REPORT ON

H
UMAN RESOURCE & MANAGEMENT

IN

W ATER & POWER

DEVELOPMENT AUTHORITY

SUBMITTED TO
 Table of Contents

SECTION

1. INTRODUCTION 03
02. MANPOWER BUDGETING 03
03. RECRUITMENT 04
1.1. Recruitment Sources
1.2. Selection
1.3. Appointment
1.4. Orientation
1.5. Reference Checks
1.6. Confirmation
04. SALARY 06
05. LEAVE 07
1.7. Annual Leave Plan
1.8. Annual Leave
1.9. Sick Leave
1.10. Casual Leave
1.11. Maternity Leave
1.12. Special Leave
1.13. Hajj Leave
1.14. Leave Fair Assistance
1.15. Leave Encashment on Separation
1.16. Recall From Annual Leave
1.17. Public Holidays
06. ATTENDANCE 12
07. PERFORMANCE APPRAISAL 13
08. PROMOTION POLICY 14
09. CARRIER DEVELOPMENT & TRAINING 14
10. CODE OF CONDUCT AND DISCIPLINE 16
11. SEPARATION 19

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  Separation
 Retirement
 Registration
 Termination
 Death in service

12. DELEGATION OF POWER 21

HISTORY AND INTRODUCTION

WAPDA, the Pakistan Water and Power Development Authority, was created in
1958 as a Semi-Autonomous Body for the purpose of coordinating and giving a
unified direction to the development of schemes in Water and Power Sectors, which
were previously being dealt with, by the respective Electricity and Irrigation
Department of the Provinces.
The Charter of Duties of WAPDA is to investigate, plan and execute schemes for the
following fields:
a. Generation, Transmission and Distribution of Power.
b. Irrigation, Water Supply and Drainage.
c. Prevention of Water logging and Reclamation of Waterlogged and Saline
Lands.
d. Flood Management.
e. Inland Navigation.
The Authority comprises of a Chairman and three (3) Members working through a
Secretary.
WAPDA is one of the largest employers of human resources in Pakistan. Over the
years WAPDA has built-up a reservoir of Technical know-how and expertise which
has made it a modern and progressive organization.

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In 1959, WAPDA was created to undertake the task of investigating, planning
and executing schemes for irrigation, drainage, prevention of water logging and
reclamation of saline land as an autonomous body responsible for integrated
development of water and power resources in Pakistan. The organization was
also entrusted with the work of implementing Indus Basin Settlement Plan signed
between India and Pakistan in 1960 to develop replacement works for
management of river water and irrigation system. Since then it has been engaged
in building water development projects which include extensive research and
investigation to augment country's water resources

2. MANPOWER BUDGETING

OBJECTIVES

The objectives of HR planning are to recruitment selection training career

planning and other human resource activities. At the right time and with the right
people to meet the company short terms and long terms organizational
objectives.

POLICY

Human recourse planning is the part of annual budgeting exercise and to estimate
hew need of organization over the period covered.

3. RECRUITMENT

To identify the right person for right place on timely basis attract and retain a
motivated employ to grow with the company. The company may recruitment the
people according to the need of the business. Employment categories are
permanent contact and temporary.
Permanent employ may undergo through an orientation program, design to
provide essential information about the company and its employee’s benefits.

2.1 REQUIREMENT SOURCES

Objectives

The objective of the [policy and procedure relating to recruitment sources is to

locate suitable qualified persons with in the company.

Policy

The purpose of the policy is to identify the possible sources of manpower, which
may be considered by the human resource function in generating the applicant
for the particular position.

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 1. HR function shall maintain a database for skill inventory of its
staff.
2. HR resource function will be the sole cousdion of the applicant
register and the may refer to it for identifying any eligible candidate
for any requisition position.
3. Preference should be given to the qualified persons with in the
company but the external applicants will be considered from time to
time to infuse new blood.

2.2 APPOINTMENT OF NEW EMPLOYEE

POLICY

The significant policy guideline relating to appointment of new employees are

summarized below. Newly appointed employees are issued the company’s
standard letter of the appointment as specified for particular category of the staff.
i.e. permanent management employee, and permanent non-management
employee.

