1.0 Company Background

IDLC Finance Limited commenced its journey in 1985, as the first ever leasing company of

the country. In 1995, IDLC was licensed as a Financial Institution by the country’s central

bank, Bangladesh Bank, following the enactment of the Financial Institution Act 1993. Over

the last two and a half decades, IDLC has grown in tandem with the country’s transition into

a developing country and has emerged as Bangladesh’s leading multiproduct financial

institution. IDLC has changed its name to IDLC Finance Limited from earlier Industrial

Development Leasing Company of Bangladesh Limited in August 2007.

Since 1985, when IDLC was formed as the pioneering leasing company in Bangladesh, the

company continues to evolve as an innovative financial solutions provider. IDLC is now able

to offer its customers, integrated and customized financial solutions all under one roof. The

Company’s wide array of products and services range from retail products, such as home and

car loans, corporate and SME products including lease and term loans, structured finance

services ranging from syndications to capital restructuring and a complete suite of merchant

banking and capital market services.

The subsidiaries of IDLC finance Limited are –

IDLC Securities Limited

IDLC Securities Limited, a fully owned subsidiary of IDLC, offers full-fledged

international standard brokerage service for retail and institutional clients. It has seats

on both Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited.

IDLC Investments Limited

As advised by the Securities & Exchange Commission (SEC), the Company formed a

separate subsidiary on May 19, 2010 in the name and style “IDLC Investments

Limited” to transfer its existing merchant banking activities. The Company has

applied to the SEC to transfer the existing merchant banking license of IDLC Finance

Limited in the name of IDLC Investments Limited. After getting approval from SEC,

the company’s existing merchant banking services will be provided by its wholly

owned subsidiary, IDLC Investments Limited.

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1.1 IDLC at a Glance

Registered Name of the Company: IDLC Finance Limited.

Type of Business: Financial Institution. (Leasing company)

Legal Form: Licensed as Financial Institution under Financial

Institutions Act, 1993 on February7, 1995.

Year of Establishment: IDLC commenced its journey in 1985 and get

licensed in 1995.

Company Registration No: C 14218/1992 of 1984-1985.

Bangladesh Bank License No: BCD (Non-banking)/Dhaka/2/1995.

Registered Office: Bay’s Galleria (1st Floor)

57 Gulshan Avenue, Gulshan 1, Dhaka 1212

Tel: +880 (2) 883 4990 (Auto Hunting)

Facsimile: +880 (2) 883 4377, 883 5887

E-mail: mailbox@idlc.com

Corporate Website: www.idlc.com

Principal Bankers: Standard Chartered Bank

Citibank N.A.

Major Stock Brokers: Lanka Bangla Securities Limited

SES Securities Limited

IDLC Securities Limited

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Memberships: Bangladesh Leasing & Finance Companies

Association.

Asian Financial Services Association.

Bangladesh Merchant Bankers Association.

Bangladesh Association of Publicly Listed

Companies.

The Institute of Bankers, Bangladesh.

Chambers of Commerce & Industry.

1.2 Mission

Their mission is to be one of the top three financial institutions in terms of profitability and

brand image through quality growth and superior client services.

1.3 Vision

To be the most preferred financial institution in the country by exceeding stakeholders’

expectations.

1.4 Corporate Philosophy

Discharge their functions with proper accountability for actions and results and bind

ourselves to the highest ethical standards.

1.5 Strategic Objectives

Create high quality and strategically balanced portfolios;

Provide a range of financial products and services to our customers under one roof;

Strengthening our position in capital market operation;

Balanced diversification of funding sources;

Maximize corporate value through sustained high quality growth

Strengthening corporate governance practices.

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1.6 Core Values

Integrity: walk the talk, no hidden agenda; never compromise their code of conduct.

Customer: we live for our customers.

Focus: we keep promises; we are honest, transparent & compliant.

Trust & Respect: we respect the environment and our culture.

Environment Friendly: be direct, simple & consistent, no jargons, transparent.

