ContentsBrief Introduction.................................................................................................................................5

Vision.................................................................................................................................................5

Mission statement............................................................................................................................5

History...................................................................................................................................................5

Major Achievements.........................................................................................................................6

Group Profile.........................................................................................................................................6

Kohinoor Textile Mills.......................................................................................................................6

Pak Electron Limited (PEL)................................................................................................................6

Saritow Spinning Mills & Azam Textile Mills....................................................................................6

Kohinoor Power Company Limited...................................................................................................7

Kohinoor Energy Limited..................................................................................................................7

Company and departments hierarchy..................................................................................................8

Corporate Profile..................................................................................................................................9

Board of Directors.............................................................................................................................9

Audit Committee...............................................................................................................................9

Company Secretary...........................................................................................................................9

Chief Financial Officer.......................................................................................................................9

Auditors.............................................................................................................................................9

Legal Advisors...................................................................................................................................9

Departments.........................................................................................................................................9

Hierarchy of departments...............................................................................................................10

Finance Department.......................................................................................................................10

Account departments.....................................................................................................................11

Departments of head office................................................................................................................13

Chairman Secretariat......................................................................................................................13

MD office.........................................................................................................................................13

IR & Admin......................................................................................................................................14

Human Resource.............................................................................................................................14

Gate & Security office.....................................................................................................................14

Dispensary.......................................................................................................................................14

Telephone Exchange.......................................................................................................................14

Carrier.............................................................................................................................................14

Marketing (AD & PD)......................................................................................................................14

Power Projects................................................................................................................................14

Internal Audits................................................................................................................................14

Commercial.....................................................................................................................................15

QHSE................................................................................................................................................15

CMD.................................................................................................................................................15

Finance............................................................................................................................................15

Accounts..........................................................................................................................................15

Information Technology.................................................................................................................15

Buying..............................................................................................................................................15

Stores..............................................................................................................................................15

Civil..................................................................................................................................................15

Manufacturing (PD & AD)...............................................................................................................15

Maintenance...................................................................................................................................15

EMP.................................................................................................................................................16

Switch Gear.....................................................................................................................................16

CSD..................................................................................................................................................16

Imports............................................................................................................................................16

Exports............................................................................................................................................16

Product hierarchy...............................................................................................................................17

Home appliances.............................................................................................................................17

Power division.................................................................................................................................18

Human resource management in PEL.................................................................................................22

HR Vision.........................................................................................................................................22

HR Mission......................................................................................................................................22

Employee recruitment and selection.................................................................................................22

PEL Employment policy...................................................................................................................22

Equal employment Opportunities..................................................................................................22

Employment recruitment...............................................................................................................23

Designation Cadre Wise (Management Level)...............................................................................23

Job Analysis.....................................................................................................................................23

Types of Vacancies..........................................................................................................................23

Source for Vacancies filling.............................................................................................................23

Sorting received Resumes...............................................................................................................24

Test to short listed candidates........................................................................................................24

Selection process................................................................................................................................25

Criteria for selection:......................................................................................................................25

Interview Detailed Form.................................................................................................................25

Initial Interview by Manager R& S..................................................................................................25

Interview Evaluation Form.............................................................................................................25

Panel Interview...............................................................................................................................26

Final Interview................................................................................................................................26

Reference Checking.........................................................................................................................26

Confirmation of Candidates............................................................................................................27

Job Offer Letter...............................................................................................................................27

Orientation......................................................................................................................................27

Training and development..................................................................................................................27

Training...........................................................................................................................................27

Development..................................................................................................................................27

Training and development Phase of Training.................................................................................27

Types of Training.............................................................................................................................28

Employees Development....................................................................................................................29

Technique for individual development..............................................................................................29

Job Analysis and Description..........................................................................................................29

Job Analysis Components...............................................................................................................29

Test and examinations:...................................................................................................................29

1. Questionnaires........................................................................................................................30

2. Interviewing............................................................................................................................30

3. Observation.............................................................................................................................30

4. Critical Incidents......................................................................................................................30

5. The Diary Method...................................................................................................................30

6. Management by Objectives (MBO)........................................................................................30

7. Self-Assessment......................................................................................................................31

8. Career Planning.......................................................................................................................31

9. Action Learning.......................................................................................................................31

10. Training from abroad..........................................................................................................31

Technique for group development.....................................................................................................31

Group Meetings..............................................................................................................................31

Group Projects................................................................................................................................31

Business Games..............................................................................................................................32

The case Method.............................................................................................................................32

Employee benefits and compensation...............................................................................................32

Basic salary......................................................................................................................................32

Skill base salary...............................................................................................................................32

Promotion increase.........................................................................................................................32

Confidentiality of salary..................................................................................................................33

Housing allowance..........................................................................................................................33

Utilities allowance...........................................................................................................................33

Bonus...............................................................................................................................................33

Car for manager..............................................................................................................................33

Hajj scheme.....................................................................................................................................33

Group life insurance........................................................................................................................33

Leave...............................................................................................................................................34

Relocation allowance......................................................................................................................34

House Rent:.....................................................................................................................................35

Motorcycle loans for executives.....................................................................................................35

Provident funds...............................................................................................................................35

Mobile Phone Policy.......................................................................................................................35

Health policy...................................................................................................................................36

Employee Relations............................................................................................................................37

Employee Union..............................................................................................................................37

Hierarchy of Non-Executive Staff....................................................................................................37

Types of Worker:.............................................................................................................................37

Temporary/ Seasonal Worker........................................................................................................37

Permanent Worker.........................................................................................................................37

President and General Secretary....................................................................................................38

Voting for Elections.........................................................................................................................38

Shift.................................................................................................................................................38

Working Hours................................................................................................................................38

Overtime.........................................................................................................................................38

Wage Rate.......................................................................................................................................38

Employee Court Cases.....................................................................................................................38

Brief IntroductionPak Electron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. In 1956, the Company was set up by Malik Brothers in technical collaboration with M/s AEG of Germany ("AEG") to manufacture transformers, switch-gear and electric motors. AEG relinquished their share of PEL to the Malik Brothers in the late 1960s, which was subsequently acquired by the Saigol Group of Companies in 1978.Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality electrical equipment’s and home appliances and by producing hundreds of engineers, skilled workers and technicians through its apprenticeship schemes and training programs.Until the acquisition by the Saigol Group, PEL was solely catering the power equipment market. The Company ventured into home appliances market in 1981 after acquisition as a part of the Group's long term strategy of diversification.

Vision“To excel in providing engineering goods and services through continuous improvement.”

