TATA CUMMINS LTD. (TCL)

Profile

The company is a 50:50 joint venture between Tata Motors, India's largest

automobile manufacturer, and Cummins Engine Company of USA, the world leader in

design and manufacture of diesel engines. Tata Cummins is ISO 9001, ISO 14001 and TS

16949 certified.

The Rs 300 Crore project with an authorized share capital of Rs 250 Crore

has been set up at Jamshedpur for the manufacture of Diesel engines to power Tata

Motors Limited's commercial vehicles. The decision to locate at Jamshedpur was based

on the desire to be near the customer. Commercial production of engines from kits

commenced in January 1996 and the machining lines for in-house manufacture of

components started in March 1997.

Tata Cummins currently employs about 850 people and has a capacity of

72,000 engines per annum & has plans to increase its capacity up to 1,20,000 in recent

period.

Product

The low emission Diesel Engines manufactured by Tata Cummins are for

use in a new generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles.

The engines conform to EURO - I , EURO - II & EURO - III standards for emissions.

The 78 to 235 Horsepower engines have a high power to weight ratio and will enable

Tata Motors Ltd. access new markets worldwide with its advantage of emissions, power,

oil consumption and durability.

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Management System

The company's efforts in achieving manufacturing excellence are guided

by the principles and practices of the Cummins Operating System (COS), and the

Customer Led Quality objectives. The Company has a flat organization structure. The

level of first line Supervisors has been eliminated with the operatives (known as

Associates) being organized in Teams. The formally structured Team Based Work

System constitutes an integral part of the COS and is a key initiative to involve /

empower shop level employees to work towards continuous improvement and customer

delight. Total Quality systems or TQS has been adopted from the early stages in the

company, in line with Cummins Quality Systems. The latest communications and

computing systems have been installed for connectivity internally and with Cummins

systems in USA to provide real-time on-line information integrating the manufacturing

and management information / control systems.

Vision

To be widely acknowledged and benchmarked as one of the best

companies in the world.

We achieve this through our core values:

Care for customers

Obsession for quality

Care deeply about people

Do what's right and not what's convenient

Guarantee product leadership

Responsible citizenship

Relentless improvement

2

Human Resources

TCL very strongly believes that 'People make the difference'. It believes

in nurturing employee potential through involvement, empowerment and continuous

learning.

It has 846 employees consisting of 125 Managers and 721 Associates. The

average age of our employees is 29 years. They represent all social and ethnic strata of

India. The Company has a diverse work force representing 5 religions, belonging to 14

states and speaking more than 15 languages.

TCL incorporates diversity and fair treatment of employees as a core

value.

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HR Policies And Procedure At TCL

Procedure of recruitment

Assessment of manpower requirement (Responsibility of MD)

Recruitment of employees is preceded by assessment of manpower

requirement. The requirement of employees and the scope of work is assessed by the

concerned department heads, sanctioned by the MD and then only the process of

recruitment begins.

Advertisement for vacancies (Responsibility-Asst, Manager HR)

The invitation or requirement of candidate is sent to the various locations

of the company and other group companies, an ad is placed in the press and also an ad is

put up on the web site of the company. However, on the day of the interview first

preference is given to the employees of TCL or employees of the Group Company and

then candidates in general.

Suggestion

A common application form should be given out with the ad in news

papers and also on the web, this would make the work of the HR dept much easier while

short listing the applications matching with the required criteria.

Short listing of applications received (Responsibility - Asst Manager HR,

Asst. Manager HR & Asst Manager of concerned dept)

The ad for availability for jobs attracts lots of application. There is a

deadline mentioned in the ad, and the applications received only before the expiry of the

period should be entertained, this criteria can be relaxed only maybe for a couple of days

due to mail delays and other reasonable delays. An officer in the HR dept first does the

short-listing of applications. Considering the required criteria for a particular vacancy.

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After short listing by the HR dept. an officer from the concerned dept. where the vacancy

exists shortlists the already shortlisted list on a more specific basis. The candidates are

then called for interviews.

Suggestion

The applications should be stamped or signed by the dispatch department

and the date should be specifically mentioned. By doing so any application received after

the due date would not be entertained which would stop any personal favours. Instead of

following the above procedure of short listing candidates twice a person from the

concerned dept. and the HR dept. employee can shortlist the employees together at one

time which would reduce the time lag between application and appointment. This

method would also minimize the lapses by the HR dept. in short listing a particular

candidate who may be short of experience by maybe a year than the criteria but has

experience in a number of areas.

Payment to outstation candidates (Responsibility - Asst. Manager HR)

After short sting the candidates, the candidates are called for interviews on

a specific date and time. Candidates’ form out station is being paid 2"" AC fare to & fro

by whatever train they travel by filling in the requisition form. The company pays no

accommodation amount for outstation candidates.

Suggestion

TCL pays 2"d AC train fare to the candidates coming from outstation by

train or any mode they travel. A comprehensive list should be prepared by the HR dept.

clearly staling the amount to be paid to outstation candidates from the place they are

coming.

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Procedure of interviews

The company officials carry out two rounds of interviews. The first round

is held by an officer from the dept. concerned where the vacancy exists who fills in the

interview assessment form and depending on the form filled the candidate is either

rejected or selected for another round of interview. The second round of interview is

taken over by dept. head & HR dept. head that again fill up the same assessment form

filled in during the 1st round of interview.

