Induction Booklet Developed by T&OD Department.

Page i
Induction Booklet Developed by T&OD Department. Page ii
 Induction for New Employees

Introduction

Induction program is an important process to welcome and support new employees in an

organization. It provides a new employee the opportunity to get introduced with all aspects of
the organization within a short span of time.

There is essential information about the company that need to be communicated to the new
employees before starting their job. The best way to address the needs of new starters is well
designed and structured induction program.

The induction program helps to reduce stress and anxiety associated with a new job and improve
their morale and feeling about the organization. It also creates a positive perception of the
organization while communicating its established culture, values and goals. By a proper
induction program, new employees will feel welcomed into the organization, be respected and
feel more comfortable in the workplace.

From this point of view T&OD department conducts a day long formal induction program at
CHO for new employees. Induction program is mandatory for all new employees according to
the corporate policy of the company. Also the management is very concerned about making
this program successful.

This booklet has been developed by T&OD Department under the guidance and close
supervision of honorable Director and COO Sir with a view to provide the new employees a
clear guideline about the overall culture and management practice of the organization.

I would like to suggest all of you to go through this book very carefully and follow the directions
accordingly.

With thanks and best regards

Md. Hatem Ali

Head of Training & OD

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Induction Booklet Developed by T&OD Department. Page iv
 Palmal Group
T & OD Department

Induction for New Employees

Objectives:
The main objectives of this program are to:
 Introduce Palmal Group and key Executives to give participants better understanding about
the company.

 Let new employees know the expectations of the management.

 Make participants familiar with service rules, corporate culture, Code of conduct, values
and ethics as well as management policy.

 Exchange views on important issues to improve organizational skills of the participants.

 Develop relationship with colleagues and remove confusions at work place

Expected Learning Outcomes:

1. Better understanding about the company.
2. Familiar with Service rules, Code of conduct and corporate culture.
3. Having clear understanding about their role and responsibility
4. Conversant with performance appraisal system and KPI.
5. Have improved their level of understanding and sense of responsibility.
6. Participant posses’ loyalty, positive attitude, high integrity and morale.
7. Raise awareness of compliance issues and customers’ requirements.
8. Motivated to show well manner, respect and cooperation to others.
9. Committed to their job and career development
10. Ready to abide by organizational rules and follow management policy.

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Induction Booklet Developed by T&OD Department. Page vi
 Avj&-†KviAv‡bi KwZcq DׄwZ

1. AnsKv‡ii e‡k Zzwg gvbyl‡K AeÁv Ki bv Ges c„w_ex‡Z Me©f‡i c`PviYv Ki bv| wbðqB Avjøvn&
‡Kvb `vw¤¢K AnsKvix‡K cQ›` K‡ib bv| - myivt †jvKgvb, AvqvZ-18|

2. c`PviYvq ga¨eZ©xZv Aej¤^b Ki Ges Kɯ^i wbPz Ki| wbtm‡›`‡n Mvavi ¯^iB me©v‡c¶v
AcÖxwZKi| - myivt †jvKgvb, AvqvZ-19|

3. bvgvR †kl n‡j †Zvgiv c„w_ex‡Z Qwo‡q co Ges Avjøvn&i AbyMÖn Zvjvk Ki Ges Avjøvn&†K AwaK
¯§iY Ki hv‡Z †Zvgiv mdjKvg nI| - myivt Avj-RygAvn, AvqvZ-10|

4. wbðqB Avwg gvbyl‡K kªg-wbf©i iƒ‡c m„wó K‡iwQ| - myivt evjv`, AvqvZ-4,|

5. Avjøvn& KLbI †Kvb RvwZi fv‡M¨i cwieZ©b K‡ib bv, hZ¶b bv †m RvwZ wb‡RB wb‡Ri fvM¨
cwieZ©‡bi †Póv K‡i| - myivt Avj-Avbdvj, AvqvZ-53|

6. †Zvgiv b¨vh¨ IRb Kv‡qg Ki Ges IR‡b Kg w`‡qv bv myivt Avi-ivn&gvb, AvqvZ-9|
hviv IR‡b Kg †`q Zv‡`i Rb¨ A‡c¶v Ki‡Q `~‡f©vM| - myivt AvZ-ZvZ&wdd, AvqvZ-1|

7. Avwg †Zvgv‡`i Rb¨ †cvkvK AeZxY© K‡iwQ, hv †Zvgv‡`i j¾v¯’vb Ave„Z K‡i Ges AeZxY© K‡iwQ
mvR-m¾vi e¯¿ Ges ci‡nhMvixi †cvkvK, GwU m‡e©vËg| GwU Avjøvn&i Kz`i‡Zi Ab¨Zg wb`k©b,
hv‡Z Zviv wPšÍv-fvebv K‡i| - myivt Avj AvÕivd, AvqvZ -26|

8. gywgbMb, hw` †Kvb cvcvPvix e¨w³ †Zvgv‡`i Kv‡Q †Kvb msev` Avbqb K‡i, Z‡e †Zvgiv Zv cix¶v
K‡i †`L‡e, hv‡Z AÁZvekZt †Zvgiv †Kvb m¤cÖ`v‡qi ¶wZ mva‡b cÖe„Ë bv nI Ges c‡i wb‡R‡`i
K…Z K‡g©i Rb¨ AbyZß bv nI|- myivt Avj-ûRyivZ, AvqvZ- 6|

9. b‡fvgÛj I f~gÛ‡ji mevB Zuvi Kv‡Q cÖv_©x| wZwb me©`vB †Kvbbv †Kvb Kv‡R iZ Av‡Qb| myiv
Avi-ivngvb, AvqvZ- 29|

[Link]øvn& hw` PvB‡Zb, Z‡e †Zvgv‡`i mevB‡K GK-D¤§Z K‡i w`‡Zb, wKš‘ Giƒc K‡ibwb- hv‡Z
†Zvgv‡`i‡K †h ag© w`‡q‡Qb, Zv‡Z †Zvgv‡`i cix¶v †bb|-m~ivt Avj -gv‡q`vn, AvqvZ- 49

Induction Booklet Developed by T&OD Department. Page vii

 m¤§vwbZ WvB‡i±i G¨vÛ wmII Gi D‡Øvabx e³e¨
(Inaugural Speech of Honorable Director & COO)

AvR‡Ki GB BbWvKkb †cÖvMÖv‡g Dcw¯’Z m¤§vwbZ WvB‡i±im, †Rbv‡ij g¨v‡bRvim, GwRGg Ges bZzb †hvM`vbKvix mnKg©xe„›`
AvmmvjvgyAvjvBKzg| c«_‡gB Avwg Avcbv‡`i mevB‡K cjgj cwiev‡i ¯^vMZ Rvbvw”Q Ges AvR‡Ki GB BbWvKkb †cÖvMÖv‡gi
mvwe©K mvdj¨ Kvgbv KiwQ|

BbWvKk‡bi D‡Ïk¨:
AvR‡K Avcbviv †h †cÖvMÖv‡g G‡m‡Qb Gi D‡Ïk¨ wK- ‡m wel‡q cwi®‹vi avibv _vKv DwPZ| আশা করি আজককি আক াচনা খুব
মকনাক াগ সহকাকি শুনকবন এবং সিবিাহকৃত ইনডাকশন বুকক ট অতযন্ত ত্ন সহকাকি পাঠ কিকবন| Avm‡j GKUv eo †Kv¤úvbx‡Z
KvR Ki‡Z †M‡j mn‡R mevB‡K †Pbv hvq bv Ges wewfbœ wWcvU©‡g›U m¤ú‡K© ¯^”Q avibv AR©b Kiv m¤¢e nq bv| ZvB g¨v‡bR‡g‡›Ui
mv‡_ Avcbv‡`i cwiPq Kiv‡bv, wewfbœ wWcvU©‡g›U m¤ú‡K© aviYv cÖ`vb, ককাম্পানীি রনয়মকানুন ও আচিণরবরি m¤ú‡K© avibv †`Iqv
Ges GKUv সঠঠক কম রনকদম
ম শনা প্রদাকনি জনয এই †cÖvMÖv‡gi Av‡qvRb Kiv n‡q‡Q hv‡Z K‡i mevB ¯^v”Q‡›` KvR Ki‡Z cv‡ib|

Avcbv‡`i‡K †h eyK‡jU †`qv n‡q‡Q GUv‡K AZ¨šÍ h‡Zœi mv‡_ co‡Z n‡e| GLv‡b wewfbœ mg‡q RvwiK…Z wewfbœ ai‡bi mvK©yjvi,
© Kiv n‡q‡Q| া co‡j †Kv¤úvbxi e¨e¯’vcbv mš^‡Ü Avcbv‡`i wKQyUv avibv n‡e| ঠট
Awdm AW©vi, wgwUs wgwbUm BZ¨vw` AšÍfy³
এন্ড ওরড রডপাটম কমন্ট কতৃক
ম উপস্থারপত রবষয়সমূহ এবং আক াচনা অতযন্ত মকনাক াগ সহকাকি শুনকবন এবং তা
কমকেকে
ম প্রকয়াগ কিকবন | রবরিন্ন রডপাটম কমন্ট কেকক আগত রিকসাস মপািসন কতৃক
ম প্রদত্ত রদকরনকদমশনা অনুসিণ ককি
চ কবন| Avwg wb‡b¥v³ K‡qKwU wel‡q রবকশষিাকব Dci Av‡jvKcvZ Ki‡Z PvB:
1. ‡`‡L ï‡b K_v ejyb: cÖ‡Z¨‡KB Ab¨ †Kvb bv †Kvb †Kv¤úvbx †_‡K G‡m‡Qb| cÖwZUv †Kv¤úvwb‡Z Zv‡`i wbR¯^ ixwZbxwZ I
KvjPvi _v‡K| cjg‡jiI wKQy wbR¯^ KvjPvi Av‡Q| myZivs Avcwb †h cwRk‡bB R‡qb K‡ib bv †Kb cÖ_‡g cjg‡ji KvjPvi
m¤ú‡K© Rvb‡eb Ges AvZ¥¯’ n‡eb, Zvici ax‡i ax‡i wb‡R Kw›UªweDkb Kivi †Póv Ki‡eb| cÖ_g w`b †_‡KB A‡bK wKQy K‡i
†djvi gvbwmKZv Ges cÖwZkÖæwZ †`Iqv ev PU K‡i wPšÍv fvebv I Av‡jvPbv bv K‡i †Kvb wmØvšÍ †b‡eb bv ev †`‡eb bv| ˆah©¨
aiæb, ch©‡e¶b Kiæb, cwi‡ek ‰Zix Kiæb Zvici Avcbvi KvR‡K msnZ Kiæb Ges cwiwa‡K we¯Í…Z Kiæb|
2. A‡b¨i cÖwZ h_vh_ m¤§vb cÖ`k©b: GKwU cÖwZôv‡b cÖ‡Z¨K e¨w³B ¸iæZ¡c~Y©| cÖwZUv e¨w³i Zv‡`i wbR¯^ MwÛi g‡a¨ GKUv m¤§vb
i‡q‡Q| ZvB †h KvD‡K hLbB K_v ej‡eb Aek¨B Zvi Dchy³ m¤§vb †`wL‡q K_v ej‡eb| cÖwZwU kªwgK, MvW©, †jvWvi, myBcvi
ch©šÍ mevB m¤§vb cvIqvi `vex`vi| G‡¶‡Î Avgv‡`i k~b¨ mn¨ mxgvi welqwU Avgiv †g‡b Pwj| G m¤ú‡K© we¯ÍvwiZ Rvb‡eb
cvIqvi c‡q›U †cÖ‡R‡›Uk‡b|
3. সঠিক য োগোয োগ রক্ষো করো: cÖ‡dkbvj Dbœq‡bi c~e©kZ© n‡”Q †hvMv‡hv‡M cvi`k©x nIqv| me©ÎB †hvMv‡hvM _vK‡e: Dc‡i,
bx‡P, cv‡k| wKš‘ Aek¨B †hvMv‡hv‡Mi †¶‡Î †PBb Ae KgvÛ †gBb‡UBb Ki‡Z n‡e| hw` Avcwb †Kvb wel‡q Avcbvi DaŸ©Zb
e‡mi mv‡_ †hvMv‡hvM Kivi ciI †Kvb djcÖmy †iRvë bv cvb Z‡e Avcwb †PBb Ae Kgv‡Ûi avc Abyhvqx WvB‡i±i Ges wm
I I Ges cÖ‡qvR‡b m¤§vwbZ [Link]. ch©šÍ †hvMv‡hvM Ki‡Z cv‡ib| cjg‡ji GKRb mvavib kªwgK I h_vh_ KZ©„c‡¶i gva¨‡g
Uc g¨v‡bR‡g‡›Ui m‡½ cÖ‡qvR‡b †hvMv‡hvM Ki‡Z cv‡i|
4. gvbe m¤ú‡`i m‡e©v”P e¨envi নিশ্চিত করকরো: Avgiv GLv‡b †h KqRbB AvwQ cÖ‡Z¨‡KB KZmsL¨K †jvK‡K w`‡q KvR Kive|
G‡¶‡Î Avcwb hw` gvbyl Pvjbvq cvi`k©x bv nb Z‡e gvbe m¤ú‡`i m‡e©v”P e¨envi wbwðZ Kiv hv‡e bv| Avcbvi Aax‡b hviv
KvR K‡i Zv‡`i‡K †Zv WvB‡i±i ev wR Gg †j‡fj †_‡K cwiPvjbv Ki‡e bv| Zv‡`i mgq Ges `¶Zvi m‡e©v”P e¨env‡ii
`vwqZ¡ Avcbv‡`i Dci| ZvB Avcbv‡K gvbe m¤ú` cwiPvjbvi ‡KŠkj mg~n Rvb‡Z n‡e|
5. ev¯ÍewfwËK I welqMZ Áv‡bi nvjbvMv`Kib: Avcbv‡K Aek¨B Avcbvi †ckvMZ, welqMZ Ges ev¯Íe m¤§Z Áv‡bi nvjbvMv`
Ae¯’v wbwðZ Ki‡Z n‡e| A_©vr me©`vB Rvb‡Z n‡e bZzb wK Av‡jvPbvq Avm‡Q ev e¨eüZ n‡”Q| ‡Kv¤úvbxi Af¨šÍ‡i GgbwK
we‡k¦i Ab¨ †Kv_vI e¨eüZ n‡”Q Ggb wel‡qI Avcbvi cwi®‹vi Ávb _vKv DwPZ| Zvn‡jB Avcwb GKRb `¶ g¨v‡bRvi,
mycvifvBRvi ev †UKwbwkqvb n‡Z cvi‡eb| `ªæZ cwieZ©bkxj Kg© cwi‡e‡k mg‡qi Pvwn`v Ges †Kv¤úvbxi cÖZ¨vkv Abyhvqx
Dc‡hvMx bZzb cÖhyw³, bZzb Kg© c×wZ I Kjv-‡KŠkj Abymib Ki‡Z n‡e| G‡ÿ‡Î Pjgvb cÖwµqvq av‡c av‡c wb‡R‡K
AvaywbKxKib Ki‡Z n‡e|
6. ‡bZ„Z¡ গুি বৃশ্চি করো: †bZ„Z¡ GKwU AwZ ¸iæZ¡c~Y© welq| wb‡Ri Kg©cwiwa‡Z cÖ‡Z¨K‡KB †bZvi f~wgKvq AeZxY© n‡Z n‡e|
GKUv D`vnib w`‡j Avgiv eySe †bZ„‡Z¡i ¸iæZ¡: d¨v±ix‡Z ÷vd‡`i mv‡_ †d¬vi ÷vd‡`i Ges †Kvb †Kvb †¶‡Î IqvK©vi‡`i
GKUv †hvMv‡hvM _v‡K| hw` cÖwZUv ÷v‡di mv‡_ AšÍZ 10 Rb IqvK©v‡ii Lye fvj m¤úK© _v‡K Ges †bZvi gZ g‡b K‡i Z‡e
kªwgK Am‡šÍvl, `yN©Ubv ev Avc`Kvjxb cª‡qvR‡b GKwU cwiev‡ii m`m¨‡`i gZ Avcbvi cÖ‡qvR‡bi mg‡q †hb AviI `kRb‡K
Avcbvi wek¦¯Í wnmv‡e cvb †mUv wbwðZ Ki‡eb| †m‡¶‡Î †Kvb ai‡bi Amnbxq cwi‡ek m„wó nIqvi †Kvb my‡hvM bvB| myZivs