2.3 REFERENCE CHECKS

OBJECTIVES

TO ensure that personal information including education and past experience

provided by the job applicant is factual and also to obtain the referee view about
the applicants general conduct.

POLICY

The head of institute of HR shall carry out reference checks before an employee
is confirmed in management or in a non-management position.

I.General information pertaining to employee conduct, productivity along

with any particular reasons for leaving the previous employment may
be enquired through the referee.
II.Furthermore, if the job involves sensitive information e.g. cash handling,
will be expired.
III.If any representation made by the employee is not validated after
proper checks the appointing authority can make necessary inquiries
from the employee.

2.4 CONFIRMATION

OBJECTIVE

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 It is important that new employee be assessed closely during there probationary
period and there and decision taken regarding there confirmation in service in
management.

POLICY

Demonstrate the behavior and performances are major determents, which

influence the management’s decisions to confirm the employment of new
employee. The head of the dep’t will confirm the performance and behavior of
the employee every two month for management staff and on monthly basis for
non-management staff.

I. Every employee is required to serve a mandatory probationary period

unless otherwise specified in writing by the competent authority
II. If during the probation the performance of the probationer indicates
weakness than head must ensure that concerned superior counsel the employee
towards improvement.
III. The competent authority review the merits of each case and may or
may not accord approval to the recommendation of the head of the dep’t. In case the
difference of opinion the competent authority discusses the performance of the
employee with the head of the user dep’t before finalizing the decision.
IV. In case of extension of period of probation the head of the user dep’t
inform the employee regarding the performance areas where he need to attain higher
level of competence.

4. SALARY

OBJECTIVE

To define company's thinking on the establishment of its compensation structure

and related procedure on reward and salary payment mechanism.

POLICY

Company whishes to retain its Human Resource through overall job satisfaction,
which also includes maintaining a competitive compensation structure.

a. The company has classified all jobs into pay grades and establish
salary ranges which;
i Recognize difference in the relative importance, complexity
and responsibility of the job assignment and the result
differences in skill and qualification requirement;
ii Are competitive with prevailing salary scales for similar work
in comparable operations in the communities and areas where
the company operates; and

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 iii Recognize difference in the ability, efforts, performance and
potential of individual employees.
b. Salary increase for Management staff is awarded primarily on the basis
of merit of work performance. Such merit is assessed through a system
of regular Annual Performance Appraisal.
c. Salary will be paid on the last working day of each month to the bank
accounts or paid by cheque
d. In case of separation on other than the first or last day of the calendar
month, the amount of salary due will be computed on a proportionate
basis.
e. In case of death of an employee occurring in the course of the month,
salary due will be paid to his/her designated beneficiaries upon
completion of necessary documentation.
f. The exercise to review and maintain the pay grades competitive to the
comparable industry and the market in general is the responsibility of
Head of Human Resource function.
g. Employees joining the company without any work experience will be
placed at the starting point of respective grade pay Scales. Those with
experience would by treated on a case-to-case basis, the final decision
resting with the Competent Authority.
05. LEAVES:
The following types of leaves can be availed by employees of the company;
1) Annual Leave
2) Sick leave
3) Causal Leave
4) Maternity Leave
5) Special Leave
6) Hajj Leave

General policy guidelines applicable to different types of leaves are presented as

follows.
iAny type of leave cannot be taken as a matter of right. The company
reserves the right to refuse or cancel leave of any description at its
discretion
iiAn employee may be paid advance salary before proceeding on Annual
Leave. In other case (sick leave, special leave, etc.) salary would be
paid on a monthly basis.
iiiNo employee would accept employment, part time or under any other
arrangement, in any other trade or organization while on leave.

The following sections present the policies and procedures specifically relating to
each type of leave mentioned above.

1. ANNUAL LEAVE PLAN

OBJECTIVE

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 The objective of preparing an Annual Plan is mainly to enable the Company to
plan assignment and movement of its staff efficiently as the availability of the
staff and their (planned) absence from work is known in advance.

