HR Policy

HR POLICY MANUAL 1.
Year 2011
Table of Contents
S. Topic Content Page No.
No.
Preface 4-5
A Employee Selection & Joining
1. Hiring Policy 7 - 11
2. Induction Policy 12 - 13
3. Employee Referral Policy 14 – 16
B Employee Benefit Schemes

Compensation Band Structure & Annual 18 – 19
Cost to Company Components
4. Performance Bonus Policy 20 - 27
5. Mobile Policy 28 – 31
6. Local Conveyance Policy 32 – 36
7. Domestic Travel Policy 37 – 38
8. Foreign travel Policy 39 – 41
9. Leave Travel Allowance Policy 42 – 43
10. Transfer Policy 44 – 46
11. Leave Policy 47 – 50
12. Company Lease Accommodation 51 – 53
13. Purchase of Vehicle Policy 54
14. Advance Policy 55
15. Loan Policy 56 – 58
16. Wedding gift policy 59
17. Examination Policy 60
18. Data Card Policy 61
19. Laptop Policy 62
C Employee Engagement &
Development
20. Performance Management Policy 64 – 67
21. Performance Improvement Plan 68 – 74
22. Rewards Policy 75 – 77
23. Mentor-Mentee policy 78 – 85
24. Career Growth – 86 – 89
Promotion/Role change
Internal Job Posting
25. Training & Development 90 - 91
26. Appreciation of Tenured Employees 92
27. Manya Pooja Sabha 93
D Employment Regulation
28. Disciplinary Procedures 95 – 96
29. Work Place Attendance Policy 97 – 98
30. Use of Company Assets 99
31. Anti Substance Abuse Policy 100
32. Anti Harassment Policy 101 – 103
33. Internet Usage & Email Policy 104 – 105
34. Dress Code Policy 106 – 107
E Employee Separation
35. Notice period & Separation Policy 109 – 118
36. Farewell to Employees 119
Manya Education Pvt. Ltd. Confidential

2
Annexures
S. No. Policy Annexure name Page No.
Hiring Policy
1. Manpower Requisition Form 10
2. Joining Forms Checklist 11
Compensation
3. Compensation Bands 18
4. Annual Salary CTC components 19
Mobile Phone
Reimbursement Policy
5. Mobile Phone Reimbursement Form 31
Local Conveyance
Reimbursement policy
6. Flat Rates between centres/offices 35 - 36
Domestic & Foreign Travel
Policy
7. Travel Expense Form 40 - 41
LTA Policy
8. LTA Form 43
Leave Policy
9. Leave Application Form 50
Company Leased
Accommodation (CLA)
Policy
10. CLA Request form 53
Loan Policy
11. Application Form for Loan 58
Performance Management
Policy
12. Competencies (Non Managers) 70 - 71
13. Competencies (Managing Cadre) 72 - 74
Mentor Mentee Policy
14. Mentee Form 83 - 84
15. Mentor/ Mentee feedback Form 85
Notice Period & Employee
Separation Policy
16. Exit Interview Form 112 - 116
17. Employee Clearance Form 117 - 118
Preface

3
This HR Manual is drafted and documented to lay firm and definitive guidelines and rules
for employee related company operations in order to maintain consistency and regularity
across the company. It defines the key policies and procedures governing employee
selection, employee engagement, employee benefits, regulation and separation in the
company, MEPL.
All employees are expected to abide and uphold the policies and procedures laid down in
this manual.
This manual and the policies are subject to periodic review by the Policy Committee.
Senior Management will notify, from time to time, the members of the Policy Committee
who will add/remove/revise/modify/recommend policy decisions during which the
complete manual or portions of it can undergo revision/changes after due approval from
the Senior Management (MD/Board of Directors) and the revised version thereof, will be
published and re-distributed by the HR Department.
This manual consists of all current applicable policies and supersedes any other
similar policies. It is revised w.e.f 1st July 2011.
HR Department can be contacted for any elaboration/clarification/interpretation of the

manual.

4
Definitions
• MD - Managing Director
• MC - Managing Cadre
• NM - Non Managers
• HOD - Refers to the Head of Department as designated or as appointed to carry

out duties of
• HR - Human Resources
• HRD - Human Resources Department
• RM - Reporting Manager
• HO - Head Office
Please Note
1. Wherever policies are applicable to Contract Staff, their entitlements will be

based on their ‘Notional Band’. The Notional Band will be based as per the
Indicative Basic Salary (refer formula below) and approved by the MD:
(Contract amount)/2= Indicative Basic salary

5
6
Name of Policy - Hiring Policy Policy No. - MEPL/HR/01
Date of issue – 1st July 2011 Revision no. - 1.2
1. Objective:
To identify and recruit competent candidates in the given role vacancies in order to have the best
employees working for the company.
2. Guiding Principles:
• Growth of the organization is expected to place demand to hire for new and different roles.
• Hiring is and will continue to be an important activity in the company and will be undertaken with
utmost diligence and seriousness. Time and effort will be spent in identifying appropriate role and
organization fitment.
• Effort should be made to ensure a positive experience for every candidate during the selection and
hiring process, with intent to establish Manya as a desirable Recruiter Brand in the minds of the
candidates.
• Manya wishes to employ credible and competent people with high integrity as its employees.
3. Process:
i. Manpower Budgeting
a. Organization wide annual budgeting exercise, will be held by 15th March every year, during which
the Business Heads will also freeze on the manpower budgets and identify the new role
vacancies required during the year with an indication of when they are required to be filled.
Replacement requirements can be given anytime during the year. This data will be provided to
HR for subsequent action.
b. All recruitment requisition (new and replacement) should be given to HR after due approvals from
HOD and MD (Manpower Requisition Form attached).
c. HR will target to fulfill the vacancies within the timelines as indicated below:
Level/ Band Response Time

S1 – M2 15 - 25 days
M3 – M5 30 - 45 days
M6 – M8 45 - 60 days
Response time will be measured from the time of approval of the requisition of the vacancy to date
of issuing the Letter of Intent (LOI).
ii. Sourcing & Selection

a. HR will identify candidates appropriate for the given role through a source deemed appropriate
(advertisements, databanks, job websites, recruitment agencies, referrals etc) and call them for
the selection process.
b. HR to inform recruiting managers in advance of the selection process schedules.
c. Candidates will be put through a selection process consisting of tests, and at least 2 levels of
interviews or a panel interview as deemed fit for the role for which selection is being made.
Attempt should be made to organize panel interview with representation from HR, Department
Head and the Reporting Manager as it will save time for the organization as well as the candidate
and makes decision making faster.
d. Selection process should be engineered to assess not just the candidate’s technical and
functional capability/competence but also an overall company and cultural fit.
e. Selection proceedings for each candidate appearing for the selection process must be
documented and signed by the respective interviewer and all the documentation preserved by
HR.

7
f. Interview Guidelines:
i. First level interview to be done by HR
1. To establish that the candidate’s profile meets the role requirements
2. Probe background experience and qualifications to establish continuity and stability
3. To probe on reasons for leaving and other decision points to establish the integrity and
culture fit factor.
ii. Second level interview to be done by the line manager
1. To assess technical and functional capability of the candidate
2. To establish candidate’s position within the team and manage his/her expectations on
role offered, work requirements etc.
3. Assess candidate’s team and interpersonal skills
iii. Final level Interview to be done by the Recruiting Authority specified as per the grade.
1. To assess candidate’s fitment into the department and the company with a view to role &
cultural fitment and long term career prospects
2. Manage expectations with respect to employment terms and compensation
g. During the selection process, effort must be made to minimize the number of visits the candidate
has to make to the office to not more than 3 visits.
h. Effort should also be made to enhance the candidate’s experience with Manya Group, by
reducing wait time to not more than 10 minutes, keeping the candidate informed of what is
planned next and how much time it’s expected to take.
i. Candidates should be welcomed with hospitality and offered lunch if they are undergoing the
selection process during the lunch hour.
j. Decision of selection/rejection by the Interviewers would be final and binding.
k. HR should keep a detailed record of each candidate’s selection process outcome and the
reasons for it in its database.
l. Finalization of recruitment
Grade Recruiting Authority
X1 MD
S1 – S3 Admin In-charge
M1 – M4 HOD
M5 – M9 MD
m. Candidates must be informed in writing about their status of selection or rejection within 7 days of
their appearing for the selection process. In cases of rejection, appropriate reasons should be
provided. Some of the generic reasons of rejection can be as follows:
i. Candidate not found suitable for the role under consideration.
ii. Candidate may not fit into the organizational/cultural expectations
iii. Candidate’s evidences supporting his/her background and profile information not found
adequate
(Letter formats enclosed in annexure)
n. Rejected candidates should not be allowed to reappear for the selection process again for at least
six months unless they are being considered for a different role than last time. Candidates who
were rejected on account of misrepresentation of information/facts, misconduct or any other
integrity related reasons should never be considered for recruitment again.

8
iii. Offer
a. On successful selection, candidates will be asked to submit necessary certificates and other
documents and be given a Letter of Intent by Manya along with the expected joining date. The
Letter of Intent will not bear the compensation offered, which will be provided to the candidate
separately.
b. The documents to be submitted must include:

i. Certificates of educational qualifications (Graduation, Post Graduation, diploma etc)
ii. Relieving/Employment letters from the previous employers including the last employer
iii. 3 salary slips
iv. Copy of previous employer's last appointment letter/increment letter
v. 5 Passport size photographs of self
vi. Latest Bank statement
c. On successful background verification, HR will invite the candidate to join on the agreed date.
d. HR will give a confirmatory call 2 days before the date of joining reminding the candidate of the
documents to be carried and other joining related formalities.
e. HR will issue an Appointment Letter with detailed terms and conditions, including the
compensation details on the date of joining, after completing the joining formalities.
f. The candidate should submit the acceptance copy of the appointment terms and conditions to
the HR.
g. HR will then, induct the new employee as per the Induction policy.
iv. Reference Checks

a. Manya believes in a mutually satisfactory association with each of its employees and therefore
believes in complete background verification before on-boarding a new employee into the
organization.
b. Manya will carry out at least 3 reference checks from the previous employers of the candidate,
including the latest organization, where the reference check will be done after the candidate has
resigned. The certificates provided by the candidate will also be verified.
c. Its HR’s responsibility to ensure that the reference checks are completed as a part of the
process for every new hire, before joining. This verification may be done by the organization
internally or may be outsourced to another organization providing such a service.
d. In case, the reference check is being done internally, HR can also have the Reporting Manager
do the reference calls, especially for senior level hires.
e. Candidates will be requested to provide contact details (including official landline numbers and
email ids) of their previous and current Reporting Managers. However organization can call on
numbers from their own database rather than the ones provided by the candidate for
authentication.
f. References will be sought as per the Reference Check form.
g. In case, there is a concern that emerges after the verification, HR will discuss with the
candidate and seek appropriate justification. If not satisfied, HR will formally withdraw the letter
of intent.

9
ANNEXURE 1
MANPOWER REQUISITION FORM

Department Required By (Date )
Designation Vacancy Type New Replacement
MRF Date: No. of vacancies

City Location Inter city Location
CTC (Please specify in Min-Max Range)
Role & Responsibilities
Education Essential Experience

(Please specify Min-Max Range)
Preferred Company/Industry
Computer Literacy Required
Preferred Skill sets
Additional Information
Can the position be filled Internally? If no, please give reasons why?
Reason
If Internally, name of the person
Requested By Recommended By HOD Approved By MGMT

For HR Use Only :
Date of Interview CTC Offered
Date of Issue of LOI Source of Recruitment
Date of Joining MRF Received on
Signature (Head HRD):

10
ANNEXURE 2
Joining Forms Checklist
S. No. Checklist Tick mark
1. Personal Data form
2. PF nomination form
3. PF declaration form
4. ESI form – if applicable
5. Confidential Agreement Form
6. Bank forms- new account opening
7. Email form
8. Accepted Appointment letter copy

11
Name of Policy - Induction Policy Policy No. - MEPL/HR/02
Date of issue - 1st July 2011 Revision no. - 1.2
1. Objective:
The purpose of this policy is to introduce the new employee to the organization and its working
environment quickly through an organized, consistent and systematic induction, so that the new joinee
becomes a part of the organization and contributes effectively and productively as early as possible.
2. Eligibility:
All new joinees in the grade M1 and above
3. Process:
1. HR to confirm the joining of a new employee 2 days prior, by calling him/her and also giving him/her
details of information/documents required on the date of joining. HR will also send the joining forms
to the candidate.
2. HR to confirm employee’s joining to Reporting Manager/designated mentor from the business.
3. HR to design and schedule a companywide induction programme/one on one meetings for the
employee(s) and book time from representatives from each business within the first month of
joining. HR to ensure a comprehensive and complete induction programme for the new joinee to:
a. Introduce all departments and key functions in the organization including an overview of his/her
own department and team.
b. HR session to introduce him/her to all policies procedures and general working standards.
c. For centers, HR should send a suggested Induction programme design and City Head to book
representatives internally, and schedule induction for each new joinee.
4. HR to inform the IT dept of any new joinee, 2 days before the date of joining and request for email
ID creation and system allocation.
5. If there is a new joinee in the Sales & Marketing function or the Senior Management cadre, who is
eligible for visiting cards, then HR to inform the administration for issuing the same, at least 3 days
before date of joining.
6. In Centers, the City Head will send a request to the HR department for creation of the email ID after
receiving all necessary documents as per the checklist attached.
7. Joining Formalities:
a. On date of joining, employee to fill the requisite forms and submit documents/certificates to HR
b. HR will file the documents and joining forms in the employee personal files.
c. HR will issue a diary with a pen and T-shirt to the new joinee along with his/her visiting cards (if
applicable) and email id.
d. HR/Designated Co-ordinator will escort him/her to his/her Reporting Manager/designated
mentor. Reporting Manager/designated Co-ordinator will physically introduce him/her to all
employees in the department and at Head office the designated co-ordinator will also give the
new employee a walk around the office premises to get him/her to know the general layout of
the office.
e. Reporting Manager is encouraged to organize for a welcome lunch with the new joinee, with
members of his/her team to facilitate introductions as well as getting to know each other in the
team. This is suggested considering the immense value it will add to the overall employee and
team bonding resulting in better work co-ordination.

12
f. HR to draft and send a welcome mail to the new employee with a copy to the Reporting
Manager and all in the respective department on the same day with basic information kit
attached in the email containing: contact details, induction programme schedule etc.
g. Head of Department should ensure a separate department specific induction for each new
joinee within the first two weeks of joining.
h. The assigned mentor to have a first level discussion in person or over a telephonic call, with the
new joinee within the first week of his/her joining.
4. Responsibility
At Delhi & HO, the HR Department will be responsible for all the above induction activities; and in Cities,
it will be the responsibility of the City Head.

13
Name of Policy - Employee Referral Policy Policy No. - MEPL/HR/03
Date of issue - 1st July 2011 Revision no.- 1.2
1. Objective
To encourage employees/contract staff to refer ex-colleagues/acquaintances/friends for suitable
vacancies in the organization.
2. Scope
This policy is related to references provided by employees of Manya, as per eligibility conditions (ref
point 4), and does not include any references provided by any recruitment agencies or any other
external party.
3. Definitions
(a) Referee: The employee who has referred a candidate as per the Employee Referral Policy shall be
treated as “Referee”.
(b) Employee Referrals: Candidates who are referred by the employees of Manya group as per the
Employee Referral Policy shall be treated as “Employee referrals”.
(c) Referral Rewards: The reward money which is payable to the employee once his/her referred
candidate is selected, and spends the minimum stipulated time in the organization, shall be called
as “Referral rewards”.
4. Eligibility
a) All regular & contractual, employees of Manya Education Private Ltd.
b) Members of the recruiting team/process (recruiting & hiring managers & HR) are not eligible to
claim the referral amount.
c) In case the referred candidate reports to the referee, in any manner (direct or indirect); the latter is
not eligible to claim the referral reward.
5. Policy Details
5.1 Type of reference
a) The employee may refer any suitable acquaintance, an ex- colleague, batch-mate or any other
potential candidate the employee is aware of.
b) Siblings and spouse can also be referred under this policy. However, they will not be
considered/selected for any role within the team of the referee.
5.2 Procedure for Employee referrals

(a) The references may be sent along with their resume any time to the HR department or in
response to a “reference request” made by HR department along with the Referral form as
enclosed.
(b) HR will send an acknowledgement email to the referee and maintain the details in the referral
database.
(c) In case, there are two referees who have sent the same candidate’s details, then HR will
consider the referral through the referee who has sent in the resume first and will intimate to the
second referee of non inclusion of his/ her referral.
(d) HR will evaluate the referral CVs against existing or any new vacancies that come up. Short
listed candidates will be intimated to appear for the selection process along with intimation to

14
the referee. HR department may also request the concerned employee to help co-ordinate
during the selection process.
(e) In case of non-selection of a referral, HR will intimate the referee and also send a regret letter to
the candidate within 7 days of appearing for the selection process.
5.3 Referral Rewards

a) All employees who refer suitable applicants shall be eligible for referral rewards, once the
referred candidate joins the organization and spends the minimum stipulated time in the
organization of 3 months.
b) The referral reward will be as follows:

Designation Payout (Rs.)
Office Assistant, Assistant, Sr. Assistant 1,000
Executive, Management Trainees, Faculty – I, Business Development

Executive, Sales Counselor, Customer Sales & Support Executive, Marketing
Executive, Admissions Counselor, Research Analyst, Operations Executive,
Admissions Editor, Relationship Co-ordinator, Senior Executive, System
5,000
Admnistrator, ERP Co-ordinator, Faculty – II, Senior Business Development
Executive, Senior Sales Counselor, Senior Executive - Marketing, Senior
Senior Executive - Customer Sales & Support, Senior Admissions Counsellor,
Senior Research Analyst, Senior Editor, Admissions Strategist
Team Leader - HR, Franchise Support Co-ordinator, Faculty - III, Faculty-

cum-Academic Co-ordinator, Training Co-ordinator, Assistant Territory
Manager, Assistant Business Development Manager, Team Lead - Customer
Sales & Support / Marketing, Program Co-ordinator, Research Co-ordinator,
10,000
Team Leader - Operations, Team Lead - Editing, Customer Relationship
Manager, Sr. Admissions Strategist, Service Co-ordinator, Visa Counselor,
Assistant Manager – HR, Assistant Manager – Franchisee Support, Senior
Faculty, Territory Manager, Product Support Co-ordinator, Assistant Manager
Manager - ERP, Deputy Manager – Accounts, Master Trainer, Sales Trainer,

Operations Manager, Deputy Manager - Marketing, Senior Territory Manager,
Business Development Manager, Associate City Head, Deputy Manager,
Manager – IT, Senior Master Trainer, Training Manager, Regional Operations 15,000
Manager, City Head, Marketing Manager, Manager - Institutional Sales,
Product Marketing Manager, Manager (Counseling/Editing), Operations
Manager
Senior Manager, National Operations Manager, Senior Manager – Training,

Regional Manager, Senior Manager (Premium/OUAP), AVP- HR, Head –
Franchising, AVP - Ops & Acads/Prod & Acads, Head - Operations &
25,000
Academics/ L&D, AVP – S&M, AVP, Head - Product Management
(Admissions)
VP, EVP, CEO 30,000

15
c) For Contractual Employees namely – Online Editors & PT Faculties, the slabs would be as
follows:
Designation of Referee Category Referred for Payout (Rs.)

Any Full Time Employee, 9 hour
9 hour Editor, HO Based Editor 5000/-
Editor
Full Time Faculty Part Time Faculty 2500/-
Part Time Faculty Faculty - Part Time, Online Editor 1500/-
Part Time Faculty Full Time Faculty 2500/-
5.4 Disbursement of Referral reward

The referral reward shall be disbursed as per the following conditions:
a) The referral reward shall be disbursed in two equal installments; the first installment will be paid
after the referred candidate has served the organization for 3 consecutive months and the
second installment will be paid after the referred candidate’s services are confirmed by the
organization.
b) However, for contractual employees, the entire amount as per eligibility is paid to the employee
after the referred candidate has served the organization for 3 consecutive months.
c) In order to be eligible for the referral reward, the referee and the referred candidate must be on
the payroll of the organization at the time of disbursal. In case, the referred candidate (referral)
is serving the notice period, the referee would not be entitled to the payout.
d) The referral amount shall undergo appropriate Income Tax treatment as per tax laws applicable
5.5 Organization’s right to selection

The referred candidates must go through the selection procedure of the organization before being
considered for appointment. The organization shall reserve all rights related to selection of referred
candidates.

16
17
ANNEXURE 3
Compensation Bands Structure at Manya
Band Designation
S1 Office Assistant
S2 Assistant
S3 Senior Assistant
Executive, Management Trainee, Faculty – I, Business Development Executive, Sales

Counselor, Executive – Customer Sales & Support, Marketing Executive, Admissions Counselor,
M1
Research Analyst, Operations Executive, Admissions Editor
Senior Executive, System Administrator, ERP Co-ordinator, Faculty – II, Senior BD Executive,
Senior SC, Senior Executive - Marketing, Senior Executive - Customer Sales & Support, Senior
M2 Admissions Counselor, Senior Research Analyst, Senior Executive, Senior Editor, Admissions
Strategist.
Team Leader - HR, Faculty - III, Faculty-cum-Academic Co-ordinator, Training Co-ordinator,

Assistant Territory Manager, Assistant Business Development Manager, Team Leader -
M3 Customer Sales & Support / Marketing, Program Co-ordinator, Research Co-ordinator, Team
Leader - Ops, Team Leader - Editing, Customer Relationship Manager, Senior Admissions
Strategist, Service Co-ordinator, Team Leader - OUAP, Visa Counselor
Assistant Manager – HR, Senior Faculty, Territory Manager, Product Support Co-ordinator,
M4
Assistant Manager, Assistant Manager - Franchise Support
Manager - ERP, Deputy Manager – Accounts, Master Trainer, Sales Trainer, Operations
Manager, Deputy Manager - Marketing, Senior Territory Manager, Business Development
M5
Manager, Associate City Head, Deputy Manager
Manager – IT, Senior Master Trainer, Training Manager, Regional Operations Manager, City
Head, Marketing Manager, Manager - Institutional Sales, Prod Marketing Manager, Manager
M6
(Counseling/Editing), Operations Manager
Senior Manager, National Operations Manager, Senior Manager – Training, Regional Manager,
M7 Senior Manager (Premium/OUAP)
AVP- HR, Head – Franchising, AVP - Ops & Acads/Prod & Acads, Head - Operations &
M8 Academics/ L&D, AVP – S&M, AVP, Head - Prod Mgmt (Adm)
M9 VP
M10 EVP, CEO
X Contractual Employees - Online Editors, PT Faculty.