Simplicity: be direct, simple & consistent, no jargons, transparent.

Passion: one team one goal, exceed customer expectation, deep understanding of our

market.

Equal Opportunity: Gender/age/racial/religious equality and meritocracy.

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1.7 Methodology

We have used different data collection method for conducting the study:

Observation: Through observation we gained adequate knowledge about the

company and its operations.

Personal meeting and discussion with respective person: We had meeting and

discussion with the administrative manager and officers of different departments for

relevant and extensive information regarding this study.

Secondary data: Secondary data is our main source of information. Data required for

our study is mainly collected from IDLC website and IDLC annual report of 2010.

1.8 Scope of the Study

The study is concentrated on the following area:

Acquire knowledge about the operation and prospect of the company.

Acquire detailed knowledge about the planning and organizing procedure of IDLC.

Gain knowledge about the HR practice of IDLC.

Gather detailed knowledge about the financing sector in Bangladesh.

Comparing the theoretical knowledge of the course with the practice in the actual

world.

1.9 Limitation

While preparing the report we had to face many difficulties:

As we were outsider we did not have access to many confidential documents and

information which would have enriched the report to some great extent.

Lack of time for such vast study.

Lack of information available on the internet.

Some personnel were reluctant in providing appropriate information required for the

study.

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2.0 Committee Structure

2.1 Executive Committee

A five member Executive Committee headed by a director is responsible for strategic and

operational plan of the business. The matter related to ordinary business operations of the

Company and the matters that the Board of Directors, from time to time authorize, are vested

in this Committee in accordance with the Statement of General and Operational Policies

established and made by the Board of Directors. This Committee assists IDLC in taking

prompt decisions and reacts swiftly to changes in the market-place as they occur. The Rules

of the Executive Committee is framed by the Board.

2.2 Audit Committee

As per the requirement of Bangladesh Bank’s good governance guideline and SEC

notification on Corporate Governance, Board of Directors of IDLC formed an Audit

Committee as the sub-committee of the Board.

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Objectives of the Audit Committee

The Audit Committee of IDLC was formed with the following major objectives:

To ensure that proper and adequate internal controls are in place;

To provide the Board of Directors with a clear understanding of where enterprise risk

lies; and

Assist the Board of Directors in discharging its responsibilities towards the

stakeholders of the company.

Role of the Audit Committee

The role of the Audit Committee clearly lays down its authority, responsibility and specifi c

duties. The Committee is empowered, among other things, to examine any matter relating to

the financial affairs of the Company and to review all audit and inspection programs, internal

control systems and procedures, accounting policies and adherence to compliance

requirements, etc. This ensures that a sound control system is in place, which is well

managed, providing accurate, appropriate and timely information to the Board of Directors

and stakeholders.

2.3 Management Committee (ManCom)

The Management Committee is a group elected among the management staffs to take

responsibility for the governance and strategic direction of IDLC. The role of the

Management Committee is to oversee IDLC in accordance with its Constitution under the

Financial Institution Act 1993. The Committee is responsible for all aspects of the ongoing

operation of IDLC. It delegates day-to-day operations to the Executive Officer. An important

feature of good governance is a clear segregation of the responsibilities and accountability of

the Committee from those of the Executive Officer. ManCom is always aware of IDLC’s

operations, keeps an eye on the big picture, monitor the strategic plan and that goals are being

met. It needs to be satisfied that what is happening is in accordance with IDLC policies and

objectives, within the overall budget.

2.4 Credit Evaluation Committee (CEC)

The CEC evaluates all projects/proposals of financing activities of the Company from the risk

point of view. The Committee is headed by the CEO & Managing Director and consists of

five members.

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2.5 Internal Control Committee (ICC)

Internal Control Committee addresses operational risk and frames and implements policies to

encounter such risks. The Committee assesses operational risk across the Company, as a

whole, and ensures that an appropriate framework exists to identify, assess and manage

operational risk.

