INTERVIEW

 Relevant Education
 Experience related to job interviewed for
 Job knowledge / Skill
 Computer Literacy
 Emotional Intelligence (EI) or Emotion Quotient (EQ)
 Experience related to other lines of company businesses
 Personality / Presentation
 Confidence / Spirit / Assertiveness
 Communication & Interpersonal Skills
 Development Potential / Motivation (Vision for career & passion for growth)
 Personal Aptitude related to the job interviewed for
 Leadership, problem solving and planning abilities
 Technical Professional knowledge
 Innovation & creativity
 Knowledge of Self (Strength & Weaknesses)

ABBREVIATIONS
 CHRO-Chief Human Resource Officer
 CEO-Chief Executive Officer
 Contract Employees-Hired for a job / assignment for a specific period of time and
distinct from regular employees
 Corporate-An entity to support divisions to deliver on business objectives, assist the
CEO in making business intelligence decisions and ensuring business continuity through
compliance and governance framework

 TA-Talent acquisition
 Division-Refers to distinct operating units of the business including EPC, Construction,
Manufacturing, Infrastructure and Descon Industrial Services (Maintenance)

 Employee-Used interchangeably with “staff”

 HR Ops -Human Resources Operation

 SOP’s-Standard Operating Procedures
 BD-Business Development Team
 EPC-Engineering, Procurement & Construction
 Infra-Infrastructure
 O&G-Oil & Gas
 Pub-Publications
 IT&R-Information Technology & Reengineering
 ITS-Information Technology System
 HRD-Human Resource Development
  HRR-Human Resource Records
 T&D-Training & Development
 Manf-Manufacturing
 Mktng-Marketing
 QA-Quality Assurance
 LP- Loss Prevention
 B-Business Region
 OPS Div -Operation Division
 P&S-Planning & Scheduling
 HRBP-Human Resource Business Partner
 Grievances is a formal employee complaint. Usually this comes about when an
employee feels he or she has been negatively affected by the employer not holding up
the terms (or misapplying the terms) of the employment agreement. A grievance could
come from an individual or a group, and it could relate to a specific contract term or it
could be related to violations of the collective bargaining agreement or other employer
policies.
 Secondments are a valuable tool for individual career development and for developing
the skills of an organisation.A 'secondment' is the temporary move or ‘loan' of an
employee either to another Institution in the University (internal secondment) or
externally to a different organisation (external secondment). In each case the employee
will have the opportunity to return to their substantive position on completion of the
secondment unless otherwise discussed. The term secondment can also be used if an
individual moves within their own Institution, covering an alternative position and
reverting to their original position on completion.Secondments are an effective way of
providing individuals with the opportunity to apply their skills and experience in a new
environment and challenge themselves professionally, thereby aiding their
development, bridging identified skills gaps and broadening their experience.The
department that 'hosts' the secondee benefits from the individual's existing and new
skills whilst their 'home' department benefits from their increased motivation and
enhanced skillset on their return. There is also an organisational benefit of promoting
increased mobility within the University and retaining staff with valuable skills,
knowledge and experience.

The University operates three types of secondments:

 Internal (within/between different institutions in the University)
 External (from Cambridge to an external organisation)
 Incoming (from an external organisation to Cambridge)

ONBOARDING PROGRAM
Purpose
 The purpose of this policy is to ensure a seamless assimilation(integration) of
employees
  The process of integrating a new employee with a company and its culture as
well as getting a new hire the tools and information needed to become a
productive member of the team
Scope
 Applicable on all employees
Procedure

 The On-Boarding Program comprises of three phases: Pre-Arrival, Arrival and

Post-Arrival. The On- Boarding Program is applicable for a period of 6 months
from the day of joining.

Pre-Arrival

 The Appointment Letter (as per Hiring Checklist) and Induction Pack are issued
by HR Ops to the concerned HR 05 days prior to the joining of the new
incumbent.
 The Induction Pack is issued to the new employee via email by the concerned HR
03 days prior to the joining date and consists of Items to be retained by
employee i-e welcome Letter (with information on DEL ‘way of life’, values and
general guidelines and
b.Items to be completed by employee and submitted to the Company prior to
the day of joining

 Joining Report

 Declaration of Relative(s)

 Declaration of Next of Kin

 Non-disclosure Agreement

 Medical Fitness Form

 Bank Account Information Form

 Health Insurance Card Form (as applicable in each country) o Benevolent Fund
(Pakistan)

 IT Form
Vehicle Parking Form (Admin) – if applicable

 Employee ID Card Form

  ESS / MSS Form (where applicable)

The On-Boarding check-list is issued to the line manager by the concerned HR for completion of
settling in formalities, assignment of buddy and other managerial tasks defined below.

Arrival

 The On-boarding begins on 1st day of joining with the arrival of the employee to the
concerned HR.
 The concerned HR welcomes the new employee and hands over the Appointment letter
and Joining Report. A copy of the (signed) Appointment letter and filled Joining Report is
then taken back by the concerned HR
 Concerned HR receives the Induction Pack from the employee and forwards to HR Ops
along with a copy of the accepted Appointment letter

 The employee files are maintained by HR Ops with a checklist as per Employee Hiring
Document Checklist (HR/FRM-95) to ensure all documents, as per requirement of
organization, have been received.
 Concerned HR submits filled Joining Report to HR Ops on the same day. On the basis of
which, hiring action is executed in SAP by HR Ops within 02 working days.
 The concerned HR walks the employee over to his/her work location and then
introduces him/her to the line manager.