Induction Booklet Developed by T&OD Department. Page viii

 mevB‡K c` Abyhvqx mwVK †bZ„‡Z¡i f~wgKvq KZ©e¨ m¤úv`b Ki‡Z n‡e| mwVK †bZ…Z¡ cÖ`v‡bi Rb¨ Dchy³ Kg© Ávb, mgq
wbôZv, †hvMv‡hvM `ÿZv, `„wófw½, †cÖlYv I Drmvn †`qvi ÿgZv _vKv `iKvi|
7. ‡Kv¤úvbx‡K wb‡Ri g‡b Kiv: mevB‡K a‡i wb‡Z n‡e †Kv¤úvbxUv Avgvi| G wel‡q †h wm×všÍUv Avwg wb‡Z hvw”Q Avgvi †Kv¤úvbx
n‡j Avwg wK KiZvg? GBfv‡e cÖwZUv wel‡q †Kv¤úvbx‡K wb‡Ri g‡b K‡i KvR Ki‡Z n‡e| Zvn‡j wb‡Ri Dbœqb n‡e,
†Kv¤úvbx‡Z wb‡Ri Ae¯’vb my`„p n‡e Ges wb‡Ri ¸iæZ¡ e„w× cv‡e| Da©ŸZb †_‡K wmØvšÍ PvIqvi Av‡M Avcbvi wb‡Ri e¨emv
n‡j Avcwb wK wmØvšÍ wb‡Zb †mUvI wPšÍv Ki‡eb |
8. me©w`‡K mRvM _vKv: GKUv mgq wQj ejv nZ †evevi †Kvb kÎæ bvB- GLb Avi †mB hyM †bB| GLb Avcbv‡K K_v ej‡Z
n‡e| GgbwK A‡bKmgq wb‡Ri welq bv n‡jI hw` †mUv †Kv¤úvbxi ¯^v_© mswkøó †Kvb wel‡q nq Z‡e †m‡¶‡Î wbR D‡`¨v‡M
K_v ej‡Z n‡e| mew`‡K †PvL-Kvb †Lvjv †i‡L KvR Ki‡Z n‡e| g‡b K‡ib Avcwb ‡Kvb GKwU ‡mKk‡b KvR K‡ib| Avcwb
evB‡i †ewi‡q †`L‡jb 2 Rb †jvK m‡›`ng~jKfv‡e Nyiv‡div Ki‡Q| Avcwb hw` g‡b K‡ib GUv †`Lvi Rb¨ wmwKDwiwUi
†jvKRb Av‡Q, Avwg †Kb G wel‡q bvK Mjv‡Z hve- Zvn‡j welqwU fyj n‡e| eis Avcwb ZLb wmwKDwiwU †K †W‡K wRÁvmv
Ki‡Z cv‡ib, GgbwK GWwgb / GBP Avi Gi †jvK‡`i‡KI welqwU AewnZ Ki‡Z cv‡ib| Gfv‡e wb‡Ri `vwq‡Z¡i evB‡i hw`
KLbI †Kvb A¯^vfvweK welq bR‡i c‡o Avek¨B †mUv wb‡q K_v ej‡Z n‡e, wPšÍv Ki‡Z n‡e Ges Kvh©µg wb‡Z n‡e|
9. cjg‡j K¨vwiqvi Dbœq‡bi my‡hvM: cjgj Ggb GKwU †Kv¤úvbx †hLv‡b †njcvi †_‡K av‡c av‡c DbœwZ K‡i d¨v±ix g¨v‡bRvi
n‡q‡Q; Acv‡iUi †_‡K GwRGg, wR Gg n‡q‡Q; Awdmvi †_‡K WvB‡i±i n‡q‡Q GiKg eû `„óvšÍ Av‡Q| GLv‡b †hvM¨Zv Abyhvqx
†h †KD wbR¯^ Ae¯’vb ˆZwi Ki‡Z cv‡i| hw` †KD wb‡R‡K cÖgvb Ki‡Z cv‡i Z‡e cjgj Zv‡K Aek¨B my‡hvM K‡i †`q Dc‡i
DVvi Rb¨| Kv‡RB Avcbvi †gavi m‡e©v”P cÖ‡qv‡M me©`v m‡Pó _vK‡eb| G Rb¨ kªg I †gavi mgš^q Kiv Ges A‡bK ¸‡Yi
AwaKvix nIqvi cÖ‡qvRb| A‡b¨i Dci fimv K‡i ev `vwqZ¡ Pvwc‡q w`‡q mvgwqK fv‡e jvNe †c‡jI cwi‡k‡l Avcbvi
AvKvswLZ DbœwZ mvab n‡e bv|
10. Kgcøv‡qÝ: evsjv‡`k GKwU Dbœqbkxj †`k| AZx‡Z G‡`‡ki wkí-KviLvbv mg~‡ni Kg©-cwi‡ek Ges wbqgbxwZ ZZUv DbœZ
wQj bv| KviLvbvq Kg©iZ kªwgK Kg©Pvix‡`i †gŠwjK gvbevwaKvi msi¶‡bi welqwU wQj Ae‡nwjZ| ZvB kªg-AvB‡bi
ev¯Íevq‡bi cvkvcvwk we‡`kx evqviMY DbœZ †`‡ki wKQy cwikxwjZ wewa-weavb Av‡ivc K‡i‡Qb hv kªwgK-Kg©Pvix‡`i †gŠwjK
gvbevwaKvi msi¶‡bi Rb¨ GKvšÍ cÖ‡qvRb| Gme wbqg-bxwZ †g‡b PjvB n‡”Q Kgcøv‡qÝ| evsjv‡`k‡K µgvš^‡q DbœZ †`‡k
cwiYZ Ki‡Z n‡j mf¨Zvi gvb `‡Û iwPZ GB me cwikxwjZ wbqg-Kvbyb I Af¨vm (Civilized Practice) Abykxjb Ki‡Z
n‡e| ZvB cÖ‡Z¨K‡K hvi hvi Kvh© cwiwa‡Z Kgcøv‡qÝ Gi mKj wbqgKvbyb †g‡b KvR Ki‡eb| Kgcøv‡qÝ wUg‡K G e¨vcv‡i
mn‡hvwMZv Ki‡eb| evqvi AwW‡Ui mgq AwWU cv‡ki e¨vcv‡i cÖ‡Z¨‡KB ¯^ ¯^ Ae¯’v‡b †_‡K mn‡hvwMZv Ki‡eb| Aek¨B mevi
mv‡_ my›`i e¨envi Ki‡eb Ges Kgcøv‡qÝ wbwðZKi‡b m‡Pó n‡eb|
11. cÖwZ‡hvwMZv: e¨emvq eZ©gvbKv‡j mevB‡K cÖwZ‡hvwMZvg~jK n‡q m¤ú‡`i mvkªqx e¨envi Ges `¶Zvi m‡e©vËg e¨envic~e©K
m‡e©v”P Drcv`b Ges gvb wbwðZ Ki‡Z n‡e| GLb cÖwZ‡hvwMZvi mgq| ®‹z‡j fwZ© nIqvi mgq †_‡K wkï‡`i‡KB AvR
cÖwZ‡hvwMZvq bvg‡Z n‡”Q| cÖwZ‡hvwMZv GLb me©Î| ZvB Zv‡K †gvKvwejv Kivi gvbwmKZv, mvnm, I eyw×gËv AR©b Ki‡Z
n‡e| bqZ Avcbvi DbœwZi wbðqZv Kg|
12. m¤¢vebvকে োজে লাগাজ া: evsjv‡`‡k Mv‡g©›Um wkí ïiæi d‡j A_©‰bwZK, mvgvwRK I ivóªxqfv‡e j¶¨bxq cwieZ©b mvwaZ
n‡q‡Q| GB wk‡íi d‡j e¨vcK Kg©ms¯’v‡bi m„wó n‡q‡Q| KvwUs, myBs, wdwbwks,WvBs, wcÖw›Us, wbwUs, c¨v‡KwRs BZ¨vw` ‡mKk‡b
bvbvwea Kg©‡¶Î m„wó n‡q‡Q| GQvovI GB wkí‡K wN‡i G‡·mwiR cÖ¯‘Z I mieivnmn AMwYZ e¨vKIqvW© wjs‡KR cÖwZôvb I
c‡`i m„wó n‡q‡Q| Gi d‡j GB wk‡íi hy³ mK‡ji Rb¨ D”P m¤§vb I m¤¢vebv i‡q‡Q| myZvivs GB wk‡íi Dbœq‡b mswkøó
mK‡ji m‡Pó _vKv DwPZ|
আশা েরি আেজেি এই করাগ্রাম আপ াজেি অজ ে োজে লাগজে এেং সোই যাি যাি োয়গায় সঠিেভাজে োরয়ত্ব পালজ সক্ষম হজে
পরিজশজে আপ াজেি সুস্থতা ও সাফল্য োম া েজি এেং AveviI ab¨ev` Rvwb‡q †kl KiwQ|

G †K Gg mv¾v`yj Kwig
m¤§vwbZ WvB‡i±i G¨vÛ wmII
cjgj Möæc

Induction Booklet Developed by T&OD Department. Page ix

Induction Booklet Developed by T&OD Department. Page x
 Table of Contents

Company Profile
History of Palmal 1
Vision, Mission, Core Values, Product & Service 1
Major Buyers, Certification, Recognition & Award 2
Trend of Growth 3
Organizational Structure 4
Location of Different Sister Concerns 5
Manpower & Company Strength 6
Board of Directors and Key Executives 7-8
Job Confirmation & Performance Appraisal
Job Confirmation Process in Palmal 9-10
Clarification of KPI 11-11
Format of PA 12
Corporate Culture & Organizational Behavior
Corporate Culture & Organizational Behavior 13-16
Concept and Techniques of Management
Concept, Functions & Techniques of Management 17-19
Required Qualities & Responsibilities of a Manager 19-20
Leadership & Time Management 21-22
Conflict and Crisis Management 23
Crisis Management in Garments Factory 24
Concept, Basis and Key Issuses of Compliance 25
Organizational Communication
Process, Types & Styles of Communication 26
Ways of Communication 27
7Cs of Effeective Communication 28
Problems in Communication 29
Service Rules
Service Rules & Different Benefits 30-32
Office time, Attendance, work Rules & Misconducts 32-33
Some Important Organization Polices 35-57
Operation Guidline
Production, Quality Control, Merchandising & Store related Guidelines
Quality Control System (Director & COO) 60-62
Merchandising Procedure 63-64
Store Management Procedure 65-67
Office Circular 68
Important Phone Number (Help Line) 69-71

Induction Booklet Developed by T&OD Department. Page xi

Induction Booklet Developed by T&OD Department. Page xii
 Part - One
Session - 1: Company Profile

1.1 A brief history of Palmal

Palmal Group of Industries, one of the promising RMG
manufacturing business organizations, emerged in 1984 from the sole
initiative of Late Engr. Mr. Nurul Haque Sikder, the former and
founder Chairman and Managing Director of the Group.

Late Engr. Mr. N. H. Sikder delegated the authority of Managing

Director to his beloved son Mr. Nafis Sikder in 2001. Since then Mr.
Nafis Sikder is holding the position of honorable Managing Director
of the group and the group runs very smoothly under his dynamic
leadership. Over a period of last seventeen years, the company’s business growth is very high and
significant.

1.2 Vision
To become the Leading supplier of quality apparel products that create value to the customers
and contribute in socio-economic development of the country.

1.3 Mission
Produce and delivery quality products at competitive price to meet the customers’ requirement
through employee involvement, highly efficient, eco-friendly and vertically integrated
manufacturing process.

1.4 Palmal’s Core Values

 Accountability
 Respect
 Integrity
 Commitment
 Excellence

1.5 Product & Services

Palmal is a prominent manufacturing business organization that produces different types of product
in composite and garments sectors. The main products of the group are:
Knit Fabrics
Printing & Embroidery
Trims and Accessories
Ready-made Garments
Also the group provides backward linkage services of dyeing, washing, finishing and logistics
supports in its own business arena.

Induction Booklet Developed by T&OD Department. Page 1

 1.6 Major Buyers

1.7. Certification
The Group has achieved the following certificates:

1.8. Recognition and Award:

The Company has achieved valuable awards as recognition of best Performance in RMG sector.
 National: President Award (Achieved in two consecutive years, 1990-91, 1991-92)

 International:

- Best Supplier award from Walmart (in 2004, 2005, 2006, 2007, 2008 & 2009) &

- Best Supplier award from Charming Shoppe in 2006.

- Almost all the facilities are certified by Accord and Alliance

Induction Booklet Developed by T&OD Department. Page 2

 1.9 Trend of Growth

Physical Growth
Starting with only one Garment Factory, Palmal Group now owns 37 Garments units, 5 Knitting units
and some other backward linkage factories. Over a period of 34 years, Palmal has managed to create
its own identity as one of the country’s leading foreign currency earner in the RMG sector through
promoting in RMG sector rapidly.
Also, the Group has incorporated many new departments in corporate head office to make sure the
smooth operations of business. Presently the group has a total of 15 Departments in its head Office as
mentioned below:

 Mainstream HRM Department

 Factory HR Operations Department
 Admin. & Compliance Department
 Training & OD Department
 Merchandising Department (Buyer wise)
 PPC & QA Department
 Accounts & Banking Department
 Internal Audit FDA & Costing Department
 Commercial Department
 Store Department
 IT & MIS Department
 Local Procurement Department (LPD-1 & 2)
 Transport & Maintenance Department
 Design & Development Department
 Civil Engineering Department

Financial Growth:
300
285
300
262
251 255 256 259
250 218.57 226

200
Million US$

143.57
150 120
110
100
100 82
68
58
40 44 47
50

Year

Induction Booklet Developed by T&OD Department. Page 3

1.10 Organizational Structure
Palmal Group

Managing Director

Director & COO

CHO Factory

VP/Director- Marketing Resident Director- ACCL-2

(ALP)
Director- Admin & HR,
Technical Direct. ACML-1
FHRO
Director- Admin & Sr. GM- ACCL-1(U-1&2)
Compliance
DGM- ACCL-1(U-3& 4)
Director- Production & In-
charge of ACML-1 AGM-AWL
GM- Nafa-1(U-1 & 2)
Director- PPC & QA DGM- Nafa -1 (U-3&4)

Team Leader of FHRO GM- Nafa-2 (Dhamrai)

Zonal Team
GM- Cortz-1
Assistant Director
DGM- Cortz- 2
Executive Director- Civil
Engineering
GM-MAL
Executive Director- Admin
& HR AGM- NKKKL

Divisional Head of- HRM

DGM- DLPL
Divisional Head of
Recruitment & Training DGM- SSL-1

Divisional Head of Admin,

GM- SSL-2
Security & Transport

Head of T & OD GM- ARKAY

[Link]- Accounts & Banking GM- HCL

Sr. GM- Store DGM- Azmeri

GM- Internal Audit, FDA DGM- KM Apparels

& Costing Sawftex
DGM- PKFL Embroidery
GM-Finance

Head of Design & Devlop.

DGM- Commercial

GM- LPD

Induction Booklet Developed by T&OD Department. Page 4

1.11 Location of Different Sister Concerns:
Sl Name of Sister Concerns Production Location
Unit
1 Aswad Composite Mills Ltd-1 09 Sreepur, Gazipur
2 Aswad Composite Mills Ltd-2 04 Kabirpur, Savar
3 Ayesha Clothing Company Ltd -1 04 Ashulia, Savar
4. Ayesha Washing Company Ltd 01 Ashulia, Savar
5. Ayesha Clothing Company Ltd -2 04 Bangabandhu Road, Ashulia
6. Hamza Clothing Company Ltd. 01 Bangabandhu Road, Ashulia
7. Nafa Apparels Ltd. – 1 04 Baroipara, Kaliakoir, Gazipur
8. Nafa Apparels Ltd. – 2 03 Joypura, Dhamrai
9. Safaa Sweater Ltd. – 1 02 Ashulia, Savar
10 Safaa Sweater Ltd. – 2 02 Hotapara, Gazipur
11 Cortz Apparels Ltd. -1 (Garments) 02 Bagherbazar, Gazipur
12 Cortz Apparels Ltd. -2 (Garments) 04 Nawjor, Gazipur
13 Azmeri Composite Knit Ltd. (Garments) 03 Faidabad, Uttarkhan, Dhaka
14 KM Apparel Knit Pvt. Ltd. (Garments) 01 Uttarkhan, Dhaka
15 Marina Apparels Ltd 02 Dapa Idrakpur, Narayangonj
16 NKK Knitwear Ltd 04 Fatullah, Narayangonj
17 Designer Line Private Ltd 01 New Jurain, Dhaka
18 ARKAY knitting- Dying Mills Ltd 01 Zerani Bazar, Gazipur
19 Palmal Knitwear Factory Ltd. (Embroidery) 01 BSCIC, Tongi
20 Modern Neddle Craft Ltd ( MNCL) 01 BSCIC, Tongi
Production
Total Facilities: 20
units : 54

Categories of Production Units

Sl Types of Business No. of Concerns
01 Garments Unit 37
02 Knitting 05
03 Dyeing & Finishing 05
04 Washing Plant 01
05 Printing 02
06 Embroidery 03
07 Trims & Accessories 01
Total 54

Induction Booklet Developed by T&OD Department. Page 5

1.12 Manpower & Machineries
 No of Sewing Machine : 12,795
 No of Non Sewing Machine : 2,439
 No of Staff (CHO & Factory) : 2,400
 No of Worker : 26,000
Total No of Employees : 28,400

 Total Area : 12.5 million Sft. including production floor, store & office.
 Production capacity
RMG : 10 million pcs / month.

Fabric : 1,500 tons fabric / month.