Mission statementTo provide quality products & services to the complete satisfaction of our customers and maximize returns for all stakeholders through optimal use of resources. To focus on personal development of our Human Resource to meet future challenges. To promote good governance, corporate values and a safe working environment with a strong sense of social

HistoryPak Electron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. It was established in 1956 in technical collaboration with M/s AEG of Germany. In October 1978, the company was taken over by Saigol Group of Companies. Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality electrical equipment and home appliance and by producing hundreds of engineers, skilled workers and technicians through its apprenticeship scheme and training programs. PEL is now technology forerunner and market leader in providing new product and services to meet ever changing and technology intensive needs of its customers. PEL’s EPC contracting division delivers customs designed and built HV and EHV grid stations, electrification of housing projects, industrial parks and optimum solutions for power utilization to all kinds of industries and commercial customers. PEL aims to maintain this competitive edge and at the same time keep striving to improve it further by continuous R&D, creating new knowledge and adapting to global development in technology and product design. Ever increasing local market share, growing export orders, numerous successful power projects and greater than ever base of satisfied customers are evidence to these aspirations.Works of PEL are spread at two facilities in Lahore, the historical city and cultural hub of Pakistan. The two facilities cover an area of 1,033,200 Sq ft. and 614,252 Sq. ft. respectively. Both are equipped with latest technology, state of the art testing facilities and environment friendly production process. At the heart of PEL’s operations is its human resource. PEL’s employees are its most valuable asset and PEL keeps them very dear.

Major Achievements PEL Company was established in 1956 Technical collaboration agreement reached with AEG Germany in 1958 PEL acquired by Saigol Group of Companies in 1987 Manufacturing of air conditioners with assistance of Fujitsu, Japan in 1981 Acquired license to manufacture VCB's from Hitachi, Japan in 1988 Agreement with ABB USA to manufacture energy meters in 1992 Acquired technology from Carrier, USA to manufacture window A/C in 1997 Acquired technology Ganz, Hungary to produce power transformers in 2004 Technical Assistant Agreement with Pauwels, Belgium to produce distribution

transformers in 2005 Power Transformer Qualification of 132-kV Power Transformer for WAPDA & KESC in

2007 Distribution Agreement signed with LG for the sole distribution of LG's home

appliances in 2009 Acquired Licensing agreement from General Electric (GE), USA to manufacture LV

Switchgear in 2010

Group ProfileIn 1984, the Saigol migrated from Calcutta and initiated their business in Lyallpur (later named to as Faisalabad), the textile city of Pakistan, under the banner of Kohinoor Industries Limited.

Kohinoor Textile MillsThe Saigol set up the first major textile unit – The Kohinoor Textile Mills under the umbrella of Kohinoor Industries Limited. The Kohinoor Textile Mill has state of the art quality control from raw material to finished product manufacturing. Its laboratory is top rated amongst the best laboratories in Pakistan for testing raw materials, other inputs and yarn.

Pak Electron Limited (PEL)In 1978, the Saigol Group of Companies purchased major shares of Pak Electron Limited. At that juncture, the company was only manufacturing transformer and switchgears. With the Saigol in management, PEL started expanding its product range by entering into Air Conditioning manufacturing.The PEL Group comprises two divisionsAppliances DivisionPower Division

Saritow Spinning Mills & Azam Textile MillsIn 1987, the Saritow Spinning Mills & Azam Textile Mills were established under the banner of Saigol Group of Companies. Saritow Spinning Mills is a spinning unit with 25.440 spindles capacity. Facilities with the most modern and efficient Japanese and European machinery, its knitted yarn is renowned in the Far East and Europe for its fine quality. Azam Textile Mills

is reputed for its carded and combed yarn, which is quite popular for premier knitting and weaving.

Kohinoor Power Company LimitedIn 1991, the first power unit commissioned in Pakistan, in the Private sector, was Kohinoor Power Company Limited. Its present production capacity is 15MW.

Kohinoor Energy Limited1995, another power unit, Kohinoor Energy Limited, was established. Kohinoor Energy Limited is a 120 MW power plant located on the outskirts of the city of Lahore.

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Corporate ProfileBoard of Directors

Mr. M. Naseem Saigol Chairman/ Chief ExecutiveMr. M. Azam SaigolMr. Murad SaigolMr. M. Zeid Yousaf SaigolMr. M. Abdullah Haroon SaigolMr. Haroon Ahmed Khan Managing DirectorMr. Syed Zubair Ahmed Shah NIT NomineeMr. Akbar Hassan Khan NBP Nominee U/S 182 of the OrdinanceMs. Tahira Raza NBP Nominee U/S 182 of the OrdinanceMr. Khalid Siddiq Tirmzi BOP Nominee U/S 182 of the OrdinanceMr. M. Khuram Khuwaja NBP Nominee U/S 182 of the Ordinance

Audit CommitteeMr. Azam Saigol Chairman/MemberMs. Tahira Raza MemberMr. Syed Zubair Ahmad Shah MemberMr. Haroon Ahmad Khan Member

Company SecretaryMr. M. Omar Farooq

Chief Financial OfficerSyed Manzar Hassan FCA

AuditorsM/s Yousaf Adil Saleem & Co. (A member firm of Deloitee Touche Tohmatsu)Chartered Accountants

Legal AdvisorsM/s Hassan & Hassan Advocates

Departments Majorly there are six departments in PEL, which are;

Marketing Department Finance Department Production Department Human Resource Department Administration Department Research &Development Department

Hierarchy of departments

Finance DepartmentFinance manager works under General Manager Finance. His span of management contains three finance officers. Major function of this department, obviously, is to arrange funds for company and also allocate funds. These officers perform significant role at their stead.

General Manager FinanceHis duty is to take major financial decisions.

Manager Finance Rate negotiations Handling cash in & out Bank relations Handling short term and long term funds requirements

Assistant Manager Finance Reports to manager finance Arranging funds for production Preparation of Budget

Senior Finance Officer (General) Fund arrangement is a major responsibility of this officer, including leasing, mudaraba, and secured and unsecured loan arrangements. He keeps check on inventory in Bond houses against which company finances. He is responsible to release raw material from bond houses for production and sales purpose.Check on working capital of the company is another task that falls in his job description. What are the receipts and due payments for a day is also a matter of concern. Moreover, he also coordinates with other departments.Generally, most senior person is entitled for this job. Three assistant accountants work under his supervision while the “senior finance officer” (General) himself reports to Manager Finance

Finance officer (Leasing & budgeting)It is job title assigns a group of activities concerning leasing, mudaraba and other finance arrangements. His job is to formulate and conduct analysis on present status

Departments

Marketing

Finance Account Human resource management Administrator

Production

of company financing, particularly, repayments and restructuring of installments. Certainly, budgeting is also a part of his responsibilities.

Finance Officer (Treasury Finances)National Bank of Pakistan (NBP) facilitates the company in Bond financing, discounting bills, opening L.C’s. Bank also acts as guarantor in particular cases. Financial officer (Treasury finances) deals with all corresponding processing in this regard .Nation Bank of Pakistan (NBP) is the bank by whom the company deals with. Bank is performing duties regarding secured financing, discounting bills and opening L.C’s. Bank developed a chain in such and manner that all financial activities interrelate with each other’s.Company acquires finance against the pledged stock; Pledging stock includes imported raw material, components of air conditioner and refrigerator, transformers, energy meters, refrigerators etc. These stocks will be pledged in bond housed that situated in company’s premises, which is under-control of ban authorities. Bank opens an account in the name of company, said as “Cash finance account”. But as per requirement stock will have to be released for production purpose or sales purpose. Bank sets limits in this regard, so each replacement requires bank permission. The difference between borrowed money and pledged stock would have to adjust either by pledging more stock or by making payments equivalent to the value of released stock. In PEL Finance department is working under the supervision of four managers and one General Manager. This department is comprised of four sections, namely

Account departmentsAll matters, starting from “Book keeping” to formulation of financial statements are supervised by “Account manager”. Accounts manager directly reports to General finance manager. He has divided his staff into five-section

Cost section, Import section, Inventory section, Salary section and Accounts Payable section.