2.6 Asset Liability Management Committee (ALCO)

The Asset Liability Committee (ALCO) of the Company assesses the changes in interest rate,

market conditions, carries out asset liability maturity gap analysis, re-pricing of products and

thereby takes effective measures to monitor and control interest rate risk.

2.7 HR & Compensation Committee

The Chairman of the Committee liaises with the Board to ensure that the Committee is

appropriately briefed on matters relating to employees.

The HR & Compensation Committee Charter states that the Committee has the following

responsibilities:

Monitor succession planning for members of the Executive Management Team;

Review and approve strategy and principles for people management, including:

Career, skills and leadership development and continuing education programs;

Employee remuneration and benefit programs to be adopted across the Group;

Employee share ownership, superannuation and pension plans;

Review and approve any individual employee remuneration arrangement materially

diverging from Group policy or practice;

Review and make recommendations to the Board on remuneration;

Perform other functions referred to the Committee by the Board.

2.8 Corporate Governance Committee

The committee ensures the corporate governance practice within the organization as required

by the SEC and Bangladesh Bank. The committee also recommends and advises course of

actions in the areas where there is a scope of improvement.

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2.9 Ethics and Compliance Committee

The committee supervises the ethical business practices of the different units of the company.

It also ensures the compliance with the stated conduct and code of ethics of the company.

2.10 BASEL implementation Committee

The Basel Implementation Committee is responsible for the implementation of Basel Accord

for Financial Institution (BAFI) in IDLC. Managing risk based capital adequacy is the most

important responsibility the committee. The Basel Implementation Desk (BID) of the Risk

Management Department manages the Basel activities. The results of risk based capital

analysis along with recommendation are placed in the committee meeting by the BID where

important decisions are made to maintain Minimum/Regulatory Capital and manage related

risk.

2.11 IDLC Product and Service

Loan Product:

Lease Finance

Term Finance

Domestic Factoring of Accounts Receivable

Bill/Invoice Discounting

Work Order Finance

Corporate Real Estate Finance

Real Estate Developer Finance

Home Loans with Home Loan Shield

Home Equity Loans

Car Loans for Individuals

Personal Loan

Machinery Loan

Business Loan

Investment Product:

Common Equity investments

Preferred Equity Investments

Bonds

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Liabilities Product:

Term Deposit Schemes

Debentures

Securitized Bonds

Corporate Service:

Project Finance Appraisal

Project Loan Syndication

Working Capital Arrangement

Syndication Agency services

Refinancing arrangements

Corporate Financial Advisory

Securitization of Receivables

Trusteeship Management

Professional supports to SMEs

Merchant Banking and Portfolio Management Services:

Capital Investment

Max Capital Investment

IPO Advisory

Issue Management

Underwriting

Investment Advisory

Placement of Equity, Debentures and Bonds

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3.0 Planning in IDLC

Definition of Planning includes:

Defining the organization’s objectives or goals

Establishing an overall strategy for achieving those goals

Developing a comprehensive hierarchy of plans to integrate and coordinate activities.

A plan tells us:

Where we are going

Why we are going there

How to get there

How to know when we have arrived

3.1 Reason for Planning

Managers engage in planning because of the changing environment to:

Provide direction

Reduce the impact of change

Minimize waste and redundancy

Set the standard to facilitate control

3.2 Strategic and Operational Planning

Strategic Plan - A strategic plan is a practical, action-oriented guide. It is based on an

analysis of internal and external factors. It directs operational planning and resource

allocation. It is issue-oriented and usually spans multiple years. A strategic plan:

Provides a common direction for everyone in the organization and helps to ensure that

actions taken are mission-driven and consistent with the organization’s core beliefs

and values.

Assists the organization to build on strengths and address barriers that might impede

progress.

Provides an opportunity to identify alternative courses of action and choose the best

course of action from among them

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The major components of a strategic plan are:

Mission - The mission statement answers the question "Why does our organization

exist?" It identifies who the organization exists to serve, what it does, and why. The

mission serves as a guide for the rest of the plan.