Dyeing & Finishing : 1,560 tons / month.

Printing (AOP) : 20tons / month.

Washing : 2 million pcs / month

1.13 Company’s Strength

 Maintaining good reputations & long-term partnership with our customers with our ethical business
practices.
 27 thousands (-/+) dedicated, qualified & skilled manpower.
 All in-house compliant facilities for garments production.
 All the factories are using Advanced Technology and Automated Machines
 Almost all the facilities are certified by Accord and Alliance
 Offering price competitive products using new machines & technologies.
 Sustainable quality control system, performing “self-inspection” for our major customers.
 Own logistics department with a fleet of 76 dedicated covered vans for export duty.
 Own garments design and development team.
 Well equipped & accredited laboratory for all kind of physical testing.
 Independent Training & OD department for employee and organization development.

Induction Booklet Developed by T&OD Department. Page 6

1.14 Board of Directors and Key Executives
Board of Directors

Name Position Photograph

Mrs. Meherunnesa Haque Chairperson

Mr. Nafis Sikder Managing Director

Mrs. Sylvana Sikder Director

Mrs. Tajrina Sikder Director

Mr. A.K.M. Sazzadul Karim Director & C.O.O

Key Executives

Mr. Nafis Sikder Mr. A.K.M Sazzadul Karim Mr. Aseem Sood
Managing Director Director & C.O.O Vice President
Marketing, GAP

Maj. Sofiul Azam Chow. (Retd.) Mr. K M Mahtab Uddin Mr. A.A.M. Munir
Director-Admin & Compliance Director-Admin & HR, FHRO Director-PPC & QA

Induction Booklet Developed by T&OD Department. Page 7

 Mr. Emdad Hossain Lt. Col. Abdun Nayeem (Retd.) Mrs. Roanne Cooper
Director-Production & In-charge Team Leader of FHRO Zonal Team Director- Marketing,
ACML-1 George (UK) Division

Mr. Tahmid Zaman Khan Mr. Manoj Dimri Ms. Preeti Saraswat
Director-Marketing Director- Marketing, ZXY Director- Marketing
Walmart Canada Best & Less and Woolworth

Mr. Adnan Imtiaz Majid Md. Abdul Mannan Md. Nazrul Islam Khan
Asst. Director Resident Director, ALP Ex. Director-Civil Engineering

Md. Ziaur Rahman Mr. Shazad Sarwar Mr. Mostafa Iqbal

Ex. Director- Admin & HR Divisional Head- FHRO Divisional Head, HRM
Admin, Security & Transport

Mr. Rashid Maula Md. Hatem Ali Mr. Shamsuddin Miah Ms. Hima Simon
GM- HRM (Mainstream) Head of T&OD Sr. GM- Store Head of Design & PD

Mr. Kazi A. Muhit Mr. Masudur Rahman Md. Nizamul Islam Mr. Sanjib Kumar Das
Sr. GM-Accounts GM-Finance GM-Internal Audit, Head of Quality –GAP
FDA & Costing

********************

Induction Booklet Developed by T&OD Department. Page 8

 Session - 2: Job Confirmation & Performance Appraisal

Job Confirmation
No job of regular category is automatically confirmed in [Link] appointed incumbent initially join
in Palmal as a probationary staff for six months. Service of new employee is confirmed after successfully
completion of probation period and based on the satisfactory performence. Confirmation is a process
followed very carefully by the management, which is described below:

Job Confirmation Process

Joining Giving feedbck

highlighting storng &
weak areas
1st Appraisal (After 2
months
Conducted PA interview Discontinuation (If
through a panel performance is poor)

2nd Appraisal (After 6

months)

Confirmed (if performance is Extension (if need Discontinuation, If Performance

satisfactory) improvement) is found poor

Simple Confirm + Enhancement Confirmation + Enhencement + Promotion

Confirmation

Process:
Step-1: First appraisal
The first appraisal is done immediate after two months of joining. The reporting boss appraises
the incumbent individually based on his / her keen observatrion using the prescribed formate and
submit the appriasal report to Head of HR.
The Head of HR then issues a letter with clear feedback to new employee highlighting the strong
and weak area.

Step-2: Second appraisal

The 2nd appraisal is done after six months of joning. The competent supervisor appraises the
performance of the incumbent on basis of his/her Job description using the prescribed formate
and submits the appraisal repot with proper recommendation to Head of HR on time.
Then the Head of HR arranges a PA board and takes an interview to justfy the authenticity of
appraisal report as per company policy. The PA board submit their report individually with their
comments to Head of HR. Lastly; Head of HR issue a letter with confermation/extention of
probation period. Enven the incumbent may be fired if he fails to show his/her performance as
per requirement of the company.

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 Parformance Appraisal
Performance appraisal is systematic evaluation of an individual in respect of his/her performance on
the job and understands the ability & potentiality for further growth & development.
Why should we appraise the performance?
 To know the performance status of an employee
 Give employee feedback on his performance
 Identify the weak areas of employee for training & development.
 Reward the best performers in terms of promotion or increment.
 To confirm the service of probationary staff

Stages of Performance Appraisal.

Performance Appraisal is conducted at 3 stages:
 At the end of the probation period.
 At the end of each year.
 At the mid of the year.
Performance Appraisal at the end of Probation period:
This type of Performance Appraisal is completed for confirmation of a job. A competent appraisal
team conducts an interview to justify the authenticity of the evaluation done by his/her immediate
supervisor.
All the new employees of Palmal will confirm after successful completion of his/her probationary
period through a performance appraisal.

Performance Appraisal at the end of each year:

It’s a yearly based practice initiated by HRM and Head of Unit/Dept./Division or by immediate
supervisor and reviewed by supervisor of the supervisor. Annual Increment is given based on the
grading of this appraisal.
At the mid of the year:
Occasionally interim PA is also carried out in some special circumstances for making any crucial
decision beyond the normal process. Special increment is given for those who perform something
really special with tangible output.

Key Indicators of Performance Appraisal.

The following attributes have been included in the prerformance Appraisal system of the
group:
1. Aptitude
2. Loyalty towards company
3. Attendance
4. Dependability & trust worthiness
5. Drive & initiative
6. Performance on job
7. Relation with fellow employees
8. Sense of belongingness & responsibility
9. Organizing & controlling capability
10. Future potentiality
11. Sub ordinate’s performance evaluation capacity

Induction Booklet Developed by T&OD Department. Page 10

Clarification of KPI:
The KPIs which have been mentioned in the format, are clarified below:
Aptitude: Aptitudes refer to native skills, acquired experience which an employee bring with him/her
to cope-up with his/her job. It also includes physical and mental capability. The aptitude helps an
employee to learn quickly and cope up with new and complex situation.
Loyalty Towards Company: Faithfulness and devotion, allegiance or commitment given to his or her
supervisor and subordinates, committed towards the company and to his job, ownership feelings.
Attendance: This term covers not only the daily attendance in the office in due time regularly but also
covers the areas of punctual attendance and response in all action relevant to the employee’s job.
Dependability & Trust Worthiness: Reliable, faithful, able to make sure the right thing as assigned
and expected, committed to fulfill other’s expectation.
Drive & Initiative: Self-starter, self-effort to generate new idea, courageous to take initiative from
his/her sense of own responsibility, risk taker etc.
Performance on Job: Ability to perform his/her regular duties and responsibilities as per job
description, able to achieve the objectives and contribute in team effort, efficient and skillful, able to
work in any stressful situation within the time limit.
Relation with Fellow Employees: Make and maintain professional relationship with all other members
of the company, have strong feeling.
Sense of Belongingness & Responsibility: Thinking as owner and feel proud in name and fame of
the company, disgrace any kind of loss or humiliation of the country.
Organizing & Controlling Capability: Able to organize men, material and activities properly, have
controlling and convincing ability over the subordinate and others, well organized and systemic in
personal as well as shared matters.
Future Potentiality: Talent, dynamic, confident, courageous, enthusiastic, have internal will force and
self-drive to improve competency continuously.
Sub-Ordinate’s Performance Evaluation Capacity: Able to set standard of performance, evaluate
performance level with appropriate judgement and identify lacking or discrepancies and plan for
development.
Disciplinary Record: Any previous record or evidence which indicates the trends of violation,
misconduct, breaching the rules or code of conduct, dishonesty and negligence of duties etc.
Conclution:
Performance Appraisal is an important task of a manager. They should be much more conversant and
careful to appraise their subordinates on time in appropriate manner. An appraiser should keep high
morality while appraise the performance of any incumbent.

Induction Booklet Developed by T&OD Department. Page 11

 Prescribed Format of Performance Appraisal

Score
SL Score Allocated Score
Criteria
Very Recommended
Excellent Good Fair Poor Unsatisfactory
Good
1 Aptitude 10 8 6 5 4 3
Loyalty towards
2 10 8 6 5 4 3
Company
3 Attendance 10 8 6 5 4 3
Dependability & Trust
4 10 8 6 5 4 3
Worthiness
5 Drive & Initiative 10 8 6 5 4 3

6 Performance on Job 10 8 6 5 4 3
Relation with fellow
7 10 8 6 5 4 3
Employees
Sense of belonging
8 10 8 6 5 4 3
& Responsibility
Organizing & Controlling
9 10 8 6 5 4 3
Capability
10 Future Potentiality 10 8 6 5 4 3
Subordinate's
11 performance 10 8 6 5 4 3
evaluation capacity
12 Disciplinary Record 0 to 5

Total Score 110

Grade Determination Standard

Grade determinants Recommendation for Recommendation for
Percentage of Score required Grade probationary staff confirmed staff
Confirmation + Promotion + Promotion + Midterm
90 % and above A+
Salary Enhancement Enhancement
Confirmation + Salary
80 % to 89 % A Midterm Enhancement
Enhancement
Confirmation + Salary
70% to 79% B+ Improvement Plan
Enhancement
60 % to 69 % B Simple Confirmation Improvement Plan
Extension of Probation
50 % to 59 % C Retain for Development
Period
Below 50 % D Discontinuation Discontinuation

*******0*******

Induction Booklet Developed by T&OD Department. Page 12

 Session – 3: Corporate Culture & Organizational Behavior

3.1. Corporate Culture

Culture is the heart of a particular group or organization, which is distinctive about the
way the members interact with one another and with outsiders.
Definition of Corporate Culture
 Organizational culture is a set of important understanding or shared values,
norms, attitude and beliefs that control the behavior pattern of the members of
an organization.
 Corporate culture refers to a company’s values, beliefs, business principles,
traditions, and ways of operating and internal work environment.
 Culture is the way the members of the organization Think, Act and Interact.

Every organization has its own unique culture. But organizational culture is not static, it is dynamic.

Scope of Organizational Culture:

 Vision & Mission
 Values & Beliefs
 Norms & Traditions
 Ethics & Principles
 Attitude & Behavior
 Management Policy
 Ethical Standards
 Work Environment
 Knowledge Sharing & Learning Process

Characteristics of Corporate Culture

 Culture cannot be seen or touched. It is present in the actions, behaviors and approaches of the members
of an organization.
 Culture is a perception
 It is a shared understanding
 It is a descriptive term

3.2. Basic Elements of Corporate Culture

 Artifacts: Artifacts are the things that “one sees, hears, and feels” when one encounters a new group with an
unfamiliar culture. Artifacts include products, services and even behavior patterns of the members of an
organization. Artifacts are everywhere, and we can learn about a culture by paying attention to them. Artifacts
are the first level of organizational culture.
 Values: Value is a basic belief about what is right or wrong, and about what they should do or should
not do? Values represent what an organization views as important.
Organizations may establish core values to use as guiding principles and expect organizational members to
adhere to these principles. These values could include qualities such as creativity, integrity, compassion,
innovation, cooperation and service to community.
 Assumptions: Basic Assumptions are the beliefs that are taken for granted by the members of an
organization. Assumptions are beliefs that are so ingrained that organizational members do not even
discuss them, yet they guide behavior by directing how organizational members should think, feel and
act. This is the third level of organizational culture.

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 Outcomes of Poor Corporate Culture:
The corporate culture of an organization has a profound influence on its productivity. Poor corporate culture
may include unethical management, rewarding of poor behavior, habitually ineffective communication, failure
to address employee concerns and limitations. Poor corporate culture sets up a company for the following
outcomes:
 Loss of productivity
 Poor execution
 High turnover
 Low morale
 Negative impact on reputation
 Loss of profit
Developing strong culture:
3 factors contribute to the development of strong culture:
 A founder or strong leader who establishes values, principles, and practices that are consistent
and sensible in light of customers’ needs competitive conditions and strategic requirements.
 A genuine concern for the wellbeing of the organization’s three biggest constituencies –
customers, employees and shareholders.
Training, Dictation, Meeting, Team building and healthy communication can improve organizational
culture.
Corporate Culture of Palmal
 Proper Addressing
 Respect to All
 Integrity & Fairness
 Commitment
 Open Communication & Transparent Management System
 Team Approach
 Maintaining Chain of Command
 Congenial Work Environment
 Free from Harassment
 Developing Employees
 Evaluated by Performance
 Customer Focused
 Compliant
How to adopt new workplace?
 Begin by learning as much as you can about the company for which you are going to be working
 Know who are the top executives and how the various departments do and sections work together?
 Know about company’s story. The main competitors and what trends affecting the company.
 Learn what is expected from you and be ready to accept feedback.
 Don’t talk about how you did things at your old job.
 Acknowledge your mistake and don’t try to cover up.
 Be aware about your dress and etiquette.

Induction Booklet Developed by T&OD Department. Page 14

 Organizational Behavior (OB)

What is meant by OB?

Organizational Behavior (OB) is the behavior of individual and groups within the
organization and the interaction between organization and their external
environment.
Employee’s behavior refers to the way in which employee responds to specific
circumstances or situations in work place.

Factors affecting the nature of OB

- People
- Structure
- Technology and
- Environment

Individual Traits
- Personality
- Perception
- Motivation
- Morals & Values

How to Improve Employee Behavior

- Leadership
- Work Culture
- Effective Commutation
- Improve Relationship at work
- Norms & Rules at work place
- Positive reinforcement
- Organizational Recognition
For behavioral modification, managers need to encourage employees to behave in a way that are considered
desirable and discouraging them from behaving in ways that conferred undesirable.

Acceptable Behavior
- Positive & cooperative attitude
- Keeping learning attitude from others
- Establish and maintaining good relationship with others
- Respect all & believe in team approach
- Be committed to your job and organization
- Don’t avoid or ignore your own responsibility
- Don’t blame other when you fail
- Respect and follow the organization’s rules
- Confess your own mistake
- Working co-operatively with others
- Giving and receiving constructive feedback
- Understanding of other people’s perspectives

Induction Booklet Developed by T&OD Department. Page 15

Unacceptable Behavior
- Aggressive or abusive behavior
- Spreading malicious rumors or insulting someone
- Lack of awareness or consideration of diversity,
- Misuse of power or position
- Unwanted physical contact
- Offensive comments or body language

Standard Pattern of Organizational Behavior:

Every organization requires the following standard pattern of behavior from its employees.
- Always show positive & cooperative attitude
- Maintain assertive style of communication
- Keep learning attitude from others
- Maintain proper channel of communication
- Show sympathy and empathy to fellow colleagues
- Build rapport with others
- Respect all & believe in team approach
- Don’t hurt any body
- Be committed to your job and organization
- Don’t avoid or ignore your own responsibility
- Don’t blame other when you fail
- Respect and follow the organization’s rules
- Always appreciate and reward for good work
- Confess your own mistake

***************************

Induction Booklet Developed by T&OD Department. Page 16

 Session – 4: Concept and Techniques of Management

4.1. Concept of Management:

 Very simple speaking – Management is the art of getting things done through other people utilizing
the resources effectively and efficiently.
 Management is the techniques of getting things done through others by utilizing the right planning
and sustainable method to ensure right cost, right quality and right time.
 Management involves the provision of leadership for a group of people together with the training,
advice and guidance, supervision and control necessary for each individual in the group to perform
his or her work in the best way.
 Management is a purposive activity that directs group efforts towards the attainment of pre-
determined goals.

4.2 Resources and Functions of Management:

Resources of Management Functions of Management

 Man  Planning
 Material  Organizing
 Money  Directing
 Machine  Controlling
 Method
 Market
So, Management is to manage Man, Material, Money, Machine, Method and Market tactfully within the
limited resources.
Functions of Management
 Planning
 Organizing
 Directing
 Controlling

1. PLANNING
Planning is an indispensable function of management. Plan is a blueprint for the future. It is a prerequisite
of doing anything. Planning focuses on other functions.

Planning Includes-
 What is to be done?
 Forecasting the future environment.
 When it should be done?
 What amount to be needed?
 From whom the materials should be arranged?
 Time allocation & budgeting
 Deadline of executing.

Induction Booklet Developed by T&OD Department. Page 17

 2. Organizing
Once a manager has developed a work plan; the next phase of management is to organize the people
and other resources necessary to carry out the plan. It is also a process of arranging and allocating
work, authority and resource among organization’s members so that they can achieve the
organization’s goal.
It Includes-
 Identify and clarify the activities.
 Fitting individuals to specific jobs with authority.
 Resource mobilizing.
 Interdepartmental as well as intradepartmental coordination.
 Recruitment of right number of people with right qualities in right time.
 Train and develop the staff.