On the basis of these bookkeeping activities financial statements and relevant statements are prepared, which necessitate in decision making at corporate level.

FunctionsThis particular department has the responsibility to prepare and keep an up to date record of following:

Financial keep of daily, including the income statement and balance sheet. Book keeping of daily monetary transactions. Production maintenance reports Cost data on labor, materials and overheads. Remittances and loans Expense reimbursement Tax statement

Financial deals with the banks, leasing companies, mudaraba companies, and other government agencies through Finance Center.

The finance department maintains record of all its expenses through vouchers. Generally the following types of vouchers are used for this purpose.

Cash payment vouchers for cash transactions recording. Purchase vouchers Bank payment vouchers Journal vouchers for general expenses. PAYMENTS TO SUPPLIERSHow does Accounts Department make payments to the company’s suppliers?Supplier sends “Commercial Invoice” to buying department for the purpose of recovery. Buying department put it forward to Accounts department. Purchase section officer checks Commercial Invoice against the computer report (store) to see what material have been received that either supplier has valid right of title or not. After confirmation, cheques is drawn in favor of supplier. Bank payment voucher is used for the internal records against the drawn cheques.

Commercial departmentCommercial Department deals with sales tax custom, and excise matters. This department has been divided further on the basis of these above-mentioned activities. Commercial department is headed by “Commercial manager”, who supervises commercial staff.

Sales tax Basically, it deals with sales tax matters of the company. Sales tax section annexes the area of input-sales tax and output- sales tax as well. Input-sales tax, which is levied on purchasing items, while output sales tax, which is levied on selling items, are kept in record here in this section. On monthly bases, sales tax section submits “Return file” to CBR, wherein it gives net balance, output- sales tax minus input- sales tax. Finally, company claims refunding amount or makes payment, of balancing figure, to CBR *.

Sales tax staffTotal staff of sales tax section is consisted of four people. Normally, two commercial assistant officers do job concerning with output-sales tax, one commercial officer engages in input-sales tax matters, and senior commercial officer supervise all of them.

Sales tax and excise tax“Sales tax is levied on all retail. The variations in sales tax have not the directional effects.”“Excise tax is livable on goods, includes goods manufactured or produced in non-tariff area and brought for consumption to tariff area.” Ministry of finance announces sales tax and excise tax’s rates in its annual budget. For the time being, 16% sales tax is imposed on registered buyer and unregistered buyers are liable to pay. PEL pay 1% S.E.D (special excise duty) on transformers.

Human Resource

This department deals executives appraisals, their training, hiring and firing. They traditionally have been referred as personal management or administration.

Marketing (AD & PD)In this department all the sales and marketing campaign are designed, marketing research is conducted, and competitors’ information is also studied to make their plans according to them. They are working very hard to make their brand name famous.

ProductionPEL has state of the art methods of production and they also outsource the products and raw material not only from Pakistan but also from Asia, America, Europe, and Africa. So for this purpose PEL has two different departments for Production, which are:

Local Production Foreign Production

Local Local Production department is responsible for all the raw materials that are required for making various products in the factory. It includes from nails to large metal sheets. At the start of each financial year they receive a major plan from the management, which highlights all the raw material required for each product. Dates and maximum time limit for raw material requirement is also mention in this major plan.

ForeignResponsibilities and duties are same as Local Production but they vary in the dimension that, they have to arrange the raw material from abroad. They also receive same plan as local Production for the whole financial year and develop milestones to carry out the plan execution properly

Departments of head officeChairman SecretariatChairman Secretariat is headed by the chairman/chief executive officer. The Chairman has his personal staff comprising of a Director Staff, Protocol Officer, Private Secretary, Personal Assistant, who are responsible to assist the Chairman in all the matters. Normally he visits and takes key decision about their company matters.

MD officeManaging Director is one of the key post in any organization, its jobs includes various administrative jobs this person actually developing polices and implement them.

IR & AdminIndustrial Relations (IR) is an area where a person deals with labor, laws, statutory. Here this department deals with administration, workers and S1 (S1=supervisors)

Human ResourceThis department deals executives appraisals, their training, hiring and firing. They traditionally have been referred as personal management or administration.

Gate & Security officeAs, Security gate officers, also known as security guards, patrol and protect property from theft, invasion, fire and illegal activity. Here PEL give very much restrict and have high security system.

DispensaryThis department is established to handle emergency medical treatment of PEL personals and works. There are trained medical officer who can provided first aid in case of emergency. They also conduct seminar time to time and tell workers and engineers about the safety measurement and how to prevent from accidents.

Telephone ExchangeThis department controls all telephone calls within the organization and outside the organization too. This is very good exchange system.

CarrierPEL collaborate with a company named ‘carrier’. It is very famous foreign company deals in air conditioner. This department is connected with them and deals all issues related to their project.

Marketing (AD & PD)In this department all the sales and marketing campaign are designed, marketing research is conducted, and competitors’ information is also studied to make their plans according to them. They are working very hard to make their brand name famous.

Power ProjectsThis department deals all projects related to power. They have good relation with WAPDA and other companies.

Internal AuditsThis department internally audits all accounts in PEL. The company internal auditors try to find out faults, fraud and corruption and inspect that workers and company are following IFRS or not.

CommercialThis department deals all issues related to Excise, Taxes & duties, etc. Moreover it also looks after bounded ware house. As most of raw material they purchases is from abroad. So commercial department controls all issues related to excise, duties and taxes.

QHSEThis department focuses on Quality, Health, Safety, and Environment. This department works very efficiently and makes PEL culture friendly.

CMDIt is department, where they offer loans to their employees and selected government peoples. They also give appliance products at factory rate to their employees.

FinanceThis department, develop financials for their executives. Annual report for company is also developed by this department.

AccountsThis department manages all accounts. i.e., Accounts payables, Account receivable, inventory, pay roll, etc.

Information TechnologyThis era is of IT, without giving importance to IT no organization can succeed. They are working very hard to improve al system. After updating ‘MIS’ system, “Oracle” they become more efficient and effective.

BuyingBuying is one of the most important department, it purchase all raw material which is used in production process.

StoresThis is very important department all the purchase items firstly go to store department from their other department issue it.

CivilThey deal the maintenance of machinery and factory maintenance.

Manufacturing (PD & AD)All the manufacturing concerns aspects are controlled by this department.

Maintenance The main purpose of this department is to ensure quality and maintenance of machinery.

EMPEnergy Meter Power, is one of the mega project of PEL, where production of EMP is executed and all matters related to it are control.

Switch GearSwitch Gear department is also like EMP department, where switch gear are produced and other aspects related to it are solved and worked.

CSDIt is department where they offer loans to employees and selected government servants.

ImportsAll imported materials are controlled by import department. They also have all knowledge about their important importers and the products they imported.

ExportsThis department controls and deals all exports to other countries, i.e., Bangladesh, Afghanistan and few other countries of Africa.