POLICY

Applications for annual leave are approved if the provision for the same has been
made in the Annual Leave Plan in accordance with the entitlement. Significant
policies related to formulation, approval and any amendment to the Annual leave
Plan are as follows:
1. The entitlement of Annual Leave is as follows:

CATEGORY ENTITLEMENT

Permanent employees/staff 30 calendar days per year

Temporary/contract staff As per contract.

2. Annual Leave Plan is prepared for the period January to December.

3. In case, where dates for proceeding on annual leave, as proposed by
employees, are similar, the person with longer length of service is
preferred to proceed first on vacation.
4. In case of division of leave due to exigency or personal reasons, the
minimum period for which, leave will be approved is 7 days.
5. Department heads will draw up leave plans ensuring that leaves are
staggered in such a way that the absence of an employee does not
affect the timely achievement of departmental responsibilities.
6. The department leave plans are incorporated in the Annual leave plan
by the Human Resource Function, which is finally approved by the
Competent Authority.

I.i ANNUAL LEAVE

OBJECTIVE

The objective in providing for annual leave and other leave benefits is not only to
comply with legal requirement, but also to follow market practices and provide
benefits, which cater to reasonable needs of the individual.

POLICY

Key policies regarding Annual Leave and related benefits are given below:
1. Entitlement of Annual Leave for each category is as under:

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 CATEGORY ENTITLEMENT

Management positions 30 calendar days in a year

Non Employees. 30 calendar days in a year
Temporary or contract As per contract.

2. Annual Leave is credited to the account of each employee at the end of

each year (January to December) and accumulation is allowed for a
maximum of 60 days, including current year's entitlement. Any leave
in excess of 60 days lapses automatically.
3. Annual Leaves are meant to be availed in accordance with the approval
Annual Leave Plan. However, changes in the leave dates are allowed
with the prior approval of the Competent Authority.
4. Leave application, wherever possible, should be submitted to the Heads
of department/field office at least one week before proceeding on
leave. Where credit balance is available, request for leave will
generally be accepted.
5. Employees are not allowed to accept employment, part time or under any
other arrangement. In any other trade or organization while on leave.
6. Employee going for leave should end their requisitioned leaves by the
end of December of every year.
7. Employees cannot apply for leave when they are under transfer until such
time as they have joined the place of posting.

I.ii LEAVE FARE ASSISTANCE:

OBJECTIVE

To provide a financial benefit to Management employees and at the same time to

provide an incentive to them to regularly avail of their Annual Leave.

POLICY

Significant policies regarding Leave Fare Assistance (LFA) are presented below:
1. Permanent staffs, which have completed one year of service with the
company, are eligible to apply for Leave Fare Assistance once in a
year.
2. Leave fare can only be provided when an employee is proceeding on
annual leave of at least two weeks.
3. One-month gross salary will be paid as leave fare assistance calculated
on the basis of the last month's salary.
4. Application for (LFA) should be filed along with the Annual Leave
application and (LFA) would be released on the 0ast working day prior
to proceeding on leave.

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II. CASUAL LEAVE

POLICY

Casual leave to attend the personal affairs may be granted with pay by the
company to its permanent employees. The objective for granting this leave is to
allow employees to attend to personal work like sickness at home, marriage in
family, etc. Significant policies related to provision of casual leave are presented
below:
1. Entitlement of casual Leave for different categories of employment is
given as under:

CATEGORIES ENTITLEMENT
Management staff 10 calendar days per year
Non management 10 calendar days per year
Temporary and contract staff As per contract

2. Casual leave is to be normally availed with prior information to the

head of the department/field office.
3. Casual leave can be availed for a maximum of three days at a time.
4. Casual leave is non-cumulative and non-encashable.

III. MATERNITY LEAVE:

POLICY

Maternity leave for a maximum period of 12 weeks (Company’s female

employees are entitled 4 weeks pre-natal and 8 weeks post-natal) with full pay.
Significant policies relating to the Maternity leave are presented below:

1. Maternity leave may be granted in continuation of or in combination

with any other type of leave as may be due and admissible to a female
employee.
2. Application, as far as possible should be submitted at least 15 days in
advance before proceeding on leave.
3. Maternity leave to its permanent female staff will be sanction for a
maximum of three times in the entire service of the employee.

