to criteria

including death-in-service

benefits, the spouse’s pension and the rate of annual increase. Private

medical insurance is provided for all staff. For managers immediate family

is also covered, and for business support staff family cover can be

arranged at a reduced rate. Parental and compassionate leave provisions

are also available.

7. TRAINING AND DEVELOPMENT AT

BATC

32

BATC approach to early training and career development reflects their

recognition that getting the right start is crucial to building a successful

career. Their developing initiative comprises induction, functional and

managerial development, and business awareness and performance

appraisal. The company offers a broad range of learning and development

options such as “on-the-job” training, in-house and external training

courses, e-learning. Employees are enabled to learn and develop “anytime

and anywhere”. The company also offers a portfolio of international

training programs in order to develop first class people in every function.

The career development process is in place to ensure that the needs of

individual and the future shape of organization are taken into account.

7.1. Career Development:

As a truly global organization with a presence in over 180 countries,

tracking the presence and performance of our people is essential for

effective planning and career management. The Career Development

Meeting (CDM) process forms one part of their (workers) global career

planning systems. Its purpose is to ensure that they have good quality

succession plans in place which take account of both the needs of

individuals and the future shape of the organization. It is also the forum in

which they confirm assessments of managerial potential and in doing so

ensure that their talent pipeline is sufficiently rich to drive performance

and business objectives.

While they are looking for ways to push the diversity issue up the

organizational agenda, the existing picture of female performance at BAT

is very positive. On a global scale, there is a higher proportion of women

than men with high-potential ratings and the data also tells them that

women are spending less time than men in each position which implies

that the female population are tracking more quickly through the

33

organization. They recognize and embrace the importance of having a

diverse workforce and the increased competitive advantage that diversity

can create. Therefore, consideration of diversity metrics and the messages

received from the global Viewpoint employee opinion survey are two

standard items on all CDM agendas. Organizational Development Heads

at Globe House are also looking at ways of stimulating further discussion

and action within the CDM framework; in the search for a more

progressive way forward there is an exercise currently taking place to

examine the data on under-represented senior management groups. From

2003, there will be specific attention paid within the CDM to the

development of women and minorities at the highest level.

7.2. Pathways to Continuous Development:

British American Tobacco recognizes the need to employ highly qualified,

motivated people - and to provide them with the opportunities to

continually grow and develop, to remain highly qualified and motivated in

a constantly changing and demanding environment. The emphasis is on

continuous – each individual is encouraged to make a commitment to

lifelong continuous learning. And BATC in turn is committed to

supporting each individual to meet this commitment. Pathways to

Continuous Development are an integrated system designed to help

employees develop their capabilities for success - in life and in their

careers with the company.

The objectives are:

• to energize for life-long continuous learning and growth

• to accurately assess capabilities against critical success factors

• to create specific Individual Development Plans, which make good use

of a variety of

34

Effective development options and which relate to longer term career

goals to enhance competencies to meet future business needs.

To support the continuous development of their people, they offer a varied

range of development options both on a global and local level.

7.3. International Training:

In the interests of developing First Class People in every function, BATC

offers its global staff of high-potential Middle and Senior Managers a

portfolio of International Managerial and Functional Training Programs,

designed to build cross-company centers of excellence that will propel the

company forward. The majority of these international training programs

are held at the Horsley Court Management Training Centre in Surrey, and

due to the extremely high demand for places we have a rigorous

nominations process designed to be as equitable as possible. In the

interests of knowledge sharing and rich learning experiences the diversity

of the delegates to ensure groups with cross-functional, regional and

gender representation.