Product hierarchy

Home appliancesRefrigeratorsRefrigerators are one of the most needed home appliances and have been evolved a lot. Whether you are buying it for the first time or replacing the older unit, you

PAK ELECTRON LTD.

Power Division

Distribution Transformers

Energy Meters

Switchgare

Power transformer

Appliances divisin

Manufactruing division

Refrigratior

Deep Freezer

Air conditined

Water dispenser

Tarding Division

Washing Machine

Microwave oven

Genrator

Televison

should consider the ideal aspects to select a unit which is best suited to the needs of your family, matches your performance expectations. Considering the new developments, innovations in the refrigerator technology and a wide range of size, type, colors and other features, PEL in order to create value for money has introduced new innovative and state of the art features in its Refrigerator series.

All Air conditionerPEL presents Cool life Split AC which is a technologically advanced model especially designed for Pakistani market. This masterpiece from PEL provides maximum cooling even at very high temperatures while minimizing electricity consumption.

PEL Silver line OvensPEL the trustful company name in home appliances all over the country, now introduced all new models of "PEL Silver line" Microwave Ovens.

Silver line Water DispenserWater dispensers are a welcome addition to PEL range of home appliances. Our Silver line and Life-Stream water dispensers make life a little easier and fridge space a bit more plentiful.

PEL Deep FreezerPEL has introduced its deep freezer which meets all the present and future demands of a perfect kitchen! So Stock & Save more with our Deep Freezer!

Power divisionDistribution TransformerPEL distribution transformers range includes oil immersed core type transformers, Dry type (VP impregnated) transformers and autotransformers. These transformers are tailor made for various ratings. IEC or national standards are followed. We offer distribution transformers voltage up to 33 kV and ratings up to 30 MVA. PEL offers transformer tanks with corrugated walls, detachable radiators and tubular arrangement. The corrugated tanks have a better cooling efficiency, since the fins are expandable. Tanks are hermetically sealed where possible. In order to meet sophisticated requirements of customers PEL has also started manufacturing transformers with foil winding. Foil winding efficiently uses space which results in size reduction. It has better heat dissipation and also increases potential to withstand short circuit current. PEL transformers are available for various applications:

Distribution Transformers (Pole /Pad Mounted) Auto Transformers Furnace Transformers Welding Transformers Chokes for furnace Transformers Any other special requirement

Power Transformer

Extensive experience and success in manufacturing distribution transformers led to the establishment of power transformer division in 2005. Since its birth the division has produced transformers of ratings 31/40MVA, 20/26MVA, and 10/13MVA for ratings up to 132 KV. In order to provide its customers the best of technology and products of international competence, PEL has combined its technical expertise with GANZ, a renowned and experienced Hungarian transformer manufacturer.PEL is also exporting Power Transformer to International customers for their special requirements and specifications. PEL power transformers are equipped with best transformer accessories like OLTC from MR (Germany), High Voltage Bushing from PASSONI & VILLA (Italy), Buchholz Relay from EMB (Germany), insulation material from WEIDMANN (Switzerland), silicon steel from THYSSEN (Germany), and cooling fans from SCHORMANN (Germany). Material of the windings is usually 99.99% pure electrolytic copper. Multiple conductors as well as CTC are used in winding. The magnetic cores are manufactured from cold rolled grain oriented (CRGO) steel sheets. A robust clamping structure, jointing technique and cutting and mitering of laminations ensure low no load losses. The steel sheets in the core limbs and in the yokes are clamped together by glass-epoxy bands.Tank is constructed with boiler steel plates welded together and a cover plate bolted on top. Strength is ensured by stiffeners. Earthling terminals are attached to both sides of tank. Measuring Instruments are installed on cover plate. Surface protection is done by the process of sand blasting and by applying weather resistant paint. Tap changers are in accordance with IEC standards. Usually motorized On-Load tap changers are provided for voltage regulation. Off- Load tap changers can be installed on request. The diverter switch is placed in hermetically sealed oil filled chamber in order to avoid contamination of oil in main tank.

Dry Type TransformerIntroductionThe demand of electricity in Pakistan has been increasing rapidly in the last few years. There is a mushroom growth in the high rise buildings, shopping areas, CNG and petrol stations, residential colonies, etc. Due to the scarcity of space in cities, installation of conventional oil type transformers in such congested and populated areas is always a big safety risk. The developed as well as many developing countries are installing dry type transformers as a solution for ensuring safety in such scenarios.

Types of Dry Type TransformersThere are primarily two main manufacturing techniques for dry type transformers; Cast Resin and Vacuum Pressure Impregnated (VPI) with their own typical features. The main difference is their insulation class; Cast Resin is Class F (155°C) and VPI is Class H (180°C). The Vacuum Pressure Impregnated transformers not only offers in-build safety feature but there are many other advantages of using these transformers such as improved reliability, reduced losses, minimal maintenance, enhanced overloading capability etc.

Dry-type-transformerPEL’s Initiative for Technology Transfer

Considering these advantages of dry type transformers, Pak Electron Limited (PEL) took the initiative and went into a Technology Transfer Agreement in March 2007 with DuPont Pakistan Limited (DPOL) for Designing and Manufacturing of Vacuum Pressure Impregnated dry transformers with Nomex® paper. PEL is now pleased to announce that PEL will be the first local company in the production of dry type transformers in Pakistan.

Advantages of Dry Type Transformers with VPI Technology using NOMEX®Enhanced Safety With the increasing costs of low voltage cables, it has become a trend to bring high voltage lines close to installed loads. For cost reasons, transformers are located near habitable areas such as buildings where fire risk has to be minimized. Additionally, industries such as chemical, mining, etc. are also a potential risk of fire. Ventilated Dry type transformers (VDT) have no fluids to spill, explode or burn, and the insulation used (NOMEX®) does not support combustion in air. Therefore, these transformers ensure enhanced safety of equipment against fire hazards.

Reduced LossesDry type transformers can be located close to their loads, such as; inside factories, schools, hospitals and apartments and as a result low-voltage lines can be shortened with a consequent reduction of the related losses.

Increased Reserve CapacityIf transformers are to be operated continuously at or near their rated loads, efficiency is of prime importance. In this case, one could select 80°C-rise in VDT units insulated with NOMEX®, allowing these units to operate continuously above (potentially up to 30 percent more than) the rated load (if needed, for example, due to unplanned expansions) at a much lower cost (in increased load loss) than that associated with adding an additional transformer.

Improved ReliabilityTransformers are inherently reliable pieces of equipment. Surveys published by IEEE show failure rates of modern ventilated dry-type transformers equivalent to conventional fluid-filled units in the same power and voltage classes. However, in case of difficulty, dry types can be easily inspected and minor repairs conducted on site and repair time for dry-type units is also considerably shorter.

Minimal MaintenanceDry type transformers require an annual inspection and only cleaning of dust which can block path of the cooling medium i.e. air. This is only where the maintenance is required to be carried out. This considerably reduces the running cost. Whereas periodic inspection for leaks and rust is required for liquid cooled transformers. Liquid coolants need continuous monitoring and have to be reconditioned when necessary.

Reduced Cost of Cabling

VPI transformers installation does not require particular fire safety arrangements; consequently the transformers can be installed near the load. This results in reducing the high costs of LT cabling.