18
ANNEXURE 4
Annual Cost to Company Components

The Salary of an employee has the following key components as per applicability to the employee’s
Compensation Band and remuneration stated in the employment contract.
Type Elements Proposition
Basic Salary • Basic salary is the component of pay to which
most other benefits are linked as percentage.
• PF and Gratuity are linked to Basic salary.
Provident Fund • 12% of basic salary as employer’s contribution to

the Employee’s PF Fund. Employee to make an
equal contribution.
LTA/Medical • As mentioned in the Appointment letter/
Compensation Review letter.
• Reimbursed based on actual bills and non-taxable
• Unclaimed amount paid as taxable allowance.
Fixed Salary
Allowances • Special Allowance, which is a taxable component,

as mentioned in the appointment/ Compensation
Review letter
• Car Lease Allowance as mentioned in the
Appointment/Compensation Review Letter
Statutory Bonus • As per Bonus Act
• Applicable to employees with wages/salary upto
Rs.3,500 per month
Retention Bonus • Applicable for only employees in Grades M1 & M2
for S&M and ACS. Upto 1 month gross salary per
annum payable annually as per policy.
Variable Salary
Performance Based on
Linked Bonus • 15-18% of Annual CTC
(as per policy) • Revenue and Gross Margin Performance as per
bonus matrix.
• Individual performance measured against
predefined KRA’s/targets
Employee State • As per ESI Act
Benefits
Insurance (ESI) • Applicable to employees with wages/salary (Basic

Other
+ HRA + Conv. Allow. + Spl. Allow.) upto Rs.15,

000 per month.

19
Name of Policy - Performance Bonus Policy 2011-12 Policy No.- MEPL/HR/04
1. Objective
The 2011-12 Bonus Plan (the “Plan”) of MEPL is intended to share annual financial profits of the
company with employees of MEPL. The payout is based on performance against a combination of Key
Result Areas (KRA) of the employees and the performance of the department and company. Each
employee has provisionally been awarded a certain amount of bonus which is approximately in the
range of 2 to 3 months of your CTC. However, the bonus will be lost if the defined KRA’s are unmet.
2. Applicability
st st
The Plan is applicable from April 1 , 2011 to the March 31 , 2012.
3. Definitions
(a) Monthly CTC is defined as the Annual CTC less medical, LTA and PF (employer contribution)
divided by 12
I. For the contractual employees, whose pay structure doesn’t include medical, LTA and PF, 90%
of their Annual CTC will be divided by 12 to get the Monthly CTC.
(b) Anticipated Bonus Payment Dates (for those eligible for quarterly payouts). The approximate dates
that bonuses will be paid during the Plan Year are:
For quarter ending Bonus will be paid out approximately

June,30 August,31
September,30 November,30
December,31 February,28
March 31 May 31
(c) Anticipated Annual Bonus Payment Date is May 31st for the year ending on March 31st.
4. Bonus Calculation Process

(a) Bonus amount is calculated as a multiple of the employee’s monthly CTC based on his/her
Individual Performance, Department Performance and the Company’s performance. The various
levels of performance and the corresponding Bonus multiples are given in (Table 1).
(b) Individual performance measured against predefined KRA’s/targets will contribute towards 40% of
the bonus
(c) Department/Team’s performance measured against predefined KRA’s/targets will contribute for
40% of the bonus
(d) Company performance measured against predefined KRA’s/targets will contribute for 20% of the
bonus
(e) The attached Bonus Calculator will help individual employees of the company ascertain their bonus.
The Bonus Calculator defines the top 3 KRA’s for each role holder in the company. The Individual
and the Department/Team KRA targets will be shared with you separately by your respective
HoD’s.
5. Score
Performance score for a KRA is calculated as the percentage target achieved to the target assigned for
that KRA.
KRA Performance score = (KRA Target Achieved / KRA Target Assigned)*100

20
TABLE-1- Bonus Multiples for KRA Scores
KRA Performance Score Multiple of Annual CTC

>=85% < 90% 8%
>=90% < 95% 10%
>=95% < 100% 12%
>=100% < 110% 16%
>=110% < 200% 20%
6. Bonus Payment
(a) No employee will be eligible for any annual bonus if the company doesn’t achieve 85% of top line
computed annually.
(b) No employee in a city will be eligible for any component of bonus plan if that city doesn’t achieve
85% of top line computed quarterly/annually.
(c) If the city fails to achieve its quarterly target but compensates the target shortcomings in the
subsequent quarters then all the eligible employees will be paid their quarterly bonus (based on
their city & individual performance) for both the quarters. Cumulative achievement against the two
quarters’ target will be used for the bonus calculation in that case.
(d) Bonus component based on the Region / Department performance and the Individual performance
are payable quarterly and the component for Company Performance is payable annually for the
employees falling under roles given in (Table 2).
(e) For employees not falling under above category, the full bonus is payable one time annually
TABLE-2- Roles eligible for quarterly bonus pay
Department/Region Role
Sales & Marketing/City Business Development Manager
Sales & Marketing/City Business Development Executive
Sales & Marketing/City Sales Counselor
Sales & Marketing/City City Head
Sales & Marketing/City Regional Manager
Sales & Marketing/City Territory Manager
Sales & Marketing/Call Center Team Leader
Sales & Marketing/Call Center Executive
Academics Full Time Faculty
Academics Operation Manager
HR Sr./Executive – HR
HR AM HR
7. Eligibility to Participate in the Plan

All Full Time and contractual employees of the company are eligible to participate in the Plan. Unless
otherwise specifically agreed to in writing by the Company, if you participate in the Plan, you are not
eligible for any other MEPL incentive compensation plan during the Plan Year.
8. General Plan Guidelines

(a) New Employees. A new employee will be eligible to receive a bonus from the first full month
following the commencement of his or her employment. e.g. If some one joins in the middle of a
month in a quarter then s/he will be eligible/get paid pro-rated for the months he worked fully in that
quarter.

21
(b) Employment Status. If your employment is terminated, or if you resign from employment, you will
not be eligible for any bonus payments subsequent to the date on which your tenure with the
Company ends. If you are transferred to another position within the Company so that you no longer
meet the eligibility criteria set forth in Section 2 for participation in the Plan, you will not be eligible
for any bonus payments subsequent to the effective date of such transfer. No bonus payments will
be payable under the Plan to any individual who is not employed by the Company and in good
standing and who meets the Plan eligibility criteria set forth in Section 2 on the date set for payment
of such bonus payments.
(c) Office Transfers. Quarterly bonus payments for an employee who transfers from one office to
another will be calculated on a pro rata basis based on the date of transfer, with bonus payments
through the date of transfer calculated with respect to the initial office assignment, and bonus
payments following the date of transfer calculated with respect to the new office assignment. The
full year bonus amount, if any, will be the higher of that from the original office assignment and the
new office assignment.
9. Miscellaneous
(a) Employment at Will. This Plan is not an employment contract between the individual participants
and the Company. Employment of participants continues to be at will, and nothing in the Plan shall
confer on plan participants any right to continue as an employee of the Company or affect the
Company’s right to terminate a participant’s employment at any time with or without cause.
Amendments. The Company reserves the right to amend, revise, supplement or discontinue the
Plan at any time, without notice, at its discretion and without any obligation to participants in the
Plan. Any changes, additions or deletions to this Plan must be approved in writing by the MD of
MEPL. The Company may refine or change the way quality is measured, but it will map any new
methodology to the recommendation points in a way it determines to be fair and equitable.
(b) Interpretations; Governing Law; Termination Date; Entire Agreement. All interpretations under the
Plan will be made by MD. Unless terminated earlier by the Company, the Plan will expire on the last
day of the Plan Year. This document sets forth the entire understanding between MEPL and those
eligible to participate in the Plan regarding the terms of the Plan or any other type of incentive
payment, and it supersedes any and all prior agreements or understandings, whether oral or
written, express or implied, on such subject matter.
Academics Department Bonus Calculation Illustrations
(1) Example for Computation of Annual bonus for City based Academics Employee
For illustration purpose let us assume the following 3 sample performance scores of a Faculty with an
Annual CTC of Rs.600,000.
(1.1) Case 1 – Achieving 100% of the set targets
Individual KRA Annual Annual Weight Performance Weighted

Target (A) Achievemen (C) (B/A) Score
t (B) ((B/A)*C)
Meeting city Rs. Rs. 45% 100% 45%
revenue target 1,00,00,000 1,00,00,000
Meeting Student 4 4 35% 100% 35%
eval rating target
Meeting average 85% 85% 20% 100% 20%
student scores
target
Individual Score: 100%

22
Department Annual Annual Weight Performance Weighted
KRA Target (A) Achievement (C) (B/A) Score
(B) ((B/A)*C)
Meeting 4 4 40% 100% 40%
Student eval
rating target
Meeting 50% 50% 40% 100% 40%
average
student
scores target
Meeting the 20% 20% 20% 100% 20%
city gross
margin target
Department Score: 100%
Company Annual Annual Weight Performance Weighted

(B) ((B/A)*C)
Meeting Rs. Rs. 50% 100% 50%
revenue 1,00,00,000 1,00,00,000
target
Net Profit Rs. Rs. 25,00,000 50% 100% 50%
target 25,00,000
Company Score: 100%
Step 1 – Calculation of Bonus due to the Company performance
Company Performance Score (as shown above) = 100%

From the Table 1, bonus multiple for this score = 16%
Company Contribution for the bonus (refer 4.D) = 20%
Bonus Amount = 16%*20%*(Annual CTC – LTA – Medical – PF)
= 16%*20%*600000
= Rs. 19,200
Step 2 – Calculation of Bonus due to the Department performance
Department Performance Score (as shown above) = 100%

Department Contribution for the bonus (refer 4.C) = 40%
= 16%*40%*600000
= Rs. 38,400
Step 3 – Calculation of Bonus due to Individual performance
Individual Performance Score (as shown above) = 100%

= 16%*40%*600000
= Rs. 38,400

23
Step-4 - Calculation of Total Annual Bonus
Total Annual Bonus = Rs. 19,200 + Rs. 38,400 + Rs. 38,400

= Rs. 96,000
Individual Annual Annual Weight Performance Weighted

(B) ((B/A)*C)
Meeting city Rs. Rs. 90,00,000 45% 90% 40.5%
revenue 1,00,00,000
target
Meeting 4 3.6 35% 90% 31.5%
Student eval
rating target
Meeting 85% 76.5% 20% 90% 18%
average
student
scores target
Department Annual Annual Weight Performance Weighted

(B) ((B/A)*C)
Meeting 4 3.6 40% 90% 36%
Student eval
rating target
Meeting 50% 45% 40% 90% 36%
average
student
scores target
Meeting the 20% 18% 20% 90% 18%
city gross
margin target
Department Score: 90%
Company Annual Annual Weight Performance Weighted

(B) ((B/A)*C)
Meeting Rs. Rs. 90,00,000 50% 90% 45%
revenue 1,00,00,000
target
Net Profit Rs. Rs. 22,50,000 50% 90% 45%
target 25,00,000
Company Score: 90%

24
Step 1 – Calculation of Bonus due to the Company performance
Company Performance Score (as shown above) = 90%

Company Contribution for the bonus (refer 4.D) = 20%
= 10%*20%*600000
= Rs. 12,000
Step 2 – Calculation of Bonus due to the Department performance
Department Performance Score (as shown above) = 90%

= 10%*40%*600000
= Rs. 24,000
Step 3 – Calculation of Bonus due to Individual performance

= 10%*40%*600000
= Rs. 24,000
Step-4- Calculation of Total Annual Bonus
Total Annual Bonus = Rs. 12,000 + Rs. 24,000 + Rs. 24,000

= Rs. 60,000
(2) Example for Computation of Quarterly bonus for City based Academics Employee
For illustration purpose let us assume the following 3 sample performance scores of a City level
Employee (Sales Counselor) with an Annual CTC of Rs.6,00,000.

Target (A) Achievement (C) (B/A) Score
(B) ((B/A)*C)
Meeting city Rs. Rs. 45% 100% 45%
revenue target 1,00,00,000 1,00,00,000
Meeting Student 4 4 35% 100% 35%
eval rating target
Meeting average 85% 85% 20% 100% 20%
student scores
target

25
City KRA Quarterly Annual City Weight Performance Weighted
City Target Achievement (C) (B/A) Score
(A) (B) ((B/A)*C)
Meeting 4 4 40% 100% 40%
Student eval
rating target
Meeting 50% 50% 40% 100% 40%
average
student
scores target
Meeting the 20% 20% 20% 100% 20%
city gross
margin target
City Score: 100%
Step 1 – Calculation of Bonus due to the City performance
City Performance Score (as shown above) = 100%

From the Table 1, Annual bonus multiple for this score = 16%
Quarterly bonus multiple for this score = 16%/4 = 4%
City Contribution for the bonus (refer 4.C) = 40%
Quarterly Bonus Amount = (4%*40%*(Annual CTC – LTA – Medical – PF))
= (4%*40%*600000)
Quarterly Bonus = Rs. 9,600
Step 2 – Calculation of Bonus due to the Individual performance

Quarterly bonus multiple for this score = 16%/4 = 4%
Individual Contribution for the bonus (refer 4.C) = 40%
Individual Quarterly Bonus Amount = (Annual Individual Performance Bonus)
= (4%*40%*(Annual CTC – LTA – Medical – PF))
= (4%*40%*600000)
Individual Quarterly Bonus = Rs. 9,600
Total Quarterly Bonus = City Quarterly Bonus + Individual Quarterly Bonus

= Rs. 9,600 + Rs. 9,600
= Rs. 19,200

Target (A) Achievement (C) (B/A) Score
(B) ((B/A)*C)
Meeting city Rs. Rs. 90,00,000 45% 90% 40.5%
revenue target 1,00,00,000
Meeting Student 4 3.6 35% 90% 31.5%
eval rating target
Meeting average 85% 76.5% 20% 90% 18%
student scores
target

26
City KRA Quarterly Annual City Weight Performance Weighted
City Target Achievement (C) (B/A) Score
(A) (B) ((B/A)*C)
Meeting 4 3.6 40% 90% 36%
Student eval
rating target
Meeting 50% 45% 40% 90% 36%
average
student
scores target
Meeting the 20% 18% 20% 90% 18%
city gross
margin target
City Score: 90%
Step 1 – Calculation of Bonus due to the City performance
City Performance Score (as shown above) = 90%

Quarterly bonus multiple for this score = 10%/4 = 2.5%
City Contribution for the bonus (refer 4.C) = 40%
Quarterly Bonus Amount = (2.5%*40%*(Annual CTC – LTA – Medical – PF))
= (2.5%*40%*600000)
Quarterly Bonus = Rs. 6,000
Step 2 – Calculation of Bonus due to the Individual performance

Quarterly bonus multiple for this score = 10% / 4 = 2.5%
Individual Contribution for the bonus (refer 4.C) = 40%
Individual Quarterly Bonus Amount = (Annual Individual Performance Bonus)
= (2.5%*40%*(Annual CTC – LTA – Medical – PF))
= (2.5%*40%*600000)
Individual Quarterly Bonus = Rs. 6,000
Total Quarterly Bonus = City Quarterly Bonus + Individual Quarterly Bonus

= Rs. 6,000 + Rs. 6,000
= Rs. 12,000

27
Name of Policy - Mobile Phone Reimbursement Policy No.- MEPL/HR/05
Policy
1. Objective:
To provide for mobile phone reimbursement to employees in specific defined roles for better services
and coordination through enhanced accessibility to other employees, customers and vendors. The
entitlement would be based on the business requirement of the role of the employee.
2. Applicability:
2.1 This policy applies to only those employees whose role requires them to be connected at all times
as a business requirement. Based on the requirement of the role and as per the approval of the
competent authority, the policy will be applicable to employees in all types of employment - Regular,
Probationers and Trainees.
2.2 The Head of the department would be the competent authority to approve the entitlement for his/her
Department.
2.3 This entitlement will be revoked in case of a change of role, or as and when such an entitlement is
no longer required for the role under consideration.
3. Reimbursement Entitlement
3.1 Employees in bands above M2 or with reimbursement entitlement of Rs.500 and above must
necessarily have a post paid connection.
3.2 For a post-paid connection

a) Monthly reimbursement of rental, call charges and other services made for official purpose as
received from the service provider will be made by the company for all those employees who
are covered under actual.
b) All claims must be approved by the Head of the Department (HOD).
3.3 For pre-paid connection

a) Employees must submit a proof of recharge.
4. Scope:
4.1 The employees entitled for mobile reimbursement must highlight their personal calls.
4.2 The expenses on personal calls (local, STD & ISD) are not within the scope of this policy and the
cost of all such calls shall be borne by the employee.
4.3 The cost of the personal calls shall be borne by the employee even if his/her monthly expense is
less than the monthly entitlement.
4.4 The table indicates the upper limit of monthly entitlement. There is no system of carrying the
amount forward if the amount is unutilized for a given month.
4.5 It is the responsibility of the Head of each city center to conduct a half yearly review to justify the
need of continuity of the entitlement of the said employee.

28
Entitlement:
Band Designation Monthly Entitlement
S&M Others
S1 – S3 Assistant, Sr. Assistant, Office Assistant As per need As per need

Executive, Management Trainee, Faculty – I, Business
Development Executive, Sales Counselor, Executive –
M1 Customer Sales & Support, Marketing Executive, 250 200
Admissions Counselor, Research Analyst, Operations
Executive, Admissions Editor
Senior Executive, System Administrator, ERP Co-
ordinator, Faculty – II, Senior BD Executive, Senior SC,
Senior Executive - Marketing, Senior Executive - Customer
Sales & Support, Senior Admissions Counselor, Senior
Research Analyst, Senior Executive, Senior Editor,
Admissions Strategist, Team Leader - HR, Faculty - III,
Faculty-cum-Academic Co-ordinator, Training Co-
ordinator, Assistant Territory Manager, Assistant Business
M2 – M4 Development Manager, Team Leader - Customer Sales & 500 300
Support / Marketing, Program Co-ordinator, Research Co-
ordinator, Team Leader - Ops, Team Leader - Editing,
Customer Relationship Manager, Senior Admissions
Strategist, Service Co-ordinator, Team Leader - OUAP,
Visa Counselor, Assistant Manager – HR, Senior Faculty,
Territory Manager, Product Support Co-ordinator,
Assistant Manager, Assistant Manager - Franchise
Support
Manager - ERP, Deputy Manager – Accounts, Master
Trainer, Sales Trainer, Operations Manager, Deputy
Manager - Marketing, Senior Territory Manager, Business
Development Manager, Associate City Head, Deputy
Manager, Manager – IT, Senior Master Trainer, Training
M5 – M7 Manager, Regional Operations Manager, City Head, 750* 500
Marketing Manager, Manager - Institutional Sales, Prod
Marketing Manager, Manager (Counseling/Editing),
Operations Manager, Senior Manager, National
Operations Manager, Senior Manager – Training,
Regional Manager, Senior Manager (Premium/OUAP)
AVP- HR, Head – Franchising, AVP - Ops & Acads/Prod &
M8 Acads, Head - Operations & Academics/ L&D, AVP – 1000** 1000
S&M, AVP, Head - Prod Mgmt (Adm)
M9 VP Actual ** Actual
M10 EVP, CEO Actual Actual
X1 Contractual Employees - Online Editors, PT Faculty As per contract agreement

* The company will reimburse blackberry usage charges upto Rs. 250 per month for this level if the
employee uses this service. The company will not be providing the instrument.
** The company will reimburse blackberry usage charges upto Rs. 500 per month for this level if the
employee uses this service. The company will not be providing the instrument.

29
5. Note:
a) All employees claiming actual must submit the detailed bill received from the service provider
otherwise accounts department is instructed not to reimburse the amount.
b) Even for official calls, company encourages the use of skype and it is the person’s individual
responsibility to be judicious with use of company allowances.
6. Procedure:
6.1 This entitlement is based on the role and business requirement of the employee.
6.2 The Head of the department will assess the need and fix the amount (within the prescribed limit) for
the employees and send the updated list (of inclusions/exclusions) to the HR department on a
monthly basis.
6.3 The mobile entitlement list must be reviewed every quarter by all the HODs in April, July and
October and January and sent to the HR department.
6.4 The HR Department will send the revised list on all addition/deletions to for mobile reimbursement
at end of each quarter to the MD. All approval of the entitlement will be routed through the HR
Department.
6.5 The new employees joining in between will be given the entitlement and the HR department will be
informed every month.
i. The list must indicate the reasons for the approval of the entitlement.
ii. The HR Department would then validate the list and forward the names and the entitlement to
the Accounts & Finance Department.
iii. In exceptional cases where the claim amount exceeds the monthly entitlement, the employee
must submit the claim only after getting it approved by the HOD.
iv. For employees who are entitled a reimbursement as per the actual basis, he/she must declare
the personal calls at the time of presenting the bill for payment.
v. If the amount is within the monthly limit, the employee can submit the mobile phone bills/cash
cards directly to the Accounts & Finance Department every month by 20th and claim the
reimbursement.
7. Note:
7.1 Any exceptions to the above would have to be approved by the MD.
7.2 In the event of the service providers substantially reducing mobile rentals/call charges in future,
the Company will review and revise the limits.