IV. SPECIAL LEAVE

OBJECTIVE

To provide for leave to an employee over and beyond various leave provisions
and to cater for unusual conditions brought upon the employee as a result of
unforeseen development or extraordinary circumstances.

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 POLICY

Genuine predicament requiring more leave exceeding the accumulated Annual

leave will be sympathetically considered by the company. Significant policies are
presented below:

I. A Muslim Female employee, in the event of death of her husband,

wills normally are allowed Iddat leaving with pay for a maximum of
130 days inclusive of accumulated Annual Leave.
II. In case of continued sickness of an employee beyond the period in the
balance of his accumulated Annual Leave account, the competent
authority may grant extra sick leave with pay.

III. For any leave due to work injuries sustained on the job and during the
course of employment, the policy will be guided by the law application
to such situation.
V. HAJJ LEAVE

OBJECTIVE

The company aims to fulfill its social obligation by facilities its employees to
perform HAJJ. The assistance is given in accordance with the policies hereunder.

POLICY

I. Permanent Muslim employees with minimum of ten years are eligible

for paid hajj Leave of forty days as per hajj schedule.
II. The maximum number of application, which would be approved under
this policy, is 50. In case, more than 50 applications are received, then
the application would be approved in order of seniority of the
employee.
III. Hajj Leave can be applied for and availed only once in entire service
with the company.

VI. LEAVE FARE ASSISTANCE

OBJECTIVE

To provide a financial benefit to Management employees and at the same time to

provide an incentive to them to regularly avail of their Annual Leave.

POLICY

Significant policies regarding Leave Fare Assistance (LFA) are presented below:

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 I. Permanent staffs, who have completed one year of service with the
company, are eligible to apply for Leave Fare Assistance once in a
year.
II. One-month gross salary will be paid as Leave Fare Assistance
calculated on the basis of last month’s salary.
III. Application for (LFA) should be field along with the Annual Leave
application and (LFA) would be released on the last working day prior
to proceeding on leave.

VII. LEAVE ENCASHMENT ON SEPERATION

POLICY

Leave encashment is allowed to separation employees only and serving

employee will not be allowed to encash their accumulated leave or part there of
under any circumstances. Significant policies related to provision of leave
encashment are presented below:
I. Encashment of leave will be calculated on the basis of last month’s
gross salary.
II. Where the company decides to terminate the services of an employee
and whishes immediate separation, the leave balance will be
encashable in addition to the notice period.

VIII.PUBLIC HOLIDAYS

POLICY

Employees are entitled to the gazetted holidays announced by the Federal Govt.
However, if such holidays fall during the leave period of an employee, he would
not be entitled to any adjustment in his leave account.

Minority employees would also be allowed leave according to their festival

holidays as announced by the Federal Govt.

06. ATTENDANCE

OBJECTIVE

To regulate employees attendance system, emphasis upon proper time keeping

and specifying policy and procedure for handling of late coming and absences.

POLICY

The significant policies regarding attendance are summarized below:

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 I. Working hours in company for general staff are specified by the HR
function and for shift staff it is according to the shift roster/plan.
Working hours in the month of Ramazan will be announced prior to
the month of Ramazan.
II. Employees are required to swipe their employee’s identity cards on
every instance of entry into and exit from the office premises. At office
premises, where the electronic attendance system is not available. The
attendance would be marked in a separate register to be maintained for
the purpose. The representative of HR function at such office premises
would be responsible for ensuring that the daily attendance record is
kept as required.
III. Each field office will have a separate attendance recording system.
IV. An employee may be allowed leave for a maximum of two hours to
attend to any urgent matter. Any leave beyond four hours will be
treated as full day and adjusted accordingly in the casual leave record.

V. Adverse absenteeism and habitual late coming will lead to disciplinary

action.
07. PERFORMANCE APPRAISAL

POLICY

Performance appraisal system is an integral part of the performance management

objective to ensure that the organization has competent human resources that can
respond positive to the current and future organization

I. The performance appraisal objectives focus on:

 Continually improving employees performance

 Compensating employees on performance related criteria
 Taking placement decisions
 Identifying training and development needs
 Planning staff careers
 Having in place a performance management process through continuous
coaching and counseling.