Suggestion

The 1" round of interview is to be conducted by the Manager HR or VP

HR/Admin who would prepare a formal interview assessment form. Based on the above

form the candidates are again shortlisted and then are called for a second round of

interview, which should be concerned head of department. On the basis of the interview

assessment forms the candidate should be selected.

Selection and appointment of suitable candidate (Responsibility –

Manager HR)

After conducting the two rounds of interviews the candidate most suitable

is selected and an appointment letter in duplicate is sent to the candidate. The candidate is

required to sign the duplicate copy of the letter suggesting a date of joining the company.

If the candidate does not accept the appointment then the candidate who was second best

would be approached for appointment. The company also receives applications for jobs

on a day-to-day basis, these applications are also considered while filling in vacancies

and the process of interview and appointment is carried out.

Suggestion

It would always be better to fill in the vacancies by recruiting internally or

from group companies. AK the pre employment formalities should be checked to be

completed and all the copies of testimonials, certificates, proof of date of birth and

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relieving letter from the previous employer should be taken on record. Recruitment

through placement agencies is also a good option. A contract should be signed clearly

stating the terms and conditions of the arrangement. The company can also go in for

campus recruitment; ads can be put up on the notice boards of all the premiere institutes

relating to the discipline the vacancy exist.

Accommodation of candidates

Candidates selected from outstation are either provided accommodation

facility in Tata colony or they themselves take care of their accommodation. Employees

residing with Tata colony, a deduction of 10% is deducted from the salary. An employee

residing at some other places HRA (House rent allowance) and HMA (house

maintenance allowance), which is Rs. 1161 of HRA, is being paid to the employees.

Employees on probation (Responsibility-Concerned Dept. head)

The candidates selected for appointment are recruited on a probation basis

of 6 months. The performance of these candidates is reviewed after 6 months. If the

department head is satisfied about his performance, then he can be recruited permanently

whereas on the other hand if the dept. head is not satisfied with the employee the

probation period can be extended or the dept. head can fire the employee. Extension or

laying off an employee on probation is at the sole discretion of the dept. head.

Suggestion

Employees, after completion of their probation period, if performance is

not satisfactory to the dept. head are laid off on the discretion of the dept. head. This

should not be the case; the dept. head in consultation with the VP HR/Admin should take

a correct step. However, the employee should be asked for an explanation regarding the

same, he should be enquired whether he is enjoying his job or not and if his interests are

found suitable to some other depts. Then transfer should also be considered. Lying off an

employee should be considered only in extreme cases.

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Procedure Performance Evaluation, Upgradation

List of vacancies

The procedure for promotions first of all requires a list of vacancies to be

prepared in the respective departments taking into consideration vacancies due to

retirement, resignation and the like and also technical vacancies due to general manpower

requirement.

List of employees eligible for promotion (Responsibility- Manager HR)

Once the vacancies have been chalked out a list of employees who are

eligible for promotions is prepared. This list is basically bifurcated in two parts i.e. one

list is a list of employees who are in the same grade for more than 3 years and the other is

a list of all the remaining employees.

Suggestion

Employees with excellent track records and consistent performance, who

are above average, should be considered for promotion. Employees with multi skill with

exposure in a wide range of areas should be given a priority. Career history,

achievements, exposure should be considered while selection of a candidate for

promotion.

Procedure of performance evaluation (Responsibility - Concerned dept.

Head, Concerned dept. Head & Manager)

The performance evaluation on which the performance is based is done

orally by the functional heads and then reviewed by the review committee; there is

nothing in writing regarding the performance of the employees. First preference is given

to employee who is stuck up in the same grade for a period of 3 years or more, if

performance found satisfactory are promoted, if performance is not satisfactory then the

other list of remaining employees is looked into and after evaluation the vacancy is filled

in. There may be cases whereby the employee has completed a slab of salary and is due

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for promotion or upgradation, in such cases these employees are then fitted in the next

slab of salaries i.e. they are being upgraded in the next level irrespective of the vacancy

criteria. The employees falling in these classes may also end up getting the same salary

for a period of more than a year even if their salary has reached a maximum level in that

slab if their performance is not satisfactory as per the concerned dept. head.

Suggestion

Performance evaluation is the systematic evaluation of employees by their

respective dept. heads at periodic intervals with respect to his personal job characteristics

and his potential for development in his career. For each dept. head should set the above

standards for all the employees, his actual performance is to be considered against the set

standards, discussion with the employee for deviations if any or his strengths and

weaknesses by the concerned manager and continuous monitoring.

Grievance Redressal - Process of grievance handling

(Responsibility - LEG & VP HR/Admin)

The employees can write all their grievances in the grievance/complaint

register, which is kept at the reception table regarding house keeping. In the case of

employee grievance and complaints in general they can report the same to the local Ethic

Counselor. TCL has local Ethic counselor at all the locations i.e. at Bombay, Babrala,

and at Mithapur. The Controller of Finance is the local Ethic Counselor (LEG) who

would report to the Company Ethic Counselor (CEC). The VP HR/Admin is the

Company Ethic Counselor. The LEC sends a report to the CEC on a six monthly basis

in the prescribed format. Issues if any are resolved by the LEC In consultation with the

concerned department head.