30
ANNEXURE 5
Mobile Expense Reimbursement Form

Name of the Employee:
Employee Code:
Band/ Designation:
Mobile phone entitlement as per the policy:
Mobile Claim Details

Mobile reimbursement for the month of
Connection type (post paid/ pre paid)
Mobile no.
Total amount (in Rs.) to be claimed (official calls
only)
Detailed invoice (marking out the personal calls)
attached for post paid connection/ recharge
coupon for pre paid connection attached (Yes/
No)
For Accounts
Proof attached & checked (Yes/ No)
HOD approval (Yes/ NO)
HR approval (Yes/ No)
Approved for processing (Yes/No)
In case of non approval, reasons for rejection:
Details of deviation from the policy (if any) &

approved by:
Name of the Approver:
Signature of the approver:

31
Name of Policy - Local Conveyance Policy No.- MEPL/HR/06
Reimbursement Policy
1. Objective
The objective is to provide for employee’s local conveyance while on official visits or when commuting
between offices.
2. Eligibility:
All employees are eligible to claim local conveyance for official purposes as per their defined
entitlements
.
3. Policy
3.1 This policy allows employees to claim for the local conveyance by a mode of transport (public or
own) as defined in their entitlement. They can claim it as a reimbursement after providing
supporting bills.
3.2 In absence of bills they can claim a flat rate which is defined in Annexure 1 for commuting between
centers.
4. Process
4.1 Academic Team
i. Claims can be made for travelling for weekly/fortnightly/monthly internal meetings and trainings.
ii. Claims for waiting charges will not be entertained.
iii. Taxi travel must be avoided as far as possible and prior approval of the City Head must be
taken before an employee takes a taxi. Use of Radio Taxis must be avoided and alternate
reasonably price taxis/taxi vendors must be engaged.
iv. For Delhi and Kolkata employees are encouraged to use metro wherever possible.
v. Once the HO receives the staffing file along with the conveyance sheets, no further
amendments/corrections will be entertained.
vi. The Operations team at the HO will check the distances travelled using the web-site data
allowing a certain buffer. The maximum variation allowed is 10% from the website data.
vii. Women employees, who on certain exceptional occasions, stay beyond 8.00 pm with prior
written consent from the HR and HOD, would be entitled to claim the local conveyance to their
residence.
viii. Travel should be the cheapest available and supported by vouchers without which conveyance
bills will not be cleared.
ix. The Operations Manager must authorize the use of a cab.
x. Severe action would be initiated against any employee found raising fake claims.
4.2 Full Time/Part Time Faculty

i. The full time academic team members are attached to one or two centers (Home Centers). If
they are required to travel or take classes at a center other than the Home center, the
conveyance will be reimbursed at a pre-decided rate which is mentioned in Annexure I.
ii. The conveyance bills – a scanned copy as well as a hard copy of the bills (if any) – will be
submitted to the Academic Coordinator/Operations Manager by the faculty, at the end of the
month. This will be verified by the Academic Coordinator/Operations Manager and sent to H.O.
for clearance.
iii. The Academic Coordinator/Operations Managers must ensure the optimal productivity of a
faculty sent to center(s) other than the reporting centers.
iv. The Academic Coordinator/Operations Managers must have a record of every faculty’s mode
of transport. The Academic Coordinator/Operations Managers must ensure that the faculty

32
use personal conveyance as far as possible and claim conveyance based on actual mode of
travel only.
4.3 Sales & Marketing Team

a. Full Time Sales and Marketing Employees
i. Full time Sales and Marketing employees report to one center. If they have to travel to any
other center, then depending on their mode of travel they can claim conveyance as per
ANNEXURE 12.
ii. Sales and Marketing employees will often be required to travel from their reporting center to
another destination. In order to claim conveyance, he/she must look up the website
www.mapmyindia.com to find the exact distance. If the actual distance travelled is very
different from what is specified in the website, then the employee must write a comment
against that. He/she must then specify the mode of travel, starting point and destination,
and the distances travelled in the conveyance form and then send a soft copy to the City
Head.
iii. The conveyance bills will be submitted to the BDM/City Head at the end of the fortnight in
scanned copy as well as hard copy format. The City Head must approve the
conveyance claims after verifying that the mode of travel and destinations reported are
accurate. The claims would then be sent to the Operations team at the H.O every fortnight.
iv. The BDM must send the marketing plan roster to the operations team at the HO on a
fortnightly basis.
Rates of Reimbursement based on published rates
4 Wheeler 2 Wheeler
Chennai, Bangalore &
Rs. 6.50/- per km Rs. 2.75/- per km
Hyderabad Region
Rest of India
Rs. 6.00/- per km Rs. 2.75/- per km
NOTE - FOR EVERY CHANGE OF RS.5.00 IN THE COST OF PETROL, THE PER KM RATES GIVEN
ABOVE WILL CHANGE BY RS. 0.50 FOR 4-WHEELER AND RS. 0.25 FOR 2- WHEELER VEHICLE.

33
Mode of Transport Entitlement
Band Designation Entitlement
S1 – S3 Office Assistant, Assistant, Senior Assistant Bus
Executive, Management Trainee, Faculty – I,
Business Development Executive, Sales Counselor,
M1 Executive – Customer Sales & Support, Marketing 2 Wheeler/Auto
Executive, Admissions Counselor, Research
Analyst, Operations Executive, Admissions Editor
Senior Executive, System Administrator, ERP Co- 2 Wheeler/Auto
ordinator, Faculty – II, Senior BD Executive, Senior
SC, Senior Executive - Marketing, Senior Executive -
M2
Customer Sales & Support, Senior Admissions
Counselor, Senior Research Analyst, Senior
Executive, Senior Editor, Admissions Strategist.
Team Leader - HR, Faculty - III, Faculty-cum- 2 Wheeler/Auto
Academic Co-ordinator, Training Co-ordinator,
Assistant Territory Manager, Assistant Business
Development Manager, Team Leader - Customer
M3 Sales & Support / Marketing, Program Co-ordinator,
Research Co-ordinator, Team Leader - Ops, Team
Leader - Editing, Customer Relationship Manager,
Senior Admissions Strategist, Service Co-ordinator,
Team Leader - OUAP, Visa Counselor
Assistant Manager – HR, Senior Faculty, Territory 2 Wheeler/Auto
M4 Manager, Product Support Co-ordinator, Assistant
Manager, Assistant Manager - Franchise Support
Manager - ERP, Deputy Manager – Accounts, 2 Wheeler/Auto
Master Trainer, Sales Trainer, Operations Manager,
M5 Deputy Manager - Marketing, Senior Territory
Manager, Business Development Manager,
Associate City Head, Deputy Manager
Manager – IT, Senior Master Trainer, Training 4 Wheeler/Auto/Taxi
Manager, Regional Operations Manager, City Head,
M6 Marketing Manager, Manager - Institutional Sales,
Prod Marketing Manager, Manager
(Counseling/Editing), Operations Manager
Senior Manager, National Operations Manager, 4 Wheeler/Auto/Taxi
M7 Senior Manager – Training, Regional Manager,
Senior Manager (Premium/OUAP)
AVP- HR, Head – Franchising, AVP - Ops & Taxi/Actual
Acads/Prod & Acads, Head - Operations &
M8
Academics/ L&D, AVP – S&M, AVP, Head - Prod
Mgmt (Adm)
Taxi/Actual
M9 VP
M10 Taxi/Actual
EVP, CEO
X Contractual Employees - Online Editors, PT Faculty.

34
ANNEXURE 6
FLAT RATES BETWEEN CENTERS/OFFICES
Bangalore
Distance in km
Description Flat rate (By Auto)
(one way)
Indiranagar to Koramangala 7 Rs 65 (one way)

Malleswaram to Koramangala 15 Rs 150 (one way)
Malleswaram to Jayanagar 12 Rs. 120/- (one way)
Malleswaram to Indirangar 13 Rs. 120/- (one way)
Jayanagar to Indiranagar 13 Rs. 125/- (one way)
Chennai
Description Distance in km Flat rate (By Auto)
(one way)
Adyar to Annanagar 18 Rs.160 one way

T Nagar to Adyar 13 Rs.110 one way
T Nagar to Annanagar 9 Rs.120 one way
T Nagar to Tambaram 25 Rs. 250 one way
Anna Nagar to Tambaram 35 Rs. 300 one way
Adyar to Tambaram 22 Rs. 240 one way
Delhi
(one way)
VV to NFC 16 100
VV to NC 25 165
NFC to NC 20 135
VV to Okhla 20 110
NFC to Okhla 5 50
NC to Okhla 33 150

35
Hyderabad
(one way)
Himayatnagar to Tarnaka 8 Rs. 70/-(one way)

Himayatnagar to Greenland 10 Rs. 75/- (one way)
Tarnaka to Madhapur 23 Rs. 215 /- ( One way)
Madhapur to Himayatnagar 19 Rs.160/- (One Way)
Madhapur and Greenland 11 Rs. 90/-(One Way)
Tarnaka to Greenland 13 Rs. 100/- (one way)

36
Name of Policy - Domestic Travel Policy Policy No.- MEPL/HR/07
Date of issue - 1st April 2010 Revision no.- 1.1
1. Objective
To provide for official travel & reimbursement of expenses to employees on domestic tour.
2. Eligibility
All employees on the company rolls who proceed on authorized outstation duty/assignment on a
temporary basis (not exceeding one month).
NOTE:
If the period of travel and stay to one particular center location exceeds one month, then the
Department Head to review and see if it qualifies for a temporary transfer rather than tour and intimate
HR accordingly.
3. Entitlements:
a. Daily Allowances (DA) include all expenses incurred on lodging, boarding etc.
b. Daily allowance (DA) at outstation will be calculated from the time the person reaches the
destination and up to the time he/she leaves that place.
c. DA rates indicated as above are inclusive of boarding & lodging against bills and will commence
after the employee reaches the destination.
d. The reimbursement of bills will be based on actual entitlement as mentioned in Annexure II.
e. In case, employee makes his/her own staying arrangements on tour, he/she may claim the flat rates
as per Annexure II, according to the time duration of stay.
f. The flat rate claim will be regulated as follows:
For stay up to 6 hrs 50% of DA Flat rate
Between 6 hrs to 12 hrs 75% of DA flat rate
Beyond 12 hrs, but less than 24 hrs Full DA at flat rate
3.1 Journey Allowance expenses during Train/Bus/Air journey

Travel (Out Station)
Note: In case of travel by Shatabadi, only normal AC car to be used by all employees.
ANNEXURE I
A – Journey allowance during Train/Bus/Air travel for upto 24 hours of journey time.
Example: If its 38 hours the allowance given will be assuming 48 hours (2 times the eligibility
amount as mentioned in the table below).
(This is only to take care of the expenses during the journey and no per day rate will be paid)
Grade By Train or Bus other than By Rajdhani/Air/Shatabadi

Shatabadi/Rajdhani/Air
S1 - S3 Rs.150 Rs.40
M1 - M3 Rs.200 Rs.50
M4 - M6 Rs.225 Rs.60
M7 - M10 Rs.250 Rs.60

37
ANNEXURE II
B – Daily allowance (DA) rate during stay at outstation and class of travel
(This is applicable from the time one reaches to outstation till he/she leaves)
Grade Eligibility Full DA or flat Full DA or flat rate Local
rate Conveyance
(State capitals (All other regions)
and hill stations)
S1 - S3 Sleeper Actual – Rs. 600 Actual limited to Rs.400 Bus/Auto/Rs. 125

Class/Bus
Flat – Rs. 350 Flat-Rs.200
M1 - M3 AC 3T Actual – Rs. 1500 Actual limited to Rs.750 Auto Rs. 200
Flat – Rs. 750 Flat-Rs.400
M4 - M6 AC 2T Actual – Rs. 2000 Actual limited to Auto Rs. 300

Rs.1000
Flat – Rs. 800 Flat Rs.500
M7 - M10 Air/Exe Chair Actual – Rs. 3500 Actual limited to Taxi/Actual

Rs.2000
Flat – Rs. 1200 Flat Rs.800
a. Actual is against bills and Flat rate without bills

b. Executives in grade M4 – M6 can travel by air with the specific approval of MD/Director.
c. For contract employees, the entitlement will be as per their Notional Band as approved by the
MD.
d. In case of bills, total amount can be claimed towards lodging and boarding if the over all
expenses are within the pre-determined limit.
3.2 General:
a. No Claims will be admissible for journey to satellite towns in NCR like Ghaziabad, Gurgaon,
Faridabad, Sonipat & NOIDA etc. They can be covered under the Local Conveyance Policy.
b. Ticket cancellation Responsibility:
In situations where in the ticket needs to be cancelled, the ticket cancellation responsibility lies
with the employee. If the booking was done by the travel desk then the employee should inform
the travel desk immediately to get the cancellation done well in time. In case he/she is unable to
cancel ticket on time then he/she will be liable for the cost incurred.
c. Travel requisition with approval from Head of Department must reach the HR first. HR will
check eligibility and forward the request to the travel desk.
d. All air/train tickets must only be booked by travel desk at HO.
Note:
a. During outstation travel, if the employee takes off for visiting his/her hometown then DA will not
be paid for those days.
b. The amount of DA shall not include taxes.
c. In case of non-submission of bills, applicable flat rates can be claimed as taxable allowance.

38
Name of Policy - Foreign Travel Policy Policy No.- MEPL/HR/08
1. Objective
To clearly lay guidelines and rules governing reimbursement of expenses for travel by company
employees to overseas on company work.
2. Eligibility
All employees of MEPL and any other person authorized to travel on MEPL work.
3. Entitlement
3.1 The Daily fixed allowance rates are given below
Destination Fixed DA rate incl. Incidental for Remarks
lodging and Local transport,
boarding, US$ telephone etc
USA(NY, SF,LA, Chicago, 200 25 In case attending
Washington DC) conference the limit will be
reduced by US$25 from
the flat rate
USA(All places except 150 25 --------- DO -------------
above)
Europe, Japan 175 25 -----------DO --------
Far East other than Japan 125 25 --------- DO -------------
SAARC Countries 100 20 ----------DO -------------
All other places 125 20 ----------DO --------------
3.2 In case, an employee is traveling for business development work, then, he/she will be sanctioned
additional Special Advance @US$ 25 per day, with special approval of MD. This is to provision for
meeting additional cost of travel, telephone charges, entertainment.
3.3 On return from the travel, actual bills must be submitted along with claim form. Balance foreign
exchange, if any, must be returned to accounts within 7 days of returning.
4. Process
4.1 The employee must get the approval of MD for overseas tour along with itinerary details and must
inform accounts at least 4 days (bank working days) in advance.
4.2 The DA will be applicable from the time of landing at foreign port till departure from foreign port. All
other part of journey will be governed by domestic travel rules.
4.3 The foreign exchange will be issued by accounts department.
4.4 Employee can either make his/her own arrangements or contact the company travel desk for getting
visa and booking of air travel by the cheapest fare. Company will reimburse visa charges but no
charge will be paid for getting passport.
4.5 Employee must submit to Accounts department, the travel claim with supporting bills and remaining
foreign exchange within 7 days of return to the work place.
4.6 Employee must also submit a detailed tour report to the Reporting Manager.
4.7 Any exception to this policy will be subject to the MD’s approval.

39
ANNEXURE 7
Travel Expense Form

Name of the Employee
Employee: Code:
Designation: Dept:
Band: Basic Pay:
Tour Approved by: Approver’s
signature:
Date of Departure: No. of days on
tour:
Date of Arrival: Date of
submitting the
claim:
1.
From To
Date
Place
Time
Class of Travel:
Entitlement Actual Amount
( in Rs)
Air/ Rail Bus Fare
Boarding/ lodging expenses
Local Conveyance (further details to be given
below)
Postage/ Courier expenses
Telephone expenses
Laundry Expenses
Miscellaneous Expenses
Journey Allowance (in case of claiming flat rates)
Daily Allowance
(in case of claiming flat rates)
Total
2.
From To
Date
Place
Time
Class of Travel:
( in Rs)
Air/ Rail Bus Fare
Local Conveyance
(further details to be given below)
Telephone expenses
Laundry Expenses

40
Daily Allowance
Total
3.
From To
Date
Place
Time
Class of Travel:
( in Rs)
Air/ Rail Bus Fare
Local Conveyance
(further details to be given below)
Telephone expenses
Laundry Expenses
Daily Allowance
Total
Local Conveyance (during tour)

Date From To Mode of Amount S.No. Date of To visit Particulars
Conveyance (in Rs.) Visit (Name of
client)
Total
All supporting bills/ documents to be attached
Total Amount to be given to the employee (in Rs.):_________
Checked By
Name:
Signature:
Date :
Approved By
Name:
Signature:
Date :

41
Name of Policy- Leave Travel Allowance (LTA) Policy Policy No.- MEPL/HR/09
1. Objective:
To provide an opportunity to MEPL employees and their families to travel to any location within the
country.
2. Eligibility:
All employees entitled as per the appointment letter with minimum of 12 months of continuous service.
The eligible employee and his/her family (self, spouse, dependent siblings and two children) are
covered under this policy.
3. Benefits:
3.1 Employees are entitled to LTA as per the entitlement specified in the Appointment letter.
3.2 On completion of one year of service in the company, the applicable amount of previous twelve
months will be accrued to be claimed.
3.3 The expenses allowed under the policy are reimbursement of fares incurred by airfare/rail (Ist A/C/
IInd A/C/Ist class/ IInd class) or by public transport wherever rail link is not available. Class of travel
will be as per Domestic travel eligibility for the grade.
3.4 The claims must be supported by documentary proof, such as railway/air tickets. In the absence of
such a proof, an undertaking from the employee will suffice.
3.5 The employee must avail minimum of 5 days of continuous leave to claim LTA.
3.6 The LTA entitlement is subject to prior sanction of leave and can be claimed only once during the
financial year i.e. 1st April to 31st March.
3.7 An employee who has resigned and is serving notice period, is not entitled to LTA. In lieu, he/she
will be paid LTA entitlement as Leave Travel Allowance in the full and final settlement, which will be
taxable income.
3.8 Accumulation and Encashment

a) The unutilized entitlement under LTA, which is not claimed by the employee on actual
expenses, can be accumulated. This accumulation can be encashed by the employee as a
taxable allowance, on request.
b) In case an employee avails the benefit under this policy as a Leave Travel Allowance then:
i. Leave of continuous 5 days need not be taken
ii. The amount of LTA will be taxable income in the hands of the employee and will be given
after tax deducted at source.
NOTE: In accordance with the Income Tax rules: An employee will be exempted from tax in respect of two
journeys performed in a block of four calendar years. In case, LTA is paid for third journey in one block
period of four years, then third claim becomes taxable. The present four year block is 01/01/2010 to
31/12/2013.
4. Procedure:
4.1 For availing benefits under this policy, the employee must apply for at least 5 days of leave and get
the same sanctioned.
4.2 After the employee returns from the leave, the LTA Claim form is to be filled and annexed with
documentary proof/undertaking giving details of travel.
4.3 Leave details should be verified by HR and the form submitted to Accounts for release of payment.

42
ANNEXURE 8
LTA CLAIM FORM
MANYA EDUCATION PVT LTD.
LTA CLAIM FORM

Name Employee Code
Designation Department
Period Date of Joining
Certified that I was on leave (EL) w.ef. _________to _______________with
Prefix __006___and Suffix _________________Total ____Days and this claim is for visiting
Home town / all India. My home town is _________________________________________________.
No of Tickets From ________________to _____________
No of Tickets From _______________to ___ ______________
My above claim is for

Name Age
Self
Spouse
Parents
Children
Signature of the
Date Claimant
For HR Department
1. Certified that leave particulars are correct

2. Family members detail verified
Entitle to Approved/ Not approved
Signature

43
Name of Policy - Transfer Policy Policy No.- MEPL/HR/10
1. Objective :
1.1 To lay guidelines for all transfers within the company.
1.2 To facilitate movement & settling down of an employee at the new location who has been officially
transferred to another outstation location for duration more than 3 months.
2. Eligibility:
All permanent employees of MEPL.
3. Transfer policy
3.1 All employees can be transferred to any of the company location/office within the company in the
same or a different role, for any duration of time subject to company’s requirement. Such a transfer
is called Involuntary transfer.
3.2 Voluntary transfer is one where the employee wishes to be transferred to a particular location on
account of personal reasons.
3.3 Voluntary and Involuntary transfers can further be permanent or temporary depending on the
duration for which the transfer has been affected.
a. Permanent transfer is one where an employee has been transferred for official work related
purpose to outstation location for an anticipated duration of more than 3 months.
b. Temporary transfer is one where an employee is transferred to another location for a duration
not exceeding three months.
3.4 In case of a transfer, employee will be issued a transfer letter stating the date of transfer and other
details (location, new role, new Reporting Manager any change in entitlements etc).
3.5 Employee will submit an accepted and signed copy of the transfer letter to HR.
3.6 Employee is encouraged to get his/her performance appraisal done before moving on to the new
location and submit it to HR of the original location. This is to facilitate its convenient accessibility
during the actual appraisal cycle without having to follow up with the source location’s Reporting
Manager, later.
3.7 Employee should get transfer clearances from various departments (IT/Commercial/Accounts/HR)
and should not be in possession of any assets/IT hardware. Employee should also terminate the
CLA, if availed.
3.8 Employee must submit the clearance form to HR before the last working day at the source location
so that HR can co-ordinate the transfer formalities with the local HR of the destination location.
3.9 Destination location HR will ensure intimation of the transfer to all concerned authorities including
the Reporting Manager and will organize for a local induction of the transferred employee.
3.10 Employee is encouraged to move in the new location first and then call the family members to join
in, few days later, once accommodation has been arranged.

44
3.11 Employee is expected to travel and settle down in the new location at least a day prior to the date
of reporting to the new office.
3.12 On the date of transfer, employee will cease to be on the rolls of the location of origin and will be
considered on the rolls of the destination location.
3.13 On and after the date of transfer, employee will be governed by the rules and procedures of the
destination location.
3.14 All other entitlements and benefits, such as leave balance, LTA/ medical balances, etc will
continue post transfer.
3.15 Transfer Cover Entitlement:

a) Rules are applicable to all the employees who undergo involuntary transfers.
b) For involuntary permanent transfer, half a month of basic salary will be given as a onetime
Disturbance Allowance to the employee, for the month of actual transfer.
c) For both temporary and permanent transfer, an employee can be given up to a maximum of 3
days of leave to settle in the new location based on MD’s approval. This will be over and above
the leave entitlement of the employee. This leave will be approved on case to case basis
depending on the merit of the case after evaluating the following criteria and cannot be claimed
as an entitlement:
Criteria for Evaluation of Transfer Leave

a. Distance of the new location from the current location
b. Time given after intimation of transfer to report to the new location
c. Availability of suitable accommodation at the new location
d. Accompanied or not accompanied by family
e. Extent of local support at the new location that can be extended to the
employee at the new location
d) In case, where the transfer is voluntary, employee will not be eligible for any transfer related
entitlement.
e) While on temporary transfer employee will be governed by travel policy and will be eligible to
Daily Allowance (DA).
f) Transfer cover includes transportation expenses of household items and vehicle.
Transportation Expenses of Household Items: -

Employee transfer with Family Rs.15,000/-
Employee transfer without Family Rs. 7,500/-
Transportation of Vehicle:
Employee Designation Vehicle type Entitlement
Manager & Above 4 Wheeler Rs 6.50/km for the total
distance of transportation
Up to Executive 2 Wheeler Rs 2.75/km for the total
distance of transportation
NOTE - FOR EVERY CHANGE OF RS.5.00 IN THE COST OF PETROL, THE PER KM RATES GIVEN
ABOVE WILL CHANGE BY RS. 0.50/- FOR 4-WHEELER AND RS. 0.25/- FOR 2- WHEELER VEHICLE.