Orientation Program

 The line manager introduces the new employee (broadband A to F) to the assigned
buddy.
 The Buddy is selected based upon employment within the unit/department (greater
than one year) and familiarity with the business functions. The Buddy Orientation
Program is facilitated by concerned HR with buddy nominations sent in by line manager.
This is done to ensure the buddy role & expectations are clear. The liaison between the
new employee and the (assigned) buddy will include: a tour of the premises,
introductions to colleagues in the unit / department and familiarity with the work space
and employee work area.
 All new employees are provided with a formal Orientation Program by the concerned
HR, covering aspects of
 Structure & Hierarchy of the Company
 Work Environment & People
 Culture and Values
 Success celebrations
 Awareness of Quality & Health, Safety and Environment Policies
 HSE induction of employee
  Business Processes (SOP’s / Processes / Manuals)
 The concerned HR ensures that the new employee is issued an Employee ID, Log- in ID,
Email ID, ESS/MSS Log-in, system/laptop (if applicable), Employee Card, Parking Sticker
and parking space allotment (if required), within 03 days of date of joining.

Post – Arrival

 Corporate TA conducts a monthly review to determine the effectiveness of the

Orientation Process. In this regards the Employee Orientation Feedback Form (HR/FRM
-130) is filled by all new employees and submitted to HR Ops.

Related Documents

 Appointment Letter
 Employee Hiring Document Checklist
 Induction Pack
 Joining Report – Hiring
 Medical Certificate
 New Employee Orientation & Onboarding Checklist
 New Employee Orientation & Onboarding Feedback

ORIENTATION

Probation & Confirmation

Development of separate probation & confirmation policy to reiterate the importance of timely
probation evaluation and subsequently confirmation in the organization.
PURPOSE
The purpose of this policy is to establish clarity on procedures pertaining to probation,
extension of probation, separation during probation and other associated matters amongst all
the employees.
SCOPE
This policy is applicable to all regular employees in the Divisions and Corporate functions of
Descon Engineering Limited, including PDIL & E&T, Pakistan and Overseas.
PROCEDURE

1. All regular employees in the management cadre (broadband A to G) are employed at

DEL with a probation period of six months, which may be extended for another period
of three months only.
2. On 25th of every month, Lead HR Ops sends a list of employees to be confirmed within
the next month to concerned Head HR/HRBP.

3. 4.3  The process of probation evaluation is initiated within 02 working days of receipt of
employee list by the concerned Head HR/HRBP, using the “Probation Evaluation Form”
(HR/FRM-69).

4. 4.4  The Line Manager completes the form within 03 working days recommending
confirmation, extension (for a period of 3 months at max) or termination of services and
forwards to concerned Head HR/HRBP

5. 4.5  In case of an overall “ME”, “EE” or “O” rating by the line manager, probation of the
said employee is considered to be successfully completed.

6. 4.6  Concerned HRBP adds his/her comments and shares the duly filled form with FS HR
Ops

7. 4.7  FS HR Ops generates a confirmation letter and sends it back within 02 working days
to

concerned Head HR/HRBP for approvals.

8. 4.8  The concerned Head HR/HRBP hands over the original (signed) confirmation letter
to the line

manager for further handing over to employee and at the same time sends a copy to FS
HR
Ops within 02 working days.

9. 4.9  FS HR Ops executes the confirmation action in SAP within 02 working days. The
filled

probation evaluation form shall be filed in personal file of the concerned employee and
uploaded in DMS.

10. 4.10  Upon confirmation an employee becomes eligible for all perks and benefits of a
regular

employee.

11. 4.11  In case of a “PME” rating, the line manager extends the probation for a period of
three (03)

months and same process and timelines will be followed as mentioned above in case of
 confirmation

12. 4.12  The line manager discusses performance issues at the time of handing over the
Probation

Extension Letter to employee.

13. 4.13  Employee is advised to prepare a Performance Improvement Plan (PIP) in

consultation with

the line manager. Concerned Head HR/HRBP is responsible for review, approval,
implementation and monitoring of PIP.

14. 4.14  In case of a “U” rating in first evaluation or “PME” or “U” rating in the second
evaluation,

services of the employee are terminated with immediate effect, without any notice or
salary in
lieu thereof by following the same process of probation evaluation as mentioned above.

15. 4.15  In case of a matrix reporting, both line managers will fill one form. In the event of a
clash in

ratings by both line managers, concerned HR will mediate and reach a mutual
consensus.

Disciplinary Action Policy

Quality Records
Business Performance Bonus Policy – BPBP

The purpose of this variable pay policy is to establish guidelines in order to recognize and reward team
performance and efforts towards achieving maximum profits for the Business Units, Division and
Company.

PURPOSE:

The purpose of this variable pay policy is to establish guidelines in order to recognize and reward team
performance and efforts towards achieving maximum profits for the Business Units, Division and
Company.