3. Leading
Leading is an important job of the manager. To lead the people to contribute the organization and
group goals constitutes an essential function of the manager. In fact, the manager has to ensure intimate
terms with them if he wants to lead them successfully. The manager leads in an attempt to persuade
others to join them in pursuit of the future that emerges from the planning and organizing steps. It
involves directing, influencing, and motivating employees to perform essential tasks.
 Directing
 Influencing
 Motivating
 Coordinating

4. Controlling
The simplest and perhaps the most appropriate definition of controlling is follow-up and correction.
Controlling involves ensuring that performance does not deviate from standards. Controlling consists
of three steps, they are-
 Establishing performance standards,
 Comparing actual performance against standards, and
 Taking corrective action when necessary.
Different Aspect of Management
1. Self-Management
2. Time Management
3. People Management
4. Resource Management

Induction Booklet Developed by T&OD Department. Page 18

Self-Management
Management begins from self-management. A manager must be aware about self-management and self-
control. Successful manager manages first himself or his/her own activities, then initiates to manage other
colleagues.
If manager is not aware enough about self-management he /she would not be able to manage other. It is
said that there are many able men behind every able man. So, a manager will try first to develop his own
qualities required as a manager.
Steps of Management:

1. Set rational and realistic goals

2. Develop specific planning
3. Assign & execute
4. Monitor the progress
5. Evaluate the actions

Difference between Management & Manager

Management is a process in which people are directed, guided, motivated and supervised for better
performance.
Whereas Manager is a person who is able to lead and manage a team to the right direction for achieving
organizational goal dealing with them efficiently

Techniques of Management
 Inspiration
 Motivation
 Involvement
 Cooperation
 Recognition
 Team building
 Decision making
 Proper communication
 Rapport build up
 Flexibility

4.2. Required Qualities of Manager

- Having ability to lead and manage the people
- Having good interpersonal - communicative skills
- Responsible, Conscious, Courageous & Careful
- Possess pleasant personality
- Having good understanding power
- Able to identify and solve problem
- Good decision maker
- Having keen foresight
- Motivated, Initiator & Tactful
- Logical, cooperative and considerable

Induction Booklet Developed by T&OD Department. Page 19

 Different skills of Manager:
Ability to think and understand the abstract and complexities of the overall
A. Conceptual Skill
organization.
Ability to use knowledge, procedure, methods, techniques and equipment
B. Technical Skill necessary for the performance of specific task acquired from experience,
education and training.

Ability to work well with other people both individually and in a group.
C. Human Relation Skill
Because managers deal directly with people.

Ability to quickly identify the root causes of any problem in a special

D. Diagnostic Skill
situation from the unstructured information, data and observation.

Role & Responsibilities of a Manager:

- Prepare effective Manpower and other activity planning
- Hiring right number of people at the right time with right quality
- Provide job description and make the employee understand his or her job
- Provide induction/ orientation for new employee
- Assign specific duties with necessary instructions
- Supervise, monitor and evaluate the subordinates
- Conduct performance Appraisal & Initiate staff development effort
- Communicate, coordinate and control the activities
- Identify potential problems and take remedial measures
- Create and maintain congenial work environment
- Motivate the staff to work for achieving departmental objectives
- Execute grievance handling procedure and take disciplinary actions
- Formulate necessary policies and Standard Operational Procedures
- Establish and maintain company’s code of conduct
- Produce and maintain necessary reports and documents

Induction Booklet Developed by T&OD Department. Page 20

 Leadership in Management
What is Leadership?
 Leadership means leading, influencing, communicating and guiding people to achieve set goal
and objective.
 Leadership is the ability and readiness to inspire, guide, direct or manage others.
 Leadership is the process of encouraging and helping others to work enthusiastically towards
objectives.

Why Leadership is essential for a Manager

- To initiate action
- To encourage and motivate the people
- To guide people to the right direction
- To provide guidance
- To coordinate the activities

Required leadership quality of a manager

 Self confidence
 Desire to lead
 Drive and initiative
 Cognitive ability
 Creativity and originality
 Flexibility and trust worthiness

How to develop leadership skill of a manager

 Improving their interaction style
 Dealing more effectively with change
 Developing their listening and speaking skill.

Leader vs. Manager

The majority of nowadays modern companies are more administrated (managed) than leaded. According to
some of the different characteristics we can create the following list:

Manager Leader
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Managing about efficiency Managing about effectiveness
Follows the rules Shape entities

Induction Booklet Developed by T&OD Department. Page 21

 Time Management
What is Time Management?
- Time management is more than just managing our time: it is managing ourselves in relation to time. On the
other hand, changing or avoiding those habits or activities that cause us to waste time is time management.
- Time management is the act or process of exercising conscious control over the amount of time
spent on specific activities, especially to increase efficiency or productivity.
- Time management is the art of arranging, organizing, scheduling, and budgeting one’s time for
the purpose of generating more effective work and productivity.

Why Time Management is needed?

- Time can’t be stored for future use.
- Time is immediately perishable.
- Time is limited but work is unlimited.
- Time is precious or costly; we cannot buy or sell it.
- It makes individual more organized and productive
- Success of life depends on the effective use of time.

Time Wasters
- Absence of Plan.
- Absence of setting priorities.
- Procrastination.
- Interruptions.
- Inability to say “No”.
- Lack of delegation.
- Not keeping things in designated place.
- Lack of adaptation to technology.

How to manage the time?

- Create time management goals.
- Set priorities of your work.
- Make a plan ahead.
- Find out where you are wasting time.
- Control your time wasters carefully.
- Do the most important thing first.
- Use time saver aids (e.g. Mobile Phone, I pad, Camera, Internet).

The first step in efficient time management is to organize the workspace or home. Even if one's
schedule is well-ordered, but the office and filing system are a disaster, time will be wasted trying to
work efficiently in a disorderly place.

Induction Booklet Developed by T&OD Department. Page 22

 Conflict and Crisis Management
A conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests.
A conflict is a state of friction or opposition resulting from actual or perceived differences or
incompatibilities.

Why Conflict arises

 Different people think and view the same thing differently from his/her own view point.
 Different people have different opinion & interest
 Different people have different values & culture
 Individual differences among the people
 Acting without thinking
 Lack of communication among people
 The emotional repercussions on a group’s member
 Due to underlying aggressiveness

What causes differences and disagreement?

Depending on the situation, a potential conflict situation may be created by:
- Inaccurate, misleading or incomplete information
- Inappropriate or incompatible goals
- Task disagreement
- Personal feelings
- Dissatisfaction with working condition
- Values and Ethics
- Cultural differences
- Perception and personalities

Resolving Conflict or Differences:

Issuing a warning or some other form of punishment may not solve the problem in the long term. At the heart of
any difference there is a usually a personal relationship.
Compromise is a skill worth practicing. The art of compromise is to aim for a win-win situation rather than a
situation in which one side in a dispute is the winner while the other loses, or indeed a situation in which both
sides lose.
A useful technique to remember whenever there is a conflict situation is the-‘5R’ method:
The ‘5R’ stands for - Recognize, Reflect, Respond, Review and Record.
- Recognize that there is a problem and gather as many facts as possible.
- Reflect upon the causes of the problem and possible solution.
- Respond assertively but not aggressively
- Review the information with those involved and
- Record if the matter moves to a formal situation, adequate records will be essential.

Five Style of Conflict management

1. Accommodation 2. Avoidance
3. Collaboration 4. Competition
5. Compromising

Induction Booklet Developed by T&OD Department. Page 23

 Crisis Management in Garments Factory
What is Crisis?
Crisis may be defined as “any unplanned and unexpected event that can cause deaths or significant injuries to
employees, customers or the public, or that can shut down any business, disrupt operations, cause physical or
environmental damage, or threaten the facility’s financial standing or public image.

Causes of Crisis in Garments

 Workers Grievance
 Local Management’s weakness for forecasting crisis
 Communication error or weak in communication
 Negative attitude and misbehavior with workers
 Welfare & benefits related
 Outsider Influences
 Internal conflicts
 Conspiracy
 Less acceptability of local management
 Ignoring human side of the workers
 Inappropriate measure of problem solving
 Ignore or delay response to the requirement of the workers

How to Prevent Crisis

 Building Rapport with workers & Supervisors
 Maintaining compliance as much as possible
 Keep your eyes & ears open all the time
 Forecast the crisis and take preventive measures
 Prepare some dedicated & reliable people for local management
 Moving into the floors frequently
 Maintaining regular correspondence with leading workers
 Identifying the leading person & also monitor their movement
 Feeling ownership and team approach
 Handling Grievance in time
 Responding workers requirement in time

Role of Supervisor during crisis

 They will handle the crisis carefully & confidentially
 Will extend their hand for all out cooperation to management during crisis
 Prevent any type of loss & damages during crisis
 They will act as a leader to handle crisis
 Keep patience during crisis

Induction Booklet Developed by T&OD Department. Page 24

 Concept and Key Issues of Compliance
What is Compliance?
Compliance means comply with the law of the land. As regards of Garments industry compliance implies
to obey the labor laws, ILO convention, and UNCRC and buyers code of conduct in running the factory.

Basis of the Compliance

 Labor laws & Law of Land
 Buyers COC
 International Human Rights Convention
 ILO Convention, UNCRC, CEDAW, UDHR

Key Compliance Issues

 Child labor: Factories must comply with all applicable labor law. No person shall be employed at an
age younger than the legal minimum age for working in any specific jurisdiction.
 Force labor: Factory shall not use involuntary labor or any kind, including prison labor, debt bondage
or forced labor by government.
 Non-discrimination: All conditions of employment must be based on an individual’s ability to do the
job, not on the basis of personal characteristics or beliefs, and on the basis of race, color, national
origin, gender, sexual orientation, religion, disability and other similar factors.
 Wages & benefits: Factories shall pay wage and overtime premiums in compliance with all applicable
laws. Workers shall be paid at least the minimum wage or a wage that meets local industry standards
which is greater. The factory provides paid annual leave and holidays as required by law or which meet
the local industry standard whichever is greater.
 Working hours: Factories shall set working hours in compliance with all applicable laws. As per labor
laws no adult worker shall be required or allowed to work in a factory for more than 48 hours in a
week. An adult worker may work for more than 2 hours in a day or 12 hours in a week as over time.
 Health & Safety: Factories shall comply with the all applicable laws and regulations regarding working
conditions and shall provide workers with a safe and healthy environment. i.e. necessary Personal
Protective Equipment, ventilation, lighting, temperature control, fence, emergency exit doors,
sanitation and washing facilities, primary medical support, firefighting equipment etc.
 Product Safety: No defective product to be shift. Product must adhere to all child safety standards.
Products Packaging must carry all statutory warnings there should be no machine or component broken
left over in the product else it harms the user.
 Human Treatment or Disciplinary Practice: Employer shall treat all workers with respect and
dignity. Factories shall not use corporal punishment or any other form of physical or psychological
coercion as well as verbal abuse.
 Freedom of Association: Workers are free to join association of their own choosing. Factory shall
not interfere with workers who wish to lawfully and peacefully associate, organize or bargain
collectively.
 Appointment letter & ID card: Each and every worker should be given with appointment letter and
ID card by their employer immediate after appointment.
 Environment: Factories must comply with all applicable environmental laws and regulations. In this
regards the factory must have an environmental management system or plan. Factories should have an
effort to curtail the harmful effect of its activities on the environment and continually improve its
performance.

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Induction Booklet Developed by T&OD Department. Page 25

 Session – 5: Organiztional Communication

5.1. Organizational Communication

What is Communication?
Communication is the transfer of information and understanding
from one person to another person.
It is the way of reaching other by transforming ideas, facts,
thoughts, feelings and values. The goal of communication is to
have the receiver understand the message as it was intended.

Importance of Communication
1. Liaison with Co-worker
2. Source of information
3. Instrument of passing instruction
4. Role in accomplishing planning , organizing, leading and controlling
5. Better performance & Job satisfaction

Communication Process:
Sender > who send message
Encoding > Sender encodes the message for receiver
Message > Information what is sent
Channel > the medium through which message is sent
Receiver > who receive message
Decoding > Receiver decodes the message after receiving
Feedback > Response of the receiver Communication Process

Types of Communication:
 Upward – Downward
 Horizontal – Vertical
 Lateral Communication

Styles of Communication:

Induction Booklet Developed by T&OD Department. Page 26

 Ways of Communication:
There are mainly three ways of communication in practice. Such as-

 Verbal Communication:
 Direct or Face to Face talking
 Telephonic conversation
 Briefing groups

Non-Verbal Communication:
Written Communication:
 Letter
 Office Memo
 Office Circular
 E-mail

When verbal communication is applicable and effective?

 For collecting any important information

 To inform anybody immediately

 To convey greetings

 Exchange views and opinion

 To call any person

When Written Communication is applicable and essential?

 To circulate any office order

 To inform management decision to all employees

 To take any administrative or disciplinary action

 To convey any policy or procedure

 To circulate any rules, regulation or law

 Request for sending something officially

Communication Barriers:
 Filtering
 Emotions
 Information overload

How to overcome the Barriers?

 Proper Encoding
 Proper decoding
 Active Listening
 Using feedback

Induction Booklet Developed by T&OD Department. Page 27

7 Cs of Effective Communication
There are 7 C’s of Effective Communication which are applicable to both written as well as oral
communication. These are as follows:
1. Correctness
2. Clarity
3. Conciseness
4. Completeness
5. Consideration
6. Concreteness
7. Courtesy

1. Correctness
Correctness in communication implies that there are no grammatical errors in communication.
Correct communication has following features:
 The message is exact, correct and well-timed.
 If the communication is correct, it boosts up the confidence level.
 Correct message has greater impact on the audience/readers.
 It checks for the precision and accurateness of facts and figures used in the message.
 It makes use of appropriate and correct language in the message.

2. Clarity
Clarity implies emphasizing on a specific message or goal at a time, rather than trying to achieve too
much at once. Clarity in communication has following features:
 It makes understanding easier.
 Complete clarity of thoughts and ideas enhances the meaning of message.
 Clear message makes use of exact, appropriate and concrete words.

3. Conciseness
Conciseness means wordiness, i.e., communicating what you want to convey in least possible words
without forgoing the other C’s of communication. Conciseness is a necessity for effective
communication. Concise communication has following features:
 It is both time-saving as well as cost-saving.
 It underlines and highlights the main message as it avoids using excessive and needless
words.
 Concise communication provides short and essential message in limited words to the
audience.
 Concise message is more appealing and comprehensible to the audience.
 Concise message is non-repetitive in nature.
4. Completeness
The communication must be complete. It should convey all facts required by the audience. The
sender of the message must take into consideration the receiver’s mind set and convey the message
accordingly. A complete communication has following features:
 Complete communication develops and enhances reputation of an organization.
 Moreover, they are cost saving as no crucial information is missing and no additional cost is
incurred in conveying extra message if the communication is complete.
 A complete communication always gives additional information wherever
required. It leaves no questions in the mind of receiver.

Induction Booklet Developed by T&OD Department. Page 28

  Complete communication helps in better decision-making by the
audience/readers/receivers of message as they get all desired and crucial
information.
 It persuades the audience.
5. Consideration
Consideration implies “stepping into the shoes of others”. Effective communication must take the
audience into consideration, i.e., the audience’s view points, background, mind-set, education level,
etc. Make an attempt to envisage your audience, their requirements, emotions as well as problems.
Ensure that the self-respect of the audience is maintained and their emotions are not at harm. Modify
your words in message to suit the audience’s needs while making your message complete. Features
of considerate communication are as follows:
 Emphasize on “you” approach.
 Empathize with the audience and exhibit interest in the audience. This will stimulate a
positive reaction from the audience.
 Show optimism towards your audience. Emphasize on “what is possible” rather than “what
is impossible”. Lay stress on positive words such as jovial, committed, thanks, warm, healthy,
help, etc.
6. Concreteness
Concrete communication implies being particular and clear rather than fuzzy and general.
Concreteness strengthens the confidence. Concrete message has following features:
 It is supported with specific facts and figures.
 It makes use of words that are clear and that build the reputation.
 Concrete messages are not misinterpreted.
7. Courtesy
Courtesy in message implies the message should show the sender’s expression as well as should
respect the receiver. The sender of the message should be sincerely polite, judicious, reflective and
enthusiastic. Courteous message has following features:
 Courtesy implies taking into consideration both viewpoints as well as feelings of the receiver
of the message.
 Courteous message is positive and focused at the audience.
 It makes use of terms showing respect for the receiver of message.
 It is not at all biased.
Problems in Communication at organizational level
 Ignoring concern person
 Incomplete communication
 Delay in communication
 Improper addressing
 Grammatical mistake
 Inappropriate sentence
 Negative approach
 Negative attitude
 Bypassing
 Information manipulation
**********************************

Induction Booklet Developed by T&OD Department. Page 29

 Session - 6: Service Rules and Management Practice

6.1. Service Rules

 Service rules are precisely outlined in the Office Orders, Circulars issued and to be issued time to
time from the Corporate Management.
 In case of Workers, Company alongside the service rules of its own, also comply with laws of the
land.
 Apart from that a new well-written complete service rules is coming up soon which will be good
guiding tools for all Palmal staffs
ID card and Attendance
 All the new employees are issued with an employee ID card immediate after Joining and this ID card
is used as electronic attendance system (Proximity system).
 Every employee must attend the office/ work station on time as scheduled by the management.
 One day basic will be deducted for 3 days delays in a month with prior consent of the department
head.
 Habitual late attendance will be treated as misconduct.