Vision - The vision statement answers the question "What is our ideal future?" It is a

statement of the shared and idealized view of the future state, given that the

organization carries out its mission. The vision also serves as a guide for the rest of

the plan.

Guiding Principles - Guiding principles answer the question "What beliefs that we

hold direct our actions?" These are normative statements. They may relate to beliefs

about people in general, persons served, employees, the methods by which services

are delivered, or general philosophy. These may be linked to action (for example, we

believe that every family is unique, therefore we are committed to individualized

planning and service delivery).

Analysis - The analysis answers the questions, “What can move us forward?" and

"What is likely to deter us?" The analysis includes an assessment of both internal and

external factors. Internally, it is important to examine strengths and prior

accomplishments that can provide the foundation for future success. It is also

important to examine organizational weaknesses, barriers, gaps, and any other factors

that might present obstacles to implementation of the plan. Externally, it is important

to examine opportunities that can be seized and potential challenges. These might

include economic, political, social, and technological conditions, competition,

attitudes, and the like.

Operational Plan - An operational plan specifies what needs to be accomplished within a

given time period to move in the key directions specified in the strategic plan. It identifies in

greater detail what can be done within the time period (usually one year or less). It guides the

activities of everyone in the organization; that is, everyone should be able to see how their

efforts are leading to successful accomplishment of the plan. An operational plan:

Links strategic plans to daily operations so that the day-to-day work of the

organization is consistent with the mission, will lead to the vision, and will address

the key strategic directions.

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Requires that the organization be realistic about the scope of work to be undertaken

by linking planned actions to available resources.

Provides for ongoing assessment of progress and identification of barriers so they can

be addressed in a timely manner.

Provides a basis for accountability.

The components of an operational plan:

Outcomes - Outcomes are the most important results that the organization plans to

achieve during the year. The outcomes should be under the control of the organization

and be realistic. They should focus on the "big picture."

Purpose - The purpose statement specifies why the organization plans to do the

proposed work during the year. This statement helps to explain the intent behind the

desired outcomes and why it is important to achieve these outcomes.

Products - Products are the tangible results that will be in hand at the end of the year

if the plan is successfully carried out (for example, a policies and procedures manual,

or training curriculum).

Major Actions - Major actions describe what the organization will do to achieve the

desired outcomes for the year. Major actions are derived from the key directions and

strategies included in the strategic plan. They are statements that describe in

measurable terms what will be accomplished during the year.

Action Plans - Action plans are developed for each major action. The plans lay out in

detail exactly what steps are to be taken with respect to the major action. For each

action step, it is important to identify who is responsible. If there is more than one

responsible person, a lead person should be identified. For each action step, the start

and target completion dates should be identified, keeping in mind that some steps

cannot start until others are completed.

3.3 Planning Process

Role and Responsibilities of the Board

The Board is committed to the Company seeking to achieve superior financial performance

and long term prosperity, while meeting stakeholders’ expectations of sound corporate

governance practices. The Board determines the corporate governance arrangements for the

Company. As with all its business activities, the Board is proactive in respect of corporate

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governance and puts in place those arrangements which it considers are in the best interest of

the Company and its shareholders, and consistent with its responsibilities to other

stakeholders. The Board of Directors is in full control of the Company’s affairs and is also

fully accountable to the shareholders. They firmly believe that the success of the Company

largely depends on the credible corporate governance practices adopted by the Company.

Taking this into consideration, the Board of Directors of IDLC set out its strategic focus and

oversees the business and related affairs of the Company. The Board also formulates strategic

objectives and policy framework for the Company.

Chairman of the Board

The Chairman of the Board is elected to the offi ce of Chairman by the directors. The Board

considers that the Chairman is independent.