Variable pay or Bonus is not a contractual payment but is in fact purely discretionary and is disbursed
when awarded to individual businesses and Corporate functions by the CEO to:

Reward employees for business/corporate team performance.

Recognize individual contribution by leveraging the declared bonus awarded with the Position factor.

Provide motivation for future performance.

COPE:

This policy is applicable to all management (regular & contract) employees in Grades A – G4, hereinafter
referred to as “Management Employees”, working for more than 6 months at Descon Engineering
Limited- including PDIL and E&T- in the fiscal year for which bonus is being paid.

DEFINITIONS/ABBREVIATIONS:

1. 3.1.  Bonus: Bonus means a one-time cash payout that is designed to reward the
accomplishment of enhanced performance of a Division / Business Unit / Corporate / Projects,
as per the rules established in this policy.
2. 3.2.  PAT: Profit After Taxes

3. 3.3.  BG: Business Generation

4. 3.4.  HRCC: Human Resources & Compensation Committee is a committee formed under the
leadership of the Chairman of the Company and comprises of Vice Chairmen, CEO, CFO, CHRO
and Advisor to the Chairman.

5. 3.5.  KCP: Key Critical Position

6. 3.6.  KSP: Key Site Position

7. 3.7.  SME: Subject Matter Expert

 8. ELIGIBILITY CRITERIA:
9. The following eligibility criteria will be followed by all Divisions, Business Units (BUs), Projects
and Corporate Departments to qualify for Business Performance Bonus under this policy:

For Business Units:

Business Unit will qualify for the Business Performance Bonus under this policy if the Business Unit as a
whole is profitable and has achieved budgetary targets of all the factors as mentioned in clause 4.1.1 &
4.1.2 in the preceding financial year, provided:

1. 4.1.1.  Consolidated weighted average of all four financial indicators (PAT, Cash Flow, BG and
Revenue) is at least 95% of the budgeted target.
2. 4.1.2.  PAT and Cash Flow targets are met by 95% and BG and Revenue targets are met by 90%.

FACTOR

Minimum for Bonus

95% 95% 90% 90%

95%

PAT
Cash Flow
Business Generation
Revenue
Minimum Weighted Average of Above All (for determining Eligibility)
4.2.

4.3.

3. 4.1.3.  The weightage to be assigned to each financial indicator will be decided by the HRCC and
may vary from year to year and BU to BU.
4. 4.1.4.  If BU does not meet any one or more of the criteria listed above, then eligibility for bonus
will be decided by HRCC.

For Divisions:

1. 4.2.1.  Division will qualify for performance bonus if the Division has achieved budgetary PAT
targets.
 2. 4.2.2.  If the Division is below budget but has achieved a minimum positive PAT then it may be
awarded bonus at the discretion of HRCC. If the decision is in favor of awarding bonus then the
allocation of bonus will be reduced in the same proportion as the shortfall in the achievement of
Division’s financial targets.

For Projects:
4.3.1. Once the BU qualifies as per the criteria mentioned in clause 4.1 above:

4.3.1.1. All its completed projects and shutdowns which have achieved budgetary PAT targets, as per
revision number One (Rev. 1) in case of projects, and revision number Zero (Rev. 0) in case of
shutdowns, or even if are below this budgetary target but have achieved a minimum positive PAT, will
also qualify.

All its long term projects which have achieved budgetary PAT targets, or are even below the budget but
have achieved a minimum positive PAT, will also qualify. However calculation/distribution of bonus for
long term projects will be different from the completed projects (refer to clause 6.4 below).

If any of its project is in loss due to any unusual circumstances, Division President will have to seek
special approval from HRCC for bonus recommendation, if any, for such project.

If any BU is in loss, neither the BU nor any of its project/shutdown, irrespective of its individual financial
results, will be eligible for bonus.

For Corporate Departments:

4.4.1. Corporate will qualify if the Company has achieved budgetary PAT target.

4.4.2. If the Company is below budget but has achieved a minimum positive PAT then Corporate may be
awarded bonus at the discretion of HRCC. If the decision is in favor of awarding bonus, the allocation of
bonus will be reduced in the same proportion as the shortfall in the achievement of Company’s financial
targets.

PROJECT PROFITABILITY CALCULATION

1. 5.1.  Profitability of a project will be calculated by using the parameters of financial close out,
which are as follows:
1. 5.1.1.  Provisional Acceptability Certificate (PAC) from the client has been received

2. 5.1.2.  Profitability beyond the budget has been calculated after taking care of liquidity
damages (LDs), back charges, collection of all receivables, retention money, bank
guarantees and taxation etc. However, exchange rate gain/loss due to currency
fluctuations will not be considered while calculating project profitability.

3. 5.1.3.  Provisions for doubtful allowances and unbilled invoices have been made.

4. 5.1.4.  Settling of all other liabilities pertaining to the project before the disbursement.
 2. 5.2.  For long-term shutdown, provisioning for costs to be done for guarantees etc.

3. 5.3.  For both Division/Business Unit and Corporate, ‘prior period’ adjustments will be
accounted for in this calculation.