Leave and Holidays

Location Type of Employees Total Leave (Amalgamated)
CHO Staff 19 days
Staff 17 days
Factory
Worker As per Labor Law
Both for CHO & Factories Weekly Holiday 1 day

Government Holidays (For Corporate Head Office)

Palmal Management decided to observe govt. holidays on following schedule:
Types of Holidays Number of Days
Eid ul Fitre 03 Days
Eid ul Azha 03 Days
21st February 01 Day
26 March 01 Day
14th April 01 Day
1st May 01 Day
16th December 01 Day
Shab-e-Barat 01 Day
Shab-e-Kadre 01 Day
*Durga Puja 01 Day
*X-Mas 01 Day

Note:
 For Merchandizing division 3 holidays (21st Feb, 26th March & 14th April) depend on consent of
Dept.’s head.
 2 holidays (Bangla Nabobarsha & Shab-e-kadre) are not applicable for Factory staff.
 Star (*) marked 2 holidays (Durga Puja & X-Mas) are applicable only for employee of respective
religion.

Induction Booklet Developed by T&OD Department. Page 30

Increment System (Both Staff and Worker)
 Based on the grading prepared by performance appraisal.
 Yearly basis
 Special Increment for those who perform something really special with tangible output.
 If anybody contribute to the company significantly.

Over Time for Worker

 Overtime is generally discouraged
 But Practices in case of Emergency
– As per law of the land
– As per rules of compliance

Holiday Allowance/ Extra time Allowance for Staff/Officers:

Overtime is not admissible for staff. But if any staff works on holiday or extra time beyond Office
hours, they are entitled to receive payment as per following provision:
 One day basic for each day/night
 Limit:
– For CHO staff not more than 2 days per month
– For Factory staff not more than 2 days per month
– For Factory floor staff extended up to 3 days per month

Festival Bonus
 Two festival bonuses equivalent to Two basic salaries after confirmation of Job
 Bonus is payable on the eve of two Eids.
 Employee who completed 6 months of service is entitled to receive full bonus.
 Beyond that, pro-rated provision of bonus for employee under less than 6 months service is
lying with discretion of Top management.
 Payment of bonus for other religions like Hindu, Buddhist, Christians etc. will also be made
together with Muslims.

6.2. Different Benefits:

Insurance:
Company has introduces health & life Insurance scheme with Delta Life Insurance Company Ltd.
This scheme will cover the following:
Type of
Facility
Insurance
For CHO & Factory staff Max. 50000.00 (Room rent- max. Tk. 15000 @ Tk. 2000
Health
per day & other expenses Tk. 35, 000) for every hospitalization
For CHO staff 24 times of basic for natural death & 48 times for accidental death
Life
For Factory staff 18 times of basic for natural death & 36 times for accidental death

Induction Booklet Developed by T&OD Department. Page 31

Educational Grants/ Scholarship:
Company has introduces educational grants/ scholarship for the children of employee. The grants cover
the following:

Education Level Scholarship Amount/ Eligibility

month (Tk.)
Play Group, Nursery, KG, Nursery 1 & 2 700.00 1. Service length minimum 3 yrs.
Class-III to PSC 1000.00 2. Salary not more than 30,000.00
Class - VI to JSC 1200.00
3. Child must obtain 70% mark
Class- IX, X & Vocational 1400.00
4. Only 1 child of an employee can avail
HSC & Diploma 1600.00
this grant.
Bachelor Degree 1600.00

6.3. Hajj Incentive Scheme:

Palmal Management has introduced an incentive scheme named “Hajj Incentive Scheme" for the staff
of Palmal Group.

Terms of Conditions:
1. The staff who are serving in Palmal group at least consecutive 5 (five) years.
2. One staff will avail this opportunity once per five year.

Criteria’s of Hajj incentive scheme is:

Sl. No. Total Salary for availing this scheme Level of incentive
01 Less than 30,000 Tk. 30%
02 Less than 50,000 Tk. 25%
03 Less than 70,000 Tk. 15%

6.4. Office Time, Attendance & Work Rules

Company has determined a set of rules that will regulate the conduct of its members and should be observed in
order to function successfully. To ensure orderly operation an employee must comply the following codes.
1. Office Time: the office time of CHO of the group normally start from 9:00 am and ends at 8:00pm.
Any department may fix their 10 hours’ time schedule (including 1 hour break for lunch and prayer)
within this time frame subject to the approval of the management.
2. Weekly Holiday: 1 day in a week (Friday or Saturday) will remain holiday for each and every
department.
3. Attendance: Every employee must attend the office on scheduled time and ensure their attendance
through punching their proximity card. If any employee comes late to work due to unavoidable
circumstances, then he or she must inform his/her reporting boss with the reasons of being late.
Maximum 10 minutes grace time may be considered before counting late attendance.
4. Absent in Office: If any employee fails to attend the office without prior approval from the authority,
he or she must inform his or her reporting boss within the soonest possible time. Unauthorized absent
and late attendance without acceptable reasons may be treated as misconduct.
5. Early Departure: If any staff has to leave the office earlier, he or she must get permission from
reporting authority. The situation and condition of work will be considered before permitting such
departure.
6. ID card: Every employee of the organization is provided with an employee ID Card. It is mandatory
to maintain the ID card while they are on duty.

Induction Booklet Developed by T&OD Department. Page 32

 7. Unproductive-Activities: Management will take strict action against those employees who are found
engaged in Computer game, playing music, chatting or any other unproductive activities during office
hour.
8. Telephone Call: Employees can receive their personal calls at office but it should not disturb the
other who are present in the organization. Employee are not allowed to waste productive time on
personal phone call for longer duration.
9. Loudly talking or shouting: Employees are not allowed to make noise or shout in talking at work
place.
10. Visitor Entertaining: Friends or relatives are allowed to visit the office but it should be brief and
not disturbing for others.
11. Smoking or using alcohol or drug: No employee is allowed to smoke or receive alcohol or drugs at
work place even in the premises of the organization.
12. Other Unethical Activities: Since it is not possible to list all forms of behavior that are considered
unacceptable in the work place. The following are some example of unethical actions or unethical
behavior at work place- Fighting or threatening, Violence, disruptive activities in the work place,
falsifying of time keeping records, violating company’s internet policy, lying to employees, misuse of
company’s property, abusive behavior etc.
13. Integrity: Employees are expected to show utmost sincerity and integrity in all kinds of official
activities. No employee should involve in any type of activity which harms the name and fame of the
company.
6.4.2. Misconducts:
Company Management will treat the following actions as misconducts.
 Willful insubordination or disobedience
 Theft, fraud & dishonesty
 Giving or talking bribe
 Unauthorized absent
 Habitual negligence at work
 Violence & influencing others in destructive activities
 Illegal strike & stoppage of work
 Illegal relationship with workers/staff
 Threaten and abuse
 Audacity, riotous or disorderly behavior
 Drug use or transportation
 Falsifying or fabrication of information
The above mentioned activities will be treated as violation of company’s rules & Code of Conduct and
Disciplinary measure may be taken by the management against concern employee.

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Induction Booklet Developed by T&OD Department. Page 33

Induction Booklet Developed by T&OD Department. Page 34
 (Only few are attached herewith for your understanding)

 Recruitment and Selection Policy

 Salary and Wage Determination & Payment Policy
 Performance Appraisal Policy
 Attendance Policy
 Leave Policy
 Training Policy
 Disciplinary Action Policy
 Zero Tolerance Policy
 Separation and settlement policy
 Anti-Abuse and Anti-Harassment Policy

Induction Booklet Developed by T&OD Department. Page 35

 Recruitment and Selection Policy for CHO
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Objective:
The purpose of this policy is to make the recruitment and selection process of the group more transparent,
fair, efficient and consistent with the local laws and regulations.

Scope:
This policy will be applicable only for CHO staff.

Policy Statement:
This policy will guide the management to recruit and select right people in right position without any
discrimination and biasness. Management expect fairness, transparency and not to be prejudge mental in
any step of selection process.

1. Recruitment and Selection Principles:

 Open Advertisement
 Equal Opportunity
 Non discrimination
 Fairness and transparency
 Right person for right job
 Fairness and Consistency in Negotiation
2. Recruitment and Selection Process

2.1. Recruitment Process

2.1.1. Identify the vacancies or collect requisition
2.1.2. Get Approval from competent Authority
2.1.3. Review the job Description and Job Specification
2.1.4. Advertisement
2.1.5. Collect CV as much as Possible

2.2. Selection Process

2.2.1. CV Assessment and Shortlisting
2.2.2. Selection Committee
2.2.3. Selection Test
2.2.4. Selection Interview
2.2.5. Negotiation and Final decision
2.2.6. Background Checking
2.2.7. Physical Fitness Test

2.2.1 CV Assessment and Shortlisting Process:

After receiving applications from the candidates the HRM department will make screening of the
applicants and prepare short list for testing ensuring that the applicants have minimum eligibility in
respect of age, experience and academic qualifications and skills. Only the qualified candidates will be
called for interview.

Induction Booklet Developed by T&OD Department. Page 36

Purpose:
 Identify the suitable candidate & eliminate those applicants who are unfit or doubtful.
 Reduce the number of qualifying applicants to manageable size for selecting the most suitable
candidate.
 Prepare a list of eligible candidates and eliminate unqualified candidates or unfit to job seekers.
Principles:
 Flexible but stick to your criteria
 Be fair and free of bias
 Don’t recommend any unsuitable applicants
 Make list in the manner of 1:3/5 (for 1 position maximum 3-5 applicants may be called for final
interview)
 Include those who meet the minimum standard set for the position.

Process:
To make an effective short list all the resumes or CVs need to be checked with a brief look carefully. In
this regards the following issues of the candidates must be considered with care:
a) Job Knowledge and Experience
b) Consistency and Continuity of Service
c) Last organization worked in and achievement
d) Job changing Trends and Pattern
e) Education & Training
f) Previous job status & remuneration
g) Expectation of Salary and other facilities

2.2.2 Selection Committee:

A-3 members (minimum) Selection Committee is to be formed by HRM Department. The members of the
committee should be selected based on the position and nature of [Link]-HRM or GM Admin & HR
(FHRO) will play vital role in decision making as head of the Committee. The department head or his/her
competent representative of the concern department/unit (where the selected person will be deployed)
must be involved in the selection process. If the position required one technical person from other related
department should be included in the committee to test the technical job knowledge & expertise of the
candidate. The members of the committee are as follows:
 General Manager-HRM/FHRO
 Concern Department Head
 Related Technical Person

However the Director-Admin & HR and Director & COO will conduct interview at the final stage of
selection process for the position of DGM and above.

Induction Booklet Developed by T&OD Department. Page 37

2.2.3 Selection Test:
In order to evaluate the suitability of the applicants for the job an incumbent should be tested in the
following manner:
 Written Exam: A short written exam should be taken to test the basic job knowledge and academic
reliability of the candidate first.
 Technical Test: If it is required the incumbent will go through a technical test for some specific
position.
 Oral Test or Interview: The selection committee will conduct a formal, face to face and in-depth
conversation with the qualified candidate to assess their suitability for the position. At the end of the
interview individual member of the committee will give his recommendation based on the suitability
of the candidate.
 Evaluation Result Sheet: A structured format should be used to record the test result and cumulative
score obtained by individual candidate. The result sheet will be prepared based on the total score
obtained by written test, technical test (where require) and the average score obtained in oral test or
interview. Salary Details like present salary, expected salary, negotiated salary etc. are also included in
Evaluation Sheet for taking right selection decision.
2.2.4 Techniques of Selection Interview:
The members of selection committee will justify candidate’s job knowledge, relevant skills, attitude and
personal qualities like- appearance and body language personality, professional maturity, physical and
mental capability, motivational factors, expectation and perception etc. which are highly relevant with job
specifications.
Motivational Factors/Status, family issues and personal business out of the job, managerial attributes
(Leadership, Problem solving and Analytical skills), how many jobs he has changed in the last couple of
years or in his job length. Assessing the candidate’s motivational level to join and serve for a reasonable
length of time.
The interviewer should ask question very carefully. No sensitive, irrelevant or humiliating questions should
be asked. While interviewing board members shouldn’t be aggressive or argumentative to the candidate.
2.2.5 Reference and Background Checks:
In addition to required educational qualification, skills and experience an organization expects the potential
candidates must have a good track record of qualities like balanced temperament, honesty, loyalty etc.
Through one time the committee cannot judge these qualities like balanced temperament, honesty, loyalty
etc. That is why it is necessary to checks the references for the purpose of verifying and gaining more
accurate information of an applicant.

2.2.6 Medical Examination for Physical Fitness Test:

After the selection decision, the candidates are required to undergo a medical examination in order to
ascertain his/her mental/physical fitness to perform the job and get certificate of physical fitness from
the Doctor. The medical examination indicates whether the selected candidates are physically fit for the
job.
2.2.7 Negotiation and Selection decision:
The final decision for selection one or more suitable and qualified candidates should be taken with consent of the
concern department head as he/she will be responsible for the performance of the new employee.
During negotiation of salary the level of education, past job experience and status, overall competency and record
of last drawing salary should be considered.

Induction Booklet Developed by T&OD Department. Page 38

Getting Approval:
The applications of the selected candidates along with the test result and recommendation of the selection
committee will be proposed to honorable Managing Director/ Director Admin & HR (FHRO) for his
kind approval after final selection of suitable candidate by the selection committee.

Issuing Offer Letter/ Appointment Letter:

An offer letter is to be issued to the finally selected candidate mentioning the position, job location and
time frame of joining. If the candidate accept the offer and join within the time frame mentioned in the
offer letter then he or she should be provided with an appointment letter along with job description.
Mention that HRM/ FHRO Department must check the academic and professional certificates and
relevant documents (if any)

Post-Interview
1. Recordandsummarizeyour observationsabout each candidate
2. Share your opinion with other members of the committee after interviewing each candidate.
3. Make the hiring decision in consultation among the board members. The panel members together
decide on the grading of the best three candidates on the basis of the required criteria.
4. Check references of these candidates.
5. Notify the selected candidates.

Consideration in writing Recommendation:

In writing recommendation for selection any suitable candidate the following attributes should be
highlighted:

1. Job knowledge, Skills & Experience: Board member are requested to mention clearly about the
strength or weakness regarding the job knowledge and professional skills and relevant experience.
2. Attitude and Approach: Attitude is essential for getting the highest level of performance. Only the
skill is not sufficient. So that Members are requested to mention the attitude of the respective
candidate very clearly
3. Physical and mental health: Only the technical skill is not sufficient for mid or lower mid-level
position. He or she must be skill in Managerial or supervisory skills. So that in recommendation the
board member should mention his or her status regarding the managerial & supervisory skill
4. Commitment: For performing job in the best way, he or she needs to have commitment. It will
ensure the retention of the employee which is essential for an organization. So we need to judge his
level of commitment

Induction Booklet Developed by T&OD Department. Page 39

 Salary and Wage Determination & Payment Policy
_____________________________________________________________________________________________________________________________ _____________________________________________________

Purpose:
The purpose of this policy is to ensure proper execution of salary and wages determination and payment
system of the company in a consistent manner free from over and under paying errors.

Scope:
This policy will be applicable both for CHO and Factory staffs of the Group.
Policy Statement:
The management is committed to establish and maintain an effective salary and wages determination and
payment system for the employees of Palmal Group in a consistent manner.
Guiding Principles:
1. Fixation of Salary:
 There is no specific and fixed salary structure in Palmal Group according to the employee’s level and category
of job. Salary is determined during the selection process negotiating with the candidate.
 Salary range is set up by the HRM Department recognizing the level of education, skills and experiences needed
to perform the specific job.
 However, the salary package consist of basic salary, house rent, medical allowance and any other allowances as
applicable.
 Mention that, the wages of workers’ will be fixed according to the minimum wage structure depicted in the
labor laws declared by the Government time to time.
2. Enhancement of Salary:
 The regular employees will be entitled to have an enhancement of salary through performance appraisal process.
 To retain the highly qualified and outstanding workforce the enhancement of salary may be considered especially
at any time of the year.
 The percentage of increment will depends on the recommendation of the reporting authority and subject to
decision of the top management.