Role of the Chairman

The Chairman runs the Board. The Chairman serves as the primary link between the Board

and management, and works with the CEO and Company Secretary to set the agenda for

Board meetings. It is the Chairman’s responsibility to provide leadership to the Board and

ensure that the Board works effectively and discharges its responsibilities as directors of the

Company.

Chairman of the Board & CEO of the company are different person

The Chairman of the Board is not the Chief Executive of the Company. The role of Chairman

and the CEO & Managing Director are independent and separate.

Role of the CEO & Managing Director

The CEO & managing Director performs three fundamental roles in IDLC:

First, CEO as a leader establishes and directs the vision and mission of the team. In

this capacity, the CEO is the source of visionary strength of the Company and keeps it

on a consistent track to achieving the vision;

Second, CEO is a project manager. In this role, the CEO is responsible for directing

the operational activities of the Company by scheduling the utilization of the

Company’s resources, including people and capital equipment. In this way, the CEO

gets things done through the efforts of the people in the Company. The CEO is

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responsible for establishing and executing the Company’s operating plan that is

necessary to achieve the Company’s objectives;

Third, CEO is a coach, and as such picks the people for the management team and

improves the performance of people through ongoing counseling. As a coach, the

CEO works with people to help them become greater contributors by helping them

improve their efficiency and effectiveness.

Whenever a plan needs to be initiated or a plan needs to be changed or make further

modification- the board of directors held the board meeting in this regard:

Holding of the Board meeting

The meeting of the Board of Directors of IDLC is normally held at the Registered and

Corporate Head Office of the Company. The meetings are held frequently, at least once in a

quarter, to discharge its responsibilities and functions as mentioned above. Meeting is

scheduled well in advance and the notice of each Board meeting is given, in writing, to each

director by the Company Secretary.

Process of holding Board meeting

The Company Secretary prepares the detailed agenda for the meeting. The Board papers

comprising the agenda, explanatory notes and proposed resolutions are circulated to the

directors in advance for their review. The members of the Board have complete access to all

information of the Company enabling them to work efficiently. The members of the Board

are also free to recommend inclusion of any matter in the agenda for discussions. The

Company Secretary and Chief Financial Officer always attends the Board meeting and other

senior management is invited to attend Board meeting to provide additional inputs to the

items being discussed by the Board and make necessary presentations. There are procedures,

at IDLC, for keeping the Board up-to-date with the Company’s activities and relevant

external developments. These includes senior management presenting significant matters to

the Board and it being able to seek further information on any issue relating to performance,

strategy, outlook, etc.

Independent Decision Making

Any director may seek external, independent, professional advice at the Company’s expense.

The policy of the Board is that external advice will be made available to all directors, unless

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the Chairman of the Board determines otherwise. It is expected that a director will consult the

Chairman of the Board, Managing Director or Company Secretary before obtaining external

advice.

Role of the Company Secretary

Appointed by the Board, the Company Secretary works with the Chairman of the Board to

monitor and enhance corporate governance processes and to ensure that Board policies and

procedures are followed.

3.4 Senior Management

Structure

The Company’s management structure comprises the CEO & Managing Director and the

Management Team (ManCom). The ManCom is responsible for developing organizational

and business strategy and sponsoring innovation and development of best practices across the

company. The ManCom is also responsible for organizational effectiveness and the

development of IDLC’s values and culture. The ManCom is responsible for managing

IDLC’s performance and key business issues in line with the company’s long term strategy

and for talent and performance management. The ManCom is chaired by the CEO &

Managing Director and the team meets face to face on a regular basis.

Performance Review

The CEO is responsible for setting financial targets as well as operational and management

goals for the members of the ManCom. Both short term and long term goals form part of the

performance management of all senior executives. Long term goals are directly linked to the

vision of the company. Short term goals are generally directly linked to objectives of the

company. The CEO and Evaluation Committee conduct a detailed review of the performance

of senior executives against these goals on an annual basis at the end of each year.

3.5 Decision Making

A set of eight steps that includes identifying a problem, selecting a solution and evaluating

the effectiveness of the solution.