CALCULATION AND DISBURSEMENT OF BONUS: 6.1. Profitability Ratings:

Considering the variations in achievement of budgetary targets, following four profitability ratings shall
be awarded to the BUs/Divisions/Corporate:

Percentage of Weighted Average Target

Profitability Rating Achieved
(Actual vs Budgeted)

Minimum Budget Exceeding Budget Exemplary

Payout Criteria:

95% to 99.99% 100% to 109.99% 110% to 119.99% 120% and above

6.2.

Based on the targets achieved as per table – B above, all Management Employees, of qualifying
project/shutdown sites, Divisions/BUs and Corporate Departments, will be eligible for performance
bonus under the following terms and conditions:

1. 6.2.1.  All Management Employees, except for those rated as Unsatisfactory (U), will be eligible
for bonus.
2. 6.2.2.  The basis of calculating bonus shall be an employee’s base salary as on the last day of the
bonus year i.e. June 30th of the fiscal year for which bonus is being paid.
3. 6.2.3.  Minimum employment of six months- as a Management Employee- with the Company in
the fiscal year for which bonus is being paid is mandatory to become eligible for bonus under
this policy. If eligible, prorated bonus will be paid according to the number of days served at
Project Site/BU/Division or Corporate.
 4. 6.2.4.  In case of deployment at more than one project/BU/Division during a fiscal year, the
incumbent(s) will be entitled to get bonus from all eligible projects/BUs/Divisions on prorated
basis.
5. 6.2.5.  Free lancers / Short-term assignees shall NOT be eligible for bonus under this policy.
6. 6.2.6.  Management Employees who resigned or were terminated between date of close of the
fiscal year (i.e. June 30th) and date of declaration of bonus (i.e. October 1 st) will NOT be eligible
for any bonus under this policy. However Management Employees who passed away during this
period or even before, shall be eligible for bonus for the entire fiscal year.
7. 6.2.7.  If any question arises as to the correct entitlement to bonus due to unclear structure or
multiple reporting relationships, Div. Head HR, BU Head and Division President will jointly make
the decision about the eligibility of the incumbent.
8. 6.2.8.  The eligibility criterion for Bonus is based upon the positions and the level of
responsibility vested in these positions to acquire, plan, execute and support the project, BU,
Division or Corporate.
9. Respective Head HR will prepare and submit the duly approved list by the Division President of
all eligible employees with details of bonus payouts to corporate payroll for audit and
disbursement within 10 calendar days of the receipt of decision of Bonus Committee.
10. 6.3.4.  Corporate Payroll will audit each case to ensure compliance with all the guidelines given
in this policy and revert with final list for verification of active employees within 7 calendar days.
11. 6.3.5.  Head HR will share the final list back with payroll within 3 calendar days.

Whistle Blowing Policy

Anti-Harassment Policy

The purpose of this policy is to provide a guideline for behavior B of all employees including management and the
owners of company to ensure a work C environment free of sexual harassment and intimidation.

PURPOSE:

Management of Descon Engineering Limited believes in zero tolerance against sexual harassment. The objective of
this Policy is to create a safe and dignified working environment for men and women employees that is free of
sexual harassment, abuse and intimidation and with a view to enable higher productivity and a better quality of life
at work.

The issue of harassment at the work place has been taken up on various platforms and the matter became more
pertinent in early 2010 when the Pakistan Government passed a Law called ‘Protection Against Harassment of
Women at Workplace Act 2010’ (the “Act of 2010”) and ‘Code of Conduct for Employees’ (the “Code of Conduct”).
The intention of the Law is to provide an opportunity to all organizations, public, private and civil society, to
develop a self-regulatory mechanism whereby organizations could handle the problems related to sexual
harassment internally. Adoption of this Code has become mandatory for all organizations. It requires management
to take charge of the transformation of their institutional culture and make it dignified for both women and men.

The Act of 2010 and the Code of Conduct follows the theme and provisions identified in the Constitution of Islamic
Republic of Pakistan (the “Constitution”) and other national policies for equality of citizens by the State.

Therefore, in accordance with the Act of 2010, which mandates every organization to have the Code implemented
in letter and spirit, this policy is being issued as a part of the implementation of the Act of 2010. It focuses on
sexual harassment experienced at the workplace by employees and facilitates the transformation of the work
environment, so that it is free of sexual harassment, intimidation and abuse.

The management of Descon Engineering Limited, hereby develop approve and implement this Anti-Harassment
Policy throughout the organization.

SCOPE:

We understand that most of the sexual harassment is faced by women. However, to be fair to all employees,
sexual harassment can be experienced by men also. Therefore, to make sure that it is the inappropriate behavior
that remains the focus, this policy is for both men and women working at Descon Engineering Ltd, including PDIL
and E&T in company’s all subsidiaries, associates, offices and project sites in Pakistan and overseas.

DEFINITIONS/ABBREVIATIONS
Unless specifically defined otherwise, terms used in this Policy and the Code shall have the

following meaning:

1. (a)  “Accused” means an employee of the Company against whom complaint has been made

under this Policy;

2. (b)  CBA means Collective Bargaining Agency as provided in the Industrial Relations Act 2012,

or any other law for the time being in force.