3. Payment System:
 Salary & wages are paid on monthly basis. Salary of the regular employees whose range of salary is
above 15 thousand is paid through bank account. But, whose salary is equal or below 15 (fifteen)
thousand is paid in cash.
 Generally, the staff salary of each month is paid within 10-12 days of the next month.
 The wages of the worker is disbursed by 7 (seven) working days of the next month according to the
Bangladesh Labor Laws.
 In case of discrepancy of payment the employee should promptly bring the issue to the HR
Department so that corrections can be made as quickly as possible.
4. Payment of Over Time / Night or Holiday work:
 In Palmal Group, overtime work means at least 2 (Two) hours extra work beyond the normal office
hours (10hrs.). Hence, working time must be 12 (twelve) hours in a working day to treat it as overtime
work and its compensation will be paid as one days’ basic salary. Mentioned that, no staff will be
allowed more than 03 (three) days overtime allowance per month.
 Payment of overtime is provided to staff by 24- 26 of following month.
5. Festival Bonus:
 The worth of each festival bonus will be equivalent to basic salary of a moth.
 The payment of festival bonus will be done before two festivals as per concerned policy of the
company.

Induction Booklet Developed by T&OD Department. Page 40

6. Deduction from salary:
Deduction from the monthly salary could be done due to following cases:-

 Late attendance:
1 (one) day basic salary will be deducted for each 3 days delay in attending office within a month. The
late attendance means attending the office beyond real office time with additional15 minutes grace
time.
 Tax Deduction:
The Applicable taxes (income tax) have to be paid by respective staff and such taxes will be deducted
from staff salary.
 Leave without pay:
As per concerned policy leave without pay will be deducted from respective staff salary.
 Un- Authorized absent:
The deduction will be made against un-authorized absent from respective staff salary.

 Loan/ Advance Salary Deduction:

Instalments against cash loan, car loan and advance salary will be deducted from the staff salary.
 Compensation for any damage and loss of any property of the company:
As per company rules, financial penalty will be imposed upon any employee who will damage or intentionally
make loss of any property of the company.
7. Conclusion:
The above terms and conditions of this policy may be reviewed by the management subject to the
decision of the management.

Prepared by……………………… Approved by……………………

Induction Booklet Developed by T&OD Department. Page 41

 Performance Appraisal Policy

Purpose:
To establish and maintain an effective and efficient performance appraisal system in Palmal Group to make
sure that employees are fairly evaluated by performance. However the Performance Appraisal serves the
following purposes:
Know the performance status of an employee and give him/her feedback.
Identify the weakness and strengths of the staff.
Confirm the service of probationary staff.
Reward the best performers in terms of promotion or increment.
Identify the training needs.
Scope:
This policy and procedure will be applicable for conducting performance appraisal of all levels staff of the
Group.

Policy Statement:
The company will follow a comprehensive performance appraisal system through which the employees
will be evaluated in fair to ensure an authentic practices in taking decision regarding job confirmation,
salary enhancement, and promotion and identify the performance discrepancy for further improvement.

Guiding Principles:
 The performance appraisal will be conducted at 3 stages as such; appraisal at the end of probation
period, to confirm the services, appraisal at the end of each year to reward the staff as per performance
and special appraisal at any time of the year to reward the outstanding performers.
 Individual performance will be appraised based on some specific Indicators relevant to the job as well
the person which should be communicated with the incumbent immediate after joining.
 To conduct performance appraisal a structured six point rating scale format containing a set of key
performance indicators (10 Indicators has been set in the appraisal form) should be used. Please check
the annexure for the format.
 The employee will be graded by six different categories (A+, A, B+ B, C, & D) based on the score
Obtained through appraisal. The range of Grade Determination will be as follows: A+ = 90% and
above, A= 80 % - 89%, B+ 70% - 79%, B =60%-69%, C= (50-59) %, D=below 50%
 The performance appraisal will be done by employees immediate supervisor or reporting boss.

 In case of the appraisal of the probationary staff the reporting boss will appraise first after 2 months
of joining and after 4 months of joining to confirm the service.

Performance Appraisal Procedure:

1. Departmental Head shall collect the appraisal form from the concerned HRM section/department /
Division.
2. Departmental / Divisional / Factory Head or functional head shall evaluate the appraise and process
the appraisal in consultation with Line Chief / Section Chief to fill the Sl. No. 1, 2 & 5 to 12 of B
and will send the form jointly signed by himself and Section head and forward the same to Head of
the HRM Section/Department/Division as per guide lines of NOTE.

Induction Booklet Developed by T&OD Department. Page 42

3. The Head of the HRM Section / Department / Division shall evaluate the appraise in consultation
with the concerned Departmental/Divisional Head and will fill Sl. No. 3 & 4 of B. and also A.
correctly as per service record and shall submit the complete & signed form to Head of the
Department/Division/Factory.
4.a Head of the Factory/Division/Department shall make the final evaluation and shall propose /
recommend on C. and shall forward the same to Head of HRM Division at Corporate Head Office;
for conducting final appraisal by the “Performance Appraisal Committee” in the manner prescribed.
4.b Head of HRM Division shall compile / process the Recommendations / Comments of D for final
approval of Director & C.O.O. and or the Managing Director.
5. In case of Departmental / Divisional Head or functional Head of Corporate Head Office shall
evaluate on B and also will make proposal / recommendation on C.
6. Give a written note in favor of your score for each criteria at page # 1 on B comments column.

Proposal/Recommendation:
(I) Proposed/recommended for confirmation without enhancement with effect from
____________ with existing position & pay.

(II) Proposed/recommended for confirmation with enhancement @ Tk. ________ PM. i.e. Gross
pay will stands @ Tk. __________________ PM with effect from __________________ with
existing position.

(III) Proposed/recommended for confirmation with enhancement @ Tk. ________ PM i.e. Gross pay
will stands @ Tk. _____________ PM with effect from _________ with promotion to the position
of ________________

(IV) Proposed/recommended for extension of probation period for _______________ months w.e.f.
___________

(V) Proposed/recommended for discontinuation with effect from ___________________

(VI) Proposed/recommended for Annual Increment @ Tk. ______ PM. i.e. Gross pay will stands @
Tk.______PM with effect from _________ with existing position / or with promotion to the
position of ______________.

HEAD OF THE DEPTT / DIV / UNIT

The decision of annual and midterm increment as well as promotion for any employee will be taken based
on the performance appraisal report and recommendations of the appraisal committee. The overall
performance appraisal system should be executed impersonally avoiding any biasness.

Induction Booklet Developed by T&OD Department. Page 43

 Attendance Policy
_______________________________________________________________

Purpose:
The purpose of this policy is to outline the expectation of the management regarding the employees coming
to work and ensure that all employees are punctual in attendance and help maintain efficiency in workplace.
Scope:
This policy is applicable for all employees of CHO staff regardless of position or type of employment.

Policy Statement:
To establish an effective practice standard regarding employee attendance the management has determined
a set of rules that will regulate the attendance monitoring system of the company which all the employees
are expected to follow with care. Violation of these rules will be treated as misconduct and disciplinary
actions may be imposed against concern employee.

Guiding Principles
1. Office Time:
The office time of CHO of the group normally start from 9:00 am and ends at 8:00pm. Any department
may fixe their 10 hours’ time schedule (including 1 hour break for lunch and prayer) within this time
frame.
2. General Working Hours and Weekly Holiday:
The general working hour of CHO is 60 hours in a week (10 hours/day) and 1 day in a week will remain
holiday (Friday or Saturday) for each and every department. During holy Ramadan the working hours
will be re-scheduled by the competent authority/ top management.
3. Attendance:
Every employee must attend the office on scheduled time and ensure their attendance through punch
log in and logout time through their proximity card. If any employee coming late to work due to
unavoidable circumstances then he or she must inform his/her reporting boss with the reasons of being
late. Maximum 10 minutes grace time may be considered before counting late attendance. However if
an employee become late but not more than one hour he or she may compensate the same by extending
his or her working period to complete 10 hours.
4. Tardiness:
The employees who are coming in late, taking longer breaks than he or she is entitle to and constantly
leaving earlier from workplace without any reason will be treated as tardiness. And disciplinary action
may be taken against the person for tardiness.
5. Penalty for Late Attendance:
One day basic salary will be deducted for every three days late attendance in a month. But if any
employee is found habitual late attendant in regular basis then he or she will be considered as tardy and
disciplinary actions may be taken against him or her such as written warning, held up regular increment
or promotion etc. Employee who comes late at office with a prior permission of his or her reporting
boss will be treated as exception but it should not be frequently. The employee who is using the office
vehicle and all the passengers become late due to traffic jam will not be treated as tardiness
6. Absent in Office:
If any employee fails to attend the office without prior approval from the authority he or she must
inform his or her reporting boss within the soonest possible ahead of [Link] absent and
late attendance without acceptable reasons may be treated as misconduct.

Induction Booklet Developed by T&OD Department. Page 44

7. Movement Record:
If any employee needs to go out of the office within the office time he or she must record the out
and in time.

8. Early Departure:
If any staff has to leave the office earlier due to an emergency situation he or she must get permission
of reporting supervisor.

9. Factory Visit:
Employees who have to visit factories to supervise and monitor operational activities of the factory or
attend meeting or training program at factory level shall have to ensure their attendance through punch
and keeping record of arrival and departure at concerned factory.

10. Business Tour:

Any employee who needs to attend any meeting, seminar, workshop or training outside of the office,
must get prior approval of his or her reporting authority. The HR department should be informed
within the logical time frame.

11. Signing in Attendance Register:

If any employee is unable to punch the Proximity Card for any considerable reason he or she must inform
the HR Department and sign in the attendance register maintained by security guard.

Leave Policy
___________________________________________________________________________

Purpose:
The objective of this policy is to set the rules & regulation for the employees of CHO to avail leave as and
when required.

Scope:
This policy will be applicable for all level (regular and probationary) employees of CHO.

Policy Statement:
The company recognizes and respects employee needs for leave / time away from work. Company strives
to create and maintain a balance work schedule for its employee and promotes quality of life through its
leave policy.
Guiding Principles:
1. Leave Entitle:
All regular or confirmed staff of the company will be entitled of the following categories leave in a year:
o Casual Leave
o Sick leave
o Maternity leave
1.1. Casual and Sick leave:
Casual and Sick leave will not be calculated separately. A regular employee will be entitled to avail a
total of 19 days leave with pay in a year. But the total number of casual and sick leave should not
exceed 19 days in a year. These leave will not be carried forward to the next calendar year.
1.2. Maternity leave:
A confirmed or regular female staff will have the right to avail maternity leave as per company’s
Maternity leave Policy

Induction Booklet Developed by T&OD Department. Page 45

1.3. Compensation Leave / Time off:
If any employee works on holiday with the prior approval of the competent authority s/he will be
entitled to enjoy a compensation leave / time off or payment in lieu of that holiday worked.
1.4. Leave for Probationary staff:
A probationary staff is not entitled for any leave with pay until his or her probation period is completed
and service is confirmed. However, a probationary staff may avail leave without pay to meet any
unavoidable circumstances. And this leave may be considered with pay subject to the special
considered by the Director and COO in special ground.
1.5. Leave for emergency needs:
In case of emergency need, an employee who has availed 19 days leave before the end of the year then
he or she may avail additional leave without pay subject to the special consideration and prior approval
of the senior management.
 An employee can have the opportunity to avail half day leave for any personal emergency work or
situation.
 For incoming and outgoing personnel, any leave in the respective fiscal year will be calculated
proportionately.

2.0 Leaves with Suffix/Prefix/Affix Holidays:

2.1. If an employee takes leave in between 2 public holidays, then the holidays will be considered as
leave and will be added to the respective employee’s leave list.
2.2. If an employee takes leaves right before and after any weekend, then the weekend will not be
considered as a leave.
2.3. If an employee avails leave either previous or next working day of a holiday, then that holiday will
not be considered as a leave.
2.4. In case of any leave in between holidays and weekend, the holidays will not be considered as leave.
But for any extra leave with suffix or prefix with these holiday and weekend, then the holiday will
be considered as leave.

3.0. Leave Procedure:

 For casual leave an employee will submit leave application in prescribed leave form to his/her
reporting supervisor in advance.
 After getting recommendation from the department/unit head the Leave application to be
submitted to GM –HRM for getting final approval from competent authority.
 For any emergency situation or serious sickness, if any employee fails to attend the office he or she
must inform his reporting authority &GM -HRM over phone or text message or mail as soon as
possible. In such case employee must submit application on the day of joining at work.
 When employee needs to extend his leave he must inform his supervisor through text message or
email.
 The leave approval authority includes GM –HRM / Director –Admin & HR (FHRO)/ Director
& COO/Managing Director.

Induction Booklet Developed by T&OD Department. Page 46

 Training and Development Policy
__________________________________________________________________________________

1. Introduction :
PALMAL Group is committed to continuing staff training and development program to improve the
capacity of its all employees. In order to put into practice this vision the management of the company
established Training and Organization Development (T&OD) Department in mid-2008. Since then
the department is responsible to work for the development of human resources of the company as
per its approved training policy.

2. Purpose:
The main objective of this policy is to set a standard operational procedure for conducting training
and development activities that will guide the concern for smooth functioning of the departmental
activities without any ambiguity. However, the ultimate aim of this policy is to provide required
competence of employees at all level of the organization.

3. Policy Statement
The company management is highly committed to establish, implement and maintain
employees professional development system through internal and external training,
induction, orientation, workshop and seminars all over the company provide necessary
support to Training and OD Department.
4. Scope of Policy:
This policy will be applicable to execute training and development related activities for all the
department/ unit of CHO and factories. Employees at all level will be the focused for training and
development.
5. Guiding Principles
 Equal opportunity for all employees
 Cost and time effective
 Need based and tailor made program
 Any training is concern of T&OD Department.
 Training cycle to be followed in training

6. Training Process
All the training programs will be initiated, designed and conducted through an appropriate approach
and professional manner with specific and well-defined goals and objectives. The process will make
sure that training efforts are cost and time effective. However, the complete process of training will
entails the following steps:

The necessary training course or module will be design and develop based on the identified
training needs. Training needs assessment should be conducted following the professional
methods and techniques to make sure that performance gap of the target participants are
really existing and possible to fulfill the gap through specific training program.
The most relevant and realistic contents will be selected while designing the course to meet
Course Design the needs of the participants and achieve the set objectives of the training. The methods
Step-1:
and Development of training delivery and effectiveness evaluation are selected during development phase
considering the objectives, contents and level of participants.
Before finalize any training courses or modules concern management staff will be
consulted. Required training materials that must be prepared or collected to integrate with
the program.

Induction Booklet Developed by T&OD Department. Page 47

 To conduct any training the date, schedule and venue to be fixed consulting with
management staff of concern department or unit. The list of participants must be prepared
Training
Step -2 and communicated accordingly before going to conduct the training. The training session
Implementation
will be conducted in participatory and interactive approach. Appropriate methods or
techniques and training aids must be used to make the training effective and interesting.
Evaluation is an integral part of all training program. Evaluation tools & techniques help
to determine the effectiveness of the training. Each training program should be ended
Training
Step - 3 following appropriate evaluation. Most efficient tools and techniques will be used to
Evaluation
evaluate the effectiveness of the training at reaction and learning level before closing the
training program. The result of evaluation is to be incorporated in the training report.
Awarding Certificate will be awarded to those participants who will successfully complete the training
Step-4 Certificate to the and considered as qualified. The department head and Director & COO will sign the same.
Participants
Concern trainers is responsible to produce training report as per prescribed format
Training Reports (Annex-1) developed by T&OD department. The department will preserve all training
Step -5
and Records records in both soft copy and hard copy in systematical ways as ready reference. Compiled
and periodical report also be produced using this data.
Training Fallow- The trainers will follow up the training immediate after 2-3 months. During follow up
Step -6 up and Impact structured questionnaire and effective methods should be followed. The effectiveness
Assessment
Refresher Based on the findings of training evaluation at different levels T&OD design and conduct
Step -7
Courses refresher courses at convenient time between 2-4 months after since training.

7. The Range of Training and Development Opportunity

7.1. Internal / In-house Trainings:
7.1.1. Induction:
Induction Program for new employees is mandatory in Palmal Group. A day long formal induction
program will be conducted by T&OD department covering around 25-30 participants in a batch at
CHO in every month. Induction program for new staff is conducted in two categories: one for
senior level Staff that is Manager to above and another one for junior level staff (Officer to Deputy
Managers or same level positions. For new floor staff and workers The Factory Training Team
(FTT) will arrange and conduct induction program in every month for 2 hours’ time.

7.1.2. Orientation /Awareness Raising Program

Session for raising awareness of the works and supervisors on different issues like- Fire safety, C-
TPAT, Environment, Health and Safety (EHS), Compliance Issues, Local laws and Buyers COC is
to be arranged for the employees especially for workers and Floor Staff on regular basis as and when
required .