Suggestion

A file is being maintained by the LEC (Local ethic counselor), however

there should be a register for complaints being maintained by the LEC kept at the

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reception table and also the HR regarding the same should develop a specified form. The

grievance if any reported by an employee should redressed as soon as possible.

Procedure for Training & Development

Receipt and selection of training program (Responsibility - Concerned dept.

head, Manager HR)

On receipt of the training program from TMTC/other institutes the HR

dept. head in consultation with the various heads of dept. chalks out the programs for

training the employees which in turn is put up to the MD for approval. Once the

programs are approved, the Heads of dept. at all the offices of the company are informed

and are requested to nominate employees who would be send for training. TMTC/other

employees along with the program also mention the grade of employees for whom the

training session is arranged. As soon as the names of the employees attending the training

session are approved, the HR dept. sends confirmation letters to TMTC/Other institutes

stating the name of employees and also a reminder letter of the training session is also

send to the employees who would be attending the training session.

Exit interview

Procedure of Exit Interview (Responsibility -VP HR/Admin)

Exit interview is conducted when the employees leave on their own

accord. The HR dept. head conducts these interviews. TCL has taken it as a practice to

interview the employees before they plan to leave or resign the organization. The HR

head normally takes the exit interviews of the employees. Human resources departments

conduct exit interviews (also called exit surveys) to gather data for knowing the reason

for which the employee is leaving the job, for improving the working conditions and

retaining employees. However, a hidden purpose is to help employers avoid costly

litigation down the road, caused by "disgruntled" employees. Employees are told to give

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the information about their future employer so that the company can transfer their PF

accounts to their new employer.

Leave and Attendance

Procedure of attendance (Responsibility - Asst. Manager Admin)

The working hours of TCL extend from 9.45am to 5.00pm. An hour grace

period is given in the morning, employees entering after 9.15am are marked late. As the

employees enter they have to initial the attendance register by entering the check in time

and the check out time of the previous day. 3 late marks in a month amount to a debit of 1

casual leave, however this rule does not apply to employees of level M3 and above. Prior

approval of the dept. head is required if the employee wishes to report late for duty on a

particular day, which is received by the officer handling the attendance register who does

not mark the particular employee late. If an employee coming late without prior

intimation to the dept. head, but gives justification of his doing so to the dept. head, his

late mark may be cancelled on approval by the dept. head.

Suggestion

Rather than keeping a manual attendance register electronic entry should

be kept, however the employee should sign out in the register at the time of leaving only

rather than on the next day. The signing in and sign out should be in the presence of

someone from the Admin dept.

Procedure of leave (Responsibility - Asst. Manager Admin)

A leave application form is to be filled in by the employee requiring leave.

This is sanctioned by the concerned dept. head and reviewed by the Asst. Mgr.

HR/Admin. Before going to the employee handling leave record who then updates the

leave record of the employee.

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Adjustment of leave

If an employee takes a leave of 2 days or less then the casual leave of an

employee is debited, however on the number of days exceeding 2 days the excess is

adjusted from the privilege leave. If sick leave is availed for a period of more than 2

days, a doctor's certificate has to be given. There may be a case whereby there is shortage

of the number of days standing lo the credit of the employee, in such a situation the

number of days in excess is being debited to the leave allowed in the next year in the case

of a permanent employee. For an employee on probation the number of days to be

debited in the coming years depends on his becoming a permanent employee.

In case the company does not retain him the excess days are adjusted in

the final settlement being payable to him.

Leave encashment & Carry forward (Responsibility - Asst. Manager –

Admin)

Every employee of the company is allowed to carry forward 150 days of

leave standing to his credit. The excess over 150 days can either be availed or can be

encashed. The term "year" here means a period from 1"' January to 31"''' December. The

casual leave of the employees has to be encashed at the end of the year. At the end of the

year if the employee wishes to encash leave standing to his credit he has to compulsorily

take 6 days leave in order to encash the remaining days or part of the days.

Other HR Practices

Birthday celebrations are carried out in the organization by gifting them with cards

and gifts.

During the festivals the employees decorate the organization and then sweets are

also distributed to them.

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On-line Human Resource Management System, which acts as an intranet, is

provided to the employees to keep them updated with all the information about the

organization & about their personal records.

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Capgemini is a global leader in consulting, technology, outsourcing, and

local professional services.

The company has headquartered in Paris, France and operates in more

than 30 countries.

Capgemini works in partnership with clients to develop business strategies

and technologies tailored to their unique requirements.

Above all, a people company—nearly 68,000 people in North America,

Europe, and the Asia Pacific region. Management and support roles aside, their

employees are grouped into four major disciplines, each of which is governed by its

specific economic rules, and managed with its own profit.

In today’s fast paced global economy, companies’ business issues are ever

changing, requiring adaptability in order to stay competitive and maintain profitability.

Businesses must share information quickly not only within their own organization but

also externally up and down the supply chain. Many businesses have a maze of

information silos that don’t communicate with each other. And the complexity and cost

of maintaining information is ever increasing.