3. (c)  “Chief Human Resources Officer” is the Competent Authority as may be designated by the

management of the Company for the purposes of this Policy;

4. (d)  “Complainant” means a woman or a man who has made a complaint to the Inquiry

Committee on being aggrieved by an act of harassment;

5. (e)  “Employee” means a regular or contractual employee whether employed on daily, weekly,

monthly or hourly basis, and includes an intern, a consultant or an apprentice;

6. (f)  “Sexual harassment” means any unwelcome sexual advance, request for sexual favors or other verbal
or written communication or physical conduct of a sexual nature or sexually demeaning attitudes, causing
interference with work performance or creating an intimidating, hostile or offensive work environment, or
the attempt to punish the complainant for refusal to comply to such a request or is made a condition for
employment;
7. (g)  “Inquiry Committee” means the committee constituted under

this Policy as prescribed in the Act of 2010

8. (h)  “Management” means a person or body of persons responsible for the management of the affairs of
an organization;
9. (i)  “Ombudsperson” means the Ombudsperson appointed for this purpose by the respective
Governments at the Federal and Provincial levels under section 7 of the Act of 2010;

10. (j)  “Company” means Descon Engineering Limited, including PDIL and DEST, and its associated companies
in UAE, Qatar and Oman and future associated companies in any part of the world.

11. (k) “Workplace” means the place of work or the premises where the Company operates and includes
building, factory, open area or a larger geographical area where the activities of the Company are being
carried out and including any situation that is linked to official work or official activity outside the office.

THE UNACCEPTABLE BEHAVIOR

Sexual Harassment, the behavior described in Clause 1 (i) of the Act of 2010, i.e.

any unwelcome sexual advance, request for sexual favors or other verbal or written communication or physical
conduct of a sexual nature or sexually demeaning attitudes, causing interference with work performance or
creating an intimidating, hostile or offensive work environment, or the attempt to punish the complainant for
refusal to comply to such a request or is made a condition for employment, is unacceptable behavior in the
workplace, including any interaction or situation that is linked to official work or official activity outside the office.
It constitutes a violation of this Policy. For further explanation of such behavior see Annex I

RESPONSIBILITIES OF THE MANAGEMENT

Management will be responsible to follow and implement this policy within the Company in letter and spirit and to
ensure that each complaint of sexual harassment is addressed responsibly. The management will remain impartial
in the process and will facilitate a just and fair inquiry without any retaliation. The management will not victimize
the complainant or the witnesses in the case.

5.1 Establishing an Inquiry Committee

The Company has constituted a standing Inquiry Committee to look into complaints under this Policy as prescribed
in the Act of 2010. The Committee shall consist of the following four (4) members:

   Member from the Management

   Member from the Corporate Affairs Department

   Member from the Human Resources Department

   Senior female member from the Company

In case a complaint is made against one of the members of the Inquiry Committee, that member shall be
replaced by another for that particular case.

Designating Competent Authority

The Chief Human Resources Officer (CHRO) shall be the Competent Authority for the implementation of this Policy.

Management’s Obligation towards the Ombudsperson

The management shall respond to any and all queries of the Ombudsperson. In case an employee files a complaint
directly with the Ombudsperson or if an employee, after being dissatisfied with the decision of the Inquiry
Committee, files an appeal with the Ombudsperson, the management shall abide by the decision made by the
Ombudsperson.

PROCEDURE OF COMPLAINT

The request may be made orally or in writing;

Any Employee may report an incident of harassment to his/her supervisor, or a member of the Inquiry Committee.

1. a)  The Committee member approached is obligated to initiate the process of investigation.

 The supervisor shall facilitate the process and is obligated not to cover up or obstruct the inquiry

2. b)  If the compliant is made before the supervisor, he /she will approach the alleged accused with the
intention of resolving the matter in a confidential manner through mediation;
3. c)  If in case the matter is not resolved through mediation, the supervisor, with the consent of the
complainant may refer the complaint to the Inquiry Committee.

4. d)  The Inquiry Committee ensure to take actions so that the accused and the complainant do not have to
interact for official purposes during the investigation period.

5. e)  Retaliation from either party should be strictly monitored. During the process of the investigation
work, evaluation, daily duties, reporting structure and any parallel inquiries initiated should be strictly
monitored to avoid any retaliation from either side;

6. Mala Fide Intentions

7. The Inquiry Committee may recommend to the Chief Human Resources Officer for an appropriate action
against the complainant if allegations leveled against the accused are found to be false and made with
mala fide intentions.

Working of the Inquiry Committee

The Inquiry Committee set up under clause (5) will determine a chairperson among themselves and will fix the time
and place for its proceedings upon receipt of a written complaint.

The Inquiry Committee after the receipt of a written complaint, shall–

1. (a)  Within three days communicate in writing the charges and statement of allegations to the

accused;

2. (b)  Require the accused, within seven days from the day the charge is communicated to him,

to submit a written defense and on his failure to do so without reasonable cause, the

Committee shall proceed ex-parte;

3. (c)  Enquire into the charge and may examine such oral or documentary evidence in support of

the charge or in defense of the accused as the Committee may consider necessary and each party shall be
entitled to cross-examine the witnesses against him/her.

The Inquiry Committee shall have the power to:

1. (a)  Summon and enforce attendance of any person and examine him on oath;
2. (b)  Require the discovery and production of any document;

3. (c)  Receive evidence on affidavits; and

 4. (d)  Record evidence.