45
3.16 Conditions
i. Company reserves the right to transfer any employee to any of its offices, based on work
requirement and organizational need.
ii. Travel expenses of travel to the destination location will be reimbursed as per Travel
Allowance (TA) rules for the concerned grade for all family dependents including parents.
iii. Employee must submit the approved claim for transfer cover (transportation expenses, TA
etc) to the Accounts department along with a copy of the transfer letter within 15 days of
transfer.
iv. Employee can avail of hotel Stay for maximum 5 Days within which he/she is expected to find
suitable accommodation for self in the new location.
v. Any further requests beyond the travel policy will be subject to approval from the MD of the
company.

46
Name of Policy - Leave Policy Policy No.- MEPL/HR/11
1. Objective:
To provide to all full time employees of MEPL provision for leaves to be taken during each year
(January to December)
2. Eligibility:
2.1 All full time permanent employees who have completed a span of three months of employment
with the organization.
2.2 The policy does not extend to online editors and part-time faculty amongst other Contractual
employees.
3. Types of Leaves:
MEPL provides its employees with the following types of leaves.
3.1 Earned Leave:

3.1.1 Eligibility
3.1.1.1 The employees working with MEPL are eligible for 15 days of earned leave in a year.
3.1.1.2 Employees joining during the course of the year will be eligible for pro-rated earned
leaves. This leave can be availed for taking vacations, sickness or for any other
personal reason.
3.1.1.3 EL should be taken not less than 3 days at a time and not more than 3 occasions in
a year.
3.1.2 Procedure:
3.1.2.1 Applications for earned leave for 3 days’ duration shall be made at least 2 days before
the day of start of the leave; and applications for leaves for more than 3 days’ duration
at least a week before the start of the leaves.
3.1.2.2 For sudden leaves taken (other than compassionate leave), Reporting Manager should
be informed immediately and leave application submitted within 24 hours of joining
back or it may call for being treated as unauthorized and be liable to be treated as
leave without pay.
3.1.2.3 The leave application should be approved by the Reporting Manager
3.1.2.4 Reporting Manager to send same to the HR for records on or before 24th of every
month.
3.1.3 Accumulation & Encashment:
3.1.3.1 Earned leaves at the end of a calendar year are non-encashable.
3.1.3.2 Employee can carry forward upto maximum of 45 days of earned leave, exceeding
which the leaves will lapse.
3.1.3.3 However at the time of leaving the company on account of retirement or resignation,
these leaves can be either adjusted with the shortfall in notice period on specific
approval by the HOD or encashed as per pro-rated basic salary of the employee.
3.1.3.4 General: Public holidays and weekly holidays falling within the period of earned leave
will not be counted as part of leave.
3.2 Casual Leave/Sick Leave (CL/SL)

3.2.1 Is to provide for a situation when an employee is unable to carry out his/her duties by reason of
sickness, injury or such sudden causes
3.2.2 Entitlement:
The employees are entitled for casual/sick leave up to 12 working days in each calendar year.
In the normal course, casual/sick leave in excess of 12 working days will be adjusted against
earned leave.

47
3.2.3 Procedure:
3.2.3.1 Employee should inform the Reporting Manager before the start of the day on which
casual/sick leave has been taken.
3.2.3.2 For Casual/sick leaves up to 2 days an employee needs to inform HR by sending a
formal mail after seeking the approval of the Reporting Manager, post resuming work.
3.2.3.3 However, for casual/sick leave taken at any point of time for more than 2 days, on
account of sickness, the employee will be required to submit the medical certificate.
3.2.4 Accumulation & Encashment:
3.2.4.1 These leaves cannot be accumulated or carried forward to the next year. There will be
no encashment for casual/sick leaves. Additionally, these leaves cannot be adjusted
against the shortfall of notice period at the time of employee leaving the services of the
organization.
3.3 Maternity Leave:

3.3.1 The Company provisions for Maternity leave for all its female employees. The company
actively encourages women to return to work after childbirth.
3.3.2 Entitlement:
3.3.2.1 All female employees who have a minimum of 80 days of continuous service
within the preceding 12 months of date of expected delivery of the baby will be
entitled to receive the following maternity benefits.
3.3.2.2 Female employee not fulfilling the above criteria will have to proceed on leave without
pay.
3.3.2.3 Maternity Benefits:
3.3.2.3.1 The maximum period of maternity leave is 12 weeks on full pay
including the date of delivery and it shall commence no more than 6
weeks before the expected date of delivery.
3.3.2.3.2 Maximum of 4 weeks on full pay should be granted for an adopted child
up to 12 years of age, including the date of adoption. Employee should
submit documentary proof to HR for availing the same.
3.3.2.3.3 Maternity benefit will be allowed up to 2 times during the service span.
3.3.2.3.4 Leave shall be granted for miscarriage, abortion, MTP at the
recommendation of the doctor, subject to a maximum of six weeks
including the date of miscarriage/termination.
3.3.2.3.5 There will be no encashment for maternity leaves if not availed.
3.3.2.3.6 During the maternity leave, salary will be continued to be paid every
month as usual.
3.4 Paternity Leave:

3.4.1 Paternity leave is aimed at recognizing the need for male employees to spend adequate time
with their spouse after birth of their child.
3.4.2 Entitlement: All permanent confirmed male employees of MEPL are eligible for a maximum
of 5 days on full pay.
3.4.3 Such leave can start on any day of the week after the birth of the baby but must be availed
within the first two weeks and has to be taken as one block.
3.4.4 There will be no encashment for paternity leaves if not availed.
3.5 Examination Leave:

3.5.1 Examination leave is additional special leave and will be granted as a means of preparing for
exams in special courses undertaken by an employee
3.5.2 Any employee who has undertaken some academic/special interest course with the prior
approval of the management will be granted a leave on the day of examination
3.5.3 This leave will be given only at the discretion of the management with prior approval.
3.5.4 This leave will be in addition to the other leaves the employee is entitled to.

48
3.6 Compensatory Offs:
3.6.1 Employees in grades S1 – S3 and M1 – M4 are eligible for a compensatory off if they work on
a holiday or a weekly off
3.6.2 Any compensatory off should be availed by the end of the following month. For example if
the employee worked in January on a holiday then, he/she should take the compensatory off
before end of Feb.
3.6.3 This cannot be accumulated & carried forward.
3.6.4 This cannot be adjusted against the shortfall of notice period at the time of employee leaving
the services of the organization.
3.6.5 There will be no encashment for compensatory offs.
3.6.6 This should be availed with the prior approval of the Manager.
3.7 National & Festival Holidays:

The company will declare a list of holidays at the beginning of each year for various festivals and
national holidays.
3.8 Leave without Pay:

3.8.1 In case of an authorized absence, but non-availability of leaves, the employee is not entitled
to get any pay or allowance for the absent days.
3.8.2 Leave without pay can be availed, in case of exigencies or under special circumstances, with
prior approval from the Reporting Manager.
3.8.3 After completing one year of service, an employee can take leave without pay for upto
maximum of two months and not more than twice (i.e two occasions) in a block of 3 years.
3.8.4 While on leave without pay it’s the responsibility of the employee to stay in contact with the
Reporting Manager and also keep him/her informed on his/her joining back.
3.8.5 Any unauthorized absence will also be treated as leave without pay as a part of disciplinary
action.
3.9 Compassionate leave:

3.9.1 In addition to the other leaves an employee can be granted compassionate leave to meet for
exigencies, as listed below:.
3.9.1.1.1 3 days of compassionate leave will be granted to an employee for bereavement of
any of the nearest family (including spouse, parents and children) members.
3.9.1.1.2 Compassionate leave up to 15 days may be granted in case of any natural
calamities such as earthquake, floods, draught, storms, tsunami etc, striking
employee’s family members, or hometown with family occupancy.
3.10 Procedure for Leave Application:

3.10.1 The employee has to fill in the leave application from duly approved by Reporting Manager
& HOD of the department
3.10.2 The employee will submit the duly approved application to the HR department at HO on or
before 24th of the month. In case HR does not receive the duly approved application form as
per the timeline, the leave availed by the employee would be taken as leave without pay.
3.10.3 In exceptional cases such as compassionate leave or any other emergency, where employee
is unable to submit a leave application before the said date, he/she should inform the
Reporting Manager and HR through email/phone call and submit the application once he/she
rejoins office.
Note: In cities, all application forms will be sent to HO to reach HR by the 24th of the month.

49
ANNEXURE 9
LEAVE APPLICATION FORM
Name of the Employee: Employee Code:
Department: Manager’s Name:
Type of Leave Requested: No. of Days of leave

(CL/SL/EL/ML/Any Other, Requested
please specify)
If Comp Off, please specify
the date(s) for which Comp
off is requested
Reason for Leave: Please approve my leave
From Date:
To Date:
While on leave I can be

contacted at this address
and contact nos.:
Signature of the Signature of the

Employee: Approving
Manager
(Approval subject
to availability of
leave balance)
Date: Date:
HR
Leave Balance Available before sanctioning this leave in the type of leave stated:
No. of leaves requested :
Final Status (Approved/ Disapproved):
Updated Leave Balance of the employee
Leave updated in the Leave database (Yes/ No):
HR Approving Name: Signature: Date:

Authority

50
Name of policy - Company Lease Accommodation Policy No.- MEPL/HR/12
(CLA) Policy
Date of issue- 1st April 2010 Revision no.- 1.1
1. Objective:
To facilitate employees of Manya Group to rent appropriate residential accommodation.
2. Eligibility
All the permanent full time employees of MEPL, who wish to rent a company leased accommodation in
any of the city location.
3. Entitlement:
3.1 Based on requirement of the employees upto a maximum of employee’s net salary.
3.2 Subject to approval by the Head of Department/MD.
4. Procedure:
4.1 Employees intending to get the company lease will submit a written application (CLA request
form) to HRD.
4.2 HR will further get the approvals for a CLA request from HOD and MD and confirm back the final
decision to the employee.
4.3 In case, the employee needs to make change in standard lease agreement, the same must be
approved by HRD in writing. This is essential before finalizing the terms with landlord.
4.4 Identification of the property for the leased accommodation will be the responsibility of the
employee. Employee will ensure that the leased accommodation is free of all encumbrances,
including legal and otherwise at the time of the lease.
4.5 The employee should take a written approval from HRD, if in case; he/she is expected to also
give any security deposit or advance to the landlord. If security deposit is also approved, the sum
of the monthly security deposit installment and the rent should be less than the net salary of the
employee.
4.6 After due approval, as mentioned above, company can pay security deposit to the landlord. This
amount will be treated as an ‘advance’ to the employee and deducted every month, in six equal
installments from his/her salary.
4.7 If the owner of the accommodation is the employee himself or a family member (spouse, parents
or children) then, this deposit will not be made.
4.8 Lease agreement will be signed by Head HR or a person authorized by the MD.
4.9 The organization has no obligation to get the lease agreement registered and incase registration
is required the same will be done at the cost of the employee.
4.10 The HR department will inform to the accounts for payment of CLA on a monthly basis.
4.11 The CLA rent will be deducted from his/her salary in advance every month.

51
4.12 During the period the employee is using the company leased accommodation, if there is any
change in the rental charge/security deposit/advance, these will be borne by the employee.
4.13 On separation/resignation/termination/retirement/transfer of employee CLA will be terminated.

The employee will be expected to clear all dues to the landlord and vacate the company leased
accommodation. The security deposit amount received back from the landlord will be returned to
the employee in the final settlement/transfer settlement.
4.14 At least two weeks’ notice is to be given to the Accounts and HR before the requisite notice
period to the landlord, so that he/she may be notified. In case, any rent amount is payable to the
landlord due to delay in notice to him/her, the same will be borne by the employee.
4.15 In case, there is any breakage, damage of the leased premises, the employee will compensate
the landlord without any liability being passed on to the company.
4.16 In case the accommodation is retained beyond the date of relieving (with the consent of the
employee and the landlord) all liabilities towards the accommodation of rent, security deposit,
advances etc will be to the employee.
4.17 Final settlement :

i. In case of separation, the employee will have to get a “No Dues Certificate” from landlord
for the purpose of settlement.
ii. Company will pay back to the employee, the security deposit/any advance amount received
from the landlord.

52
ANNEXURE 10
CLA Request Form
From:
Name of the employee: ________________________ Employee Code.:_______________
Department:______________________ Location:_______________________
Band:____________________________
To: HOD:
I would like to utilize the Company Leased Accommodation facility. I undertake to submit duly signed Lease
Agreement by the Lessor.
I also undertake that I am responsible for managing and maintaining the leased accommodation in good
condition and that the company has no financial liability to the lessor for the accommodation.
I have read and understood all the terms and conditions of the CLA policy and agree to abide by them.
This undertaking is given on this __________ day of _________20___ in the presence of following
witnesses:
WITNESS:
S. No. Name Address & Signature
Phone no. (landline + mobile)
1.
2.
REQUEST APPROVED BY
HOD CLA request approved (Y/N)
CLA Amount approved (in Rs.):
Name: Date: Signature:
HR Checked eligibility (Y/N):

Accounts:
Meeting requirements & submitted
requisite documentation (Y/N)

53
Name of Policy - Purchase of Vehicle Policy Policy No.- MEPL/HR/13
st
Date of issue- 1 July 2011 Revision no.- 1.2
1. Objective:
To facilitate eligible employees to purchase a vehicle by giving them an interest subsidy.
2. Eligibility:
2.1 The facility of interest subsidy will be provided to all full time, confirmed employees who have
completed one year of service in the company and are engaged in jobs requiring mobility as
assessed and approved by the MD.
2.2 The non-executive grades (S1 – S3) will be given interest subsidy on a two wheeler and executives
(Grade M1 and above) on a car.
3. Entitlements:
The interest subsidy at a flat rate of 6% on a loan of maximum up to Rs 40,000/- for two wheeler and
up to Rs 2,50,000/- for car will be provided for a maximum period of 3 years or till the employees is on
the company rolls.
4. Procedure:
4.1 The eligible employee will send application to the Reporting Manager/HOD along with all relevant
documents proving the purchase of vehicle against loan from financing company.
4.2 The HOD will forward the application to the HR department with due recommendation along with all
documents. The HR will get the necessary approval from the MD/Board of Directors and inform
accounts department for the payment.
4.3 Accounts will pay the interest subsidy once a year before 31st March after checking the original car
documents and physically verifying the vehicle, if need be.
4.4 Income tax on the interest subsidy will be borne by the employee.
4.5 HR, on demand, can check all car documents such as the original registration papers, insurance
certificate etc and physically check the vehicle anytime twice during the year.
5. General:
5.1 The vehicle shall be maintained by the concerned employee in the proper running condition. The
petrol, maintenance and other running expenses will be borne by the employees.
5.2 All taxes including road tax, insurance tax etc shall be paid by the employee.
5.3 It is obligatory on the part of the employee to use the vehicle for commuting for local official work for
which he/she will be reimbursed conveyance expenses as per the company policy.
5.4 This facility shall be sanctioned at the sole discretion of management (MD and the board of
directors) and cannot be claimed as a matter of right.
5.5 On internal transfer of an employee, availing this scheme, there will be no change and he/she will
continue to be covered under this.
5.6 On separation/resignation/termination/retirement/of an employee this interest subsidy will be given

upto the last working day and withdrawn after that.

54
Name of Policy - Advance Policy Policy No.- MEPL/HR/14
st
Date of issue - 1 July 2011 Revision no.- 1.2
1. Objective:
The objective of this policy is to mitigate monetary hardship of an employee arising out of contingency.
2. Eligibility:
This scheme is applicable to all full time, confirmed employees on the rolls of MEPL, except those
serving notice periods.
3. Benefit:
The advance amount will be limited to six (06) months (LTA/Medical) only or 70% of the gross monthly
pay as mentioned on the salary slip, in case of salary advance
4. Procedure:
i. The concerned employees shall make a formal application addressed to the Head of the HR
Department through their HOD stating reasons for which the advance is needed.
ii. Any such advance issued to the employee will be deducted from the next month’s salary.
iii. The employee should not have availed any previous advance against LTA/Medical during the
financial Year.
iv. The employee should not have defaulted in payments against any previous outstanding Loan.
v. The HRD will then forward the application to the Accounts Department for payment.
vi. Mode of Payment:

a) The payment will be made by accounts department. The payment will be made by cheque only
for all employees irrespective of the amount value.
b) However, if the amount is less than Rs.2000, or if the employee does not have a bank account,
the payment can be made in cash.
Note:
i. This policy is announced purely as a welfare measure and sanction of the amount is upon
company’s discretion.
ii. A salary advance cannot be taken more than 3 times in a financial year.
iii. For advance against LTA/medical, employee must submit the bills against the advance within one
month of receipt of the advance but before 15th March, in absence of which it will be a taxable
amount in the hands of the employee.
iv. All requests for advances against LTA/medical/salary must be sent to the accounts section before
10th of the month and the accounts section will make payment by the 15th of the month. In case of
emergency, subject to the approval by the functional head and the HR, the accounts section will
make the payment within 2 working days.
v. In case of resignation/termination/separation/retirement, any outstanding advance will be recovered

in the full and final settlement.

55
Name of Policy - Loan Policy Policy No.- MEPL/HR/15
st
1. Objective:
To provide financial assistance to the employee in need of short term loan for meeting expenses such
as:
Construction/Purchase/Repair of House
Children’s education
Medical treatment for self or a close relative (father/mother/spouse/son/daughter)
2. Eligibility:
All confirmed and contractual employees who have completed one year in the company.
3. Benefits
i. For employees having completed over 5yrs. of Service- 10 times the basic salary
ii. For employees having completed over 3 yrs. of Service- 6 times the basic salary
iii. For employees having completed over 1 year of Service- 2 times the basic salary.
iv. Upto a maximum amount of Rs. 75,000 subject to availability of funds.
4. Procedure:
4.1 The application for loan is to be made in an enclosed format and be sent to the Reporting
Manager/HOD. The HOD will send it to the HR department for Management’s (MD/Board of
Directors) approval.
4.2 The Company reserves the right to approve/disapprove the loan request based on the budgetary
provision made for loan in the year.
4.3 The request for loan should be supported by proper documents.
4.4 On approval, HR will authorize the accounts department to disburse the loan and ensure recovery
of the installment amount on a monthly basis from the employee’s salary.
5. Repayment:
The loan to be paid in equal monthly installments as following:
5.1 Principal amount will be recovered first. as follows
a. Employees of over 5 yrs service – 24 EMIs
b. Employees of over 3 yrs service – 18 EMIs
c. Employees of over 1 yrs service – 8 EMIs
5.2 These will be deducted monthly from the employee’s salary.
5.3 After recovery of the principal amount, interest will be recovered in another two equal installments.
5.4 Any payment due to the employee will be adjusted against outstanding loan amount.
6. Interest:
6.1 Simple Interest will be calculated 5% flat on the total amount per annum.

56
6.2 Rate of interest is subject to change on the discretion of the company.
6.3 In case of any such change, the management will communicate the same and all new applications
will be considered with the new rate of interest.
6.4 Interest will be recovered immediately after the last EMI in two equal installments.
6.5 E.g. If the loan amount is Rs.10,000 for a period of 24 months

Then, monthly EMI for 24 months: Rs. 417
Interest: 5% of Rs. 10,000 for 24 months =1000 (to be recovered in two equal installments) after the
24 EMIs are recovered.
7. Surety:
Employees have to give surety from employees (of MEPL or Sister Company) belonging to the same
level or higher. As per the agreement signed by the Surety, he/she becomes liable to pay back the loan
in case, the employee doesn’t.
8. Note:
8.1 The loan will be sanctioned only if funds are available; and the decision of the management
(MD/Board of Directors) will be final.
8.2 The loan will be taxable as it’s considered additional income in the hands of the employee.
8.3 In case, the employee leaves the organization, he/she has to foreclose the loan with interest before
getting relieved from the organization.
8.4 If the employee leaves without repaying the loan, the same will become liable from the Surety. HR
will inform the Surety and deduct the amounts from his/her salary.
8.5 In case, where surety leaves, the employee should find a new surety within the organization or
foreclose the loan.
8.6 No loan will be sanctioned until 6 months have lapsed from the date of closure of the last loan,
including payment of interest.
th
8.7 All requests for loan must be sent to the accounts section before 10 of the month and the accounts
section will make payment by the 15th of the month. In case of emergency, subject to the approval
by the functional head and the HR, the accounts section will make the payment within 2 working
days.

57
ANNEXURE 11
APPLICATION FOR LOAN
Name of the Employee………............................ Employee Code………………
Date of Joining…………………………………. Department…………………..
Purpose………………………………………..... Amount Applied……............
Name of the Surety…………………………….. Basic Pay…………………….
I ……………………………agree to repay the loan approved by the management in equal installment as

decided by the management and authorize the Management to deduct the loan installment every month
from my salary. I also agree to pay interest 5% flat per annum on total loan, which can be deducted from my
salary in two equal installments after recovery of principal loan amount.
Signature of Employee
I …………………………..stand surety for the loan for Rs……………or amount as approved by management
to Mr./Ms……………………….I authorize Management to deduct from my salary the balance of loan amount
interest in case of default by Mr./Ms…………………………....
Signature of Surety
Comments of HOD
……………………………………………………………………………………………………..
Signature Name Date
For HR :
Amount of loan applied………………………….Amount of loan eligible…………………….

Any other loan pending…………………………..Gross Pay……………………………………
Take home Pay……………………………………EMI of current Loan………………………..
Any pending loan EMI……………………………Total EMI……………………………………
Head
Human Resources

58
Name of Policy - Wedding Gift Policy Policy No.- MEPL/HR/16
st
1. Objective:
To congratulate and extend best wishes on the occasion of marriage of an employee and/or his/her
children.
2. Eligibility:
All confirmed employees on the rolls of the company, part timer and contractual staff associated with
company for at least one year. The marriage invitation card/letter must be received by any Company
employee.
3. Coverage:
3.1 Employees/full time/part time/contractual
3.2 Employee’s Children (up to a maximum of two children)
4. Scheme Benefit:
Company will gift the employee on the auspicious occasion as mentioned below
Wedding of Self: Rs.3,000/-
Son/Daughter’s Marriage: Rs.3,000/-
The amount will be paid as a cheque in the favour of the employee.
5. Procedure:
5.1 Any employee who has received the marriage card, will forward it to the HR through HOD.
5.2 The HR will collect gift cheque and send it to concerned employee along with a congratulatory
letter/card.
Note:
If both the spouses are company employees, the token gift will be given to both.