Resistance to HumidityVacuum pressure resin impregnation of the insulation paper covering the conductors and the other insulation components make it resistant to moisture and polluted atmospheres. This allows the placement of VDT units in many locations not considered in the past.

Friendly to the environmentIn these transformers, no liquids is used, thus no risks for any kind of leakage, moreover, no toxic or corrosive gasses, nor halogens are released from the transformer in case of any accident/fire. At the end of their useful life, VDT units can easily be dismantled, and the copper (or aluminum) conductors recovered, along with the steel core. A further impetus to wider use of dry-type transformers has been the PCB hazard which is present for many oil filled transformers.

Improved Capability for Harmonic LoadingTransformers supplying loads with heavy harmonic content frequently see high hot-spot temperatures. Standard transformers typically reduce the base temperature to compensate, which increases the size of the unit. Dry-type transformers designed with NOMEX® still have a large reserve temperature capability to accommodate these hot spots, with no loss of life.

Energy MeterAutomatic meter readingAMR is the technology of automatically collecting consumption and status data from energy metering devices and transferring that data to a central database for billing, troubleshooting, and analyzing. It provides real time & Pre Program Interval consumption rather than on estimates based on previous or predicted consumption. This timely information coupled with analysis, can help both utility providers and customers better control the use and production of electric energy consumption.PEL AMR enabled meters are based on RF and GSM/GPRS technologies. This includes Single Phase, Three Phase and LT/HT meters. PEL based AMR Server is used to collect data from the AMR meters for detailed analysis and billing purposes. The AMR software interface is very user friendly and easy to understand for utility staff. Moreover these meters comply with DLMS/COSEM protocol.PEL has its own developed state of the art in-house facility for Research, development and production of AMR Enabled Meters. Our team of engineers is continuously working on the development of AMR based energy meters.

SwitchgearFollowing are some key products in LV category.

LV Distribution PanelIndoor and outdoor type sheet steel fabricated, free standing, front or rear accessibility, cable or bus duct connections are supplied complete with air circuit breakers, molded case circuit breakers, load break switches, necessary meters, relays and instruments etc. Breakers of either fixed or draw–out versions can be supplied as required. Switchgears Panels are extensible on both sides.

Technical Specification:Rated voltage up to 690/750VRated current up to 6000ARated S.C. Current up to 100KA

LV Power Factor Improvement Panel (PFI) These panels are used for power factor correction and manufactured as indoor units with fixed or automatic capacitor switching. The panel is designed to align and couple with the LT distribution panels. If requested, reactors can be used to eliminate unwanted harmonics. The PFI panel is of self-ventilating design. The components used are highly robust and reliable.

Human resource management in PELThe Human Resource Department at PEL is engaged in the areas of Recruitment & Selection, Training & Development, Performance Management, and Organizational Development, and strives to align these functions with overall Business Strategy. This organization place great emphasis on People Development so that people and the organization perform at maximum capacity in a highly effective manner.

HR VisionTo achieve the Excellence through innovative HR Practices and continuously exceeding our people expectations.

HR MissionOur Mission is two-fold:

To manage Talent and build capabilities of our people thus enabling them to deliver Sustained Performance

To facilitate them in creating a Collaborative Work Environment that development that develops a culture of continuous learning

Employee recruitment and selectionRecruitment“The process of locating, identifying, and attracting capable applicants.”

De-cruitment “Techniques for reducing the labor supply within an organization.”

PEL Employment policyPEL recruit and staff the organization with competent, trained and motivated individuals. Selection is done on merit and capacity to perform the duties and accept the responsibilities of the job.

Equal employment OpportunitiesPEL provides equal employment opportunity for all applicants and employees. It maintain a policy of selecting, analyzing, training, training compensating and advancing employees on the basis of ability, education, training, performance and experience with regard to race, color, religion, Gender or age.Employee conduct or conservation, whether intentional or unintentional, that result in verbal or physical harassment, abuse or intimidation against any person on the basis of race, sex sexual, orientation, age or disability is unacceptable. Inappropriate remarks and jokes based on these or other personal characteristics are particularly offensive and unacceptable. Such conduct will result in disciplinary action up to and including discharge.

Employment recruitment PEL recruitment system is centralized on HR department which look after all recruitment activities and provides coordination to other departments in this regard.

Designation Cadre Wise (Management Level)M6: MDM5: GM & DirectorM4: Sr. ManagerM2-M3: Manager M1: Assistant ManagerE1: Sr. ExecutiveE2-E3: Executive JE: Junior Executive

Job Analysis“An Assessment that defines jobs and the behaviors necessary to perform them.”Head of department do the analysis of the section as well as his/her subordinates. He knows very well where gap for proper or completer working is. To fulfill the requirements of his section objective which lead to company objectives as well company mission statement and vision statement, he fulfills the Man-Power Requisition Form.

Types of Vacancies There are two main types of vacancies in PEL which are as follows:

New Vacancy Replacement (Existing position)

Source for Vacancies fillingManager (R & S) is using two main sources for filling of the candidate which are as follow:

a) Internal Source b) External Source

Internal resourceEmployee ReferralsEmployee referrals mean current employees provide names of potential employees in exchange for a referral fee. In PEL, mostly recruitment is on basis of employees referrals but they do not pay fee to employees on their willing.

Internal Hiring (RMS software of PEL)PEL has its own software for Hiring named as Recruitment Management System (RMS). It contained about 20,000 resumes of all sectors related to company.

External resourceFirstly, HR department do its best efforts to recruit employees through internal source because the cost is saved in this source otherwise PEL HR is using the following external sources for recruitment.

Colleges/UniversitiesFresh graduates of Engineering Line are hired from University of Engineering, Taxila and Lahore, Ghulam Ishaq Khand (GIK). But most of the students are hired from UET Taxila. For Management Line, students are hired from National University (NU-FAST), Lahore University of Management Science (LUMS), Institute of Business Administration (IBA), University of Central Punjab (UCP), Quaid-e-Azam University, Islamic University, Islamabad.

InterneeThe second way to hire the fresh Graduates/Master degree holder students from universities is Internee. During the internship, students are assigned special assignments; if the students qualify the assignments successfully they are also offered for job.

Advertisement in Print MediaPrint Media is also used in PEL for Hiring through external sources. Ads are given in "Daily Jang", "Daily Dawn" newspapers and also at international newspaper like "Khalige Times".

Company Web SiteNew vacancies are also uploaded on web site of the PEL (www.pel.com.pk\career). So third way to fill the position is the company web site.

Employment Agencies PEL is hiring the employees through employment agencies. It prepare the job description and job specification according to their required candidate and forward to recruitment agencies. The main responsibility of the recruitment agency is to hire the candidate for PEL and the next all working responsibility depend on PEL. The agency demand about one month salary of the candidate for payment.

Sorting received Resumes After the closing date of the submission of resumes/applications, R & S section Executives will sort the resumes on the basis of mentioned Criteria for Job description and Job Specification. (Qualification, Experience, Specified working experience). Manager recruitment and selection will forward the sorted list of candidates to concerned HOD. He will recommend the candidates and HR department will calls to sorted candidates.