5. (e)  Get the complaint or the accused medically examined by authorized

Doctor, if necessary,

The Inquiry Committee shall have the power to inquire into the matters of harassment under this Policy, and may
recommend appropriate penalty against the accused. The following provisions inter alia shall be followed by the
Committee in relation to the inquiry (more elaborate guidelines are provided in Annex II):

1. (a)  The statements and other evidence acquired in the inquiry process shall be considered as confidential;
2. (b)  The Inquiry Committee can instruct to treat the whole proceedings confidentially, if necessary.

3. (c)  An officer in the Company, if considered necessary, may be nominated to provide advice and
assistance to both parties;

4. (d)  Both parties, the complainant and the accused, shall have the right to be represented or accompanied
by a friend or a colleague;

5. (e)  Adverse action shall not be taken against the complainant or the witnesses;

6. (f)  The Inquiry Committee shall ensure that neither the Company nor the accused shall initiate any action
that would create a hostile environment for the complainant

so as to pressurize him/her from freely pursuing his/her complaint; and

7. (g)  The Inquiry Committee shall give its findings in writing by recording reasons

thereof to the Chief Human Resources Officer

8. (h)  The Inquiry Committee shall keep record of all the proceedings for the Ombudsperson in case of
appeal against its orders.

Findings, Recommendations and Penalties

The Inquiry Committee shall submit its findings and recommendations to the Chief Human Resources Officer within
thirty days of the initiation of inquiry. If the Inquiry Committee finds the accused to be guilty it shall recommend to
the Chief Human Resources Officer for imposing one or more of the following penalties:

(i)

Minor penalties:

1. (a)  Censure;
2. (b)  Withholding, for a specific period, promotion or increment;

3. (c)  Hold, for a specific period, at an efficiency bar in the

 time-scale;

4. (d)  Recovery of the compensation payable to the complainant from pay or any other

source of the accused);

Major penalties:

1. (a)  Reduction to a lower post or time-scale, or to a lower stage in a time-scale;

2. (b)  Compulsory retirement;

3. (c)  Removal from service; and

4. (d)  Dismissal from service.

5. (e)  Payment of a Fine. A part of the fine can be used as compensation for the complainant. In case of the
owner, the fine shall be payable to the complainant.

6. Implementation of the Decision

7. The Chief Human Resources Officer shall impose the penalty recommended by the Inquiry Committee
under clause (18) within one week of the receipt of the recommendations.
8. The Inquiry Committee shall meet on a regular basis and monitor the situation regularly until they are
satisfied that their recommendations subject to decision, if any of Chief Human Resources Officer and the
Ombudsperson, if applicable, have been implemented.
9. In case the complainant is in trauma the Company will arrange for psycho-social counseling or medical
treatment and for additional medical leave upon recommendation of the Inquiry Committee.
10. Appeal
11. Any party on whom minor or major penalty is imposed and is dissatisfied by the decision of the Chief
Human Resources Officer may, within thirty days of written communication of the decision, file an appeal
to the Ombudsperson.
12. The Ombudsperson may, on consideration of the appeal and any other relevant material, confirm, set
aside, vary or modify the decision within thirty days in respect of which such appeal is made. It shall
communicate the decision to both the parties and the Company.
13. COMPLAINTS TO OMBUDSPERSON
14. Any employee shall have the option to file a complaint either to the Inquiry Committee or the
Ombudsperson. In case of filing a complaint with the Ombudsperson the management will respond to any
inquiries that the Ombudsperson might have regarding information related to the case (as per clause 10).
It will be mandatory for the management to abide by the decision of the Ombudsperson. For details on
the powers and procedures that will be followed by the Ombudsperson see Annex III
15. REVIEW
16. Anti-Harassment Policy shall be reviewed as it may deem necessary.

DETAILED DEFINITION OF SEXUAL HARASSMENT

(1) Sexual harassment can include but is not limited to: verbal harassment or abuse, subtle pressure for
sexual acts, sexual advances in the pretext of narrating sexual incidents, touching, patting or pinching,
leering at a person’s body, demanding sexual favors accompanied by subtle or overt threats concerning
employment or advancement; and physical assault including rape.

There are three significant manifestations of sexual harassment in the work environment:

(a)

(b)

Abuse of authority

A demand by a person in authority, such as a supervisor, for sexual favors in order for the complainant
to keep or obtain certain job benefits, be it a wage increase, a promotion, training opportunity, a
transfer or the job itself.

Creating a hostile environment

Any unwelcome sexual advance, request for sexual favors or other verbal or physical conduct of a sexual
nature, which interferes with an individual’s work performance or creates an intimidating, hostile,
abusive or offensive work environment.

The typical “hostile environment” claim, in general, requires finding of a pattern of offensive conduct,
however, in cases where the harassment is particularly severe, such as in cases involving physical
contact, a single offensive incident will constitute a violation.

Retaliation

The refusal to grant a sexual favor can result in retaliation, which may include limiting the employee’s
options for future promotions or training, distorting the evaluation reports, generating gossip against
the employee or other ways of limiting access to his/her rights. Such behavior is also a part of the
harassment.