Values

Honesty

Boldness

Trust

Freedom

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Team Spirit

Modesty

Fun

Industries Capgemini serves

Combining industry experience with Business and Technology Expertise

each industry has its own unique requirements and challenges. The priorities of health

care are completely different from telecommunications and consumer products

companies face challenges that are non-existent in the oil and gas industry. Capgemini

has teams of industry experts who are devoted 100% to solving problems and making

advancements within their respective industries. We’ve developed tools, methodologies

and best practices based on years of experience with top companies in all major

industries.

Automotive

Energy, Utilities and Chemicals

Financial Services

Healthcare

Life Sciences

Manufacturing

Public Sector

Telecom, Media & Entertainment

Capegemini’s Services

Capgemini helps clients deal with changing business and technology

issues. Our relationship with clients is a partnership—we bring our experience, best

practices and tools to apply to clients unique requirements. We offer a wide range of

solutions within four key areas of focus

Consulting Services

Outsourcing Services

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Technology Services

Local Professional Services

16

HR Policies And Procedures At Capgemini

Recruitment Process

Purpose:

The purpose of this document is to lay down guidelines and a set of

minimum acceptable standard of recruitment in the BPO Service Line of Capgemini,

India. These guidelines are required to be followed by anyone who is involved in the

recruitment process for BPO.

Coverage:

These guidelines are applicable to all types of recruitment for the BPO

Service Line in Capgemini India.

Initiating Recruitment:

Recruitment for all positions will be initiated based on a Staff Requisition

Form duly filled in PACE by the recruiting party and sanctioned by the respective Senior

Managers, Discipline Leaders, PRM and approved by Area Director (for Associate

Directors and above) or by the Vice President TS (upto Senior Manager level).

The responsibility of obtaining the required sanctions on every requisition

will lie with the respective Senior Managers, Discipline Leaders. Requisitions raised will

be project-specific.

Sourcing:

Where applicable, positions will be advertised within the organization

before exploring other external sources like advertisement, agencies, etc.

Norms for Pre-screening:

For Associate Consultant up to Manager level, non-graduate candidates

may be considered for an interview. However, for Senior Manager level upwards,

candidates must have a graduate degree as a minimum qualification. This degree must be

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either recognized by the University Grants Commission (UGC) and/or the All India

Council for Technical Education (AICTE), as the case may be, which are the apex bodies

in the Indian education system.

For certain specific positions, a Diploma recognized by the Board of

Technical Education (BTE) may also be considered as a minimum qualification.

For Campus recruitment, candidates who have consistently scored at least

50% (or equivalent) in all their academic examinations will only be considered for

employment.

Profiling Test:

It is recommended that all short listed candidates at AC to M levels, (both

levels inclusive) undergo Psychometric profiling and Aptitude Test as a part of the

selection process.

The reports generated by the tool on the behavioral pattern of the

candidate will be used as one of the parameters to arrive at a hiring decision, and not be

the sole acceptance / rejection criterion.

At an individual project level, it may be decided to not conduct profiling

tests based on the assessment of the individual Senior Delivery Manager for that project.

Interview Process:

All short listed candidates will fill in the Application Form prior to the

interview.

They are required to be assessed by at least three interviewers of which

two will be technical and one PRM. Campus selection will involve one round of technical

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interview and one round of PRM interview. All hiring decisions will be based on the

collective assessment of all the interviewers.

The following matrix sets the guidelines for PRM to organize interview

panel for a candidate based on the potential level he/she could be selected for.

Level of Hire Level of Tech Interview Panel (Min.)

Level of PRM Panel (Min.)

Associate Consultant/ Consultant

Senior Consultant Manager

Senior Consultant Manager -do-Manager Senior Manager Manager/ Head of PRM Senior Manager Associate Director + Director +

Area DirectorHead of PRM

Associate Director Director +Area Director Head of PRMDirector Area Director Head of PRM

All candidates for levels from Manager will be interviewed by at least one

Senior Manager.

Each individual interviewer is required to record his/her comments on the

candidate by filling in the Interview Evaluation Form provided by PRM. Interviewers are

requested to make elaborate comments on the technical and personal capabilities of the

candidate in order to help in the hiring decision.

Relevant Experience:

Relevant experience may be defined as that experience which is directly

and immediately required by the candidate to perform his/her duties and responsibilities

in the role for which he/she has been selected.

While 100% weightage will be given to a candidate’s relevant experience

for making the fitment, upto 50% weightage could be given to all other experience which

is not relevant as per the discretion of the concerned Service Line Leader.

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Recruitment of Relatives of Employees:

Employment of Relatives and Work Relationships

Competence, integrity and objectivity in client and career matters must be

maintained at all times. Capgemini’s policy with regard to work relationships and the

employment of spouses, relatives and others involved in close relationships is designed to

foster an environment where integrity and objectivity can be maintained. Except for

Vice-Presidents and Directors, the Company will permit spouses, close relatives and

others in close personal relationships to work for the company. However, they should not

work on the same engagements or projects, report to one another or be in situations that

create the appearance that integrity or objectivity could be compromised. The CEO/Vice

Presidents/Directors should review and approve in advance the proposed hiring of a

spouse or close relative.

When Personnel Marry

In the event personnel of the same business unit marry one another, the

CEO/ Vice-President/ Director will review the situation to ensure that no potential exists

for client-service difficulties or conflicts of interest. In some cases, it may be necessary

for one of the individuals to assume other duties in that or another business unit or to

resign.