7.1.3. Formal Training Program:

The department use to conducts various in house training based on the needs to improve efficiency
of the employees. The In-house training programs will be conducted both at CHO & Factory Level.
The key training programs include but not limit the following:
 Basic Management Skills Development
 Human Resource Management & Development
 Team Building and Leadership Skills Development
 Productivity and Quality Improvement Training
 Soft skills Development Training
 Technical Skills Development Training
 Compliance Management Training
 Occupational Health & Safety Management Training

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7.2. External Training
7.2.1. External Training (In Country) :
In addition to the regular in-house training program, the following steps should be considered while
making decision on the proposed external training intensely related to a person’s current role:
T&OD department will establish effective communication and liaison with relevant training
Step-1
institute/organization and search the relevant training courses required for any staff of Palmal.
The request from a staff member for any training program must come first to the T&OD Department with positive
recommendation of the immediate supervisor filling the training request from (Annex-3). After receiving the
Step - 2 training request the Head of T&OD will forward the same to the Director & COO / Director – Admin & HR
(FHRO)/ Director-Admin & Compliance for getting their consent before submission to Honorable Managing
Director for approval.
Getting final approval with relevant cost from Honorable Managing Director, the Head of TOD will inform the
Step - 3
concern department head and take necessary action to have the training.
After completion the training the trainee must submit a brief training report in prescribed format (Annexure-2)
Step - 4
to the Head of T&OD Department explaining the major learning and benefits from the training.
T&OD Dept. will maintain the records of all employees who receive training from any external training agency or
Step - 5
organization.

To participate in any external training offered by any training agency as a volunteer service (without any
fee) the same procedure mentioned above should be followed if any special circumstances are not arisen.
In conclusion, it may be said that any types of training both inside and outside will be the concern of
T&OD department first. In case of hiring any external or internal resource person, concern authority
must be informed in writing before a reasonable time to get approval.

7.2.2. External Training (Abroad):

In some cases, highly devoted and dignified position holder may be proposed for abroad training with a
view to improve expertise in specific subject matter or operational procedures. The detailed cost involved
with the proposed training must be explained clearly in the application form. T&OD will forward the
application to Director & COO / Director –Admin & HR (FHRO)/ Director-Admin & Compliance or
other concern Directors with necessary recommendations within 3 (three) days after receiving the request.
A Selection Committee consists of 3 (three) members may take a formal interview to justify the eligibility
of the candidate for the said Training /Workshop/Seminar at abroad.
Condition/Indemnity: The participant selected for attending abroad training/ workshop or seminar
must sign in an indemnity agreement promising to abide by the following rules.
Relevant expenditure: Generally, the company will reimburse all relevant cost of the participants. Based
on the nature and duration of training it may be subject to negotiation.
Training Reports: Participants those will avail external training must submit a short training report to
T&OD department in prescribed form within three days after completion of the program. In case of in-
house training program the report of the training should be produced and preserved by T&OD
department.

8. Trainer/Facilitator and Resource Persons :

o All trainings are mainly facilitated by T&OD staff at CHO and factory level. But in some specific cases,
factory head, department head, concerned unit head or other expert may be the resource person for
conducting the training program. In case of external expert, a remuneration /fees may be required as
per negotiation.
o Along with T&OD department each factory will have a competent training team named Factory
Training Team (FTT) who will provide required training to the worker under the guidance of T&OD,
FTT will be ruled play the separate training policy named FTT training policy.

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9. Training Plan :
The department will prepare a comprehensive periodical training plan covering both CHO and Factory.
For CHO, T&OD department will consult with concern department head and consider their requirements
in preparing the plan. For factory, factory head will send required training plan to T&OD department for
consideration and inclusion in the central training plan. A list of available training module to will be sent
to all the department / factory heads for their convenient.
T&OD holds the overall responsibility to identify training and development needs of the employees at
both CHO and Factory before preparing the training plan. Nevertheless, considering the wide range of the
organization all the department and factory heads will ensure that- required technical and soft skills training
are identified, quantified and included in their individual periodical training plans consulting with T&OD
department based on requirements of the buyers.

10. Cost and Budget for Training :

To bear the necessary expenses of any in-house training, induction, orientation, or workshop, T&OD
department will have a reasonable budget approved by honorable Director & COO / Managing Director.
Relevant cost of training will be incurred in accordance with approved budget and in a cost effective
manner. The budget will cover snacks & tea or lunch for the participants as per approved policy of the
company. Participant are entitle to claim the actual conveyance bill if they have to attend the venue away
from his workstation as per existing travel policy.

Conclusion:
This policy will come in force after getting approval of the management. The policy may be reviewed or
updated and any provision of this policy may be altered, omission or added time to time as and when
required.

Disciplinary Action Policy for CHO

________________________________________________________

Objective:
The purpose of this policy is to set and maintain standards disciplinary action procedure of Palmal
Group for fair judgment and ensure that all employees are treated fairly and consistently according to
labor laws.
Scope:
This policy and procedure will be applicable for conducting performance appraisal of all levels staff of the
Group.
Policy Guideline:
Disciplinary measure must be undertaken against any employee when that staff violates
company rules, regulation & Code of Conduct of the company or where other interventions
have failed to bring required improvement.
Ground
Disciplinary Actionswill be taken for two clear reasons:
1. Performance Problem
2. Misconduct

Induction Booklet Developed by T&OD Department. Page 50

Serious misconduct
There is no legal definition of “gross misconduct” but it would generally include

 Criminal acts, Theft, Assault

 Intentional damage to property
 Dereliction of duty
 Serious breach of health and safety procedure
 Fraudulent behavior, Violent behavior
 Falsification of records
 Abuse of company policies/procedures
 Sexual harassment, harassment, bullying
 Serious breaches of internet/email policy
 Serious breaches of data protection policy

This is not an exhaustive list and there may be other acts which could be considered to be serious
misconduct within the context of a particular job or industry.
Principles:
The basic principles for fair disciplinary procedure are:
1. The procedure is fair and rational
2. The basis for disciplinary action is clear(ie employee knows what he has done wrong )
3. The penalties are clear
4. An internal appeal mechanism is in place.
Any issues arising should be dealt fairly with an opportunity for the employee to make representation on
his behalf.

Detail Procedure:
1.0 Informal Action:
1.1. Informal disciplinary action is appropriate in case of minor fault or misconduct.
1.2. The line manager will let the employee know that their performance or conduct is unsatisfactory and
make them aware of the standard expected without recourse of the formal procedure.
1.3. The line manager will hold a confidential discussion with the employee and ensure that they
understand exactly what is expected to them. This discussion will enable the manager to provide a
constructive feedback and the employee to express their views of the issue. The manager should keep
a brief confidential note of informal action for future reference.

Formal Procedure
2.0. Investigation
After receiving any allegation a full and thorough investigation into the allegation will normally take
place which take into account any statement from witness or opinion as appropriate. The purpose of
the investigation is to determine whether there is a case to answer at a formal disciplinary hearing.
2.1. Investigator(S)
The investigator is normally the employee’s line manager and accompanied by a human resource
manager.
2.2. Procedures
The Procedure proceedings are treated in confidence and records are kept as confidential as is
practically possible and as is consistent with achieving a fair and thorough investigation.

Induction Booklet Developed by T&OD Department. Page 51

2.3. Investigation Report:
The considerations in investigation report should determine whether the matter is closed or further
action is required.
- If the investigation reveals the allegation is not justified and attempt should be taken to resolve the
matter informally without recourse to formal hearing.
- If the investigation finds adequate evidence in favor of the allegation a formal disciplinary hearing
needs to be arranged.
2.4. Disciplinary hearing
When the chosen course of action is a disciplinary hearing, the human resource manager will appoint
an appropriate senior person to chair the disciplinary hearing. In such situation the employee will be
informed about the hearing before 3 working days, unless there is justified reason for delay.
2.6. The level of disciplinary action following hearing:
Considering all the factors identified through investigation the following punishment may be imposed:
 Warning letter
 Fine / increment or promotion held up or transfer
 Dismissal

Zero Tolerance Policy

Purpose:
To eliminate and control undesirable conduct of the employees and discourage to show unacceptable,
offensive and unforgiveable behavior at workplace.
Scope
This policy will be applicable for all the employees of the group both in CHO and Factory Level and
any stakeholder who are concern with business of the group.
Policy Statement:
The management of the company exercises zero tolerance policy which imposes the drastic action or
strict punishment against the concern person(s) for breaching of stated rules depicted in this policy.
Policy Guidelines:
The management of the company will consider the following activities as Zero Tolerance and exercise
any of these will result termination of service:
 Physical or Corporal Punishment
 Mental torturing or Verbal Abuse
 Sexual Harassment
 Theft or intentional damage of company’s property
 Arrival at work using or carrying drug or alcohols
Definition of Physical or Corporal Punishment
Any punishment in which physical force is used and intended to cause some degree of pain or discomfort,
however light. Most involves hitting (slapping, pinching, punching, and kicking) with the hand/leg or with
an instrument (wooden scale, steel scale, stick, fabrics, parts of any machine etc.)
Definition of Mental or Psychological Punishment
There are some non-physical forms of punishment that are cruel and degrading. These conducts are severe
or pervasive enough that a reasonable person would consider the workplace intimidating, hostile or abusive.
These include but not limited to:

Induction Booklet Developed by T&OD Department. Page 52

 Scolding in presence of other without valid reason,
 Humiliating or insulting or intimidating
 Threatening or creating hostile environment at work place
 Bullying based on age, religion or race, sex even pregnancy etc.
 Impose undue pressure to do anything unwillingly
 Spreading rumor which hampers one’s reputation and self-respect
Definition of Sexual Harassment
Sexual harassment is defined by law and includes requests for sexual favors, sexual advances or other sexual
conduct when (1) submission is either explicitly or implicitly a condition affecting employment; (2) the
behavior is sufficiently severe or pervasive as to create an intimidating, hostile or repugnant environment;
or (3) the behavior persists despite objection by the person to whom the conduct is directed.
The Sexual Harassment include but not limited to:
 Unwanted sexual statements: Sexual or “dirty” jokes, comments on physical attributes, spreading rumors
about or rating others as to sexual activity or performance, unwanted sexual statements, Personal
questions about social or sexual life, turning work discussions to sexual topics.
 Unwanted personal attention: Pressure for sexual favors, pressure for unnecessary personal interaction and
pressure for dates where a sexual/romantic intent appears evident but remains unwanted, Sexual hints
or stories, whistling at someone
 Unwanted physical or sexual advances: Touching oneself sexually for others to view, sexual assault,
intercourse or other sexual activity, facial expressions, winking, throwing kisses, or licking lips, Standing
close or brushing up against a person.
Definition of Theft and intentional damage of company’s property
Taking, Consuming or selling any financial or non-financial material without management’s prior
permission are considered as Theft.
Any damage to company’s property or goodwill due to personal negligence or grievance will be considered
as intentional damage of company’s property and will fall under zero tolerance.
Explanation of Arrival at work using or carrying drug or alcohols
It is forbidden to enter the office premises (CHO and any Factory) using any drugs or alcohol. To ensure
proper working environment, no employee, regardless of their terms of employment and position, should
not allowed to come to the office in above mentioned state. Also carrying drugs and alcohol to the office
premise, consuming them in office is strictly forbidden.
Guiding principles of Policy Implementation:
 The Department head/Factory head will be responsible to communicate this policy to all levels of
employees working under his command and make sure that all employees have a clear understanding
about the policy.

 To raise the awareness and motivate to follow this policy an induction or orientation session should be
conducted for the new employees.

 If any employee is found involved or exercise the above mentioned activities no mercy or tolerance
should be shown at any ground.

 Executing zero tolerance activities is unforgiveable offence and the concern employee may be
terminated from service.

 This policy forbids persons in positions of authority from exercising discretion or changing punishment
to fit the circumstances subjectlivly.

Induction Booklet Developed by T&OD Department. Page 53

 Separation and Settlement Policy
___________________________________________________________________

Purpose:
The purpose of this policy is to set a standard settlement policy and procedure for outgoing employee of
Palmal Group to ensure fair & peaceful separation complying the local laws.
Scope:
This policy and procedure will be applicable for all outgoing employee of the Group especially for CHO.
Statement:
The HRM department has determined a set of rules or practice standards consistent with the laws that will
regulate the employee separation and final settlement procedure for outgoing employees of the company in
a fair and legally justified way.
Policy Guideline
The prime consideration should be focused on the nature of employment, nature of separation and notice
period as predetermined in HR policy to initiate the settlement procedure for any outgoing employee.
Different issues to be considered in different situation as such self-resignation, discontinue on behalf of
the management, termination (discharge, dismissal, etc.)
Guiding Principles
1.1 Self-Resignation from Service:
Any regular employee must submit his or her resignation letter giving one month’s notice prior to
effective date of separation from the job or surrender 1 (one) month’s salary in lieu. If the notice period
is less than one month then the concern employee should surrender his gross salary for the remaining
days.

1.2. Discontinuation:
In case of discontinuation from service of a regular employee from the employer behalf, one month
notice is to be provided to employee or one month’s salary should be given in lieu of notice.
1.3 Discharge:
If any employee is found physically or mentally incapable to work or continuous ill, the employer may
terminate him or her from service giving one month’s salary for each complete year of service or gratuity
which one is higher to be provided.
1.4. Dismissal:
When an employee violets the code of conduct or breaches the law he or she may be dismissed from
service instantly without any notice subject to the proved by authentic evidence. In this case the
terminated employee will have the right s to draw his or her due salary.
1.3 Dismissal from Service:
Dismissal means the removal from the service on the ground of misconduct or on the ground of
conviction of an offence. The service of any employee may be dismissed in following circumstances:
1 Severe misconduct
2 Exercising zero tolerance
Final Settlement:
The separated employee will receive the following:
1. Due Salary
2. Notice Pay for one month’s basic salary (if applicable)
3. Festival bonus (if applicable)

Induction Booklet Developed by T&OD Department. Page 54

 The followings will be deducted as and when required:
1. Loan taken by employee from office
2. Advance salary (if any)
3. Deduct notice pay (if proper notice period is not given by employee)

Separation Process:
a. Return of property
The separating employee must return company’s all property at the time of separation, including
uniforms, cellphones, keys, laptops, pen drives and identification cards to authorized departments. Failure
to return some items may result in deductions from the employee’s final paycheck.

b. Exit interview
The separating employee must contact the HR department as soon as notice is given to schedule an exit
interview. The interview will be on the employee’s last day of work or other day, as mutually agreed on.
Exit formality applies to all the employees of the CHO of Palmal group. The employee who wishes to
separate from the organization is expected to coordinate

c. Responsibility of the Immediate Supervisor:

 To inform management about the employee’s exit and seek their approval for the same immediately
after the resignation along with tentative last working day.
 To inform the HR department via email immediately after the resignation from employee. Email
should indicate the name of the exiting employee, employee code, date of resignation, likely/Actual
exit date, leave details, notice period and reason for leaving.
 To ensure that the job responsibilities are handed over to the replacement /other suitable employee.
 To ensure that the assets & belongings of the company (Sim card, Laptop, mobile, data card etc.)
that are in the possession with the employee are taken back on or before his/her last day of working
in company.

d. Responsibility of the HR Department:

 To Ensure that the exit formalities are properly done
 To issue release/clearance letter after having approval from exiting employee’s HOD and after
ensuring that all exit formalities have been completed.
 For the employer initiated separation, an exit interview may not be necessary but all the other
formalities need to be completed.

e. Responsibility of the IT Department:

 To ensure that exiting employee’s application login id gets blocked.

Induction Booklet Developed by T&OD Department. Page 55

 Anti-Abuse and Anti-Harassment Policy

Purpose:
The objectives of this policy is to
 Determine behavioral practice standard of an employee at workplace
 Obey the code of conduct at work place
 Ensure abuse free & cooperative work place

Scope:
 This policy will be applicable for all level (regular and probationary) employees of CHO & all
factories.
 This policy will also apply to other than afore said areas but event like picnic & training

Policy Statement:
Palmal management don’t admit any kind of abuse, harassment & discrimination at workplace.
Management is committed to ensure abuse, harassment & discrimination free work environment at its
every section or unit. Management expect acceptable, approved & responsible behavior from every
employee and management never hesitate to punish any of the employee for his/her harassment and
abusive behavior.

Guiding Principles:
 Mention COC with appointment letter
 Every employee has right to work in an abuse, harassment & discrimination free work
environment.
 Every employee must be aware about the rights of their surrounding people.
 All employee will be equally liable for his/ her unexpected behavior.

Abusive or Unacceptable Behavior:

The following behavior will be treated as unacceptable behavior:
 Send filthy stuff or photograph to others through hard or electronic mail
 Insult & tease to others
 Make bad comments to others
 Insult other about his social position
 Indecent look to other
 Illegal physical touch & relationship with anyone
 Harassment & abusive behavior
 Threaten to other
 Audacious, riotous & disorderly behavior
 Use of slang language
 Proposal for physical relationship
 Discussion about knowledge & skill on sexuality
 Tell sex related joke & story
 Invitation for dating or desire to sexual help

Induction Booklet Developed by T&OD Department. Page 56

Expected and Accepted Behavior in the workplace
 Maintain courtesy at workplace
 Obey the rules & regulations of company
 Maintain professional relationship
 Respect to opposite sex
 Have sense of responsibility
 Practice ethical behavioral standard
 Never disrespect to others
 Never use slang language
 Don’t show awful body language
 Don’t threat to others
 Never exercise harassment & abusive behavior
Activities to Prevent Abuse & Harassment
 Raising awareness among the employees about harassment & abusive behavior.
 Establish right COC & aware all employees about COC
 Encourage all employees to exercise unacceptable behavior & practice approved COC
 Display acceptable behavior through poster
 Improve behavior & ethical standard of supervisor through training.
 Monitor that employee are facing obstacle to obey rules & COC of company
 Improve workplace values & principles
 Introduce punishment system for harassment & abuse
 Ensure effective grievance raising & disposal system.