59
Name of Policy - Examination Policy Policy No.- MEPL/HR/17
st
Date of issue - 1 April 2010 Revision no.- 1.1
1. Objective:
To encourage further studies by employees to enhance their professional and career growth.
2. Eligibility:
All confirmed permanent employees who have undertaken an educational part time/ correspondence
study course from a recognized Indian institute/university.
3. Entitlement:
3.1 If the employee’s study course is approved then the employee will be included under this policy and
will be entitled to the policy benefits as below:
i. Employee will be allowed to take a leave on the date of examination for completion of the
course, which is a special leave called Examination leave.
ii. If he/she successfully completes the course the examination fees upto 25% of employee’s
gross monthly salary – will be reimbursed by MEPL.
4. Process:
4.1 Employees who have taken or wish to take up an educational study course part time/
correspondence course from a recognized Indian institute/university, must submit a request for
consideration along with details of the course and the Institute/University to the HR Department.
4.2 HR Department will consider the request and take approval from the HOD and senior management
(MD/Board of Directors). Relevance of the study course to employee’s role in the organization will
also be considered during approval.
4.3 HR will inform the employee of the acceptance/rejection of his/request along with supporting
reasons.
4.4 On final completion of the course, employee should submit documentary proofs along with the
receipt of examination fees to HR, who will check applicability as per this policy and send the
request to Accounts department for reimbursement to the employee of the examination fees.
4.5 Employees can undertake one such study course during any given point in time. That is, if only one
request will be considered for an employee for studying a particular course and any new request
can be considered only after the employee has completed the previous study course.
4.6 If the employee leaves the organization within 6 months of completion of the study course for which
he/she was reimbursed an examination fees, then it will be recovered from his/her full and final
settlement.
4.7 Decision of the management (MD/Board of Directors will be final and binding in all matters related
to this policy.

60
Name of Policy – Data Card Policy Policy No.- MEPL/HR/18
st
Date of issue- 1 May 2010 Revision no.- 1.1
1. Objective:
The purpose of this policy is to facilitate Employees to purchase new Data card and use it for official
purposes.
2. Eligibility:
To be decided by MD for employees
3. Entitlement:
Rs.100/-per month for 2 years or till the cost of card is met, whichever is earlier will be reimbursed to the
eligible employee for the cost of Data card. In addition to this a monthly usage of maximum Rs.500 can
be reimbursed.
4. Procedure:
The eligible employees will forward their application through their Departmental Head to HR.
a. HR will take the approval of MD and inform the concerned employee through their Departmental
Head
b. Employees should arrange the Data card and produce the proof of procurement to HR
5. If an Employee already owns a data card and would like to use the same for official purposes then the
reimbursement as above would be applicable.
6. The employee would be completely responsible for the upkeep of the data card and no separate
reimbursement would be made for the maintenance.
7. The company will not responsible for any loss or damage of the data card while at work or otherwise.
8. The employee is responsible for the use of data card and the confidentiality of all company data stored
on the data card (if any).
9. All employees availing this facility will not be provided any other data card by the company.
10. The employee will have to necessarily bring the data card to office when ever the employee is attending
office.

61
Name of Policy – Laptop Policy Policy No.- MEPL/HR/19
st
Date of issue- 1 May 2010 Revision no.- 1.1
1. Objective:
The purpose of this policy is to facilitate Employees to purchase new Laptop and use it for official
purposes.
2. Eligibility:
To be decided by MD for employees
3. Entitlement:
Rs.800/- per month will be reimbursed to the eligible employee for the cost of Laptop. In addition to this
Data card expenses can be reimbursed after approval from MD as per Data card policy.
4. Procedure:
The eligible employees will forward their application through their Departmental Head to HR.
a. HR will take the approval of MD and inform the concerned employee through their Departmental
Head
b. Employees should arrange the laptop and produce the proof of procurement to HR
c. In exceptional case the management can consider an interest free loan of up to Rs 25,000/- for
purchase of the laptop which will be deducted in 10 equal monthly installments.
5. If an Employee already owns a laptop and would like to use the same for official purposes then the
reimbursement as above would be applicable.
6. The employee would be completely responsible for the maintenance of the Laptop and no separate
reimbursement would be made for the maintenance.
7. All software loaded on the laptop should be licensed. The company will not be responsible for
consequences of any pirated software being found the computer.
8. Any specialized software required for any particular role will be provided by the company which will
have to be returned to the company at the time the employee leaves the company.
9. The company will not responsible for any loss or damage of the Laptop while at work or otherwise. The
employee is encouraged to get their laptops insured for theft or damage.
10. The employee is responsible for the confidentiality of all company data stored on the employees laptop.
11. All employees availing this facility will not be provided any other computer (laptop or desk top) by the
company.
12. The employee will have to necessarily bring the Laptop to office when ever the employee is attending
office.
13. The employee will ensure that the laptop is available for periodic data back up as per the policies of the
company.

62
63
Name of Policy - Performance Management Policy Policy No.- MEPL/HR/20
st
Date of issue- 1 July 2011 Revision no-1.2
1. Objective :
1.1 To provide a platform to evaluate every employee’s performance against the set objectives.
1.2 To help an employee to gather developmental inputs on his/her competencies and potential, so that
he/she can plan for his/her self- development and career growth along with her manager.
1.3 To set new objectives for the next year and plan for it.
1.4 There are appraisal reviews at two stages:

a. Confirmatory Appraisal- For confirmation of the employee on completion of six months in the
organization
b. Annual Performance Appraisal-For annual assessment and increments thereof.
Confirmatory Appraisal:
1. Eligibility:
All full time permanent and contractual, employees of the organization who have completed 6 months of
continuous service in the company.
2. Details
2.1 Next review post the confirmatory appraisal will be held after six months from the date of
confirmation or on 31st March, whichever is later.
2.2 The employee will fill up the appraisal form and send it to the Reporting Manager.
2.3 The Reporting Manager will review and rate the employee and then send the form to HR.
2.4 In case of employees in S&M and ACS, in order for them to be considered for confirmation, they
need to have the necessary certifications as per policy.
2.5 HR will record the rating and file the form in the personal file of the employee
2.6 The outcome of the confirmatory appraisal will be communicated to the employee by a formal letter
issued by HR.
2.7 Outcome:
i. After 6 months of joining the organization & based on one’s performance, an employee will be
confirmed in the service of the company.
ii. In case, where the employee could not perform as per the expectations of the management
(rating below 3), his or her probation period will be extended or the services may be terminated
Annual Performance Management System

1. Eligibility
All permanent, employees of the organization who have joined the services of the organisation on or
before 30th September of the previous year will be appraised in the month of March the following year.
Confirmed employees will be appraised once every year.

64
2. Assessment Year
Assessment year is April, current year to March of the following year.
3. Process
3.1 At the beginning of the performance year (April), employee’s KRAs and targets must be set (as per
the Goal Setting guidelines) and signed off by the Reporting Manager and filed in each employee’s
personnel files. The same would be uploaded on the online system for easy access throughout the
year to employees. The employee should plan his activities according to the KRAs set.
3.2 The KRAs would be reviewed after 6 months and any change in KRAs, during the year, should
happen only if there is a business reason for it to do so and it is approved by the Reporting
Manager and the reviewing manager.
3.3 In end Feb/March, the process of appraisal is announced and initiated by HR with timelines of
completion.
3.4 Before the beginning of the appraisal process, HR finalises

a. The list of appraisers and appraises eligible to be appraised for the year.
b. The training deck/presentation
c. Data for salary restructuring
3.5 The appraisal process is initiated in the 1st week of March when all eligible employees receive a
mail from EmployWise regarding their login ids and passwords. Along with this, HR send out the
presentation and guidelines on how to fill the forms online.
3.6 Employees do a self assessment on their tasks/KRAs (Key Result Areas) and fill up the appraisal
form and send to their Reporting Manager.
3.7 Reporting Manager assesses the employee and gives his rating and then the appraisal form is
further reviewed by the supervisor of the Reporting Manager (reviewing manager/HOD).
3.8 The ratings are sent to HR and normalized as per the bell curve to arrive at the final ratings.
3.9 Moderation & Normalisation process

i. The Senior Management Team (SMT) will moderate each of the KRA and the Self
Measurement scores of an individual employee.
ii. Following this, the KRA and Self Measurement scores may undergo normalization, if required.
iii. The normalisation will happen as per the Bell Curve where the employees are classified as per
the following categories:
♦ 5% - Role Model
♦ 15% - Exceeds Expectation
♦ 60% - Meets Expectation
♦ 15% - Need Some Improvement
♦ 5% - Need Extensive Improvement
iv. Increments are based on the final rating and on market benchmarking data for correction
purposes.
v. HR collates the recommendation for increments as per the final ratings of each employee for
salary restructuring.
vi. Basis the above, letters for employees are prepared, signed off by the Head of HR and sent to
the respective line manager/Reporting Manager/appraiser.
vii. Respective line manager/Reporting Manager/appraisers discuss the ratings with the appraisee
along with providing feedback on performance.

65
viii. Employees whose rating is below satisfactory level will be assessed by their manager to take a
final decision. Employees who show an aptitude, willingness and the right attitude will be put on
a performance improvement plan.
ix. The new salary, with increment along with any role changes/ promotion, takes effect from 1st
April for the assessment of the preceding period up to March.
x. Employees on leave without pay or maternity leave will also be eligible for the appraisal and
their review discussion may happen remotely over phone or video conference.
xi. Employees with below satisfactory level rating, who were identified not to be part of
performance improvement plan or those who did not show satisfactory improvement even after
the Performance Improvement Plan policy will undergo termination of their services on account
of non-performance.
Definition
4. General:
4.1 Assessment year is April current year to March of the following year.
4.2 Rating scale followed is as below:
1- Needs extensive 2- Needs some 3 - Meets Expectations 4 - Exceeds 5 – Role Model

Improvement Improvement Expectations
4.3 Appraisal activity requires discussion between the employee and his/her Reporting Manager at time
of communicating the final rating, along with the appraisal letter.
4.4 Appraisal activity is a critical process in the organization influencing career growth of employees,
employee evaluations and feedback and therefore should be carried out with utmost diligence and
sincerity.
5. Guidelines
Guidelines for Goal Setting
o Goals are describe the results of the tasks rather than the process of doing it. Its about the end
rather than the means
o Goals must be set in context of the business and the employee’s role.
o Goals must be such that they provide enough challenge but are yet achievable.
o Goals should be PSMART
♦ Performance driven- The outcome of the goal should qualify whether the employee has
performed or not.
♦ Specific- The goal should specifically define the outcome.

66
♦ Measurable- The goal should have a measurable parameter such as no. of days, deadlines,
percentage achieved etc for it to then have clear targets that can be achieved by the employee.
♦ Achievable- While the targets should require one to stretch considerably, they should actually
be achievable.
♦ Relevant- The goal should be relevant to the business context and to the role of the
employee.
♦ Time bound- Above all, achievement of the goal should be time bound and expected to
be achieved within a pre-defined time limit.
Guidelines for Reporting Managers and Reviewing Managers

i. Define key results and performance expected from each team member at the beginning of the
appraisal year.
ii. Maintain confidentiality regarding individual’s performance of each of their team members.
iii. Take performance decisions only after detailed consideration and analysis of supporting
performance data and facts.
iv. Have interim reviews also with the team members and give on time feedback to each member as
required.
v. Check all final rating data before submitting to HR.
vi. Follow the timelines as given by HR
Guidelines for Employees

i. Self Assessment- Do a thorough self assessment on each of the KRAs after analyzing the
supporting performance data
ii. Follow the timelines as given by HR
iii. In case of any disagreement/conflict, make use of the escalation mechanism as stated below.
6. Escalation Mechanism
6.1 In case, there is a disagreement/conflict of any sorts, employee must make a written escalation to
HR along with stated reasons of disagreement/conflict.
6.2 HR will do a due diligence and investigate the issue to bring out all aspects within 10 days of
receiving such an escalation.
6.3 Appraisal Committee consisting of the Reviewing Manager/HOD of the employee, HR and
MD/Board of Directors will review the case and give their final decision within 20 days of receiving
such an escalation.
6.4 This final decision will be communicated to employee and his/her Reporting Manager.
6.5 During the escalation process, the employee’s appraisal increment/any other changes will be put on
hold.
6.6 The decision of the appraisal committee will be final and binding on all.

67
Name of Policy - Performance Improvement Policy Policy No.- MEPL/HR/21
1. Objective:
MEPL is dedicated to maintaining a productive work environment for its employees. The purpose of
Performance improvement Plan is to initiate corrective action & to encourage employees to make
improvement in their work performance at the work-place.
2. Coverage:
Employees with a rating 2 (needs some improvement) and below.
Note: It is not mandatory to put all employees with rating 1(needs extensive improvement) through a
performance improvement plan, unless the manager recommends it. Employees with rating 1 may be
considered wrong fitment in the role and can be terminated on performance grounds.
3. Process for performance Improvement Plan:

1.1 Step 1:
An Informal Counseling session:
1.1.1 It should be undertaken within a week of getting the employee rating or immediately after
the manager observes a dip in performance.
1.1.2 The counseling may include a two –way discussion and written summary of:
i. Expectation and Responsibilities
ii. Reasons for below-standard performance/conduct
iii. Developmental Action Plan for performance/conduct improvement
iv. Time frame for expected improvement- fixed between one to three months depending
on the role
v. Possible consequences of failure to meet improvement expectations
1.1.3 The employee should be given a time upto maximum of 3 weeks to show action as per the
counseling session after which Reporting Manager to review the status.
1.2 Step 2 :
1st Formal Corrective Action:
1.2.1 The respective manager should seek guidance of the higher Management / Human
Resource/Mentor to conduct a Formal Performance Improvement discussion with the
employee if:
i. Improvement has not been made in accordance with the Informal counseling session
ii. An employee’s performance/conduct/behavior is seriously deficient
1.2.2 Original documentation of the counseling will be maintained in the employee’s Personnel
file.
1.2.3 This time-frame should be set by the reviewer. An upper limit of 4 weeks should be given
post which HR should check with the reviewer if step 3 has to be initiated or not.
1.3 Step3:
nd
2 Formal Corrective Action
1.3.1 A manager should seek guidance of Human Resources, Mentor & Reviewing Manager to
conduct a 2nd Formal Action discussion with the employee if:
i. An employee’s performance/conduct has not improved in accordance with previous
agreement in Step 2.

68
ii. Employee has already had a Formal corrective action in the past and still falls below
expectation in that area.
1.3.2 Documentation of two way discussion may include:
i. Expectations & Responsibilities
ii. Description of previous commitments made and manner in which those commitments
have not been met
iii. Reason for below-standard performance/conduct
iv. Time frame for expected improvement
v. Possible consequences of failure to meet improvement expectations
1.3.3 Original documentation of the counseling will be maintained in the employee’s personnel
file.
1.3.4 The time Frame to be given to the employee now should be maximum 2 weeks.
1.3.5 If after any of the above steps, employee shows a considerable improvement as per
manager’s assessment then, he should be given positive feedback with work
commensurate to his/ her competence & skills. Thereafter he/ she should be considered
under normal appraisal cycle.
1.4 Step-4:
Review for Termination of Employment
1.4.1 Review for Termination of employment may become applicable when:
i. Employee’s rating is below satisfactory level (1) and the manager recommends that
performance improvement plan may not help, or
ii. Employee’s performance/ conduct has not made improvement in accordance with
previous agreement, or
iii. Employee has already had any combination of 2 formal corrective actions
1.4.2 A manager should seek guidance of Human Resources and Reviewing Manger to
terminate employment. The mentor must be consulted by the HR in this decision making
process.
1.4.3 The manager and HR together should communicate to the employee of the termination of
services. The communication should clearly enumerate the reasons for termination with
supporting arguments/evidences. (Refer to the Notice period/ Separation policy)

69
ANNEXURE 12
List of Competencies
Rating Dictionary –NM (Non Managers)
S. Trait 1- Needs extensive 2- Needs some 3 - Meets 4 - Exceeds 5 - Role Model

No Particular Improvement Improvement Expectations Expectations
1 Problem Requires extensive Can analyse and Can analyse and Can analyse and Can logically
Solving handholding to logically reason out effectively reason out effectively reason analyse the process
analyse and logically or break up minor or break up most of out all problems. and forecast
break up problems. problems. Needs the problems. Can Can independently problems. Can take
Needs help in help in formulating independently formulate the performance
understanding the the performance formulate performance improvement in a
root cause of the improvement plan. performance improvement plan. proactive manner
problem. Requires Requires support in improvement plan. Takes decisions in thus avoiding
support in decision decision making. Takes decisions post a logical manner occurrence of the
making. Requires Can independently considering considering all problem. Can
support in execution execute decisions outcomes. Can possible outcomes logically take and
of decisions that will that will lead to independently and execute execute decisions
lead to problem problem resolution. execute decisions that decisions that will avoid
resolution. will lead to problem effectively that will occurrence of the
resolution. lead to problem problem.
resolution.
2 Planning and Requires extensive Requires some hand Can analyse and Can analyse and Can analyse and
Time handholding in holding in planning effectively plan his/her effectively plan effectively plan
Management planning his/her work his/her work in a work in a logical his/her work in a his/her work in a
in a logical sequence. logical sequence. sequence. Can logical sequence. logical sequence.
Requires extensive Requires support in effectively predict the Can effectively Can effectively
support in planning planning his/her work time predict the work predict the work time
his/her priorities. Not priorities. Able to requirements with time requirements requirements with
able to estimate the estimate the work reference to internal with reference to reference to internal
work time time requirements and external internal and and external
requirements and and work interfaces dependencies for external dependencies for all
work interfaces with with internal and most of the jobs. dependencies for the jobs. Predicts
internal and external external customers Delivers on time lines all the jobs. the time lines
customers. Does not in routine cases in most of the cases. Delivers on time accurately keeping
deliver on time lines. only. Delivers on lines in all the margins thus build
time lines in some of cases. time for
the cases. unpredictable time
lapse. Delivers
before time lines in
all the cases.
3 Team Work Requires extensive Requires some Respects team Respects team Respects team
grooming to be a grooming to be a members and their members and their members and their
team player and team player and view points. view points. view points.
respect team respect team Understands the team Understands the Understands the
members, their views. members, their work flow and takes team work flow and team work flow and
Requires grooming to views. Requires accountability for a takes accountability takes accountability
understand team some grooming to shared responsibility. for a shared for a shared
work flow and work understand team Shows respect responsibility. responsibility. Goes
under shared work flow and work towards colleges Effectively supports out of the way
responsibility along under shared support support them team members to support team
with common responsibility along in workflow interfaces. accomplish the members to
accountability so as with common common tasks with accomplish the
to achieve accountability so as in the time bound common tasks with
organisational goals to achieve frame work. Shows in the time bound
with in time. Needs to organisational goals respect towards frame work. Shows
show respect towards with in time. Shows colleges support respect towards
colleagues and their respect towards support and guides colleagues and
work. colleges but does them in workflow supports and guides
not support them in interfaces. them in workflow
workflow interfaces. interfaces in a
proactive manner.

70
4 Customer Non perceptive to the Perceptive to the Perceptive to the Perceptive to the Highly perceptive to
Focus needs of external as needs of external as needs of external as needs of external the needs of
well internal well internal well internal as well internal external as well
customers. Needs customers to some customers in most of customers in all internal customers in
extensive support to extent. Needs some the cases. Analyses cases. Analyse the all cases. Analyses
analyse the support to analyse the implications of implications of the implications of
implications of the implications of actions and decisions actions and actions and
actions and decisions actions and on internal as well as decisions on decisions on internal
on internal as well as decisions on internal external customers in internal as well as as well as external
external customers. as well as external most of the cases. external customers customers in all
Thought process is customers. Thought Cares for customer in all cases. Cares cases. Cares for
restricted to process is bent needs and works for customer needs customer needs and
benefiting self in any towards benefiting towards the same. and works towards works towards the
interface. self in any interface. the same. same and ensuring
a mutually beneficial
outcome in all
cases.
5 Communicati Not able to express Able to express Able to express Able to express Able to express
on Skills his/her view point in a his/her views his/her view point in a his/her view point his/her view point in
concise and assertive rationally but not in a concise and assertive in a concise and a constructive,
manner in both concise manner. manner in most of the assertive manner concise and
written and oral Needs to be more cases. Needs some during all assertive manner.
communication. Does assertive. Depicts improvement. Depicts communication. Leads the
not depict any constructive thought constructive thought Depicts communication with
constructive thought process during process and is able to constructive his/ her clear and
process during oral communication. Not build positive and thought process constructive thought
as well as written able to clearly figure negative scenarios in during process. Influences
communication. Not out positive and any communication, communication. people with his/her
able to reflect upon negative scenarios thus influencing Able to build ideas and assist
positive and negative during most of the decision making. positive and them in decision
scenarios during any communication. Effectively shares negative scenarios making by building
communication. Does Reluctant to share necessary in any upon positives as
not share necessary necessary information. communication and well as clearly
information. information. thus can influence expressing
people in decision negatives.
making. Proactively Proactively shares
shares necessary the necessary
information. information.