Decision to Hire:

All hiring decisions will be subject to approval by the respective Service

Line Leader.

Fitment and Offer

PRM will prepare compensation comparison for the selected candidate in

the prescribed format and will be responsible for obtaining the approvals from the

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Service Line Leaders (upto Manager levels) and/ or Discipline Lead / Area Director (only

for Senior Manager and above levels).

Selected candidates are required to undergo the pre-employment medical

health check-up preferably before receiving the formal appointment letter.

Offer Letter

The offer letter will be issued by Manager– PRM / Head-PRM

Date of Joining

All selected candidates who have accepted our offer of employment are

required to join Capgemini, India, on every Monday and Wednesday of the month.

However, PRM may make an exception in certain cases based on business exigencies.

Joining Formalities

Candidates are required to complete all the necessary joining formalities.

Reference Check

Reference check will be conducted for all prospective hires in the level of

Manager and above. For levels below, the same may be conducted on a case-to-case basis

wherever the need is felt. All reference checks will normally be completed before the

appointment letter is issued. Relatives of the candidates will not be accepted as referees.

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Learning and Development Policy - BPO Service Line

Objectives

The Learning and Development policy aims at providing a clear set of

guidelines related to professional development for the BPO service line in Capgemini

India.

Eligibility

All fulltime employees of the BPO service line in Capgemini India are

covered under this policy.

Training And Certifications

Target Training

Technical training will be organized at the start of each project in accordance

with the Project Training Plan for that project. Each individual will undergo

technical training before working on the process.

Additional technical training will be mandatory in the following cases:

There is a deficiency in the individual’s technical skills as assessed during

reviews

The individual needs to move into a different role with a different skill

requirement

In addition to any technical training, as outlined above, all individuals will

be required to undergo behavioural training in accordance with their developmental needs

and as documented in the Project Training Plan. Each individual will be required to

undergo at least 20 hours of such training in each year.

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Identifying the appropriate training course and attaining this training goal

will be the joint objective of each individual and his / her manager.

Request for Training

All training requests have to be routed through the Learning and

Development (L&D) team within PRM. This will include nominations for programmes

mentioned in the training calendar, external seminars, conferences and workshops. In

case of requests for project-specific training, the Discipline Leader/ Project Manager

should fill in the Training Requisition Form and send it to the L&D team for processing.

Approval for Training

All training requests and nominations should be approved by the

Reporting Manager (at least Manager level) of the employee. Any training costing more

than Rs. 1 lakh per participant should necessarily be approved by the Discipline Leader

or Service Line Leader.

Training at Capgemini University

Any request for participating in courses offered at the Capgemini

University in France has to be approved by the Discipline Leader and the CEO.

External Seminars, Conferences and Workshops

A request to attend a specific seminar should be addressed to the L&D

team after the Project Manager or Service Line Leader has approved it. In general,

eligibility for external seminars/ conferences is based on the same criteria as for training

courses.

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External Certifications

Employees can get reimbursement for external Certification (undertaken

after joining Capgemini) which is in line with his/ her skills, subject to approval of the

Service Line Leader. In such a case, the original invoice along with a copy of certificate/

mark sheet is required to be submitted to L&D after signed approval of the Service Line

Leader.

Service Agreement for Training/Certification

This section is applicable in case of anyone undergoing training/

certification, both technical and non-technical, where the cost of training/ certification is

Rs. 1,00,000 or more.

Terms of the Service Agreement

In consideration of receiving the training/ certification, the employee has

to sign a service agreement to remain in employment of the Company for a minimum

specified period after completion of the training/ certification, failing which he/ she has to

reimburse the cost of such training/ certification to the Company. The agreement will be

prepared on a legal stamp paper and signed by the employee and the Head of PRM before

the employee proceeds for training/ certification.

The cost of training/ certification will be considered as the actual cost

incurred on the training/ certification (including travel, boarding, lodging and other

incidental costs incurred for the training/ certification).

In case the employee leaves the services of the Company before the end of

the stated period, he/ she will have to reimburse the amount pro-rated on the basis of the

number of completed months from the last date of training/ certification.

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Minimum Service Period

Minimum service period will be calculated on the basis of the following

guidelines:

Cost of training/ certification Minimum Service Period

Rs. 1,00,000 to Rs. 2,00,000 12 months

Above Rs. 2,00,000 24 months

In case of secondment, the period of secondment will also be considered

to be part of the service period assuming continuity of service with Capgemini India.

Exceptions

In case of certain upcoming/ in-demand skills or specialized training/

certification, the PRM Head in conjunction with the Discipline Leader could decide to

impose a Service Agreement even if the training/ certification cost does not exceed

Rs. 1,00,000. This will be decided on a case-to-case basis. In such a case, the period of

the agreement will not exceed 12 months.

Also, depending on the type of training, the PRM Head along with the

Discipline/ Service Line Leader will have the discretion to increase the minimum service

period.

Travel for training

An employee required to travel outside his/ her base location for training

will be eligible to travel by air (economy class only) both within and outside the country.