Test to short listed candidatesHR department will call to recommended candidates for Initial Interview with date and time.

Test: Fresh candidates enter in PEL through a standard test which includes:

Mathematics English Grammar General Knowledge Current Affairs Related Filed Questions

In some exceptional cases like experienced candidates are not examined by test, they are selected by interview for same post.

Selection processThe process of screening job applicants to ensure that the most appropriate candidates and hired.

Criteria for selection:Candidates are selected of the basis of Job Description and Job Specification.

Interview Detailed Form This form is just like a Resume/C.V. of candidate which contained personal profile, qualification, Salary information, major assignment and achievements, computer proficiency, Personal career vision, inspirations, personal S.W.O.T. and personal life etc.

Initial Interview by Manager R& SOn the said date and time the candidates will come for interview in HR Department then HR department will give him Interview Detailed form.First interview is conducted by the Manager (R & S) with HR representative (not below the ranked of the Assistant Manager) and concerned HOD. At the end of interview it is decided that the candidate has recommended for selection or he/she is recalled for a nominated panel interview.

Interview Evaluation Form PEL is conducting a very good approach to evaluate the candidates through a written criteria (IEF) form and this form is filled by the HR Representative in that Interviewer which includes like name of candidate and position applied for and others:-

Personal Traits Observation: At the time of the interview the candidate is observed in personal traits like:

Appearance Observable traits Skills Competencies

Salary and Benefits: It include the questions related to experience of candidate such as; Last salary drawn Expected salary Joining Date

Rating: The evaluation is done on the basis of rating in a numerical form like;1 = Poor 2 = Satisfactory 3 = Good 4 = Very Good5 = Excellent

The most important points are also kept in mind which is:- Recommendation for candidates Additional Comments Final Approval Recommended Salary and Grade

Panel InterviewSuccessful candidates in initial interview are called for the next interview on basis of merit list which is called nominated panel interview. Only the recommended candidates by the first interviewer or short listed candidates are called for the nominated panel interview.

JE to E1: After the initial interview the Manager (R & S) and concerned HOD will recommend to GM / Head HR and Manager (R & S) panel for selection or he/she is recalled for a final interview.M1 and above: After the initial interview by the GM / Head HR / Manager (R & S) will recommend to MD/ Director for selection or he/she is recalled for a final interview.If the candidate is finalized in all aspects of the interview he is finalized at same time otherwise he is recommended for the final interview.

Final Interview JE to E1: If the candidate is not finalized in all aspects of the interview in panel interview, he is finalized in this interview. After the nominated panel interview the Head HR /Manager (R & S) and concerned HOD will take final decision for confirmation or rejection of the candidate.M1 and above: If the candidate is not finalized in all aspects of the interview in panel interview, he is finalized in this interview. After the nominated panel interview the Head HR will recommend to MD / Directors and 2/3 GMs for final selection or

rejection of the candidate. Interviewee called from outstation is paid by bus/rail return fare.

Reference Checking After the confirmation of the employees the candidate can also be checked by his/her given reference in C.V. so that his behavior, attitudes and habits can be accessed. The best way to analyses the on-the-job employee candidate is that ask the last organizations about his employment history and his SWOT analysis questions.

Confirmation of CandidatesJE to E1: At this level of candidate is confirmation or rejection of the candidate for employment is done by Head HR and GM. M1 and Above: At this level of candidate is confirmation or rejection of the candidate for employment is done by MD/ CEO.

Job Offer Letter On the final recommendation of HR Department, the candidates are offered a standardized and confidential offer letter for the selected which includes the followings: Position Title Grade Probation/training for the period of 3/6 months Name of Reporting Manager Policies & Procedures Provident fund as per Company Policy

OrientationIntroduction of a new employee to his or her job and the HR Policies of the organization. Concerned Manager explain about the Job Description and introduce with department. It includes the orientation of the unit of the PEL which is introduced by HR representative.

Training and developmentTraining Planned programs designed to improve performance at the individual, group, and/or organizational levels.

DevelopmentThe managerial function of preserving and enhancing employee’s competence in their jobs through improving their knowledge, skills abilities, and other characteristics

Training and development Phase of TrainingThe phase whose purpose is to design the environment in which to achieve the objectives defined in the assessment phase by choosing methods and techniques and by delivering them in a supportive environment based on sound principles of learning.There is proper working in PEL HR department named as Training and Development (T & D) Section headed by Assistant Manager (T&D) with assistance of 3 executive level employees. During my internship I observed that PEL has two types of employees, one is at

management level (JE to M6) and second is technical staff (S1 to NG). The source of training is performance evaluation report of employees in which reporting officer has mentioned that his subordinates required training or not.

Align learning with businessAfter assessing the TNA form, type of program is finalized and his/her learning program is aligned with business objectives. Such as Sales Forecasting program is aligned to enhance the business of PEL automatically.

Integrate learning with HR and other business processesDuring my internship, I observed that the Sales Forecasting program was integrated with business objectives that sales will increase the profit of PEL and it will also increase its share value in market. Similarly the HR vision will vision will meet its expectation like excellence people through innovative HR practices. People become talented and their competencies increased through training.

Create a learning cultureThis learning program (Sales Forecasting) was arranged in Auditorium of PEL. They set the mind of the employees that learning is activity will also be favorable in their own career. Employees are given certificate after the completion of training program which build his/her career. So the employees automatically take interest in learning.

Provide appropriate learning options In case of appropriate learning, PEL is offering only two options. One is in its factory position and other outside the organization. Other option is off-the-job training program which also make the future of the employees independently to PEL.

Manage learning effectivelyAn agenda is finalized in which time period is mentioned and implementation is made accurately. During the training program practical study case, business games and critical incidents etc. are given as assignments and their weighted is added in final marks. So the employees focus on their Grade on Certificate.

Support application of skills in workplace During the training program employees are purely focused on its implementation on workplace. The result of the training program outcome with at least 6 months. Application of training program fully support the work.

Types of Training The following 16 main types of On-the-job Training adjust all the employees in PEL because these training program lead to mission and vision statement of the PEL.

HR Skills for Line Manager Leadership Total Quality Management Communication Skills Strategy Making Problem Solving / Decision Making Skills Communication Skills

Financial Skills Supply Chain Management Building managerial Competencies Lean Manufacturing Sales forecasting Time / Stress Management Team Building Negotiation Skills Finance for Non-Finance Manager MS- Intermediate level MS- Advance Level

Employees DevelopmentThe major techniques are using in PEL to develop employees are given below:

Techniques for Individual Development

Techniques for Group Development

Technique for individual development. Job Analysis and Description PM section of PEL HR department do assessment of the kinds of skills, knowledge, and

abilities needed to successfully perform each job in an organization.

Job Analysis Components PEL is focusing on following two major components which defines as:

Job description

A written statement of what a job holder does, how it is done, and why it is done

Tasks, duties and responsibilities that the job entails.

Job specification

A statement of the minimum acceptable qualifications that an incumbent must

possess to perform a given job successfully

Knowledge, skills, and abilities required of the job holder

Test and examinations: After given the training for the management development of the individual

development trainer take the test by written test of the employees mean that by

adopting this simple method is to write a narrative description and employee’s

strengths, weaknesses, past performance potential, and suggestions for improvement.