71
ANNEXURE 13
List of Competencies
Rating Dictionary- MC (Managerial Cadre)

1- Needs 2- Needs some 3 - Meets 4 - Exceeds
5 - Role Model
S. Trait extensive Improvement Expectations Expectations
No. Particular Improvement
Requires extensive Requires some hand Possess adequate Possess adequate Possess adequate
hand holding in holding in terms of skills required to do skills required to do skills required to do
terms of skills skills required to do his/her job. his/her job. Very his/her job. Aware of
required to do his/her job. Requires Requires little good in his/her the latest trends in
his/her job. some improvement improvement in functional skill sets. his/her job domain
Requires extensive in his/ her functional his/her functional Excellent functional and learns them.
improvement in his/ skill sets. Average skill sets. Good knowledge. Can Excellent in his/her
her fictional skill on functional functional integrate his/her functional skill sets
sets. Low on knowledge. Cannot knowledge. Can experiences with in and keep up dating
Business
1 functional integrate his/her integrate his/her the organisational them. Excellent
Acumen
knowledge. Cannot experiences with in experiences with in frame work in most functional
integrate his/her the organisational the organisational of the cases so as to knowledge. Can
experiences with in frame work so as to frame work in most create value for the effectively integrate
the organisational create value for the of the cases so as organisation. his/her experiences
frame work so as to organisation. to create value for with in the
create value for the the organisation. organisational frame
organisation. work in all cases so
as to create value for
the organisation.
Requires lot of Requires some Possesses Possesses good Possesses excellent
support to be support to be adequate mentoring skills. mentoring skills. Able
groomed on groomed on mentoring skills. Able to coach and to coach and guide
mentoring skills. mentoring skills. Able to coach and guide team team members in all
Not able to coach Able to coach and guide team members in all cases. Provides
and guide team guide team members in most cases. Provides timely, constructive
members. Does not members but needs of the cases. Does timely, constructive and actionable
provide timely, improvement. Does provide timely, and actionable feedback in all cases.
People constructive and provide timely, constructive and feedback in all Has displayed great
2
Development actionable constructive and actionable cases. Focuses on focus on team
feedback. Lacks actionable feedback feedback in most of team motivations motivation and has
focus on team in some cases. the cases. Focuses and works towards created success in
motivations and Lacks focus on team on team motivation building succession his/her team.
build dependencies motivations and and works towards planning.
in the system by build dependencies building succession
not focusing on in the system by not planning.
succession focusing on
planning. succession planning.
Requires extensive Can analyse and Can analyse and Can analyse and Can logically analyse
handholding to logically reason out effectively reason effectively reason the process and
analyse and or break up minor out or break up out all problems. forecast problems.
logically break-up problems. Needs most of the Can independently Logically analyses
problems. Needs help in formulating problems. Can formulate the the process and
help in the performance independently performance takes corrective
understanding the improvement plan. formulate improvement plan. action in a proactive
Problem root cause of the Requires support in performance Takes decisions in a manner thus avoiding
3
Solving problem. Requires decision making. improvement plan. logical manner occurrence of the
support in decision Can independently Takes decisions considering all problem. Can
making. Requires execute decisions post considering possible outcomes logically take and
support in that will lead to outcomes. Can and executes execute decisions
execution of problem resolution. independently decisions effectively that will avoid
decisions that will execute decisions that will lead to occurrence of the
lead to problem that will lead to problem resolution. problem.
resolution. problem resolution.

72
Requires extensive Requires some hand Can analyse and Can analyse and Can analyse and
handholding in holding in planning effectively plan effectively plan effectively plan
planning his/her his/her work in a his/her work in a his/her work in a his/her work in a
work in a logical logical sequence. logical sequence. logical sequence. logical sequence.
sequence. Requires support in Can effectively Can effectively Can effectively
Requires extensive planning his/her predict the work predict the work time predict the work time
support in planning priorities. Able to time requirements requirements with requirements with
his/her priorities. estimate the work with reference to reference to internal reference to internal
Planning and
Not able to time requirements internal and and external and external
4 Time
estimate the work and work interfaces external dependencies for all dependencies for all
Management
time requirements with internal and dependencies for the jobs. Delivers on the jobs. Predicts the
and work interfaces external customers most of the jobs. time lines in all the time lines accurately
with internal and in routine cases Delivers on time cases. keeping margins,
external customers. only. Delivers on lines in most of the thus building time for
Does not deliver on time lines in some of cases. unpredictable time
time lines. the cases. lapse. Delivers
before time lines in
all the cases.
Requires extensive Requires some Respects team Respects team Respects team
grooming to be a grooming to be a members and their members and their members and their
team player and team player and view points. view points. view points.
respect team respect team Understands the Understands the Understands the
members, their members, their team work flow and team work flow and team work flow and
views. Requires views. Requires takes accountability takes accountability takes accountability
grooming to some grooming to for a shared for a shared for a shared
understand team understand team responsibility. responsibility. responsibility. Goes
work flow and work work flow and work Shows respect Effectively supports out of the way
under shared under shared towards colleagues team members to support team
5 Team Work
responsibility along responsibility along support them in accomplish the members to
with common with common workflow common tasks within accomplish the
accountability so as accountability so as interfaces. the time bound common tasks within
to achieve to achieve frame work. Shows the time bound frame
organisational organisational goals respect towards work. Shows respect
goals with in time. with in time. Shows colleagues and towards colleagues
Needs to show respect towards supports and guides and supports and
respect towards colleges but does them in workflow guides them in
colleagues and not support them in interfaces. workflow interfaces in
their work. workflow interfaces. a proactive manner.
Non perceptive to Perceptive to the Perceptive to the Perceptive to the Highly perceptive to
the needs of needs of external as needs of external needs of external as the needs of external
external as well well internal as well internal well internal as well internal
internal customers. customers to some customers in most customers in all customers in all
Needs extensive extent. Needs some of the cases. cases. Analyses the cases. Analyses the
support to analyse support to analyse Analyses the implications of implications of
the implications of the implications of implications of actions and actions and decisions
Customer actions and actions and actions and decisions on internal on internal as well as
6
Focus decisions on decisions on internal decisions on as well as external external customers in
internal as well as as well as external internal as well as customers in all all cases. Cares for
external customers. customers. Thought external customers cases. Cares for customer needs and
Thought process is process is bent in most of the customer needs and works towards the
restricted to towards benefiting cases. Cares for works towards the same ensuring a
benefiting self in self in any interface. customer needs same. mutually beneficial
any interface. and works towards outcome in all cases.
the same.

73
Not able to express Able to express his Able to express Able to express Able to express his
his/her view point view rationally but his/her view point his/her view point in /her view point in a
in a concise and not in a concise in a concise and concise and constructive,
assertive manner in manner. Needs to assertive manner in assertive manner concise and
both written and be more assertive. most of the cases. during all assertive manner.
oral Depicts Needs some communication. Leads the
communication. constructive though improvement. Depicts constructive communication with
Does not depict process during Depicts thought process his/ her clear and
any constructive communication. constructive during constructive thought
thought process Not able to clearly thought process communication. Able process. Influences
Communication
7 during oral as well figure out positive and able to build to build positive and people with his/her
Skills
as written and negative positive and negative scenarios ideas and assist
communication. scenarios during negative scenarios in any them in decision
Not able to reflect most of the in any communication and making by building
upon positive and communication. communication and thus can influence upon positives as
negative scenarios Reluctant to share thus influences people in decision well as clearly
during any necessary decision making. making. Proactively expressing
communication. information. Effectively shares shares necessary negatives.
Does not share necessary information. Proactively shares
necessary information. the necessary
information. information.

74
Name of Policy - Rewards Policy Policy No.- MEPL/HR/22
Date of issue - 1st October 2010 Revision no.- 1.2
1. Objective:
i. The policy has been formulated to reward those individuals in “Manya Education (P) Limited” who
have performed exceptionally well during the Appraisal Year.
ii. Departmental Heads and Vice Presidents are generally not considered for these awards.
iii. Awards will be given once every year.
2. Types of Awards:
i. The Impressionist Award will be given to a maximum of two employees in each category
mentioned below, who have made a significant contributions in their respective roles.
ii. The Unstoppable Award is given to one employee in each category mentioned below, who has
made significant and exemplary contribution in his/her role.
iii. Award of Excellence is given to one employee in the whole company, who can be considered as a
role model in the role he/she is performing.
iv. The Excelerator Award will be given to individuals who have won the “Award of Excellence” three
times.
3. Eligibility:
Every individual who is assessed in the annual appraisal cycle with an appraisal rating 4 and above and
who has completed 6 months on and before the appraisal year (April-March) can be nominated for the
excellence awards.
4. Process
4.1 The HODs will Basis the Appraisal ratings, HR will share the list of eligible employees
i. Nominate Three employees per applicable category for “Impressionist Award” and
ii. Nominate Two employees per applicable category for “Unstoppable Award” and
iii. Nominate One employee from his/her city/department for “Award of Excellence” and
iv. Send the nomination to HR.
4.2 Apart from exceptional role based performance, nominees will be assessed on the below
mentioned parameters :
Criteria Rating Weightage
(1lowest-5 highest)
a) MEPL Core Values : HERO – 20%
Index
b) General Functional/ Average of the rating for 60%

Behavioral Skills individual sub criteria as
mentioned below
20%
c) Discipline & Punctuality

75
a) General Functional/Behavioral Skills (Sub-categories)
Behavioral Parameters Rating

(1-lowest and 5-
highest)
Adopting an approach to zero defect
Taking proactive initiatives to improve situations/
conditions
Displaying problem solving approach
Working collaboratively to achieve results
Consistently exceeding targets/KRA as per
assessment
4.3 Employees with performance rating 4 and above will be identified from each of the defined
categories below, by the Head of Department.
4.4 From this pool of high end performers all over India, the Moderator team compromising of the
following people (below) will decide on two top performers in each category for “Impressionist
Award”; one top performer in each category for “Unstoppable Award” and One Top performer in the
whole company for “Award of Excellence”.
4.5 The announcements of the award winners will be made by end of May. Felicitations will be done by
the respective City Heads/Regional Managers on the Founder’s Day on 22nd November each year.
In case the awards function is organized at the Head Office, apart from the award winners; only
selected employees from the Grade E2 and above would be invited to attend.
5. MODERATOR TEAM
1. MD, DIRECTOR, VP (S& M), VP (ACS), VP/AVP (Academic), VP (HR), or any other member
nominated by the MD.
2. The decision of the Moderator team will be final and binding.
6. Categories: The Categories are divided as below –

i. All Sales and Marketing members which includes the following –
a. Regional Managers
b. City Head/s
c. BDM (Business Development Manager)
d. TM (Territory Manager)
e. Counselors
f. ME’s (Marketing Executive)
g. Business Development Executive
ii. All Technical Service Delivery members –

a. Academic Coordinators including Master Trainers & National roles {ELP/SA (TPR)}.
b. Faculty (Both Part Time and Full Time).
iii. ACS
a. Admissions Counselors
b. Editors
c. Quality Editor

76
d. Service Coordinator
e. Research Analyst
f. Program Coordinator
g. Visa Counselor
h. Relationship coordinator
i. Manager (Admissions/Editor)
iv. Support Functions - HR should consolidate the requirement

a. City Operations and Accounts
b. Accounts (National)
c. HR (National)
d. Operations (National)
e. IT (National)
v. Work Flow Support Functions

a. Office Boys (Regular or Contractual)
b. Receptionists
7. Salient Features:
i. Each “Impressionist Awardee” will be given the following:
A Memento
A Theme Gift
A Citation
Gift Card of `.2500/- (IDBI – Gift Card)
ii. Each “Unstoppable Awardee” will get the following :

A Memento
A Theme Gift
A Citation
Gift Card of `. 5000/- (IDBI – Gift Card)
iii. Each “Award of Excellence” winner/s will be given the following:

A Crystal Memento
A Theme Gift
A Citation
Gift Card of `. 10,000/- (IDBI – Gift Card)
iv. Each “Excelerator Awardee” will be given the following :

A Crystal Memento
A watch specially designed with the Manya logo
A citation
A family holiday for (spouse and two children) for 5 days in India
A gift card for `. 20,000/- (IDBI – Gift Card)
8. Please note:
Once an employee has been the recipient of an award in one category, s/he would not be considered
again for the award in this category in his/her tenure and it is expected that the employee should strive
to achieve the award in the next category and so on. This however, is not applicable for the “Award of
Excellence”.

77
Name of Policy- Mentor Mentee Policy Policy No.- MEPL/HR/23
st
Date of issue- 1 April 2010 Revision no.- 1.1
1. Objective
The purpose of this policy is to provide opportunity for conversations and mentorship to all our
employees in order to promote growth and satisfaction and result in engaged employees.
2. Scope
This policy covers all Full Time employees and some contractual employees performing certain kind of
duties as approved by the HOD. The program will subsequently cover all employees – full time and
contractual.
3. Underlying Principle
Mentorship is one of the key contributors to a person’s personal as well as professional growth. Most
successful managers have Mentors who help them in one way or the other. We believe that the success
of the organization and the success of our people are inter related.
Definitions
a) Mentoring
Mentoring is a term generally used to describe a relationship between a less experienced individual,
called a Mentee and a more experienced individual known as a Mentor. The Mentor shares his/her
knowledge, skills, information, offers support, guidance, assistance and perspective to foster the
personal and professional growth of the Mentee.
Mentoring also is important to career achievement: a Mentor can help establish a career plan, offer
insight and advice about potential challenges, and serve as a sounding board for ideas and career
related decisions. Establishing a mentoring program can be relatively easy – and more than worth
the time spent in terms of employee satisfaction and retention, and organization’s success.
b) Mentor
A Mentor is a wise and trusted teacher or coach. He/ She motivates his or her Mentee to do his or
her best work and make decisions that will bring career and personal happiness. In this coach-like
role, a Mentor helps the Mentee to blend into the corporate culture and assists him/ her in his/her
personal growth resulting in his/her professional growth within the organization.
Mentors focus on the individual learner by developing their career or life. They act as friends, willing
to play the part of adversary in challenging assumptions. They list and question to encourage the
learner to widen their own view: they are happy for ownership and direction of the relationship to lie
with the learner and they accept ambiguity as an exciting part of their life, providing the learner with
openings for change and autonomy.
The most important function of the Mentor is to establish a free flow of communication with the
Mentees so that the latter can freely express their views within the organization.

78
Role of a Mentor
c) Mentee
A Mentee seeks constructive feedback as well as encouragement, and has a strong commitment to
professional growth and the ambition to succeed. In recognition of the time and effort a Mentor must
put into establishing a relationship and providing support, a Mentee must be willing to take the
initiative to ask questions, seek out learning opportunities and listen to constructive feedback.
4. Attributes
a) Attributes of a Mentor
Ability to influence and persuade his/ her Mentee
Credibility with and respect from colleagues
Build transparency in the system
Seniority in relation to the Mentee
A desire to help the Mentee as well as the organization
Ability to help the Mentee set and attain goals
b) Attributes of a Mentee
Desire to learn, grow and succeed
Acceptance and Respect for the Mentor
Awareness of personal responsibility and goals
Ability to listen and follow through with directions

79
5. Structure of the Program
The Mentor – Mentee program is a 3-tier structure.
Super Mentors – They are at the top of the structure and are people who not only provide guidance,
but also set the direction for the entire organization. The Tier-I Mentors as well as other employees are
their Mentees.
Tier I Mentors – Tier I Mentors are people who are either members of the leadership team, or people
who have spent substantial amount of time in the organization in key positions and possess enough
maturity, wisdom along with credibility in the organization. The Tier II Mentors as well as other
employees of the organization are mentored by these Mentors.
Tier II Mentors – These Mentors are employees who have exhibited maturity, wisdom, result
orientation, helping and solution finding attitude and above all credibility. These Mentors are on
probation of 6 months and their performance in the capacity of a Mentor would be reviewed after the
completion of this duration. After the review, the management would decide their permanency in this
role.
6. Selection of the Mentors

i. Selection of mentor will be done after a thorough evaluation of the candidate’s profile by Senior
Management (MD/ Board of Directors).
ii. Certain parameters to be evaluated are:
1 Tenure in the organization

2 Level of leadership responsibility
3 Practice of Manya’s values- Displaying high commitment, ownership and

positive energy (attitude)
4 Competence on Interpersonal skills & People Management (aptitude)
iii. The Mentors will be reviewed half yearly and feedback provided for further improvement.
S. No. Type of Mentor Reviewed by

1. Tier 1 Mentors Super Mentors
2. Tier 2 Mentors Tier 1 Mentors
iv. Any new joinees in the leadership roles, eligible for becoming mentors will undergo a ‘Mentor
Orientation Session’ organized by HR.
7. Operating Guidelines
7.1 Mentees will be assigned to a mentor from a different department, by HR and communicated to
both the mentee and the mentor.
7.2 Mentees will be made aware of the mentor-mentee programme during induction and any other HR
communication forum.
7.3 A Mentor must have a formal meeting with his/her Mentee for a minimum of half an hour.

80
7.4 Such meetings must be conducted at least once every quarter (if not more).The Mentor/Mentee
should feel free to interact as frequently as may be required with the above stipulation being a
minimum.
7.5 These meetings must be one on one and not a group meeting.
7.6 In case of location constraints – cases where the Mentor and the Mentee are in different
locations, a meeting over the Skype must be conducted. We encourage the use of video-Skype if
available in your city.
7.7 The Mentee must fill up Annexure 21 before each meeting and submit it to the Mentor.
7.8 The formal feedback by both mentor and mentee must be submitted to the HR department within
2 days of the session.
7.9 No Mentor would step into the functional areas of the Mentee. These functional areas are areas
which are related to the Mentee’s department, role, Reporting Manager, departmental
information, etc.
7.10 Utmost confidentiality must be maintained pre/post the one on one session.
8. Some Suggested DOs & DONTs

DOs
MENTOR MENTEE
Be Empathetic Take the program seriously
Respect the privacy of the Mentee Balance professional & personal relationship with
your Mentor
Maintain utmost confidentiality of the Establish open and honest communication
information which the Mentor may come
across during his/her interactions with the
Mentee
Ask for help from Super Mentors or Tier I Keep a record of your experiences with your Mentor
Mentor in case you are unable to deal with
the issues of a Mentee
DONTs
MENTOR MENTEE
Don’t encourage your Mentee to discuss/ Don’t pass on any information, be it departmental
disclose confidential information (which he/ information or information related to other
she may be privy to) related his/her deptt. or employees, which you may have access to by
other individuals virtue of your role
Don’t comment on the performance/ the Don’t complain about your colleagues or supervisor
managerial style of the Mentee’s supervisor
Don’t act on your Mentee’s behalf; enable Don’t be over dependant on your Mentor
him/her to do things themselves
independently
Don’t adopt an authoritative approach with Don’t commit to obligations you can’t keep
your Mentee
Don’t make personal assumptions about Don’t always expect the Mentor to provide you with
your Mentee solutions to all your queries.
Don’t entertain discussions pertaining to Don’t discuss personal problems like Salaries,
Salaries, Promotions, Increments etc. of the Promotions, Increments, etc.
Mentee

81
9. Role of the HR Department
i. The HR department shall be responsible for tracking and analyzing the progress made by every
Mentor.
ii. HR Department will review the mentor mentee programme on a quarterly basis.
iii. HR would also provide guidance and assistance to the Mentor as well as the Mentee as and when
required, help Mentee in case of any issues with Mentor. HR would also facilitate any request for
change of Mentor made by a Mentee.

82
ANNEXURE 14
Mentee Form
I am ................................................. and I work here at Manya as a........................................................ and my

designation is............................ Prior to joining Manya I was (a) fresher (b) was working with..................................
as a.....................................................
I am passionate about working in an environment where ( 50 words)
…………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………
………………………………………………………………………………
1. Do you know what is expected of you at work?
…………………………………………………………………………………………………..
2. Do you have the materials and equipment you need to do your work right?
………………………..................................................................................................................
3. At work, do you have the opportunity to do what you do best every day?
…………………………..............................................................................................................
4. In the last seven days, have you received recognition or praise for doing some good work?
………………………..............................................................................................................
5. Does your supervisor, or someone at work, seem to care about you as a person?
…………………………..............................................................................................................
6. Is there someone at work who encourages your development?
…………………………..............................................................................................................
7. At work, does your opinion seem to count?

…………………………..............................................................................................................
8. Does the mission/ purpose of your company make you feel your job is important?
…………………………..............................................................................................................
9. Are your associates (fellow employees) committed to doing quality work?
…………………………..............................................................................................................
10. Do you have a best friend at work? If so, who is this person?
…………………………..............................................................................................................
11. Since the time that you have joined Manya, has some one at work talked to you about your progress?
…………………………..............................................................................................................
……………………......................................................................................................................
12. Since the time you joined the company did you get an opportunity to learn and grow with the company?
……………………......................................................................................................................
……………………......................................................................................................................
……………………......................................................................................................................
13. Do you have any short term goals in life? If yes, do you think you can scale them while working with Manya?
………………………..................................................................................................................
14. How different is your current work space from the previous workspace (relevant if you were employed with
another company prior to joining Manya)

83
…………………………………………………………………………………………………………………………………………
..........................................................................................
15. Give me two thoughts that come to your mind spontaneously that you thought about Manya prior to joining the
company
a) ………………………………........................................................................................
b) ……………………………….........................................................................................
Mentor’s Signature Mentee’s Signature

___________________________ _____________________

84
ANNEXURE - 15
Mentor/Mentee Feedback Form
Feedback Form
(To be Submitted Separately By the Mentor As well as the Mentee)
Mentor Name ______________________________________
Mentee Name ______________________________________
On a scale of 1 to 5, with 5 indicating “Strongly Agree” and 1 indicating “Strongly

Disagree,” please indicate your degree of satisfaction with the following aspects of your
Mentoring relationship.
Description: Rating 1 – 5
1. Mentoring partnership is working well :
2. Meetings are held regularly and on schedule :
3. Appropriate amount of time has been devoted to you :
4. Personal and professional development issues have been established :
5. Clear goals and objectives have been set :
6. Trust and confidentiality have been established :
7. Mentor/Mentee listens well and is responsive :
8. Progress has been observed in areas chosen for development :
9. Barriers encountered during Mentoring process have been resolved :
10. Program is meeting expectations :
11. Mentoring relationship should continue:
___________________________
Signature

85
Name of Policy- Career Growth Policy (Promotion/Role Policy No.- MEPL/HR/24
Change and Internal Job Posting Policy)
1. Objective:
To provide Career Growth to employees within the organization and thus retain good & talented
employees in the company.
2. Eligibility:
All permanent employees who have completed 12 months in their current role and who fulfill the criteria
as defined in the policy.
3. Mechanisms of Career Growth:

3.1 Promotion/ Role Change- Employees, who have completed 12 months in the current role and fulfill
the necessary criteria, will be given a promotion/role change as per the policy in order to facilitate
career growth.
3.2 Internal Job Posting- Employees, who have completed 12 months in the current role can also apply
to vacancies published by HR and undergo the respective selection process to become eligible to
take up that role.

86
Name of Policy- Promotion/Role Change Policy Policy No.- MEPL/HR/24a
st
1. Objective:
To provide Career Growth to employees within the organization and thus retain good & talented
employees in the company.
2. Definitions:
i. Promotion refers to vertical movement up the hierarchy with a change in designation and benefits
as per the band.
ii. Role change refers to any change in the role within or across functions which may or may not entail
change in designation or benefits but will be done with a view to give career growth & diversity to
the employees and may include change in nature of job performed.
3. Eligibility:
All permanent employees who have completed 12 months in their current role and consecutive
Performance ratings of >=4 in the last 2 appraisals, including the current one and who fulfill the below
mentioned criteria.
4. Process:
i. Employees will be assessed for any role change/promotion during the annual appraisal process.
ii. Reporting Manager, will do the assessment and recommend any role change/promotion for the
employee to HR. The assessment will be based on the following criteria:
1 Performance rating>=4 (consecutive 2 ratings including the current
one)
2 Competencies displayed for the next role.
3 Completion of 12 months in the current role
iii. HR will understand career aspirations of the employee and see if there is a match between what the
employee aspires for and what he/she is being recommended for.
iv. HR will also establish if a vacancy exists in the new recommended role. If yes, HR will initiate
approval from The HOD for the role change.
v. If there is no vacancy in the next role, the role change/promotion will be put on hold till a vacancy
arises. In such a scenario employee will not be communicated of any role change plans.
vi. Communication of any role change/promotion to the employee will happen only after approvals are
completed and there is a vacancy in the new role for which the employee is being considered. The
effective date will be discussed and then finalized.
vii. HR will issue a letter with the role change/promotion details stating the effective date and any
change in benefits/ emoluments/ entitlements and hand the letter to the Reporting Manager of the
employee.