Training Records

The Learning and Development team maintains centralized employee-

wise record of training courses attended, learning hours, etc. It is the responsibility of the

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individual employee to ensure that the L&D team is kept informed of any external

training/ web-based courses completed so that the records can be updated.

Effective date

The revised policy is applicable from October 19, 2005.

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Incentive Scheme for Internal Trainers

Purpose

This document describes the incentive scheme for internal trainers at

Capgemini India.

Scope

The scheme is applicable to all internal trainers upto Manager level. The

scheme is designed to encourage employees to spare time for knowledge sharing and

training. The scheme is not applicable to those in the Learning and Development team

within PRM.

The Scheme

Duration of training

To qualify for incentive under this scheme, any training should be of

minimum 8 hours duration, spread over one or more days. In addition, the training

should be for a minimum of 4 hours duration per day.

Training day(s)

Incentive will only be paid for those training days outside the normal

office days, i.e. on weekends or holidays only. In case the training period comprises both

working and non-working days, the incentive will be payable only for training conducted

on the non-working days.

Internal trainers will also be eligible to earn incentive for training

delivered outside of normal working hours during weekdays, provided the training is of

minimum 4 hours duration per day.

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Delivery of training

The training should necessarily be instructor-led (not web-based), and one

or more trainers should facilitate all sessions.

Incentive amount

An internal trainer will be eligible to earn Rs. 2,000 as incentive under this

scheme for every 8-hour training day as described in sections 3.1 and 3.2 above. If the

duration is between 4 to 8 hours, the amount will be pro-rated accordingly.

Multiple trainers

In case two or more trainers share the training delivery, the total incentive

amount will be shared equally amongst all.

Administration of the scheme

The Learning and Development team within PRM will be responsible for

administering the scheme. Trainers will be responsible for sending information to L&D

in the specified format, after due authorization and certification by the respective Project

Manager. The L&D head will verify the information and then authorize the same for

payment. The incentive amount will be fully taxable and payout will be made through

Payroll after deducting appropriate tax.

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Mediclaim Insurance Policy

Objective

To provide medical hospitalisation insurance coverage and assistance to

employees.

Coverage

All permanent employees of Capgemini India and their immediate family

(spouse and 2 dependant children only)

Limits

The amount of insurance depends on the level of the employee as per the

chart below. Every employee in a particular level will have the same amount of total

coverage (inclusive of self and family), irrespective of the actual number of family

members covered under the scheme.

Level Amount of coverage

Associate Consultant Rs. 1 L

Consultant Rs. 2 L

Senior Consultant Rs. 3 L

Manager Rs. 4 L

Senior Manager Rs. 5 L

Associate Director/ Director Rs. 5 L

The policy

Types of reimbursement

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The policy covers reimbursement of hospitalisation, only for and/ or

Domiciliary Hospitalisation expenses only for illness/ diseases contracted or any injuries

sustained by the insured person. In the event of any claim becoming admissible under the

policy, the insurance company will pay to the insured person the amount of such

expenses as would fall under different heads mentioned below as are reasonably and

necessarily incurred in respect thereof any where in India by or on behalf of such insured

persons, but not exceeding Sum insured for that persons as stated in the schedule in any

one period of insurance.

Room, Boarding Expenses as provided by the Hospitalisation/ Nursing Home.

Nursing Expenses

Surgeon, Anaesthetist, Medical Practitioner, Consultants, Specialist Fees.

Anaesthesia, Blood, Oxygen, Operation Theatre Charges, Surgical Appliances,

Medicines and drugs, Diagnostic Materials and X-Ray, Dialysis, Chemotherapy,

Radiotherapy, Cost of Pacemaker, Artificial Limbs and Cost of Organs and similar

expenses.

Definitions

“Hospital/ nursing home ” means any institution in India established for indoor care

and treated of sickness and injuries and which either

a) Has been registered either as a Hospital or Nursing Home with the local authorities

and is under the supervision of a registered and qualified Medical Practitioner. OR

b) Should comply with minimum criteria as under

It should have at least 15 in-patient beds.

Fully equipped operation theatre

Fully qualified nursing staff under its employment round the clock.

Fully qualified Doctor’s should be in charge round the clock.

Note: (In case of C towns condition of number of beds shall be reduced to 10)

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The term Hospital/ Nursing Home shall not include an establishment

which is a place of rest, a place for the aged, a place for drug addicts or place of

alcoholics, a hotel or a similar place.

“Surgical Operation ” means manual and/ or operative procedures for correction

of deformities and defects, repair of injuries, diagnosis and cure of diseases,

relief of suffering and prolongation of life.

Expense on Hospitalisation for minimum period of 24 hours is admissible.

However, this time limit is not applied to specific treatments i.e., Dialysis,

Chemotherapy, Radiotherapy, Eye Surgery, Lithotripsy (Kidney stone removal) D&C,

Tonsillectomy taken in the Hospital/ Nursing Home and the insured is discharged on the

same day, the treatment will be considered to be taken under Hospitalisation Benefit.