7.4. Learning & Development In UK:

In addition to the international training provision, the UK also offers a

broad range of learning and development options from ‘on-the-job’

training, in-house and external training courses, e-Learning and a drop-in

Learning Resource Centre in Globe House. The aim is to enable

employees to learn and develop ‘anytime and anyplace’. Employees

studying for professional qualifications also receive comprehensive

assistance in terms of exam leave and costs for fees, subscriptions and

materials. The portfolio of their e-learning courses is comprised of more

35

than 50 on-line courses across 12 development areas. The e-learning

website provides opportunities for everyone to acquire management skills,

such as Leadership & People Management, Mentoring, Coaching, as well

as business awareness through courses in Operations, Marketing and

Finance. Their

approach to learning and development is very much tailored to individual

needs; employees are encouraged to explore and understand their own

learning styles, with the Peter Honey Learning Styles Questionnaire

available to all employees on the internal intranet site (Interact).

7.5. BATC’s Policy on Personal Development

And Learning:

BATC develop and deliver high quality learning and development

initiatives appropriate to the needs of the individual operating companies

and their employees. They aim to foster a sense of pride in working for

BAT and to be the employer of choice wherever they operate. Whilst they

put great emphasis and resources in training and opportunities for

development, employees are encouraged to take responsibility for their

(workers) own development.

7.6. Mentoring & Coaching:

To set objectives and to work towards achieving them in order to meet the

needs of the business and the personal development objectives can be a

challenge. British American Tobacco strongly supports and encourages

36

mentoring relationships to help employees face these challenges.

Mentoring relationships are encouraged at all levels at British American

Tobacco as a valuable means of helping their people to learn and develop.

They take a structured approach with our Management Trainee population,

ensuring that each graduate trainee is assigned to a Mentor. Mentors are

senior members of staff from a different function to the trainee, enabling

their graduates to benefit from their (workers) wider experience and

guidance. For other employees, they take a tailored approach to ensure

that mentoring partnerships are beneficial for both mentor and mentee and

mentoring workshops are run to ensure that mentors are well equipped to

manage the relationship to its full potential.

7.7. Fair & Transparent Promotion:

BATC have necessary tools and procedures to ensure fairness of their

employees’ promotions and career successions. Successions are carefully

planned and are based on an employee’s performance, career objectives

and the future shape of the company. Clear guidelines to promotion are

clearly communicated to all employees. People are treated on an equal

basis to prevent any form of discrimination. They have adequate policies

and documented rules how to deal with grievance.

BAT Group companies in the UK have appropriate policies in place to

deal with internal employment disputes in an effective manner. The

polices are, where appropriate, supported by relevant rules and procedures.

The relevant policies are accessible by all staff via Interact and this is

explained to staff as part of their induction. BATC has a team of

professional HR staff trained to give guidance to managers and staff in the

implementation and application of the policies.

37

7.8. Career Development Meetings:

They treat professionally managed career planning and personal

development of their people as a business critical activity, investing

significant senior management time in sustaining their future talent. One

process enabling this is their cycle of Career Development Meetings

(CDMs). These are held at least annually in all Group companies with the

information reviewed further for each function at regional and global

level. For their most senior roles worldwide, the Management Board

spends two full days per year assessing succession and development

issues. Their CDM process aims, through good quality planning, to match

the career needs of individuals to short and medium term opportunities. It

is organized to explore individuals’ career potential based on current

performance and achievements and other capabilities that will become

critical at more senior levels. Achieving this globally across multiple

functions is a major undertaking,

relying heavily on a good understanding of individuals’ career wishes,

mobility, language capability and career history. To support the system,

they have invested heavily in a global management development database,

where managers enter their own data in a ‘self-service’ way. This is

available to the CDMs so that personal ideas can be included. Now in its

seventh year, the CDM system is well known across the Group and has

helped them considerably in ensuring that they have the talent that they

need in the right place at the right time.

8. WORK-FORCE DIVERSITY AT BATC

8.1. Attracting To Women:

38

Their business is built on their understanding of the differences across

consumers. Women have always been an influential consumer group

within the tobacco industry and thus play a vital role in the development

and marketing of new products. In the same way it’s the diversity of their

people and BAT’s ideas that create opportunities and competitive

advantage. There is a clear visibility of women of different backgrounds,

ages and nationalities in their recruitment materials. They value the

diversity of their employees and respect each person's individuality.