87
viii. The Reporting Manager will then communicate the details along with the letter to the employee and
seek his/her acceptance on the same. Accepted letter will be submitted back to HR for filing in the
personal records.
ix. Announcement of the role change/promotion will happen to all in the department/team by the
Reporting Manager of the employee in conjunction with HR.
x. This is a framework enabling career growth of eligible employees, but cannot be claimed as an
entitlement by the employee.
xi. In case of any dispute/disagreement, decision of the management (MD and HR Head) would be
final & binding

88
Name of Policy- Internal Job Posting Policy Policy No.- MEPL/HR/24b
st
1. Objective:
Internal job posting is the second mechanism to provide career growth to employees within the
organization and thus retain good & talented employees in the company.
2. Eligibility:
All permanent employees who have completed 12 months in their current role are eligible to apply for
IJP.
3. Process
i. HR will circulate the vacancies with detailed job description to all the employees for all vacancies
that arise in the company.
ii. There is no performance rating criteria to be met to apply for any IJP.
iii. Those interested can apply with an approval from HOD and the candidate will undergo the selection
process.
iv. HR will inform the employee of the outcome of the selection process within a week’s time.
v. In case the candidate is finally selected, joining date will be mutually agreed with the new and
existing HOD. This process will be facilitated by the HR.
vi. The HOD will also submit a replacement/backfill request to HR for the vacancy that thus arises due
to the movement of the employee to another position.
vii. The current HOD should release the employee within a month’s time, considering it’s his/ her
growth aspirations and to help facilitate in the overall objective to retain the employee in the
organization.
viii. There is no maximum limit to the number of internal job postings to which an employee can apply.
ix. However, after movement to a new role he/she cannot apply for any internal posting for at least a
year.
Note:
This is a framework available to employees, to take up different roles as part of their career growth process
within the organization, but cannot be claimed as an entitlement/privilege.

89
Name of Policy- Training & Development Policy Policy No.- MEPL/HR/25
st
1. Objective:
To allow employees to develop and improve through different modes of training.
2. Eligibility:
All employees- Permanent, Part time & Contractual.
3. Principles:
3.1 All employees need developmental inputs on the job in order to develop their competencies and
skills.
3.2 A learning facilitative environment and framework is made available by the organization, but
employees should take the ownership of developing themselves.
3.3 Development can happen through different mechanisms and a suggested proportion is
a. 70% learning/developmental inputs to be received on the job through structured/ unstructured
assignments and responsibilities.
b. 20% learning/developmental inputs to be received through journals, books, e-learning,
egroups, online professional networks, etc
c. 10% learning/developmental inputs to be received through classroom training.
3.4 There would be certain mandatory trainings such as Induction, technical training while other
developmental inputs will emerge as a part of employee’s role requirements and career aspirations
which will be non-mandatory.
4. Process:
4.1 HR will initiate training budget approvals from the management as part of the budgeting exercise
every year.
4.2 HR will finalise the training calendar in April-May every year, based on the mandatory training
programs to be conducted and developmental needs as emerging from the performance appraisals.
This calendar will be communicated to all.
4.3 Employees should identify the programs that they are keen on (apart from the mandatory
programmes) and send their nominations along with the Reporting Manager’s approval to HR.
4.4 HR will form batches as per the received nominations and inform all participants of the program
details.
4.5 If anyone is unable to attend a scheduled programme, due to unforeseen circumstances, he/she
should make sure that they inform the programme co-ordinator and attend the next programme due.
4.6 Employees should also discuss other developmental inputs required with their Reporting Manager
to see if any on job assignments can be structured specifically or additional responsibilities given
and seek HR’s help to identify other than classroom modes of learning ( e.g e-learning,
conferences, journals etc).

90
4.7 Reporting Managers should facilitate a learning and development environment by helping the team
members in identifying their developmental needs and assisting them in development by:
a. Assigning specific responsibilities/assignments structured around the development needs
b. Referring external/internal relevant programs
c. Referring journals, books, egroups, professional networks etc available that may help the
employee.
d. Allowing for developmental time & resources to every employee in the team.
4.8 Development needs and plan should be reviewed for every employee during the appraisal as well.
Note:
i. Nominations to any classroom training/conference will be subject to approval by the management
and cannot be claimed as an entitlement.
ii. Employees are advised to keep upto the company’s brand image in all external programs.

91
Name of Policy- Appreciation of Tenured Employees Policy No.- MEPL/HR/26
Policy
Date of issue- 1st July 2011 Revision no.- 1.2
1. Objective:
This policy aims at greeting, acknowledging and appreciating the employees who have been at Manya
and contributing towards its success.
2. Coverage of this Policy: All full-time employees (on rolls) of Manya.

a. There must be no break in the tenure of the employment. In such a case, the tenure of employment
would be considered from the date of rejoining.
b. If there is any resignee serving notice period, he/she will also be eligible for this, in case, he/she
fulfills the service criteria before the last working day.
3. Entitlements:
The employees are eligible for following entitlements:
Tenure Employee to become Entitlement

On completion of 1 year Manya Sprinters A congratulatory mail & certificate
On completion of 2 years A congratulatory mail, a certificate & a plaque/
memento
On completion of 3 years Manya Marathoners A congratulatory mail a certificate & a gift (of
value upto 3% of Gross salary of the employee)
& plaque/memento
On completion of 5 years Manya Torch Bearers A congratulatory mail, a certificate & a gift (of
value upto 5% of Gross salary of the employee)
& plaque/memento.
On completion of a block of Manya Pillars A congratulatory mail, a certificate & a gift of
every 5 years, after value (upto years completed as percentage of
completing first 5years (i.e. gross salary) & plaque/ memento.
10, 15, 20 and so on)
Note:
Post completion of 3 years, for every year completed, the employee will be sent a congratulatory mail
and a gift cheque of value upto the no. of years completed as a percentage of gross salary.
4. Procedure:
4.1 HR will track and monitor employees eligible under this policy at the beginning of every quarter.
4.2 HR will fix a forum every quarter in which Manya Marathoners, Torch Bearers and Manya Pillars will
be appreciated and recognized.
a. A congratulatory mail would be sent to the employee from HO HR.
b. A certificate would be sent to the Operations Manager of the city beforehand.
c. The gift and the memento would either be sent to the Operations Manager, or would be locally
procured by the latter. The HR would coordinate the procurement and disbursal of the said
items to all cities and Operations Managers at least 24 hours before the due date of recognition.
5. Responsibility:
HR Department and the Operations Manager of the respective cities.

92
Name of Policy- Manya Pooja & Sabha Policy No.- MEPL/HR/27
st
1. Objective:
To conduct a common Pooja event across regions at city level on 1st Friday of the month followed by a
monthly meeting for all employees addressed by VP/City Head.
2. Coverage:
All staff (full time/part-time and contractual) of Manya.
3. Ownership:
The City Head and Operations Manager of the respective cities and the HR Department.
4. Procedure:
i. The Operations Manager would send a mail/ make phone calls to all the employees of the city to
intimate them of the date of the Manya Pooja & Sabha.
ii. Since we are an education and knowledge oriented company and the name of our organization –
“Manya” – is one of the 1008 names of Goddess Saraswati (Goddess of Knowledge and Learning),
a statue/picture of Goddess Saraswati must be kept in the Pooja.
iii. The “Gayatri Mantra” must be chanted thrice. This mantra is a universal incantation for energy
and wisdom.
iv. The Operations Manager would also arrange the ‘Prasad’ for the employees.
v. The Pooja would then be followed by a monthly meeting which would include reviews, team
building, sharing of best practices etc. This would, in turn, give the employees an opportunity to get
together and review the previous month’s performance and set targets for the following month. The
City Head would preside over the review meeting.
vi. Respective City co-coordinators from the HR Department would support the cities for the same.
vii. Any new joinee should be introduced, the employees should be greeted on their
birthdays/anniversaries, and prayers should be said for any employee who has fallen sick.
Translation of Gayatri Mantra

“May the Almighty God illuminate our intellect to lead us along the righteous path"
The mantra is also a prayer to the "giver of light and life - the Sun.
Oh God!
Thou art the Bestower of Life;
The Remover of Pain and Sorrow,
The Bestower of Happiness;
Oh! Creator of the Universe,
May we receive Thy Supreme Sin-Destroying Light,
May Thou guide our Intellect in the right Direction
5. Responsibility:
The City Head & Operations Manager in the respective cities, supported by the HR Department.

93
94
Name of Policy- Disciplinary Procedures Policy Policy No.- MEPL/HR/28
st
1. Objective:
To define formal procedures in MEPL for the management of performance and misconduct where an
employee falls short of the standards expected. It should be recognized that the prime purpose of the
procedures is to encourage the improvement in an employee’s work performance or conduct but that in
appropriate circumstances, as set out in these procedures, an employee’s work performance or conduct
may result in dismissal.
2. Applicability:
All employees (full-time/part time and contractual) are expected to comply with rules and regulations set
in the organization. In case of non- compliance as defined below, disciplinary procedure will be initiated.
3. Types of Non-Compliance calling for Disciplinary procedures

i. Inefficiency at work - Occurs when after appropriate training an employee cannot achieve or
maintain the performance standards necessary for the job.
ii. Misconduct - Occurs when an employee, through carelessness and/ or negligence fails to comply
with or achieve the required standards of conduct. The following are examples:
Regular and persistent lateness
Unauthorized absence
Neglect of duties
Contravention of any policies or regulations
The list is not exhaustive and other issues may be dealt with under this procedure as necessary
iii. Gross Misconduct- Occurs when an employee is in serious breach of their contract of employment
and/or willfully fails to conform to the required standards of behavior, is willfully negligent and/ or
willfully fails to comply with procedures. The following are examples:
Acts dishonestly or knowingly aids/abets another employee acting dishonestly
Falsifies/forges records
Willfully neglects duties
Deliberately causes damage to assets/property
Is seriously disobedient/ insubordinate
Involved money laundering or inappropriate money dealings/transactions
Accepts inappropriate gifts/favours/services on account of holding a certain influencing
position/role within the company.
Is considered unsuitable due to criminal offence
Involved in any way in drug dealing
Brings disrepute to the company or acts in a way to bring disrepute.
Provides or knowingly abets another employee to reveal confidential information
Without prior authorization accesses, removes or misuses any data, software or hardware, in
any form whatsoever
Inappropriately uses company’s internet or email facility.
The above list is not exhaustive and other serious issues may be dealt with under this procedure.
4. Types of Disciplinary Sanctions

If disciplinary action is necessary, then the any or combination of following sanctions may be applied:
i. A final written warning with or without stoppage/postponement of next pay award, either salary and/
or incentive
ii. Forfeiture of pay: loss of specified amount of pay relating to an offence

95
iii. A disciplinary transfer to an alternative place of work
iv. Dismissal with notice period appropriate to contract- MEPL reserves the right to require that an
employee no longer attends the place of work for the duration of the notice period.
v. In all suspected cases of gross misconduct, the employee will normally be suspended while
investigations are carried out. A ‘suspensive transfer’ may be appropriate in certain circumstances,
HR will advise accordingly. Suspension is on full pay (including all allowances).
5. Disciplinary Authority-
Band Disciplinary Authority Appellant Authority
X MD Board of Directors (BOD)
S1 – S3 Head HR MD
M1 – M4 HOD MD
M5 – M10 MD Board of Directors (BOD)
Enquiry Officer: As appointed and announced by the Disciplinary authority.
6. Process:
i. On reporting of any of the incidents calling for disciplinary action, a formal letter will be issued to the
employee asking for an explanation to the concerned authority within 3 days of receipt of the letter
by the employee.
ii. On receiving of the letter and on acceptance of the charges by the employee, s/he would be
subjected to disciplinary action as deemed appropriate by the disciplinary authority. He would also
be advised of his/her right to Appeal.
iii. On non-acceptance of charges by the employee, s/he would be asked to present his/her case to the
enquiry officer in the presence of any other employee as witness.
iv. Enquiry officer will conduct investigations and present his/her findings to the Disciplinary authority.
v. The first hearing will be done with the disciplinary authority, as defined above, followed by second
hearing with Appellant authority and the decision on the disciplinary action shared with the
employee.
vi. The employee will be advised of the disciplinary action and the reasons for it, together with their
right to appeal. In case of dismissal, this will include the date on which employment will terminate.
vii. In all suspected cases of gross misconduct the employee will normally be suspended while
investigations are carried out. Suspension is on full pay along with allowances. The employee
should be informed in writing of suspension, with reasons.
viii. In case of suspension, employee must maintain regular contact with the HR and has the right to
request for an update in every 20 working days.
ix. Appeal
An employee can appeal to HR with a written request stating reason. In such case the hearing will
be with a level of management higher to the level responsible for taking the disciplinary decision or
in some circumstances, another manager at peer level.
x. Enquiry officer will maintain records of all developments in each case and keep all parties informed
of the developments.

96
Name of Policy- Work Place Attendance Policy Policy No.- MEPL/HR/29
st
1. Objective:
To lay out guidelines for employee’s working hours and attendance at office. Punctuality and regular
attendance are essential to ensure optimal productivity.
2. Applicability:
To all MEPL staff
3. Scope:
The working hours for all departments would be predefined, based on the requirements of the job.
4. Operational Guidelines:
4.1 The normal working hours for the general shift would be
♦ Head Office: 0930 hrs – 1800 hrs.
♦ Other than Head Office: 1000-1800 hours or any other 8 hour working shift as
announced by the City Head.
Work timings are subject to change and will be announced in advance of any changes.
4.2 Working on Shift :

a. All (full time permanent and contractual) employees can work on shifts.
b. The company at any time on issuance of two week’s prior notice in writing require an
employee to work on a shift basis. Employee will be allocated to appropriate shift roster.
c. The processes that work in shifts would continue to do so and any change in shifts will be
done with at least two weeks’ prior notice.
d. Under special circumstances, an employee can request, in writing, to the Reporting
Manager, for a temporary change in shift. This request should be made at least one week
in advance of the effective date of change and should continue for at least one week. The
shift change is possible only after the approval of the Reporting Manager and Head HR.
e. Women employees cannot work in any shift time between 8 pm to 8 am.
4.3 Women employees working beyond 8 pm or prior to will need special written permission from
HOD and HR. In such an instance, she will be provided a drop back home/pick up from home.
4.4 All employees are expected to report to work on time every day.
4.5 In case an employee is late due to any reason, he/she must contact the Reporting Manager
immediately on arrival. If the employee reports to work 30 minutes later than the reporting time
(which is the maximum grace period), he/she shall be treated as latecomer. Three such
instances in any given month would lead to deduction of one leave. In case the employee does
not have sufficient leave balance, a day’s basic salary would be deducted.
rd
4.6 After the 3 instance, for every 2 instances of reporting to work 30 minutes later than the
reporting time, one day’s earned leave or basic salary in lieu of would be deducted.
4.7 At HO, two Saturdays in a month are observed as holidays. Its currently 2nd and 3rd Saturday
of the month

97
4.8 At Local City Centers, one weekly off will be given on a predetermined date with the Reporting
Manager.
4.9 The employees must report for work at the stipulated time.
4.10 The employee will be marked absent in case he/she does not record his/her entry/exit time. In
case the employee forgets to punch in his attendance or the Biometric Attendance Monitoring
machine is not accepting the same, the employees are required to send a mail to HR
immediately on arrival mentioning the in/out time.
4.11 No employee is allowed to mark attendance for another employee and the management will
initiate appropriate disciplinary action in case anyone is found marking someone else’s
attendance.
4.12 Administration:
i. An Automated Time & Attendance Management System has been installed to monitor
and maintain the employee attendance. Fingerprints for all new joinees are registered on
the day they join.
ii. Due to varying work schedules, the organization has extended the benefit of flexi-hours to
the employees. However, the employee must clock 8.5 hrs at HO on any given day.
iii. Employees must be available during 12noon to 1600 hrs in the office.
iv. Furthermore, prior approval of the Reporting Manager must be taken in order to avail of
the benefit of flexi-hours with 2 week’s notice.
v. Please note that this benefit is a privilege and cannot be demanded as a matter of right.
The Reporting Manager reserves the right to approve/disapprove any such request.
4.12 Absenteeism:
i. If due to some unforeseen circumstances an employee is unable to report to work he/she is
expected to notify his/her Reporting Manager well in advance, failing which, it would be
treated as unapproved/unauthorised absence.
ii. On joining back, employee is expected to submit a formal leave application for the leaves
taken within 24 hours of resuming duties, failing which it will be marked as leave without
pay.
iii. In case of no intimation for three consecutive days, a warning letter through
courier/registered post will be sent to the mailing address of the employee. In case the
concerned employee fails to revert even after 1 week from the date of dispatch of the first
warning letter, the employee would be deemed to have willfully abandoned his/her services
to the organization. In such a case, a termination letter would be dispatched and the
employee’s name would be struck off the organization’s rolls.
iv. Employee will not get any salary for unauthorized absence.

98
Name of Policy- Use of Company Assets Policy Policy No.- MEPL/HR/30
st
1. Objective:
This policy defines the condition for use and safe upkeep of the company assets like laptop, desk top,
any other hand held device provided to an individual for official use.
2. Eligibility:
All employees who are issued company assets with the approval of competent authority.
3. Procedure
3.1. Employees will be issued the company assets and they will receive the assets and issue
acknowledgement to the IT department.
3.2 IT will monitor its use and provide at company cost any reasonable (IT Head’s decision will be
binding) wear and tear replacement.
3.3 In case the assets lost/ damaged due to negligence or any other reason of the employee (the
decision of IT Head will be binding), the cost of repair/ replacement will have to be borne by
employee and Head IT will advise the accounts to deduct the cost from employee’s salary.

99
Name of Policy- Anti Substance Abuse Policy Policy No.- MEPL/HR/31
st
1. Objective:
To provide substance- abuse-free workplace to all its employees.
2. Eligibility:
All employees (full time, part time and contractual) of MEPL.
3. Salient Features:
3.1 MEPL takes seriously the problem of drug and alcohol abuse, and is committed to provide a
substance-abuse-free work-place for its employees.
3.2 No employee is allowed to consume, possess, sell or purchase any alcoholic beverage or drugs on
any property owned by or leased on behalf of MEPL.
3.3 Smoking is strictly prohibited at the work-place.
3.4 Employees who violate the Anti Substance Abuse policy will be subject to disciplinary action,
including termination.
3.5 Employees can report any such instance/ incident to HR and immediate & appropriate action will be
taken.
3.6 HR will also organize regular checks at the workplace to ensure compliance to this policy.

100
Name of Policy- Anti - Harassment Policy Policy No.- MEPL/HR/32
st
1. Objective:
To define and lay clear guidelines and rules to prevent any kind of harassment (including sexual
harassment) within the company and ways of dealing with any such incidents.
MEPL has a commitment to maintain and nurture a work environment that respects the rights and
dignity of all employees, irrespective of race, color, religion, sex, and age.
The company strictly prohibits any harassment/threatening behavior to any staff
(fulltime/contractual/part time/vendors) as stated below.
2. Applicability:
All staff (full time/ part time and contractual) of MEPL.
3. Definitions
o Harassment is any form of behavior that is unwanted, unwelcome and unreciprocated by the
recipient, irrespective of the intentions of the perpetrator. It takes many forms: jokes, comments,
suggestions, actions, abuse, and ridicule, physical contact, verbal or non verbal (e.g. written/printed
matter). Such behavior may be persistent or an isolated incident.
Harassment may be sexual or racial or related to disability, or religion. Bullying behavior (e.g.
using an intimidating or destructive management style) is also harassment.
It includes mimicking, ostracizing, passing derogatory remarks, using offensive language and
gestures, abusing, physically striking or pushing
Sexual Harassment is any kind of unwelcome sexual advances, requests for sexual favours or
other conduct of a sexual nature which leaves the individual feeling threatened or
compromised. It is also any harassing conduct based on the gender or sexuality of the
recipient.
“Sexual harassment" includes any unwelcome sexually determined behaviour (whether
direct or by implication) such as:
(i) physical contact and advances either physical and non –physical
(ii) a demand or request for sexual favours;
(iii) sexually coloured remarks
(iv) showing pornography
(v) creating a hostile work environment
(vi) any other unwelcome “sexually determined behaviour” be it physical, verbal or non-
verbal conduct of a sexual nature
o Sexual Harassment takes place if a person:

Subjects another person to an unwelcome act of physical intimacy, like grabbing, brushing,
touching, pinching etc.
Makes an unwelcome demand or request (whether directly or by implication) for sexual
favors from another person, and further makes it a condition for employment/payment of
wages/increment/promotion etc.
Makes an unwelcome remark with sexual connotations, like sexually explicit
compliments/cracking loud jokes with sexual connotations/ making sexist remarks etc.
Shows a person any sexually explicit visual material, in the form of pictures/cartoons/pin-
ups/calendars/screen savers on computers/any offensive written material/pornographic e-mails,
etc.