“Domiciliary Hospitalisation Benefit” means: Medical treatment for a period

exceeding three days for such illness/ disease/ injury which in the normal course

would require care and treatment at the hospital/ nursing home but, actually taken

whilst confined at home in Indian under any of the following circumstances

namely,

i) The condition of the patient is such that he/ she cannot be removed to the hospital /

nursing home.

ii) The patient cannot be removed to hospital/ nursing home for lack of accommodation

therein

iii) Subject however that domiciliary hospitalisation benefits shall not cover

1) Expenses incurred for pre and post hospital treatment and

2) Expenses incurred for treatment for any of the following diseases:

a) Asthma

b) Bronchitis

c) Chronic Nephritis and Nephrotic Syndrome

d) Diarrhoea and all type of Dysenteries including Gastro- enteritis

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e) Diabetes Mellitus and Insipidus

f) Epilepsy

g) Hypertension

h) Influenza, Cough and cold

i) All Psychiatric or psychosomatic disorders

j) Pyrexia of unknown Origin for less than 10 days.

k) Tonsillitis ans upper Respiratory Tract infection including Laryngitis and Pharingitis

l) Arthritis, Gout and Rheumatism

Note: When treatment such as Dialysis Chemotherapy, Radiotherapy etc is taken in the

hospital / Nursing Home and the insured is discharge on the same day, the treatment will

be considered to be taken under Hospitalisation Benefit section.

“Any One Illness”

Any one illness will be deemed to mean continuous period of illness and it

includes relapsed within 45 days from the dates of last consultation with the

Hospital/Nursing Home where treatment may be taken. Occurrence of the same illness

after a lapse of 45 days as stated above will be considered as fresh illness for the

purpose of the policy.

“Pre–Hospitalisation ”

Relevant medical expenses incurred during period up to 30 days prior to

hospitalisation/ domiciliary Hospitalisation on disease/ illness/ injury sustained will be

considered as part of claim mentioned under item above.

“Post Hospitalisation”

Relevant medical expenses incurred during period upto 60 days after

Hospitalisation/ domiciliary Hospitalisation on disease/ illness/ injury sustained will be

considered as pert of claim.

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“ Medical Practitioner

Means a person who holds a degree/ diploma of a recognized institution

and is reiterated by Medical Council of respective state of India. The term Medical

Practitioner would include Physician, Specialist and Surgeon.

“Qualified Nurse”

Means a person who holds a certificate of a recognized Nursing Council

and who is employed on recommendations of the attending medical practitioner.

“Maternity Expenses Benefit”

Means treatment taken in hospital / Nursing Home arising from or

traceable to pregnancy, childbirth including Caesarean section.

Specific conditions applicable to Maternity Expenses Benefit Extension:

These benefits are admissible only if the expenses are incurred in hospital/ Nursing

materials as in–patients in India.

A waiting period of 9 months is applicable for payment of any claim relating to

normal delivery or caesarean section or abdominal operation for extra uterine pregnancy.

The waiting period may be relaxed only in case of delivery, miscarriage, or abortion

induced by accident or other medical emergency.

Claim in respect of delivery for only for first two children and/ or operations

associated therewith will be considered in respect of any one Insured Person covered

under the policy or any renewal thereof. Those Insured Persons who are already having

two or more living children will not be eligible for this benefit.

Expenses incurred in connection with voluntary medical termination of pregnancy

during the first 12 weeks from the date of conception are not covered.

Pre-Natal and post Natal expenses are not covered unless admitted in Hospital/

Nursing home and treatment is taken there.

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Group mediclaim scheme with extended cover for maternity maximum upto Rs.

50,000 ; extended cover for ambulance charges Rs. 1000 for emergencies only ; extended

to cover for expenses for newborn baby during maternity hospitalisation in mother’s sum

insured.

Exclusions

The insurance company shall not be liable to make any payment under this

policy in respect of any expenses whatsoever incurred by any insured person in

connection with or in respect of:

i) Such disease, which has been in existence at the time of proposing this insurance.

Pre-existing condition means any injury, which existed prior to the effective date of this

insurance whether or not the insured person had knowledge that the symptoms were

relating to sickness. Complications arising from pre-existing disease will be considered as

part of that pre-existing condition.

ii) Any expenses of any disease/ injury incurred during first 30 days of commencement

period of insurance cover except in case of injury arising out of accident.

iii) During the first year of the operation of the policy the expenses on treatment of

diseases like cataract, Benign Prostate Hypertropy, Hysterectomy for Menorrhoea or

Fibromynoma, Hernia, Hydrocele, Congenital internal disease, Fistula in anus, poiles

sinusitis and related disorders and not payable, if these diseases are pre-existing at the

time of proposal they will not be covered even during subsequent period of renewal too

iv) Injury/ disease directly or indirectly caused by or arising from or attributable to war

Invasion, act of foreign enemy, was like operations war like operations (whether war be

declared or not)

v) Circumcision, unless necessary for treatment of a disease not excluded here under or

as may be necessitated due to an accident, vaccination or inoculation or change of life or

cosmetic or aesthetic treatment of any description, plastic surgery other than as may be

necessitated due to an accident or as part of any illness.

vi) The cost of spectacles and contact lenses, hearing aids.

vii)Dental treatment or surgery of any kind unless requiring hospitalisation.