The written essay requires no completes forms or extensive training to complete special

test are

Aptitude Intelligence Ability interest test batteries

1. Questionnaires: During and after training impel PEL trainer also ask questions which is also a good techniques for the development of management. The first type provides a list of times to ticked, alternative answers to be selected, and blanks to be filled in. it could also have a scaled structure or require “yes/no” responses. The second type offers an opportunity to give a more complete and comprehensive picture of a situation.

2. Interviewing: In PEL as well as in all the organization in the world this technique is used for the development of the management and different purpose and many different ways. This purpose is to get information may concern

Events Work results Knowledge behavior Attitudes Opinions values Habits Perceptions

3. Observation: This Company has also solution of the development problems apparent only through systematic care observations is done which help for development. Observing a regular management meeting, watching a Supervisor/Manger/HOD dealing with people or problems, or observing manager full time.

4. Critical Incidents: PEL also developing its employees individually by critical incidents, it is defined as:

“Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it in ineffectively.”For the management development a Supervisor/Manger/HOD see critical incidents by which the evaluator attention on the behaviors that are key in main the difference between executing a job effectively and executing it ineffectively. That is, the appraiser

writes down anecdotes that describe what the employees did not vaguely defined personality traits. A list of critical incidents provides a rich set of examples from which the employee can be shown the behaviors that are desirable and those that call for improvement.

5. The Diary Method: In this company Supervisor/Manger/HOD also record the activities over given period of time, selectively or be confined to events regarded as critical incidents can be done by diary method. So this approach is also a good development technique to achieve the objectives of PEL.

6. Management by Objectives (MBO):Basically in PEL employees are evaluated by how well they accomplish a specific set of targeted/assigned objectives to be critical in the successful completion of their jobs.

7. Self-Assessment:This is a method in PEL by the order of HR department for self-assessment through which an individual will save his/her career by availing the opportunity to test present skills in an environment where he/she fails. So it helps to develop existing skills.

8. Career Planning:Where the Supervisor/Manger/HOD of the PEL, compulsory to described objectives; there he has to also described the performance, behavior, competence and training need or the individuals for career planning.

9. Action Learning: In real life experiential learner is using real-life experiences to change behavior or attitudes, also uses element of action learn learning. However, when describing experiential learning we have in mind not a set of techniques or a type of program but a broad concept of utilizing real-life experience to learning. Action learning comprises a set of logically interconnected activities that are structured specifically of achieving personal learning and organization change.

10. Training from abroad: In PEL Employees are also trained by international training seminars, session and institutions in respect of off-the-job training. Only GM level (M4) employees go to abroad for training to remain in-touch with latest technologies and according to the requirements of the organization. All the expenses are compensated by the PEL. In October, 2008 Mr. Waqar Khadim, Head HR went to abroad to attend the International HR Seminar in Germany for 10 days.

Technique for group developmentAfter the sorting and analysis of TNA forms most of the employees fall in the same category training. So T&D section design the group plans for development of the employees which are as follows:

Group MeetingsAn evaluation method that places employee into a particular classification, such as quartiles meeting in PEL. It requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth.

Group ProjectsDuring on-the-job training in PEL groups are assigned a project like to opening a new unit for sale. Then SWOT analysis of the unit. Such a group projects serve a wide range of company objectives. In PEL two tend to prevail

(i) A temporary group is established on a part-time basis, with the agreement and support of senior a management,

(ii) A group is established with the combined objective of working on a practical problems and of learning specific skills in the course of this process.

Business GamesA situational test in which candidates play themselves, not an assigned role, and are evaluated within a group. I observed that trainer from UMT trainer the employees by the same practice. Firstly a group of 30 employees stand in an unshaped form not in proper circle and they catch the ball to each other. After 5 minutes trainer make a group of only 15 employees and they catch ball each other. In last, a group of only 5 boys stand in a circle shape and said to catch the ball in a circle shape also. Trainer drew the result if the employees work according to plan and direction they will have a clear objective and will get their target with prescribed time period. So this approach also develops the employees in management.

The case Method During the training of sales forecasting program, I observed that employees were assigned a case to enhance their sales by doing the SWOT analysis that how they forecast their sales with competitors. This method stimulates and synthetic work involved in preparing and proposing solution to business problems.

Employee benefits and compensationTo retain the employees within the organization all the benefit are offered. The benefits provided-for under the Policy of PEL are voluntary and not construed to have any relation whatsoever to the determination of the amount of compensation paid to an Employee, or to any of the terms of Employment, but are to deemed as voluntary regards for, and in appreciation of, faithful and, efficient service. This company is compensating the employees by following benefits:

Basic salaryBasic salary is paid to each employees according to the grade. All the allowances are added in salary on the percentage of Basic Salary.

Skill base salaryA pay system that rewards employees for the job skills they are demonstrating. Performance appraisals that determine the employees’ contribution and assist in selecting the proper salary level within the salary grade. Promotion increaseA promotion is a permanent assignment to a more responsible job in a higher grade or re-evaluation of current job to a higher grade because of a substantial increase in responsibilities.

Confidentiality of salarySalary is strictly treated as confidential. Employees do not discuss their salary with anyone other than their supervisor or HR department. Housing allowanceAll Employees are eligible to receive a Housing Allowance of a percentage (45%) of their Basic Salary is determined by the Human Resources Department.

Utilities allowanceAll Employees are paid a Utilities Allowance of their Basic Salary, is determined by the Human Resources Department. (E.g. Electricity)

Bonus This company offers four bonuses to its employees. One bonus is equivalent to 30 days basic pay. As the bonuses are given 3 or 4 times in a year therefore the numbers of day’s changes.

Car for managerPEL offers the following models of car on installment with the service of 3 years and his installment is deducted from his salary.

Mehran Cultus Liana Honda City Vario Honda VTI PT

Hajj scheme Total 6 (six) employees (workers / staff up to E1) are sent every year Employees are selected through balloting process Employees with minimum service of 5 years with PEL Group are eligible for this

scheme Cost of fares and stay in Saudi Arabia during Hajj Period will bone by company Selected employees are provided leave with pay during the period Theses leaves are not deducted from authorized leaves of the individual

Group life insuranceThe company has assured all permanent employees in “Group Life Insurance”. A comprehensive benefit coverage policy has been undertaken with the spirit of concern and wellbeing that the company cherishes for its employees. This policy covers:

Death due to any cause Permanent, total & Partial Disability Benefit Accidental Disability Benefits Body Injury Accidents Total Disablement Partial Disablement Loss of Limbs

LeaveLeave is very important for smooth running of the business each department and for satisfaction of employees. PEL is compensating the following leaves:

Total leaveIn PEL, regular employees are entitled to total leave of Thirty (30) workday (Annual/Sick/Causal) after completing one year of continuous service to enable them to rest from their daily routines. Annual vacation is calculated on a calendar year basis. An employee who is hired during the calendar year basis and employee who is hired during the calendar year shall earn vacation credits on a prorated basis until December 31st of that year and theses are given to him on completion of one year’s service.