8.2. Attracting Difference:

At British American Tobacco they try to ensure objectivity in their

recruitment and selection processes through training of their HR

professionals and line managers and also through the use of consistent

competencies. By assessing against their global Leadership Capabilities

they hope to recruit people who display the qualities and skills they value

regardless of gender or race. As well as trying to ensure the objectivity of

their recruitment processes, they are committed to rigorous analysis of the

ways in which they represent cultural diversity in their recruitment and

corporate literature in terms of both visual images and written text.

Their overall aim is to represent the organization as realistically and

faithfully as possible in order to give an accurate and fair impression of

life and work at BAT. They feel this is particularly important in

recruitment materials because any intelligent, educated applicant will be

concerned to demystify any apparent ‘hype’ or ‘spin’ especially where it is

associated with a controversial industry like tobacco. Based on research

and feedback on previous generations of materials their new recruitment

branding aims to portray a less corporate look and a more inclusive feel.

39

They are currently taking a critical approach to ensure that their literature

‘speaks to’ and addresses the interests of women readers. Amongst other

aspects, they are examining whether their publications describe the jobs

and achievements of women and men at all levels of the organization,

whether there is equal gender representation in terms of quotations or

interviews with employees, and whether the literature uses language that is

inclusive of women. From a cultural diversity perspective they

consciously attempt to represent BATC by using a broad range of males

and females from different ethnic backgrounds in our recruitment

literature.

8.3. Strength from Diversity:

“Actively utilizing diversity – of people, cultures, viewpoints, brands,

markets and ideas – to create opportunities and strengthen performance.”

BAT is dedicated to providing equal opportunity to each employee. Their

employment beliefs and standards mean that they will not discriminate

when making decisions on hiring, promotion or retirement on the grounds

of the employees’ or candidates’ race, color, gender, age, social class,

religion, smoking habits, sexual orientation, politics, or disability – subject

to the inherent requirements of the role to be performed. A fundamental

aim is to ensure a diverse and representative workforce profile through the

promotion of employment equality. They shall observe national legislation

relative to positive discrimination.

Their corporate literature including recruitment and training manuals are

gender appropriate. Their approach to gender diversity is documented in

reports and guidebooks and clearly values women as part of their key-

stakeholders. Available to HR Managers throughout the BAT world, the

'Strength from Diversity' training materials have been designed to support

40

our Guiding Principles and to help end-markets leverage the diversity

within their organizations. Topics covered include defining diversity, the

key elements of an organization that manages diversity, developing

policies and strategies, and 'selling' the benefits of diversity to key

stakeholders. They promote gender equality by applying gender diversity

globally. The guiding principles are aimed at all employees to observe

performance and behavior, involving a number of elements such as

leadership, managing self, managing others and managing managers.

8.4. Celebrating International Women's Day:

Around the world, International Women's Day (IWD) on 8 March marks a

celebration of the economic, social, cultural and political achievements for

women. Taking this into consideration it is needless to say that the IWD is

also an important day for British American Tobacco. Throughout the year

the company advances its female talent but on this particular day BAT

celebrates its achievements together with its female employees. Each year

Aurora hosts Europe’s largest International Women’s Day event and BAT

uses this occasion to recognize its female employees by supporting their

attendance to this event at The Savoy Hotel in London. Around 250

corporate and entrepreneurial women attended the event using its great

networking potential. BAT clearly seeks to attract, retain and advance

female talent and sending its employees to this high profile event

illustrates another form of BAT's commitment to advancing women.

8.5. Women's Networks:

41

British American Tobacco is well aware of the importance of women’s

networks. These networks provide an interactive platform to exchange

business related information and news and to discuss career development

opportunities.

8.6. Empowerment for Women in South Africa:

Economic empowerment represents not an exclusive concept of

preferential allotment but rather opportunity mapping that seeks to ensure

broader black participation in the economy in order to achieve sustainable

development. Already there have been notable entrepreneurial successes,

but one group has notably effectively been marginalized in the new era of

empowerment: poor, rural, black women. Statistics show that black

women in rural South Africa are the most vulnerable in the world. Often

unskilled and under-educated, they still manage to play the role of chief

breadwinner for their families.