II. It is critical that the employee understands exactly what is expected of him
periodic objectives provide a direction for the appraise to move forward.

III. The role of Human Resource management is a critical one in the appraisal
process.

5 Performance Appraisal

 The performance appraisal extends from January 1 to

December 31.An employee must be in service for a minimum period of

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 3 months in order to be eligible for performance appraisal in the
stipulated appraisal period.

 An employee’s appraisal may be required on special

occasions the normal performance appraisal schedule. These occasions
include:

I. Probationary period: when a final report is required for the new employee’s
performance during his probationary period.

II. Promotion: Normally, promotion recommendation is made along with the

annual appraisal report at the 12-month appraisal period. However, there may be
occasions, although rarely, that a mid-year promotion is recommendation.

III. Temporary assignment: An employee is given another assignment temporarily

for more than 3 months, the new supervision, for whom the employee will be
working will be asked be the leading office to write a special performance report
relating to the period of the assignment.

08. PROMOTIONS

POLICY

a) Objectives:

1) To bring to the forefront employees of high potential and proven

ability so that the organization is served continually with efficient and
effective staff.
2) To acknowledge higher (and proven) merit through a promotion
system based on objective appraisal of performance and assessment of
potential of all employees who could be candidates for higher jobs.
3) As far as possible, to maintain a policy of “promotion from within”
while maintaining performance standards

b) DEFINITION:

1) A promotion takes place when an employee moves from a lower

classified job grade (pay scale) to a new, higher classified job(pay scale)
and
2) When the character and scope of an existing job changes permanently,
such that the incumbent is deemed .to be shouldering greater
responsibility to the extent that his position is reclassified to a higher
one.

c) Identifying individual with potential for promotion:

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 I. In selecting staff to assume higher-level responsibilities, it is important
to know their present skills and knowledge as well as their
performance and behavior indicating potential.
II. Seniority of employee for promotion purpose will be a determining
factor only if other criteria listed are met. In other words, merit takes
precedence over seniority.

09. CAREER DEVELOPMENT AND TRAINING

POLICY:

I. Our operational activities are built around the company’s strategic

plans. Human resources are the most critical for meeting our
objectives.
II. Key processes, preceding career development, which play a critical
role, are:

 Recruitment i.e. quality of the intake: in other words, the input.

The employee must have been selected on merit and have the
potential and commitment to grow.
 Performance appraisal, feedback and counseling – this sets the
stage for the employees and his supervision to discuss
performance, strength and weaknesses, career aspirations and
future steps to be taken individually by the company and the
employee to meet mutual goals.

CAREER PLANNING (DEVELOPMENT)

Career management is a shared responsibility and thus a two-way process

between the employee and the employee; the latter being represented by the
employees superior(s). The major and indeed the initial efforts from the
employee himself with help and guidance coming from his management(s).

COMPANY OBJECTIVE FOR STAFF CAREER DEVELOPMENT

I. We wish to have in place and also develop human resource of a high

quality, delivering overall sound performance. This is vital for our
growth.
II. By providing training and development to all our employees, we shall
improve their competencies so as to increase possibilities of their
personal growth and thus contribute to the company’s goals.

TRAINING

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 I. Training, particularly, management training has an important part to
play in the effective operations of our organization and is seen as an
integral part of management development.
II. Training, we believe, is a continuous process. Training courses are
only part of the employees’ development.
III. The representative of HR and training function, involved in training,
will be responsible for innovation and improvement in quality in
concept, design, method and content of the training programs.

INTERNAL COURSES

Functional courses

Functional courses would be developed and regularly up-dated. Input from

functional managers will be included.
Courses on general management

Senior management, middle management and junior management courses are

most useful and will be regularly up-dated, introducing latest concept and topics.
These courses will be used for appropriate levels of staff as well as for those
identified for higher responsibilities.

General
The core curriculum of all training program will be built on the realization those
certain skills and capabilities which are essential requirement for effective
performance at most staff levels and consequently must be imparted to
employees in such positions.