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viii) Convalescence, general debility, run down condition or rest cure, congenital

external disease or defects or anomalies, sterility, venereal diseases, intentional self injury

and use of intoxicating drugs /alcohol.

ix) All expenses arising out of any condition directly or indirectly caused to or associated

with Human T- Cell Lymphotropic Virus Type III (ITTLB – III) or deficiency syndrome

or any syndrome or condition of a similar kind commonly referred to as AIDS.

x) Charges incurred at Hospital or Nursing Home primarily for diagnostic-Ray or

Laboratory examinations or other diagnostic studies not consistent with or incidental to

the diagnosis and treatment of positive existence or presence of any ailment, sickness or

injury, for which confinement required at a Hospital / Nursing Home or at Home under

Domiciliary Hospitalization as defined.

xi) Expenses on vitamins and tonics unless forming part of treatment for injury or disease

as certified by the attending physician

xii) Injury or disease directly or indirectly caused by or contributed to by unclear

weapons/ materials.

Age limit

This insurance is available to those persons between the age of 5 years and

75 years, children between the age of 3 months and 5 years of age can be covered

provided one or both parents are covered concurrently.

Notice of Claim

a) Preliminary notice of claim with particulars relating to policy numbers, Name of

insured Person in respect of whom claim is made should be given by PRM to the

insurance company within seven days from the date of hospitalisation.

b) Final claim along with receipted bills, cash memos, claim form and list of documents

as listed in the claim form etc. should be submitted to the insurance company within 30

days from the date of completion of treatment.

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Note: Waiver of this condition may be considered in extreme cases of hardship where it

is proved to the satisfaction of the insurance company that under the circumstances in

which the insured was placed it was not possible for him or any other Payment of claim.

Payment of Claim

All claims under this policy shall be payable in Indian Currency. All

medical treatments for the purposes of this insurance will have to be taken in India only.

W.e.f. 1st January 2003, we have arranged a cashless hospitalisation through New India

Assurance with TTK as the service provider. The list of hospitals under this scheme is

available separately.

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Promotion Policy

Objective

To provide a measure for objective assessment of individuals to be promoted.

To provide employees with clarity on requirements for promotion across the

organisation, and facilitate individual’s career development in the required

direction.

Coverage

All full-time employees of Capgemini India will be covered by this Policy.

Promotion Criteria

Band wise promotion criteria is defined for each discipline and placed at:

OS – Annexure 1(i)

TS CSD – Annexure 1(ii)

TS Packages – Annexure 1(iii)

DSS – Annexure 1(iv)

Weightage

Suitable weightages are assigned to each of the above-mentioned

promotion criteria depending on the discipline, level and role. The weightage matrix for

each discipline is placed at:

OS – Annexure 2(i)

TS CSD – Annexure 2(ii)

TS Packages – Annexure 2(iii)

DSS – Annexure 2(iv)

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Promotion Assessment form

‘Promotion Assessment form’ shall calculate the final score of the employee

taking into account the individual’s rating individual against each criteria as

applicable. The rating will be on a scale of 1 to 5 where,

1 = Excels

2 = Exceeds

3 = Attains

4 = Needs Improvement

5 = Needs Significant Improvement

The final score is the summation of products of rating against each criterion and

the respective weightage

A minimum score of ‘3’ is recommended for an employee to be eligible for

promotion

Process

1.1 N+1s shall submit the ‘Performance Assessment form’ (described in Section 5

above), along with the Promotion Nomination Form (Annexure 4) for each N being

nominated for promotion, during the Annual Review period.

1.2 The respective Service line leaders and Discipline Heads shall review these

promotion nominations.

1.3 The approved nominations shall be consolidated by PRM.

1.4 IOC shall review the nominations and suggest changes if any.

1.5 The final list of promotions is consolidated by PRM after the CEO’s approval.

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1.6 Final promotions shall be decided based on the performance assessment score of each

individual, in line with the promotion budget of that year.

Effective date

This policy shall be effective from January 1, 2005. Promotion criteria

shall be published to all the employees in early January 2005. All promotions for 2006

will be based on this policy.

General

PRM is the owner of this policy and reserves the right to modify the above

policy as per business requirements.

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Conclusion

With human nature being what it is, employees will test limits and act

"creatively" in workplace situations, so you need a strategy for developing,

communicating and enforcing a set of policies and practices that reflect your standards of

acceptable behavior.

But a successful policies and practices strategy does more than draw

boundaries; it also recognizes and addresses people's needs.

There are many different types of people, and not surprisingly, they react

differently to the need for policies and practices based on those differences. Some people

prefer there be a written policy for everything, while others favor having no policies at all

and would leave everything open to interpretation as situations arise. Neither of these

extremes contributes to a work environment that's conducive to high productivity levels.

The answer is found in between, with the right number and types of policies and practices

that are focused on a primary goal--improving individual performance in the workplace.

Setting clear and specific behavioral standards in the form of rules

establishes a framework for spotting and addressing violations of those standards. If you

rely on loosely defined general standards that aren't properly documented, then violations

become subjective and open to interpretation. The result of such ambiguousness is often

litigation.

And it doesn't stop with the affected employee. If you or your managers

haven't clearly communicated your expectations to one employee, chances are you

haven't done so with other employees as well and they can be quick to empathize with

any affected workers. Hence, building a great company has a lot to do with how people

work together. Policies and practices can improve the way your employees interact, while

minimizing the personnel obstacles that often arise in today's workplaces.

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