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8-Step Decision Making Process

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Identification of a problem

Identification of decision criteria

Allocation of weights to criteria

Development of alternatives

Analysis of alternatives

Selection of alternative

Implementation of alternative

Evaluation of decision effectiveness

3.6 Circumstances of Decision Making

Certainty

The implication that the outcome of every possible alternative is known.

Uncertainty

A condition under which there is not full knowledge of the problem and reasonable

probabilities for alternative outcomes cannot be determined.

Risk

The probability that a particular outcome will result from a given decision.

IDLC has a very efficient risk management system to analyze the risk associated with a decision making.

3.7 Major Risks at IDLC

Major Risks that IDLC identifies detrimental to its return and market reputation is as follows:

Credit Risk

Credit risk is the possibility that a borrower or counter party will fail to meet agreed

obligations. Thus managing credit risk for efficient management of a financial institution (FI)

has become the most crucial task. Given the fast changing, dynamic global economy and the

increasing pressure of globalization, liberalization, and consolidation it is essential that FIs

have robust credit risk management policies and procedures those are sensitive and

responsive to these changes. At IDLC, credit risk may arise in the following forms:

Default risk

Exposure risk

Recovery risk

Counter party risk

Related party risk

Legal risk

Political risk

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Market Risk

Market risk refers to the risk of fluctuation in a variety of markets such as interest rates,

prices of securities where the values of assets and liabilities can change and there exists the

risk of incurring losses.

Liquidity Risk

Liquidity risk arises when a company is unable to meet the short term obligation to its lenders

and stakeholders. This arises from the adverse mismatch of maturities of assets and liabilities.

Operational Risk

Operational risk is the potential loss arising from a breakdown in company’s systems and

procedures, internal control, compliance requirements or corporate governance practices that

results in human error, fraud, failure, damage of reputations, delay to perform or compromise

of the company’s interests by employees. Operational risk may also arise from the following:

Turnover of trained staff;

Risk of insider dealings;

Leakage of sensitive information;

Shortcomings of organizational structure;

Risk of falling in credit ratings;

Money laundering;

Changes in statutory requirements;

Technological obsolescence;

Business volume risks

At IDLC, business volume risk may arise in the form of risk of falling business volumes and

market share, risk of being overtaken and losing leadership position and risk of over trading

which may affect profitability due to volatile revenues and reduced spread earnings, credit

rating and reputation. Risk of over trading may lead to insufficient capital.

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3.8 Steps to manage risk

Here is an overview of some of the crucial steps carried out by IDLC to ensure successful

risk management program:

Integrating risk management policies into the company’s top priority;

Maintaining those values via actions;

Performing risk analysis;

Implementation of various strategies to minimize it;

Building of screening systems to encourage early warnings related to prospective risk;

Periodic analysis of the management program.

Managers in IDLC generally make the decision in group. The process of making group

decision has some advantages:

Make more accurate decisions

Provides more complete information

Offers a greater diversity of experiences and perspectives

Generates more alternatives

Increases acceptance of solution

Increases legitimacy of decision.

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3.9 Decision Making Style

There are four types of decision making styles:

1. Directive Style

2. Analytic Style

3. Conceptual Style

4. Behavioral Style

High

Tolerance for

Ambiguity

Low

Rational Intuitive

Way of thinking

As IDLC is a financial organization making decision is largely dependent on the analysis of the information and data processing. As a result there decision making style is quite analytic. Analytic style characterizes the high tolerance for ambiguity combined with a rational way of thinking of individuals who prefer to have complete information before making a decision.