10. CODE OF CONDUCT AND DISIPLINE

OBJECTIVE
Good discipline required for the company employees observe the rules and
regulation in a proper manner. The content of the policy procedure are aimed and
lying down expected code of employees, conduct in occurring situation in work
life, and also to lay the responsibility on employees to keep themselves informed
of such rules and regulations. And secondly, the objectives is make all concerned
aware of the classification of offences by the erring employees and punishments
prescribed by law and/or laid down by the company.

POLICY

Code of conduct

I. A few guidelines relating to expect code of employee, conducts are:

 Employees are expected to be regular in attendance and punctual
in time keeping.

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  We expect our employees to demonstrate a high level of integrity,
loyalty and honestly in execution of their assigned responsibility.
 We expected to our employees to be a courteous, polite, helpful,
and pro-active in attending to external customers. As for internal
customers, i.e. Company employees we expected courtesy, polite
behavior and timely response to their information needs.

II. Every employee is responsible for acquiring knowledge company rules and
regulations instated from time to time and abide by the same.

Certain aspects of conduct for employees are given below. The list is given
below.

Confident/proprietary information

Employees of the company must not disclose, knowingly or unintentionally, any

information regarding the working condition of the organization with out prior
approval of the competent authority to a company employee’s nit authorized to
receive it or to outsider.
Media relations/public relations

No company employee allow to participate in radio, TV ,press seminars or

release any information relating to the affairs of the company to the print or
electronic media expect the prior approval of competent authority.

Return of official documents and equipment

On occasion of employment, employees must return all official files, documents

etc of every description in their procession to them or immediate superior.

Gift

The company prohibits the employees to accept any gift or gratuities individuals
and firm. The company also against to give gift to any clients and customers who
do business with us. Employees are also exercise they’re own discretion in
accepting invitation to lunches and dinners and other forms of entertainment etc.
which would implicitly influence their decisions.

Collection subscriptions

No company employee excepts with the previous sanction of the competent

authority, ask for or accepted, or in any way participate in raising of any
subscriptions or other pecuniary assistance in pursuance of objectives
whatsoever.

Lending and borrowing

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 No company employee shall lend money, or to borrow money or place himself
under any pecuniary obligation to, any within the local limits of his authority or
any person with whom he any official dealings.

Studies during service

No student allows studying in intuition with out the prior permission of his
appointing authority. Permission may only granted if the competent authority
were satisfied that pursuance of the studies would not interfere with the
employees official studies.

Display of employee identity card

Employees are issued identity card on appointment, which contains the

following;

 Name of employee
 Father name
 Employee job code
 Division/department
 Photograph
 Blood group
 Residential address
 National identity card number

Unauthorized leave
Employees are secure proper leave. Similarly, notification should also be given
in case an employee needs extinction in leave for reason beyond his control. If it
shell be deemed in unauthorized leave.
Personal records

All relevant necessary records relating to employment are maintained to meet

various legal requirements and ensure efficient administration.

Discipline

Employee discipline is closely linked with employee moral. Disciplinary

measures are administered in an objective and constructive manner to motivate
the employee toward proper conduct in future.
It is company policy to accord to its employee who is to disciplinary action
against the employees shell depend upon nature and seriousness of the offence.

Classification of offences

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Minor offences. are those violation which are unacceptable.
Major (serious) offences or misconduct.

Major offences

a) Intentionally swapping identity card/punching time card for other employee

or heading own card punched/ swapped by another.
b) Procession of weapons/firearms on company premises by un authorize
personal (other than grades security guards specially permitted t carry
weapons)
c) Smoking unauthorized area.
d) Leaving department place of work during working hours with out
permission.
e) Unauthorized operation of equipment
f) Gambling on company property
g) Posting or removing notes from notice board.
h) Disregard of safety rules e.g. failure of safety equipment.
i) Un authorized absences
j) Malingering if extending time of official breaks
k) Sleeping In place during working hours.
l) Un authorized of soliciting of contributions on company premises.
m) Misuse of medical equipment.
n) Distributing of print matter on company premises with out permission of
relevant authority.

The above are representative causes and do not constitute a complete

(exhaustive) list.