(c)

DETAILED DEFINITION OF SEXUAL HARASSMENT

(Referred to in clause 2 of the Policy)

(1) Sexual harassment can include but is not limited to: verbal harassment or abuse, subtle pressure for
sexual acts, sexual advances in the pretext of narrating sexual incidents, touching, patting or pinching,
leering at a person’s body, demanding sexual favors accompanied by subtle or overt threats concerning
employment or advancement; and physical assault including rape.

There are three significant manifestations of sexual harassment in the work environment:

(2) Passing on pornographic material in print or electronic form, or passing on written offensive
messages of a sexual nature would also be considered sexual harassment.
(3) Any expression that suggests superiority of one gender over the other should be avoided. Such
expressions may include jokes that demean one gender, and unwelcome references to a person’s
appearance or body, where they cause psychological harassment and serve to deny colleagues their
dignity and respect and contribute to an atmosphere in which inequality is emphasized. Such
expressions, if persistent, may constitute sexual harassment.

HELPFUL GUIDELINES FOR THE INQUIRY PROCESS

1) The Inquiry Committee members should make the environment of the inquiry process conducive and
unintimidating. The members should not reflect any bias in their attitude or their questioning. It is
acknowledged that the society mostly blames women for whatever happens to her and usually makes
an assumption that sexual harassment happens to women who are immoral or have encouraged an
innocent man to provoke this behavior. The Committee members need to be careful not to exhibit such
biases and should remain neutral.

2) ‘Abuse of authority’ cases are complex because of power imbalance between complainant and
accused, and may require severe disciplinary actions. Such cases could be linked with hiring and firing of
employee, promotion, work duties, relocation, leave, training and other aspects affecting employment.
In such cases the Committee members need to be aware that a reaction from the victim is not easy at
the time when the offensive behavior takes place because of fear or power of a senior person over a
junior employee. Therefore, strict measures of why the victim let it happen or why s/he didn’t scream
etc. might not be relevant.

3) Cases which create a ‘hostile work environment’ could range from patterns of offensive behavior over
a period of time or single severe incidents of harassment.

4) Annex I describes types of harassment but these are not always distinct from each other and can
occur simultaneously. Additionally, sexual harassment can happen to men and women at all levels of job
hierarchy and between all relationships of equal and unequal power.

5) The harassment can occur outside working hours and workplace. It is the access that a perpetrator
has to the person being harassed by virtue of a job situation or relation that is relevant here.

6) To constitute sexual harassment, the conduct must be ‘unwelcome’. Exploration of a case must
consider whether the person indicated to the other that the advances were unwelcomed or not. It is
possible that initially the victim might have considered the behavior permissible, but later, due to
personal reasons, personal choices or due to escalating advances, may want the person to stop that
behavior. In such situations, it is helpful to keep in mind that the initial permission should not be taken
as a license for life. Or a welcomed response for a friendly advance should not be taken as an assumed

door opener for physical links. Whenever a person feels that her/his personal limits are being crossed
and chooses not to go any further, s/he has to right to convey this to the other person, and if that
person does not stop that behavior, it should be considered sexual harassment.

7) Supervisory employees and co-workers should be asked about their knowledge of alleged
harassment. When witnesses are not identified, testimony may be obtained from persons who observed
change in demeanor of the charging party after alleged incident. Other persons who the charging party
discussed the incident with should be interviewed.

8) It is acknowledged that sexual harassment usually occurs between colleagues when they are alone;
therefore usually it is difficult to produce evidence. It is strongly recommended that staff should report
an offensive behavior immediately to someone they trust, even if they do not wish to launch a formal
complaint at the time; Although not reporting immediately should not affect the merits of the case.

a) Detailed account of the complainant and the accused form a part of the evidence.
b) Witness statements
c) Statements of persons with whom the complainant might have discussed the incident, statements of
persons from whom advice may have informally been sought, should be considered as evidence.
d) Any other documentary, audio or video records can be submitted. Expert technical advice can be
sought for such submissions.

(9) The complainant should inform the accused about conduct constituting sexual harassment. It is
advisable that records should be maintained in writing, all incidents noting dates, places, descriptions of
acts, notifications to the accused and names of those to whom the incident may have been mentioned.

(10) In some cases, sexual harassment determination can be based solely on the credibility of
complainant’s allegation, if the account is sufficiently detailed and internally consistent.

(11) Lack of corroborative evidence where such evidence should exist could undermine the allegations.
By the same token, a general denial by the accused will carry little weight when contradicted by other
evidence.

(12) When dealing with harassment through a series of incidents, the investigator should not consider
the series of incidents as separate specific incidents, but should consider the pattern. The cumulative
impact of such incidents on the victim can make the work environment hostile.

(13) Any person who aids or abets and covers the commission of any such act perpetrated by another,
without which it could not have been committed might also be considered liable under this Code.

(14) While probing the matter of sexual harassment, if the investigation results in the involvement of
any close relative or any associated person to the owner or management in committing that act of
sexual harassment, the Committee could recommend commencing legal proceedings against them at
the cost of the management.

(15) If other matters surface during the inquiry, they may be reported in an inquiry report if relevant;
otherwise these should be reported to separate authorities.

(16) In case the complainant is in trauma, the Company will arrange for counseling and for additional
medical leave. This may be suggested as a part of the decision.