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Analytic Conceptual

Directive Behavioral

4.0 Organizing process in IDLC

4.1 Organizational Structure

Figure: Corporate Hierarchy of IDLC

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CEO & Managing Director               Additional Managing Director      

         Deputy Managing Director      

         Sr. Executive Vice President      

         Executive Vice President      

         Sr. Vice President      

         Vice President      

         Sr. Assistant Vice President      

         First Assistant Vice President      

         Assistant Vice President      

         Manager      

         

Assistant Manager          

      Management TraineeSenior Executive Officer      

         

Executive Officer          

      Probationary OfficerOfficer      

         Assistant Officer      

         Junior Officer

4.2 Departmentalization

Departmentalization refers to grouping of activities. There are five ways of grouping

activities:

Functional: Groups employees based on worked performed and similar functionalities (e.g. engineering, accounting, information systems, human resources etc.).

Product: Groups employees based on major product areas in the corporation (e.g. women’s footwear, men’s footwear, apparel and accessories etc.).

Customer: Groups employees based on customer problem’s and needs (e.g. wholesale, retail, government etc.).

Geographic: Groups employees based on location served (e.g. north, south, Midwest, east etc.).

Process: Groups employees based on the basis of work or customer flow (e.g. testing, payment etc.).

According to our study IDLC follows Functional way of departmentalization. It has different

departments for different set of functions. IDLC has an Operation’s Department for

maintaining smooth operation of the company and customer feedback. It has a Credit

department for distribution of loan and a Collection department for collecting the loans

allotted. IDLC also has a well equipped IT department for computerized operation and an HR

department for developing an efficient human capital. As we can see all these departments

are developed according to the functions performed, we can easily conclude that Functional

Departmentalization is being followed by IDLC.

4.3 Centralization and Decentralization

Centralization: A function of how much decision making authority is pushed down to lower levels in an organization. The more centralized an organization the higher the level at which decisions is made.

Decentralization: The pushing down of decision making authority to the lowest level of an organization.

In IDLC major decisions are handled by the manager himself. But in case of regular decisions manager is very open for suggestions from staffs. From this sort of situation we can say IDLC is highly centralized with a bit of moderate attitude from the manager.

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4.4 Span of Control

Span of control refers to the number of subordinates a manager can direct efficiently and effectively. Traditionally it was believed that at most 6 people are efficient and effective under a manager. But things have changed now a day. Organizations have become more dynamic and complex. Managers work with 30-40 people under him/her. The managers in IDLC normally operate 10-12 people under them. But for the efficient operation of the organization these people are trained very well to cope with the pace of the manager.

5.0 HR Practice in IDLC

IDLC Human Resources values are based upon a number of important principles and capture

qualities that each employee is encouraged to embody as an essential part of our success:

Expertise

Assure quality and drive innovation;

Listen to learn from each other – champion continuous improvement;

Be accountable – keep commitments;

Client Focus;

Share our vision; share our passion;

Strive for our clients profitability and satisfaction;

Be a trusted partner;

Respect

Think and act as a team;

Optimize the value of our global community;

Deliver results and celebrate success;

5.1 Strength of IDLC- Its Human Resources

IDLC believes that its human resources are its greatest assets and recognizes them as building

blocks on which Company’s performance and development are based. IDLC continues to

implement human resources management policies and practices which are aimed at growing

and developing employees and ensuring their contribution towards the achievement of

corporate goals. As IDLC’ s human resources give the organization a significant competitive

edge, the company is focused on recruiting the best resources and implementing programs to

develop and retain high quality human resources.

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5.2 Ethical Standards

IDLC adheres to the highest ethical standards and believes. This is a key to business success.

The company prioritizes statutory compliance and has a set of Code of Ethics for employees,

who are required to read and sign these documents every year, as a sign of reiteration and

commitment to the principles enshrined in it.

5.3 Training & Development

While maintaining high recruitment standards, the Company also provides need based in-

house, local and overseas training to its employees. This is done with a view to enhance

human resources capacity by continuously upgrading their skill, abilities and knowledge and

also to meet organizational needs to face future challenges in the ever changing financial

services industry. As part of IDLC’s Human Resource Development Program, a large number

of employees were sent to different training programs, which included both managerial

development and technical modules. During 2010, 245 employees were trained locally in 67

training courses while 42 employees were sent on overseas training programs spread over 13

different modules. In addition, 11 customized training courses were arranged where 319

employees participated.