Maradadi, a social enterprise, is behind a British American Tobacco-

backed project that, by providing at least some of these women with

specialized training and skills, seeks to change frankly miserable

prospects. Through the project British American Tobacco South Africa

has enabled many women to learn the ancient art of beading -- and the

basic business skills to market their high-quality merchandise. In the

process, the project provides them with the means of generating a

sustainable income, breaking the cycle of poverty and leading to greater

sustainability not only for themselves but for their families and -- by

extension -- their communities.

42

8.7. Supporting External Women's Networks:

British American Tobacco is committed to the advancement of women in

the workplace through supporting external initiatives. By participating and

supporting in relevant external initiatives they not only empower their

female employees but also build relationships for their senior managers to

support women's advancement. As a member of the Aurora Cross-

Corporate Women Network, BAT's Head of Corporate

Communications, Fran Morrison, addressed over 150 corporate women at

an Aurora women's networking event in September 2005 at Bloomberg in

London and participated in a lively debate about ‘Women work in a man's

world'. Fran shared many insights and practical tips about her own career

progression and navigating the complexities of corporate life.

8.8. Establishing Boardroom Diversity:

British American Tobacco is firmly committed to advancing women’s

careers and to enhance diversity on every level of their company. They

acknowledge that establishing diversity in boardrooms is paramount to the

business and its long-term success. People with different backgrounds

bring different skills and experiences into the boardroom thus drawing

from a greater knowledge pool regarding business strategy, operational

decisions, etc. The Financial Times recognized their approach when they

were quoted for having taken on a female non-executive director (The

Financial Times, 5 September 2005). Dr. Ana Maria Llopis was appointed

a Non-Executive Director of British American Tobacco p.l.c. on 24

February 2003. She is a member of British American Tobacco's Audit,

Corporate Social Responsibility, Nominations and Remuneration

Committees.

43

8.9. Reporting On Diversity and Opportunity:

One of their Guiding Principles is Strength from Diversity, which

articulates the importance of diversity within the Group, and recognizes

that differences amongst their employees strengthen their insights and

performance. Equal Opportunity is specifically covered within the Group

Employment Principles. These are provided to all Group companies and

performance against them is monitored through their internal audit

process. Full global data on employee cultural diversity is not collated as it

is difficult to aggregate. Gender dynamics are monitored and reviewed

through their Career Development Meetings and regional and local plans

for diversity-related activity are encouraged. British American Tobacco is

highly active in moving talented people around the world. Across the

Group there are currently about 900 managers working outside their home

country, some 8 per cent of our management population worldwide, and

people of almost 40 nationalities work in our UK offices. Every year in

their Social Report they include information and statistics on Diversity and

Opportunity. Such statistics as composition of senior management

incorporates female/male ratios and other indicators of diversity as

culturally appropriate.

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9. PERFORMANCE APPRAISAL AT

BATC

British American Tobacco Bangladesh is a company of great strengths -

especially in people. Significant investment in people development

through local and international training and embedding their corporate

values has fostered a culture that encourages global interaction of talent.

They expect their employees to make a meaningful and confident

contribution to the success of BAT and their own place within it. As such,

employees will be held accountable for their performance. They therefore

provide employees with clarity on their expectations of them and feedback

on their performance. The mechanisms for this will be determined as

appropriate at the local level. Where poor performance continues, despite

the prior provision of opportunities for improvement, BAT companies will

terminate the employment, applying the framework of applicable law and

company labor relations procedures.

9.1. Influencing Factors of Performance

Appraisal:

The Performance Appraisal of British American Tobacco Company is

influenced by several factors-

A) Leniency or Strictness Tendency or Constant Errors,

B) The Central Tendency Errors.