101
Engages in any other unwelcome conduct of a sexual nature, which could be verbal, or even
non-verbal, like staring to make the other person uncomfortable, making offensive gestures,
kissing sounds, etc.
It is sexual harassment if a Reporting Manager requests sexual favours from a junior in return
for promotion or other benefits or threatens to sack for non-cooperation. It is also sexual
harassment for a boss to make intrusive inquiries into the private lives of employees, or
persistently ask them out. It is sexual harassment for a group of workers to joke and snigger
amongst themselves about sexual conduct in an attempt to humiliate or embarrass another
person.
o Types of sexual harassment

Quid pro quo and hostile work environment are the two broad types of sexual harassment. Sexual
harassment at workplace is generally classified into two distinct types.
'Quid pro quo', means seeking sexual favours or advances in exchange for work benefits and
it occurs when consent to sexually explicit behaviour or speech is made a condition for
employment or refusal to comply with a 'request' is met with retaliatory action such as dismissal,
demotion, difficult work conditions.
'Hostile working environment' is more pervasive form of sexual harassment involving work
conditions or behavior that make the work environment 'hostile' for the woman to be in. Certain
sexist remarks, display of pornography or sexist/obscene graffiti, physical contact/brushing
against female employees are some examples of hostile work environment, which are not made
conditions for employment.
4. Process:
4.1 Management will announce the names of the individuals appointed as Enquiry Officer (s) and the
Harassment Committee which will be notified by circular/notice to all employees from time to time.
4.2 If any employee believes, he/she is being subjected to any kind of harassment by another employee
or vendor/third party he/she should immediately report it to the Manager/Member from the
Management/HR preferably in writing.
4.3 If the inappropriate behavior is from the manager then the incident should be notified to HR or
senior management (MD/Board of Directors).
4.4 Any employee witnessing any such behavior, should also report that too.
4.5 The Manager so notified of a harassment incident should inform of the incident to the appointed
Enquiry Officer(s) immediately.
4.6 When a concern is raised, investigation will be carried out in a timely manner (2-4 days), by the
notified Enquiry Officer(s), who will also seek to know if there are others being victimized too. Also,
they will have an Informal Counseling with the alleged harasser, keeping the anonymity of the
complainant and observe his/ her behavior. Also a regular feedback will be obtained from the
complainant of any retaliatory behavior observed.
4.7 In case of repeated behavior, by the harasser, to the same or different individuals, the case will be
brought forth to the Harassment Investigating committee in utmost confidentiality.
4.8 Harassment Investigating Committee will include members from the management, HR and one
outside expert on the issue from a NGO or an external agency. It should be headed by a woman
and at least half of the committee members should be women representatives. The punitive action
against the harasser will be decided by the Investigation Committee, and could include warning,
transfer, forfeiture of pay, loss of specified amount of pay relating to an offence, stoppage,

102
postponement of next pay/incentive or any other and termination of employment on grounds of
gross misconduct.
i. If anyone is found evading or detracting from the policy guidelines, then disciplinary action will
be initiated including termination of employment.
ii. Retaliation against an employee who raises the concern is also prohibited. Any such retaliating
behavior should be brought to the notice of the concerned authority.
iii. A proper and complete documentation of all issues raised and investigations carried out will be
maintained by HR and forwarded to the concerned govt. authority.
Managers are expected to

i. Understand the policy and talk to employees if they raise questions or direct them to HR
ii. Make sure they abide by this policy
iii. If any concern is made to them, report it to HR immediately so that timely action can be taken,
even if employee has asked the manager not do anything about it.
iv. Coach and where appropriate seek help of HR/senior management (MD/Board of Directors) in
disciplining employees who display sexual/racial or any other inappropriate behavior.
v. Help and support HR in investigating such incidences reported.
a) Follow up to ensure the corrective remedial action is working
b) Help ensure there is no retaliatory behavior against the employee who raised the concern.

103
Name of Policy- Internet Usage & Email Policy Policy No.- MEPL/HR/33
st
1. Objective:
To define the protocol governing internet and email usage by employees.
2. Applicability:
All employees who have been given access to use email and internet in office.
3. Regulations:
i. Email, and Internet usage assigned to an employee's computer or telephone extensions are solely
for the purpose of conducting Company business. Some job responsibilities at the Company require
access to the Internet and the use of software in addition to the Microsoft Office suite of products.
Only people appropriately authorized, for Company purposes, may use the Internet or access
additional software.
a) Email is also to be used for Company business only. Company confidential information must
not be shared outside of the Company, without authorization, at any time.
b) Employees are also not to conduct personal business using the Company computer or email.
c) Please keep this in mind, also, as you consider forwarding non-business emails to associates,
family or friends. Non-business related emails waste company’s time and attention.
d) Viewing pornography, or sending pornographic jokes or stories via email, is considered sexual
harassment and will be addressed according to our Anti- Harassment Policy.
e) Emails That Discriminate
Any emails that discriminate against employees by virtue of any protected classification
including race, gender, nationality, religion, and so forth, will be dealt with according to the Anti-
Harassment Policy. These emails are prohibited at the Company.
f) Sending or forwarding non-business emails will result in disciplinary action that may lead to
employment termination.
g) Company Owns Employee Email
It should be noted that the Company owns any communication sent via email or that is stored
on company equipment. Management and other authorized staff have the right to access any
material in employee’s email or on employee’s computer at any time. Any employee’s electronic
communication, storage or access cannot be considered private if it is created or stored at
work.
ii. Software Access Procedure

Software needed, in addition to the Microsoft Office suite of products, must be authorized by the
employee’s Reporting Manager and downloaded by the IT department. If an employee needs
access to software, not currently on the Company network, he/she should discuss with his/her
Reporting Manager and consult with the IT department.
iii. Internet Usage

Internet use, on Company time, is authorized to conduct Company business only. Internet use
brings the possibility of breaches to the security of confidential Company information. Internet use
also creates the possibility of contamination to company’s system via viruses or spyware. Spyware
allows unauthorized people, outside the Company, potential access to Company passwords and
other confidential information. Removing such programs from the Company network requires IT
staff to invest time and attention that is better devoted to progress. For this reason, and to assure
the use of work time appropriately for work, we ask staff members to limit Internet use.
Additionally, under no circumstances may Company computers or other electronic equipment be
used to obtain, view, or reach any pornographic, or otherwise immoral, unethical, or non-business-

104
related Internet sites. Doing so can lead to disciplinary action up to and including termination of
employment.
4. Procedures:
i. Any specific project based/assignment/job role based change in access or storage of internet/
email, if required, which is different from the above laid out protocol, will have to be business
justified and approved by IT Head and the HOD. Any such approval will be for specific time.
ii. Any escalations/non- compliances will be raised to the appellate authority consisting of the IT Head,
HR Head and HOD/MD for disciplinary actions

105
Name of Policy- Dress Code Policy Policy No.- MEPL/HR/34
st
1. Objective:
To allow employees to work comfortably in the workplace while also projecting a professional image for
the company’s customers, potential employees, and community visitors.
Business casual dress is the standard for this dress code.
2. Applicability:
All staff (full time, part time and contractual) of MEPL.
3. Guidelines:
Because all casual clothing is not suitable for the office, these guidelines will help employees to
determine what is appropriate to wear to work.
i. Clothing that works well for the beach, yard work, dance clubs, exercise sessions, and sports
contests may not be appropriate for a professional appearance at work.
ii. Even in a business casual work environment, clothing should be pressed and never wrinkled. Torn,
dirty, or frayed clothing is unacceptable.
iii. All seams must be finished.
iv. Any clothing that has words, terms, or pictures that may be offensive to other employees is
unacceptable.
v. Clothing that has the company logo is encouraged.
vi. Sports team, university, and fashion brand names on clothing are generally acceptable.
vii. No dress code can cover all contingencies so employees must exert a certain amount of judgment
in their choice of clothing to wear to work.
viii. If any employee experiences uncertainty about acceptable, professional business casual attire for
work, he/she should consult the Reporting Manager or your Human Resources staff.
ix. Guide to Business Casual Dressing for Work (Refer Appendix)

a. This is a general overview of appropriate business casual attire. Items that are not appropriate
for the office are listed, too. Neither list is all-inclusive nor exhaustive and both are open to
change. The lists indicate what is generally acceptable as business casual attire and what is
generally not acceptable as business casual attire.
4. Conclusion
If clothing fails to meet these standards, as determined by the employee’s Reporting Manager and
Human Resources staff, the employee will be asked not to wear the inappropriate item to work again. If
the problem persists, the employee may be sent home to change clothes and will receive a verbal
warning for the first offence. Progressive disciplinary action will be applied if dress code violations
continue.

106
Category Acceptable dresses Not Acceptable dresses
Slacks, Pants, Slacks that are similar to Dockers and other Inappropriate slacks or pants
and Suit Pants makers of cotton or synthetic material include jeans, sweatpants,
pants, wool pants, flannel pants, dressy exercise pants, Bermuda shorts,
capris, and nice looking dress synthetic short shorts, shorts, bib overalls,
pants leggings, and any spandex or
other form-fitting pants such as
people wear for biking
Skirts, Dresses, Casual dresses and skirts, and skirts that Short, tight skirts are
and Skirted are split at or below the knee are inappropriate for work. Mini-
Suits acceptable. Dress and skirt length should skirts, shorts, sun dresses,
be at a length at which one can sit beach dresses, and spaghetti-
comfortably in public. strap dresses are inappropriate
for the office.
Shirts, Tops, Casual shirts, dress shirts, sweaters, tops, Tank tops; midriff tops; shirts
Blouses, and golf-type shirts, and turtlenecks, Most suit with potentially offensive words,
Jackets jackets or sport jackets terms, logos, pictures, cartoons,
or slogans; halter-tops; tops with
bare shoulders; sweatshirts, and
t-shirts unless worn under
another blouse, shirt, jacket, or
dress.
Indian Dresses Saree and Salwar kameez are acceptable Sherwani, Kurta Pyjama not
for women provided they are in good taste appropriate for men to wear in
and are not transparent or revealing in any office unless there is a specific
ways. occasion requiring it.
Shoes and Conservative athletic or walking shoes, Flashy athletic shoes, thongs,
Footwear loafers, clogs, sneakers, boots, flats, dress flip-flops, slippers, and any shoe
heels, and leather deck-type shoes. with an open toe
Wearing no stockings is acceptable in warm
weather
Jewellery, In good taste, with limited visible body

Makeup, piercing
Perfume, and Some employees are allergic to the
Cologne chemicals in perfumes and make-up, so
wear these substances with restraint
Hats and Head Head Covers that are required for religious Hats
Covering purposes or to honour cultural tradition

107
108
Name of Policy- Notice Period & Employee Separation Policy No.- MEPL/HR/35
Policy
Date of issue- 1st July 2011 Revision no.- 1.2
1. Objective:
To define the regulations governing employee separation and notice period requirements.
2. Eligibility:
All permanent employees of MEPL.
3. Definitions
Employee Separation can be on account of resignation by the employee or termination by the
company or retirement of the employee.
Date of Resignation (DOR) - The date on which employee submits his/her resignation to the Reporting
Manager and its accepted by him/her.
Date of Termination (DOT) - The date on which employee is intimated of his/her termination of
services from the company.
Last Working Day (LWD) - The last date when employee comes to office before his/her separation
from the company.
4. Notice Period required

Notice Period is the time duration between date of resignation (DOR)/termination (DOT) and the last
working day (LWD) in the organization.
Grade For employee with less For employee on For Confirmed

than 3 months of service probation employee
M1 – M3 7 days 15 days 30 days
Note : No notice period is required for Employees who retire from the services of the organization.
5. Termination of employment by the employee

5.1 An employee wishing to terminate his/ her employment from the company can do so by submitting a
formal resignation letter to the Reporting Manager.
5.2 Reporting Manager, if unable to revert the resignation, should accept the resignation and inform HR
with the exact information of
a) Date of resignation and
b) Date of leaving of the employee.
c) Treatment of shortfall in notice period (if any)- to be adjusted with leave balances or recovered
from the employee)
5.3 The last working day is fixed depending on the notice period the employee needs to serve.

109
5.4 Manager will initiate handing over activities from the departing employee.
5.5 HR to have an exit interview with the employee after having him to fill up the exit interview form on
the last working day of the employee.
5.6 HR to inform accounts department to stop salary of the employee for the current month.
5.7 Notice period waive off is possible only in exceptional cases and after approval from the HOD/
Senior Management (MD/Board of Directors).
6. Termination of the employment by the company

6.1 Company reserves the right to terminate an employee’s employment with the company on grounds
of gross misconduct or even job redundancy.
6.2 The company’s notice may be handed to the employee personally or sent to the last recorded
address.
6.3 Post confirmation, except where termination of employment is on grounds of Gross Misconduct,
company will give the due notice period or payment in lieu of notice period.
6.4 In case of termination due to gross misconduct, no notice period will be given by the company.
6.5 Communication of Termination

i. The manager and HR together should communicate to the employee of the termination of
services. The communication should clearly enumerate the reasons for termination with
supporting arguments/evidences.
ii. The employee should also be communicated of details on when is the last working day decided,
how will any remaining notice period be treated, any other entitlements, if applicable, and what
will be the support in terms of documentation/ references that the employee can expect from
the organization. It should be followed by the details of handing over and clearance formalities
involved.
iii. Any emotional reaction from the employee should be handled with empathy and maturity.
iv. In case, where the employee to be terminated is a female, HR should also involve another
female colleague, who is senior to the employee being terminated, during the communication.
6.6 Post Termination obligations

i. Handing Over
a) On resignation/retirement/separation/termination of employment with the company, for
whatever reasons, or at any time, employee must deliver to the company any books,
documents, records, computer hardware and software, credit cards, mobile phone, keys
or any other.
ii. Clearance Formalities
a) The employee should get the clearance of ‘No Dues’ from all departments as listed in the
clearance form and submit the form to HR before leaving.
b) In case of termination, these clearances will be obtained by HR
c) HR will submit clearance form along with other details to accounts for further processing
of Full and Final Settlement.
iii. Full and Final Settlement
a) For employee who has a shortfall in notice period, earned leave balances can be
adjusted against any shortage in notice period first and then if any earned leave balance
remain, it will be encashed on pro rata basis on the employee’s basic salary.
b) For employee who has served entire notice period, the Full and final settlement will
include salary till the last working day and the encashed earned leave.

110
c) For recovery, notice pay is calculated on basic salary for the no. of days of shortfall in
notice period (the leave encashment and notice pay to be calculated by dividing the basic
with 26 and then multiplying with number of days of shortfall)
d) HR should ensure that the Full and Final settlement is sent to the employee within 15
days of the employee leaving the organization along with the Relieving letter and
Experience letter.
iv. Secrecy & Confidentiality

a) Following separation from the company, employee is governed by certain post
termination obligations of secrecy & confidentiality.
b) In particular, employee shall not divulge, use or in any other way cause to enter into the
possession of a third party, any lists or details of customers or products or any
information or knowledge gained by virtue of his/her employment or in respect of which
company is bound by an obligation of confidence to third party.
c) The Employee undertakes not to work for any other company which at the date of
termination of his/her services with the company is offering the same services as or is in
competition with the company in India, for a period of one year as from the date of
termination of this Contract.
d) In addition after separation from the company, the Employee expressly accepts that he
shall not, directly or indirectly, hire any employee of the company with a view to securing
their agreement to work for or with the Employee in any capacity; nor can he directly or
indirectly, solicit or encourage any employee of the company to leave the employ of the
company.

111
ANNEXURE 16
Exit Interview Form

PERSONAL DETAILS
Name:
Employee Code:
Location:
Date of Birth:
Department
Date of Joining & Designation
Date of Resignation & Designation
1. Trigger for looking for a change, for e.g.
Nature of Job not matching career goals
Discomfort with Education industry
Work pressure
Potential not being utilized
Dissatisfied with compensation
Issues with Reporting Manager
Attractive Market opportunity
Efforts not being recognized
Any other, Please mention
II. Please Elaborate the point 1 (Tick the most Relevant)
Growth & Career Job Content
Job Abroad Work not challenging

112
Compensation not commensurate Limited Role
Designation change High work pressure
Lack of promotion opportunities Potential not being utilized
Lack of cross functional experience Others, Please Specify
Compensation & Benefits HR Policies and Procedures
Low Salary Promotion scheme
Last increment not satisfactory Unsatisfactory Designation
Not Enough Perks Not given what was promised in

interview
New offer too lucrative Others please specify
Others, please specify
Personal Reasons (Tick the Relevant)
Marriage To be closer to family
Higher studies Spouse changed job
Health reasons Any Other
III. Work Environment (Tick out of five choices available)
How will you rate the Strongly Inclined to Neutral Inclined Strongly
following statements disagree disagree to agree agree
I knew what was

expected out of me
I enjoyed my work
I was recognized for

doing good work
My superior cared about

me as person

113
I was given opportunities
to learn and to develop
myself
I believe that MEPL has a

bright future
Work culture at MEPL is

good
I felt that I belonged to

the MEPL family
I was assessed on my
performance fairly and
regularly
Growth opportunities
exist at MEPL
IV. The New Job
What attracted you about the new offer? From the following, please rank the top 3 reasons, 1 being the
most relevant.
Growth &Career
Job Content
Compensation & Benefits
HR Policies & Procedures
Personal Reasons
V. Information about your future employer
Name of the company
Line of Business
Location
Current Salary at MEPL (HR to Fill)
Salary offered

114
Joining as
If going abroad than for how long
VI. Name at least three things that you admire about MEPL
1.
2.
3.
VII. Name at least three things that MEPL can improve
1.
2.
3.
VIII. Would you like to rejoin MEPL sometime in future? Please give reasons and also mention what
changes you would like to see in MEPL if you were to reconsider joining it at any point in the future.

115
IX. Your Correspondence Details
Permanent Address:
Phone No:
Mobile No:
Email id.
Sign (employee):
Date:
Received in HR by (Name):__________________________.
Date:
Sign:
Comments :
Recommended for Grievance Report Yes / No.
Head HR

116
ANNEXURE 17
Employee Clearance Form
Name : Designation :
Department : Date of joining :
Date of Resigning: Last working day:
Residential address: Email address:
Telephone No(s) :
Department Particulars Signature
Business Unit 1.Email :

Change password Y N
Delete account Y N
Forward mails to
Date of deactivating Email Account
2. LMS & Intranet

Account to be deactivated Y N
3. Domain user:
Account to be deactivated Y N
4. Hand over completed Y N
Reporting Manager
5. Data Backup Taken: Y N
6. Machine to be formatted Y N
HOD
IT 1.Email : Y N
Password changed

117
Has been deleted Y N
Has been forwarded to
Department Particulars Signature
IT
2. Domain user:
Y N
Account deactivated
3. LMS & Intranet Y Y
4. PC with all accessories

taken back Y N
IT Manager
Administration 1.Drawer keys received Y N
2. Access card received Y N
3. Any Deduction
Administration In Charge
Operations 1. Books & Tutorials Received Y N

(If Applicable)
2. Other Inventory
Procurement Coordinator
HR 1.Accrued leave balance
2. Notice period served
3. Exit Interview Y N
HR Head
Finance
Finance Head
I certify that there are no outstanding matters to prevent my full and final settlement.
Date : Signature of the Employee

Name of Policy- Employee Farewell Policy Policy No.- MEPL/HR/36

118
1. Objective:
To provide guidelines for farewell to employees in case of separation
2. Eligibility:
i) All Employees with minimum 1 year of service with the MEPL.
ii) Employees transferred from sister concerns with service continuity will also be eligible under the
scheme.
3. Coverage:
i) All Employees except HOD : Departmental Farewell
ii) HOD : Company Farewell
4. Responsibility:
The HR department will organize farewell at the Head Office. In Cities, City Head/Administration/
Operations Executive will organize this.
5. Procedure:
a) For All Employees holding positions other than HOD
Departmental farewell will be arranged. The expenses will be approved by the HR Department @
Rs. 30/- per person of the department. The HR will authorize the payment for the same.
b) For employees holding position of HOD and equivalent

A Company-wide farewell will be arranged. All HOD’s and the employees of the department to
which the outgoing employee belongs will also attend. The expenses will be approved by HR
department @ Rs.40/-per person.
c) The Outgoing employee will be given a farewell gift as per the tenure completed in the
organization as given below:
All completing up to 3 years in the organization Rs. 500/-
completing 4 to 7 years of tenure in the organization Rs. 750/-

All completing 8 to 12 years tenure in the organization Rs. 1000/-
More than 12 years in the organisation Rs. 1500/-
d) The HR will authorize advance for purchase of gift and submit the requisite bills one day after the
farewell.
e) All farewell get together will be organized 30 minutes before the close of work.
f) All retiring employees who have put in minimum of 10 years service will be provided company hired
car for dropping him/her to his/her place of residence.

119

HR Policy

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HR Policy

Uploaded by

Copyright:

Available Formats

HR POLICY MANUAL 1.

B Employee Benefit Schemes

Manya Education Pvt. Ltd. Confidential

Manya Education Pvt. Ltd. Confidential

HR Department can be contacted for any elaboration/clarification/interpretation of the

Manya Education Pvt. Ltd. Confidential

• HOD - Refers to the Head of Department as designated or as appointed to carry

• HRD - Human Resources Department

1. Wherever policies are applicable to Contract Staff, their entitlements will be

(Contract amount)/2= Indicative Basic salary

Manya Education Pvt. Ltd. Confidential

Level/ Band Response Time

ii. Sourcing & Selection

Manya Education Pvt. Ltd. Confidential

j. Decision of selection/rejection by the Interviewers would be final and binding.

Manya Education Pvt. Ltd. Confidential

b. The documents to be submitted must include:

iv. Reference Checks

f. References will be sought as per the Reference Check form.

Manya Education Pvt. Ltd. Confidential

MANPOWER REQUISITION FORM

Designation Vacancy Type New Replacement

MRF Date: No. of vacancies

CTC (Please specify in Min-Max Range)

Role & Responsibilities

Education Essential Experience

Computer Literacy Required

Preferred Skill sets

If Internally, name of the person

Requested By Recommended By HOD Approved By MGMT

Manya Education Pvt. Ltd. Confidential

Joining Forms Checklist

S. No. Checklist Tick mark

1. Personal Data form

4. ESI form – if applicable

5. Confidential Agreement Form

6. Bank forms- new account opening

8. Accepted Appointment letter copy

Manya Education Pvt. Ltd. Confidential

2. HR to confirm employee’s joining to Reporting Manager/designated mentor from the business.

Manya Education Pvt. Ltd. Confidential

Manya Education Pvt. Ltd. Confidential

5.2 Procedure for Employee referrals

Manya Education Pvt. Ltd. Confidential

5.3 Referral Rewards

b) The referral reward will be as follows:

Office Assistant, Assistant, Sr. Assistant 1,000

Executive, Management Trainees, Faculty – I, Business Development

Team Leader - HR, Franchise Support Co-ordinator, Faculty - III, Faculty-

Manager - ERP, Deputy Manager – Accounts, Master Trainer, Sales Trainer,

Senior Manager, National Operations Manager, Senior Manager – Training,

VP, EVP, CEO 30,000

Manya Education Pvt. Ltd. Confidential

Designation of Referee Category Referred for Payout (Rs.)

Part Time Faculty Faculty - Part Time, Online Editor 1500/-

Part Time Faculty Full Time Faculty 2500/-

5.4 Disbursement of Referral reward

5.5 Organization’s right to selection

Manya Education Pvt. Ltd. Confidential

Compensation Bands Structure at Manya

Executive, Management Trainee, Faculty – I, Business Development Executive, Sales

Team Leader - HR, Faculty - III, Faculty-cum-Academic Co-ordinator, Training Co-ordinator,

M10 EVP, CEO