Leave Entitlement:Category/ Grade of Employees

Annual/Sick/Causal Leaves

Maximum Accumulation of Leaves

Staff Grade JE and above 30 90

After the completion of 12 months a continuous service, the above mentioned leaves(s) are credited to the employee’s account, thereafter the credit of leave(s) are made on 1st January every year.

Employees having annual accumulation up to 90 days can get their leave encased at any time leaving a balance of 30 days minimum.

During probation, Executives may be allowed leave without pay for a maximum, of 10 days.

Work accident leaveIf an employee who is not covered under Social Security, meet with an accident arising out of and in the course of his employment, shall be allowed work accident leave if recommended by a specialist Doctor and the concerned Head of Department.Other following leave are:

Annual Leave (Trainees) Short Leave

Leave without pay Sandwich Holiday Public Holidays Compensatory Leave

Relocation allowancePEL may relocate from time to time any employee from his/her current location to any other region/city within Pakistan. The purpose of such transfer is focused on the development of employee and benefits of the company. In such cases, relocation allowance is provided by the company as per approved scheduled.

Grade Relocation AllowanceJE-E1 3,000/-M1 8,000/-M2- M3 10,000/-M4 15,000/-M5 20,000/-M6 25,000/-

In addition to this, company shall provide a lump sum amount as a Disturbance Allowance (1.5 Basil Salary) to the employees in all Grades.

Household, Personal Belonging Packing & Transportation:Company bear the cost of removal of material and also make arrangements for truck or container for shifting to new location.

Travel Cost: Cost for employees and immediate family (spouse & Children) are reimbursed by the company. In case of traveling by air (is applicable), employees are reimbursed as: Self/ Family As per entitlement.

House Rent:In case of Advance Rent/Security to get the ownership of the house, Company provide loan to the employee (maximum of 6 month’s advance) which shall be deducted from his/her salary in 12 equal installments.

Motorcycle loans for executivesJunior Executive and Executive in Grade E-III and above working in Marketing/Customer Services Divisions, where nature of job entails traveling, are entitled to Motorcycle under the sales/ After Sales froes Scheme. Junior Executive / Executives may be paid a special duty conveyance allowance per month, which is announced from time to time. In case of separation before 5 years, Management may, in its direction, allow to purchase the motorcycle on book values plus lease charges.

Provident fundsAll permanent employees who have completed their probation period are eligible to join the Group’s Provident Fund. The rate of contribution is

Employee 10% of Basic SalaryEmployer 10% of Basic Salary

The entire amount of Employee ’s and Group’s contributions together with interest is payable to the employees upon separation from services.

Mobile Phone PolicyEntitle of Mobile phones and their billing is allowed to employees as mentioned in the following table. Grade Billing Limit

Rs./monthBilling limit (for sale and marketing staff Rs./month)

Limit for Mobile Phone Set Rs.

M1-M6 1,500 to 3,000 1,600 to 3,500 8000 to 20,000E3 to E1 1,000 1,500 Not Allowed Sales Officer (AD) ---- 600 Not Allowed JE & below 300 300 Not Allowed

In case of mobile set is stolen or snatched, employee (Manager) provide the FIR to enable the company to file the insurance claim? Manager is responsible to provide FIR.

In case of official foreign travel, managers provide with international roaming facility and cost of official calls during foreign travel borne by the company over the limited mentioned above.

Private International calls are not covered in the above limit and is borne by the Manager privately.

Health policyMedical / Hospitalization ExpensesIn PEL to assist the permanent employees and their immediate family members (spouse and dependent children not more than 19 years old) and incase of unmarried and full time students the limit is increase (to 23 years) to maintain their good health and pay for costs incurred on medicines, medical services and hospitalization for themselves and their eligible family members, the company reimburse 100% of the employee’s actual expenses. The employees are reimbursed for the expenses on presentation of a Doctor’s prescription and receipts.

Medical expenses (purchase of medicines) etc. for up to or less than Rs. 500 for Mangers and Rs. 300 for Executives is exempted from presentation of Doctor’s prescription. This applies to an individual bill (receipt).

In case, chronic diseases (heart, sugar, blood pressure etc.) doctor’s prescription shall be required for once and not with rest of the claims for that particular treatment, unless there is a change in medication (costing more than 500 for Mangers and Rs. 300 for Executives) prescribed by doctor.

After every six months, employee shall be required to submit a copy of prescription for that particular treatment.

However, in case of such prolonging diseases, IR & Admin department at times may ask an employee submit a copy of prescription for proper record purposes.

The company make provision to cover the expenses for:

All medicated toiletries / cosmetic items e.g. tooth pastes, shampoos, creams and soaps etc. even if prescribed by a doctor are not entertained for payment by the company. Similarly all diet items. E.g. mega diets, slimming diets, powder milk, etc. is not admissible in the medial bills.

For injuries as a result of actively participating in a criminal act. For injuries or diseases sustained as a consequence of attempted suicide, self-

inflicted injuries, or employee’s own provocation. For health examination unless made in connection with an accidental body injure or

sickness. Executives’ level employees are restricted to purchase the medicine maximum to 15

days only.

Employee RelationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.Advice is provided to supervisors on how to correct poor performance and employee misconduct. In such instances, progressive discipline and regulatory and other requirements must be considered in effecting disciplinary actions and in resolving employee grievances and appeals. Information is provided to employees to promote a better understanding of management's goals and policies. Information is also provided to employees to assist them in correcting poor performance, on or off duty misconduct, and/or to address personal issues that affect them in the workplace. Employees are advised about applicable regulations, legislation, and bargaining agreements. Employees are also advised about their grievance and appeal rights and discrimination and whistleblower protections.Mr. Sher Afzal is the Head of Industrial Relations and Administration (IR&A) Department. All the labor related matters are handled by IR& A Department.

Employee Union

“An organization that represents workers and seeks to protect their interests through collective bargaining.”

Hierarchy of Non-Executive Staff S1 Supervisor 1S2 Supervisor 2S3 Supervisor 3C1 Clerical 1NG Non- Grade (Worker)

Types of Worker:Total 4,000 workers are working in this factory and it this strength increased in season about 1,500 workers more.

Temporary/ Seasonal WorkerSuch a type of recruitment is made in February to April months in respect of order from market and demand in season or economic effects. So PEL require more worker than in routine work. Similarly its sales leads to enhance the profit.

Permanent WorkerAfter three or four year temporary worker are also done permanent on the basis of performance. The benefits are also given only to permanent worker not to temporary.

President and General SecretaryPEL Labor is well established under a President, Umer Saleemi and General Secretary and Collective Bargaining Agent (CBA).

Voting for Elections: The president and general secretary is selected by the voting in PEL.

Shift All the employees related to manufacturing do the work in three shifts.

Working HoursThere are total working hour in one shift. If any worker does the work more than 8 hour then his time for work is considered as overtime.

OvertimeAfter eight hours of duty the working time period is counting as overtime and this factory is giving equal rate wages per hour. But in some organizations overtime is giving with continuous increased wage rate per hours.

Wage RateAfter the delectation of the Prime Minister of Pakistan on May 01, 2008 PEL has also upgraded their wages rate for labor i.e. Rs. 6,000.

Employee Court CasesMr. Saeed Ahmad in IR& A Department is handing the court cases.