Leniency or Strictness Tendency or Constant Errors: Relative to the

true or actual performance an individual exhibits, some evaluators mark

high, while others mark low. When evaluators are positively lenient in

45

their appraisal, an individual’s performance becomes overstated. In doing

so performance is rated higher than it actually should be. Similarly a

negative leniency error understates performance, giving the individual a

lower appraisal. Subjective assessment defeats the very purpose of

performance appraisal. Ratings are lenient for the following reasons:

Anyone under the rater jurisdiction who is rated unfavorably

reflects poorly on his or her own worthiness.

Anyone who has been rated unfavorably has been discharged from

the organization.

A derogatory rating is reveal to the rate to determine the relations

between rater and rate.

Rater rate leniently in order to win promotions for the subordinates

and, therefore, indirectly increase his or her hold over them.

Rater is projecting.

In order to gain approval for him and her (rater), he or she always

approves others.

Because there exists, in the culture, a response set to approve

rather than disapprove.

The Central Tendency Errors: This occurs because employees are

incorrectly rated near the average or middle of the scale. The attitude of

the rater is to play safe. This safe playing attitudes stems from certain

doubts and anxieties which the rater have while assessing the rate. Such

doubts and anxieties arise, because-

Not sufficiently knowing the man,

Relations with rate and his performance in the future,

Effects on the relationship among the rater and other subordinates,

Effects on the relations within the group or subordinates,

Pressures from peers, superiors and trade union,

Accuse of being partial,

46

Bosses view about appraisal and influence of bosses’ appraisal

process,

Influence on subordinates appraisal process.

9.2. Performance Appraisal Techniques of

BATC:

British American Tobacco Company is always aggressive in order to

measure the performance of their employees, who are working at different

branch throughout the world. They have both traditional and modern

performance appraisal method in order measure the performance of their

employee.

The most frequently used traditional performance appraisal method at

BATC are-

Grading method,

Graphic rating method.

Grading method:

Under this method, the rater of BATC considers certain features and

marks them according to the scale. Certain categories of worth had been

established and carefully defined by BATC. The selected features are--

analytical ability, cooperativeness, dependability, self-expression, job

knowledge, judgment, leadership, and organizing ability, etc. The grading

scales are –

Outstanding = A, Very good = B, Good = C, Average = D, Fair = E, Poor

= F, Very poor = G, Hopeless = H. The actual performance of an

employee is then compared with these grade definitions, and he or she is

allotted the grade which best describes his or her performance.

47

Graphic rating method:

Under this method a printed form one for each person at BATC is rated.

The factor this method of BATC contains is that – employee

characteristics and employee contribution. The qualities that included in

employee characteristics at BATC is – initiative, leadership,

cooperativeness, dependability, industry, attitude, enthusiasm, loyalty,

creative ability, decisiveness, analytical ability, emotional ability, and co-

ordination. The qualities that included in employee contribution at BATC

is – quantity and quality of work, the responsibility assumed, specific

goals achieved, regularity of attendance, leadership offered, attitude

towards superior and associates, versatility, etc.

The most frequently used modern performance appraisal method at BATC

are-

Management by objectives (MBO).

Management by objectives (MBO): Through this process the superior

and subordinate managers of BATC jointly identify its common goals,

define each individual’s major areas of responsibility in terms of results

expected of him and use these measures as guides for operating the unit

and assessing the contributions of each member. At BATC several steps

are followed in MBO process, these are-

a) Setting organizational goals,

b) Joint goal setting,

c) Action planning,

d) Self control,

e) Performance review,

f) Set check posts,

g) Feedback.

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10. FINDINGS

After meeting with HR manager we intend some findings from the

analysis

From the analysis most of the employees are coming to BATC by

External and Internal source, so thus it can be said that BATC

prefers both factors in case of their recruitment. Internal and

external source includes people from the country and outside the

country.

The reason of internal recruiting is to increase productivity and

profit of the organization. As the employees are taken from the

organization so thus after completion of some training and other

development activities they are recruited to the organization.

Also the organization looks for the external recruitment, as the

company believes that most of the talents are situated outside, so

thus the organization goes for the external recruitment for their

daily needs of the employee. And the reason of external

recruitment is to gain expected productivity from the labor force,

also to compete with the competitor most competitively.