(17) The Company can also offer compensation to the complainant in the case of loss of salary or other
damages resulting from the harassment. The complainant can also be offered compensation if the
Company has failed in the duty to prevent the sexual harassment of the complainant.
OFFICE OF THE OMBUDSPERSON

n case the perpetrator is too senior or is the owner of the Company, it might not be possible for the
Inquiry Committee to hold the person accountable. Similarly, if the Committee is not made of credible
people and an employee does not develop trust for them, there is a provision in the Law for directly
approaching the Office of the Ombudsperson.

Functions of the Ombudsperson

This office will deal with:

   Appeals from the persons who are aggrieved by the decision of the Inquiry Committee.
   Complaints made directly for cases of sexual harassment at the workplace of formal

organizations.

   Complaints from the management of an organization, in case it believed that a complainant

has

made a mala fide attempt to intentionally defame someone.

Inquiry Procedures for the Ombudsperson

1. (1)  The Ombudsperson shall within 3 days of receiving a complaint issue a written show cause
notice to the accused. The Accused after the receipt of the written notice shall submit a written
defense to the Ombudsperson within five days and his failure to do so without reasonable cause
would allow the Ombudsperson to proceed ex parte. Both the parties can represent themselves
before the Ombudsperson.
2. (2)  The Ombudsperson shall conduct an inquiry into the matter according to the rules made
under the Protection Against Harassment of Women at Workplace Act 2010, and conduct
proceedings as the Ombudsperson deems proper.

3. (3)  For the purposes of an investigation under the Act, the Ombudsperson may require any
office or member of an organization concerned to furnish any information or to produce any
document which in the opinion of the Ombudsperson is relevant and helpful in the conduct of
the investigation.

Decision of the Ombudsperson

In case the perpetrator is too senior or is the owner of the Company, it might not be possible for the
Inquiry Committee to hold the person accountable. Similarly, if the Committee is not made of credible
people and an employee does not develop trust for them, there is a provision in the Law for directly
approaching the Office of the Ombudsperson.

1. (1)  When making the decision on the complaint, the Ombudsperson may impose any of the
minor or major penalties specified for the Inquiry Committee within the organization.
 2. (2)  The Ombudsperson shall record his/her decision and inform both parties and the
management of the concerned organization for implementation of the orders. The management
of the organization is bound to abide by the decision of the Ombudsperson. It the decision is not
implemented, the management shall be charged with the contempt of high court.

Provision for Appeal

When a case is taken directly to the Ombudsperson instead of an inquiry Committee and the
complainant or the accused is aggrieved by a decision of Ombudsperson, within thirty days of decision,
could make a representation to the President or Governor, as the case may be, who may pass such
order thereon as s/he may deem fit.

Blacklisting Policy

1. PURPOSE

The Purpose of this policy is to discourage the re-hiring of ex-employees who have been
involved in undesirable activities during employment with Descon Engineering Limited (DEL).

2. SCOPE

This policy is applicable to all employees in the Divisions and Corporate functions of Descon
Engineering Limited, including PDIL & E&T, Pakistan and Overseas.

4. REASONS OF BLACKLISTING

An employee found involved in offenses or misconduct (listed below) is blacklisted and deemed
unsuitable for future hiring at Descon and all related subsidiaries;

 Financial embezzlement such as forgery in financial transaction  Theft, fraud and deliberate
falsification of records
 Hiding pertinent information that may cause conflict of interest

 Physical violence, serious bullying or harassment

   Joining any undesirable Company

   Activities that result or may result in tarnishing Company image

   Serious incapability whilst on duty caused by use of alcohol or illegal drugs etc. or
use of said

within company premises

   Serious negligence which can cause injury or unacceptable loss/damage

   Involvement in any activity which might cause harm to the reputation of the company
or any

safety violation/ quality violation incident

5. PROCESS OF BLACKLISTING
1. 5.1  Concerned HR can refer a case of blacklisting to the CHRO by filling
Request for Blacklisting Form (HR/FRM-110). The CHRO reviews and approves
the Request for Blacklisting (HR/FRM-110)

2. 5.2  HR Ops updates the employee name and details in Blacklisting Report (HR-
FRM-111) and executes blacklisting action in SAP

3. 5.3  After CHRO’s approval of updated Blacklisting Report, Manager HR Ops

shares the same with Head HR/HRBP for their record.

4. 5.4  The blacklisted individuals are not considered for re-hiring for the period
specified by Division/Department Head/ Corporate HRBP in Request for
Blacklisting Form.

5. 5.5  Request for Blacklisting (HR/FRM-110) is made part of ex-employee

personnel file and the same is uploaded in DMS

6. BLACKLISTING REMOVAL PROCESS

1. 6.1  The concerned HR in collaboration with Division President/Department Head

Corporate initiates the removal of blacklisting in case of rehiring.

2. 6.2  The CHRO reviews and gives subsequent approval on Blacklisting Removal
Form

3. 6.3  Concerned HR shares the approved Blacklisting Removal Form with HR Ops

4. 6.4  HR Ops executes the blacklisting removal action in SAP and updates the
Blacklisting Report

and further shares with Head HR/HRBP.

5. 6.5  Blacklisting Removal Form is made part of ex-employee personnel file and
the same is

uploaded in DMS by HR Ops