Minor offences

Under section 15 (3) of industrial and employment [standing orders] ordinance

1968.

a) Willful insubordination or disobedience, whether alone or in combination

with other, to any lawful and reason able order of a superior
b) Theft, fraud or dishonesty in connection with the employer business or
property.
c) Will full damage or loss of employer goods or property
d) Taking or giving bribes or any illegal gratification
e) Habitual absence with out leave for more than ten days
f)Habitual late attendance
g) Habitual breach of any law applicable to establishment
h) Riotous or disorderly behavior during working hours at the establishment or
any act subversive if discipline.
i) Habitual negligence of work
j) Frequent repetition of any act or omission referred to minor offences

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 k) Articling work or inciting others to strike in convention of the provisions of
law, or rule heaving the force of law
l) Go-slow

Some major offences, which may lead to strike disciplinary action including
dismissal from, service, as follows;

1- Drinking alcohol/intoxicating or beverages or taking drugs on company

premises
2- Reporting for work under the influence of alcohol or drugs
3- Removal of company records or release of confidential information.

11. SEPARATION

Objective

To define the various types of situations in which the employee ceases to be in

employment of the company i.e. retirement, resignation, termination and death
and to briefly describe the benefits payable under these different situation.

Policy

I.Separation, in the context of employer – employee relationships, is defined as

when an employee ceases to be in employment of the company. Separation
takes the form of either retirement or resignation or termination or cessation
of employment in the event of death.

II.Termination may either be for cause or otherwise.

The policy of the company in all cases of separation is to lie down specify terms and
conditions for each situation built around the nature of severance of the employer-
employee relationship.

I. RETIREMENT

Policy

Key policies are as under:

I. The compulsory retirement age for employees is 60 years.

II. Employees whose testimonials of birth or recorded birth date do not

bear the month of their birth, shall retire on the official date of their
joining the company in the year that they attain the age of 60 years.

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 III. In the event that employee’s recorded date of birth is either disputed by the
company or the employee him/herself contests the recorded date of birth, at
some stage, the Competent Authority shall appoint a committee comprising
three senior Management staff members to investigate and determine the said
date.

IV. Pension, Gratuity, value of enchased leave etc.are payable on

retirement for those qualifying for these benefits under respective rules.

II. RESIGNATION

POLICY

I. An employee on probation may resign from the service of the

Company without giving an advance notice.

II. Permanent employees, in the management and non-

management cards, leaving the company are required to notify in
writing to the management of their decision to resign and serve 3 and 1
months’ notice period respectively or pay equivalent salary in lieu of
notice period.

III. TERMINATION

POLICY

I. The services of an employee on probation can be terminated without

assigning any reason and without any advance notice or pay in lieu of
notice.

II. Serving 3 and 1 months notice period respectively or paying

equivalent salary in lieu of notice period can terminate the
services of regular employees, in management and non-
management cadres.

III. Any employee found in breach of the code of conduct may be

dismissed depending on the gravity of his or her conduct.

IV. DEATH-IN- SERVICE

OBJECTIVE

As responsible employer, the company is fully conscious of its responsibility

toward its employees in the unfortunate event of their death. This policy aims at
making its contribution to alleviate the burden on family members.

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 POLICY

In case of death of a permanent employee during service, the company, in

addition to giving support to the deceased’s family members in this difficult time,
bears the cost of transportation of coffin to employee’s hometown.

12. DELEGATION OF POWERS

This section presents the schedule of powers delegated at various levels of the
company’s hierarchy and effective execution of policies and procedures detailed
in this Manual.

The proposed scheme for delegation of powers has been developed keeping in
mind several consideration including the following.

• Current practice in WAPDA vis-a-vis delegation of powers for

various decisions relating to HR matters.

• Proposed organization structure of the HUMAN RESOURCE

DEVELOPMENT.
• The transitionally phase of the corporatised entities and macro-level
skill and capability assessment of existing employees.
• Facilitation of implementation of procedures proposed for various
activities of the 11R function.

• Efforts being undertaken by the corporatised entities to a corporate

culture of performance and accountability. We believe that one of the key
factors, which would affect this change process positively, would be an
appropriate, balanced and gradual delegation of powers to the smallest
functional unit of the entities.

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