Training can develop any person, when a new employee comes to

the organization he might not know many aspect of the

organization as it is not expected to the organization that every

employee will know every thing, so as well other organizations

BATC also tries to focus on quality from the employees and to

improve them BATC has conducted in house training for its

employees. Hence the entire new pool of employees have to under

49

go in house training on the specific category such as

communication skill, innovation, leadership, creativity in his own

field.

BATC face problem in attracting their key employees, as people

have their own choice that where they will do work or not.

Sometimes they intentionally change the organization when they

found the organization not suitable for job, lack of motivation and

job security etc. So for this BATC tries to focus on their key

personnel and like to motivate them by increasing their fringe

benefits such as salary structure, promotion, trip to abroad etc.

BATC always looking for the most talented people in their

organization, but in the context of our educational system this is

not always possible to get the right or actual training, however the

organization always looking for the bright, skill, innovative

employees. And for this they are making their recruitment process

specialized and so thus they get the actual talent. Also there is

option for growth in the organization by receiving training.

Sometimes BATC focuses on the flexible employment, so thus

they are making compromise when they get actual talent with the

expected experience or educational qualification. For example,

they found a potential employee who has skilled in tobacco field

but the post requires at least a Maters Degree, at that time on the

basis of his abilities and experiences the organization take his for

the employment and after the if he will be provided the required

training.

As it is an old organization BATC has no problem in downsizing.

Because for their expansion through out the country they need lots

50

of labor force from the country, so thus they will not face any

downsizing with in some year.

They measure training needs through some required skill needed to

get the job done. BATC measure training needs with the capability

of the employees and the skills required for the position, so thus

first of all they focuses on the skills and capabilities of the required

job then they make a job description upon the required scale. After

that they like to see what specialized training the employee needs

to improve such as a corporate officer must have the good

communication skill and good knowledge on the product of the

organization , thus upon the basis of this standard the employee has

to conduct a training session which is affected as a on the job

training session.

BATC likes take its employees from its external source and also

from its internal source but it can face its supply and demand by

taking action of sacking and hiring people form the organization.

BATC provides HRIS software for its workforce; in this software

they take every note of the employees. Also it helps to arrange any

sort of employee information, employee salary, employee shortage

and demand. Also it can handle overtime, potential employee need

etc.

But the most favorable assistance an organization get from its

HRIS software that it can Provide a HR planning, which means

that according to the demand how many people are needed and

also how much workforce are needed to overcome shortage. Also

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it provides a short description of every employees job, job

evaluation and performance appraisal.

BATC follows several performance appraisal methods for their

organization to measure the performance of employee.

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11. CONCLUSION

BATC is the world's most international tobacco group, with brands sold in

180 markets around the world. They make high quality tobacco products

for the diverse preferences of millions of consumers, span the business

‘from seed to smoke’ and are committed to embedding the principles of

corporate social responsibility Group-wide. British American Tobacco

Bangladesh (BATB) offers excellent compensation package and benefits

as per the company policy. A world class company demands nothing less

than a world class approach from its people. BATC management,

including their senior level, is committed to support their employees. They

provide advice in career developing matters, training issues and general

queries regarding their business. Women are advanced to enrich their

corporate culture and their reputation as ‘Employer of Choice for

Women’. They hold Career Development Meeting (CDM) and

performance reviews where employee’s goals and achievements are listed.

Individuals who have CDM’s are critically evaluated against external

benchmarks. They conduct these as they strive to match the needs of the

organization and individual aspirations and encourage personal

fulfillment, regardless of gender. Based on their values and principles they

developed an ‘Equal Opportunity Policy’ and various employment policies

to assure diversity within their company. The policies are documented and

can be accessed via the intranet. In support of women's advancement they

also have in place a maternity policy. Their disciplinary policy and sexual

harassment policy, for example, applies to all employees regardless of

gender.

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Reference

1. Official website of BAT.

www.bat.com

2. www.researchandmarket.com

3. Articles from The Daily Star.

4. Articles from The Independent.

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