5.4 Compensation & Reward

It is a cornerstone of our ethos that IDLC is a meritocracy, where all employees are

recognized and rewarded on the basis of their performance, effort, contribution and

achievements. The company’s performance management and personal development

processes are being rolled out through the extended group. They are based on the following

principles:

that employees have a clear understanding of how they contribute to the business and

have clear personal objectives, aligned to the business strategy and objectives;

career pathways that identify key capabilities and behaviors at different competency

levels across core career paths;

personal development, training and succession planning to support personal growth;

an annual review of performance that drives decisions about pay and career

progression.

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IDLC provides its employees with a competitive compensation package. The company has

implemented a strict performance based reward system and evaluates staff performance

evaluation twice a year. IDLC is a performance driven organization and career development

opportunities are based on merit and performance. A detailed compensation survey was

carried out by an independent consultant in the year 2010, to assess and evaluate the current

pay level of IDLC vis a vis the market. The survey results helped us make necessary

adjustments to ensure that IDLC employees are fairly paid and which is also competitive in

the market.

5.5 Work environment & culture at IDLC

As a leading company IDLC embraces diversity and respect for different cultures and local

requirements. Employees of both genders, from different regions, cultures, ethnic groups,

generations and backgrounds contribute their skills and different perspectives to improving

our solutions and delivering to our clients. Employees work in a positive, friendly and

respectful environment and are able to maintain a good work life balance. IDLC aims to

maintain healthy workplace and environmental conditions which permit employees to work

to maximum effectiveness and to their full potential. IDLC employees enjoy one of the best

office premises and environments within the country. The Company has created an

environment of trust and support within the organization which encourages employees to

work well together as a team and at the same time, to be innovative and creative. IDLC

appreciates effective internal communications and free flow of ideas, fairness, commitment,

teamwork and highest standards of professional excellence and integrity.

5.6 Employee Health & Safety

Employee health and safety are our main priorities. Keeping this in mind, IDLC regularly

arranges routine health check-up for employees. The Company provides hospitalization

insurance coverage to ensure medical security of its staff. In addition, the Company has group

life insurance scheme for its permanent staff to cover the unforeseen risk of death.

We also liaise with staff regarding our policies and practices so that we can continue to

maintain a healthy, safe and enjoyable environment. All accidents and incidents are reviewed

at HR & Compensation committee meeting, along with lost time incidents, accident forms,

health and safety trends etc.

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5.7 Staff Strength

IDLC has provided challenging career opportunities for young professionals over the last 25

years. The Company’s Human Resources Department’s goal is to attract, retain, develop and

motivate the most competent people. The staff strength of the Company as on December 31,

2010 and for the previous two years is summarized below:

Category 2010 2009 2008

Core Management

Staffs

10 9 11

Management Staffs 82 60 54

Executive Officers 73 49 43

Support Staffs 188 135 99

Total 353 253 207

5.8 Non-discriminatory policy and equal opportunities employer

IDLC is an equal opportunity employer. It always values employees’ right and dignity. We

always practice equal treatment to all existing and potential employees irrespective of their

race, religion, age and gender. It is our Company’s policy to ensure equal opportunity in

recruitment, selection, promotion, development, training and rewards.

5.9 Communication & employee satisfaction

IDLC recognizes that, as a rapidly changing, knowledge-based business, communication is a

critical ingredient for success. We place emphasis on both formal and informal

communication. The managers have a key role to play in communication. Managers are

accessible, encourage collaboration and the development of ideas that contribute to business

performance and continuous improvement. In addition to face-to-face meetings, we

encourage the use of “Live Internet Meetings” which allow business management to talk

frequently to employees, without the need to bring them together in one place. We have an

active program to ensure communication from Executive Team through a variety of media

and encourage employee feedback and comment though methods including group

discussions, employee surveys and email dialogue.

6.0 Conclusion

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