Implementation Process:
 The Department head/Factory head will take necessary action to communicate this policy to all
levels of employees working under his command.
 The Department head/Factory head will conduct orientation session among the employees to raise
the awareness, understanding importance and motivate to follow this policy.
 HRM and FHRO will monitor and supervise whether staffs are aware about the policy and/or the
policy is being implemented in all level in all time even in outdoor activities.
 If any employee is found involved or exercise any of the above mentioned activities, management
will take strict action against him or her. Again such issue will be used as a case study to aware
concern supervisor, staff or managers through training conducted by T&OD.
 Factory/Department head will take effective steps to prevent repetition of such occurrence.

Prepared by……………………… Approved by……………………

Induction Booklet Developed by T&OD Department. Page 57

Induction Booklet Developed by T&OD Department. Page 58
 Part Two

Induction Booklet Developed by T&OD Department. Page 59

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Induction Booklet Developed by T&OD Department. Page 60

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_vK‡jI †KvqvwjwU wbwðZ Kiv m¤¢e nq bv|
 M-Materials (KuvPvgvj): †KvqvwjwU cb¨ Drcv`‡bi c~e©kZ© n‡”Q mwVK I gvb m¤§Z KuvPgv‡ji e¨envi| e¨eüZ KuvPvgvj
mg~‡ni †KvbwU hw` ÎæwUc~Y© _v‡K Zvn‡j †KvqvwjwU wbwðZ Kiv m¤¢e n‡e bv|
 M-Management (e¨e¯’vcbv): Drcv`‡bi Rb¨ cÖ‡qvRbxq †jvKej KuvPvgvj I †gwkb mieivn n‡jI c‡b¨i †KvqvwjwU
wbf©i K‡i Gm‡ei mwVK e¨envi I e¨e¯’vcbvi Dci| ‡Kvb GKwU AW©v‡ii mvgwMÖK e¨e¯’vcbv hw` ÎæywUc~b© _v‡K Zvn‡j
mgqgZ Drcv`b I †KvqvwjwU wbwðZ Kiv m¤¢e bq| `ye©j e¨e¯’vcbvi Kvi‡b wewfbœ †mKkb I wWcvU©‡g†›Ui g‡a¨ mgš^qnxbZv
I AcP‡qi d‡j Drcv`b RwbZ e¨q e„w× cv‡e I AW©v‡i †jvKmvb n‡e|
15. ‡Kvb AWv©‡ii KvwUs ïiæ Kivi Av‡M Aek¨B Aby‡gvw`Z KvwUs AWv©i _vK‡Z n‡e Ges Zvnv †KvqvwjwU óvdMY mwVKfv‡e †`‡L
wb‡eb|
16. cÖ_g KvwUs Gi gvjwU jvB‡b PjvKvjxb cÖwZwU Acv‡ik‡b mwVK Acv‡iUi Ges mwVK ‡gwkb mieivn wbwðZ Ki‡eb Ges
†KvqvwjwURwbZ mgm¨v mgvavb Kwi‡eb|
17. †iwkI Ges Kvjvi Abyhvqx gvj KvUv n‡”Q wK bv Zvnv wbwðZ Ki‡eb|
18. KwVb Acv‡ikb ¸wj‡Z wbweofv‡e Z`viwK Ki‡eb Ges Avcbv‡`i wU‡gi m‡½ Av‡jvPbv I †hvMv‡hvM Ki‡eb Ges
mycvifvBRvi, jvBbPxd Ges Production Manager Gi wbKU cÖ‡qvRb Abyhvqx mvnvh¨ mn‡hvwMZv wb‡eb|
19. ‡Kvb Kvjv‡i †kW †ekx n‡j †h K‡qKwU †kW evqvi cvk K‡i w`‡eb †mB Abyhvqx mZK© `„wó ivwL‡eb Ges mgqgZ †kW e¨vÛ
Aby‡gv`b wbwðZ Ki‡eb|
20. ‡KvqvwjwU K‡›Uªvjvi‡`i wi‡cvU©¸wj wbqwgZ †`wL‡eb Ges D³ wi‡cv‡U© Avcbvi gšÍe¨mn ¯^v¶i Kwi‡eb Ges h_vwenxZ e¨e¯’v
MÖnb Kwi‡eb| evqvi‡`i Pvwn`v Abyhvqx wW‡d± ev ÎyæwU cÖ_g n‡ZB wbqš¿‡b ivwL‡eb Ges Zvi wnmve I Av›`vR ivwL‡eb|
21. cÖWvKkb PjvKvjxb mg‡q †KvqvwjwUi e¨vcv‡i KviLvbv Ges ‡nW Awdm gv‡P©bWvBwRs cÖavb G AWv©‡ii Rb¨ wb‡qvwRZ d¨v±ix
Ges †nW Awd‡mi DaŸ©Zb †KvqvwjwU ÷vd‡`i mv‡_ mve©¶wYK †hvMv‡hvM, cÖ‡hvRbxq Z_¨ mieivn I civgk© MÖnY Ki‡eb|
†hgb: 1. †KvqvwjwU‡Z ¸iæZi mgm¨v 2. cÖWvKkb I wdwbwks †iKW© 3. KuvPvgvj I G‡·mwiR 4. g¨v‡bRvi ev mswkøó ÷vd‡`i
Ae‡njv ev Amn‡hvMxZvi welq _vK‡j Zvnv AeMZ Ki‡eb I civgk© MÖnb K‡i KvR Ki‡eb|

Induction Booklet Developed by T&OD Department. Page 61

22. cÖwZwU AW©v‡iB wcÖ- †cÖvWvKkb wgwUs eva¨ZvgyjK| hw` †Kvb Kvi‡Y †Kvb AW©v‡ii wcÖ-‡cÖvWvKkb wgwUs bv nq, Zvn‡j †nW
Awd‡mi WvB‡i±i cÖWvKkb cøvwbs I wKD G Ges mswkøó AW©v‡ii `vwq‡Z¡ _vKv †nW Awdm gv‡P©ÛvBRvi‡K wjwLZfv‡e AewnZ
Ki‡eb|
23. †Kvb AW©v‡i hw` wcª›U, wnU mxj,GgeªqWvix ev Iqvk _v‡K Zvnv n‡j cÖv_wgKfv‡e wewfbœ mvBR I Kvjv‡ii GKRb Kvco ‡K‡U
wcÖ›U, wnU mxj GgeªqWvix ev Iqvk K‡i Ges AvqiY K‡i †PK Ki‡eb Ges †KvqvwjwU I cÖWvKkbRwbZ †Kvb mgm¨v _vK‡j
D³ mgm¨v wbiæcY K‡i ms‡kva‡bi e¨e¯’v MÖnY Ki‡eb| †mB m‡½ wcÖ›U ev GgeªqWvixi mvcøvB wbwðZ Kivi Rb¨ Dfq KviLvbvi
mv‡_ cwiKíbv I mgš^q mvab Ki‡Z n‡e|
24. ‡cÖvWvKkb PjvKvjxb KvwUs, Iqvwks, wcÖw›Us, wnU mxj, wdwbwks ev GgeªqWvix n‡Z †Kvb mgm¨v ‡c‡j Zvnv Zvr¶wYKfv‡e
mgvavb Ki‡eb| cÖ‡qvR‡b †mLv‡b mve©¶wYK †KvqvwjwU K‡›U&ªvjvi ‡i‡L †KvqvwjwU wbwðZ Ki‡eb| Zv‡Z Sv‡gjv Kg‡e|
25. wdwbwks Gi †KvqvwjwU GKB fv‡e wbwðZ Kwi‡eb|
26. cwjK…Z gvj Ges ˆ`wbK wfwˇZ KvUz©bK…Z gvj Avcwb wb‡R A_ev Avcbvi `¶ †KvqvwjwU K‡›Uªvjvi Øviv AwWU K‡i ‡mB
KvUz©b¸wj‡K bv¤^vwis K‡i Avcwb ¯^v¶i K‡i Dnv wmj Ki‡eb| hv‡Z wkc‡g›U Gi w`b mg¯Í gvjvgvj †Kvb Kvi‡Y wi‡P‡K bv
c‡o|
27. n¨vs U¨vM, cÖvBR U¨vM mn mKj wdwbwks G‡·mwiR Gi †mvqvP †evW© gv‡P©ÛvBRvi †_‡K G¨vcÖæf K‡i wb‡Z n‡e Ges †m Abyhvqx
Mv‡g©›Um G jvMv‡Z n‡e|
28. Mv‡g©›Um Gi †dvwìs, c¨vwKs Ges GmU©g¨v›U mwVK Av‡Q wKbv Zv wbwðZ Ki‡Z n‡e|
29. evqv‡ii wi‡Kvqvig¨v›U Abyhvqx mKj Mv‡g©›Um †gUvj wW‡U±i †gwk‡bi ga¨ w`‡q cvm Ki‡Z n‡e|
30. g‡b ivL‡eb, ïay mgm¨v wPwýZ Ki‡jB `vwqZ¡ †kl n‡e bv| mswkøó óvd‡`i mgm¨vi mgvavb w`‡Z n‡e| mswkøó wewfbœ †mKk‡bi
BbPvR©‡`i‡K wbqš¿Y K‡i †KvqvwjwU Av`vq K‡i wb‡eb|
31. †hB me AWv©i mvgwMÖK ev AvswkKfv‡e evwn‡ii d¨v±ix‡Z mve K›U&ªv± Kiv‡bv nq †mB me AWv©‡ii †KvqvwjwUi e¨vcv‡i Dc‡iv³
wbq‡g wbweo Z`viwK wbwðZ Kwi‡eb| cÖ‡qvR‡b d¨v±ix I †nW Awd‡mi mnvqZv wb‡eb| wdwbwks G c¨vK Kiv Mv‡g©›Um Gi
†KvqvwjwU, †dvwìs, wewfbœ †j‡ej, n¨vs U¨vM, cÖvBR U¨vM, cwj, GmU©g¨v›U, KvU©b wkwcs gvK©, KvUy©b †KvqvbwUwU BZ¨vw` wVK
Av‡Q wKbv wbwðZ Ki‡Z n‡e| mve K›Uªv± d¨v±ix †_‡K Mv‡g©›Um ev KgwcøU KvU©b wbR¯^ d¨v±ix‡Z Avbvi Av‡M ev wkcg¨v›U
Kivi c~‡e© Aek¨B h_vh_fv‡e AwWU Ki‡Z n‡e, hv‡Z evqvi B݇cKkb Kivi mgq †Kvb mgm¨v bv cvq|
32. d¨v±ix ev jvB‡bi AW©v‡i hw` evqvi cwieZ©b nq Z‡e g‡b ivL‡eb, cÖwZwU evqv‡ii wbR¯^ gvb wbqš¿‡Yi Pvwn`v _v‡K| †KD
4.0 G, wKD, Gj G B݇cKkb K‡ib Avevi †KD 2.5 G, wKD, Gj G K‡ib (IqvjgvU© eZ©gv‡b 2.5 GwKDGjG B݇cKkb
K‡i)| ZvB 2.5 GwKDGj G evowZ Pvwn`v _v‡K, †mBfv‡e mZK©Zvg~jK e¨e¯’v c~e© nB‡ZB MÖnY Ki‡Z n‡e| b‡Pr gv‡j
Dchy©cwi wi‡PK co‡e hvi `iæY kU© wkc‡g›U A_ev wkc‡g›U †WBU †dj n‡q †Kv¤úvbx weivU †jvKmv‡b ci‡e|
33. ‡cÖvWvKkb g¨v‡bRvi ev †KvqvwjwU óvd cÖwZwU Acv‡ikb I †KvqvwjwUi cÖwZwU LuywUbvwU, †UKwbK¨vj welq I mgm¨v wb‡Ri
AwfÁZvi wbwi‡L wbweo Z`viwK‡Z ivL‡eb| AW©v‡ii cÖv_wgK Ae¯’v nB‡Z †Kvb Kvi‡b Avcwb hw` g‡b K‡ib †h, mwVK gvb
wbqš¿b n‡”Q bv Zv n‡j Avcbvi wi‡cv‡U© Zvnv Aek¨B wjwLZfv‡e D‡jøL c~e©K Zvnv †cÖvWvKkb g¨v‡bRvi A_ev †Rbv‡ij
g¨v‡bRvi A_ev wWwfkbvj gv‡P©ÛvBwRs g¨v‡bRvi ev cÖ‡qvR‡b wbgœ ¯^v¶iKvix Ges e¨e¯’vcbv cwiPvjK mv‡n‡ei ÁvZv‡_©
Avwb‡eb| Bnvi †hb Ab¨_v bv nq|
34. cwi‡k‡l me©`v g‡b ivL‡eb cÖWvKkb I †KvqvwjwU memgq Awd‡mi †Pqvi †Uwe‡j e‡m wbqš¿b Kiv hvqbv| DaŸ©Zb g¨v‡bRvi
Zvi Aaxb¯Í g¨v‡bRvi‡K A‡bK mgm¨vq m¤ú„³ bv n‡q e‡jb †h, †hfv‡e cvi g¨v‡bR Ki I †mB g¨v‡bR Ki‡Z wM‡q eo
ai‡bi wecwË nq hvi `vqfvi †Kv¤úvbx‡K I cieZ©x‡Z Zv‡K wb‡Z nq|
35. m‡ev©cwi evqvi Ges Zv‡`i †KvqvwjwU K‡›U&ªvjvi‡`i mv‡_ my-m¤úK© eRvq ivL‡eb| Zv‡`i wb‡`©k¸wj cvjb K‡i Zv‡`i
Av¯’vfvRb n‡Z cvi‡j I wek¦vm‡hvM¨Zv AR©b Ki‡Z cvi‡j †KvqvwjwU msµvš— eû mgm¨v I RwUjZv n‡Z cwiÎvY cv‡eb|

ÑÑÑÑÑÑÑÑÑÑÑÑÑÑÑÑÑÑÑ
G †K Gg mv¾v`yj Kwig
WvB‡i±i G¨vÛ wm.I.I

Induction Booklet Developed by T&OD Department. Page 62

 Mv‡g©›Um gv‡P©ÛvBwRs cÖ‡mm GÛ cÖwmwWDi
Mv‡g©›Um wk‡íi GKwU ¸iæZ¡c~Y© Ask n‡”Q gv‡P©ÛvBwRs| GKRb gv‡P©ÛvBRv‡ii `vwqZ¡ n‡”Q evqvi KZ©„K AW©vi Kbdvg© nIqvi ci
cÖwZwU AW©v‡ii wecix‡Z cÖ‡qvRbxq †dweªKm Ges G‡·mwiR †mvwm©s Kiv Ges mgqgZ G¸‡jvi †hvMvb wbwðZ Kiv| AZtci cÖwZwU
AW©vi ‡W‡fjc‡g›U I cÖ¯‘ZKib †_‡K ïiæ K‡i wkc‡g›U ch©šÍ mKj Kvh©µ‡gi GKwU mwVK I avivevwnK cwiKíbv cÖbqb Kiv|
GKRb gv‡P©ÛvBRv‡ii ¸iæZ¡c~b© Kvh©vejx I Kg© cÖwµqv wb‡gœ D‡jøL Kiv n‡jvt

1. UvBg GÛ G¨vKkb cøvb cÖ¯‘ZKib (Prepare Time & Action Plan)t

evqvi KZ©„K AW©vi Kbdvg© nIqvi ci mswkøó gv‡P©ÛvBRvi AW©vi †KvqvbwUwU Abyhvqx cÖwZwU AW©v‡ii Rb¨
Backward Calculation mn GKwU wbw`©ó Time & Action Plan ˆZix Ki‡e| AZtci D³ cøvb Abyhvqx
cÖwZwU AW©v‡ii wewfbœ Kvh©vejx av‡c av‡c m¤úbœ Ki‡e|
2. †dweª· GÛ G‡·mwiR ‡W‡fjc‡g›U (Fabric & Accessories Development)t
cÖ¯‘ZK„Z Time & Action Plan Abyhvqx wba©vwiZ mg‡qi g‡a¨ cÖwZwU AW©v‡ii Rb¨ cÖ‡qvRbxq †dweª· Ges G‡·mwiR
mvcøvBqvi KZ©„K †W‡fjc Kiv‡e| †dweª· Ges G‡·mwiR mg~n ¯’vbxq wKsev ˆe‡`wkK (Local or Foreign) mvc­vBqv‡ii
KvQ ‡_‡K Ges we‡kl ‡¶‡Î evqv‡ii Aby‡gvw`Z mvcøvBqv‡ii KvQ †_‡K msMÖn Ki‡Z n‡e| AZtci †W‡fjcK…Z †dweª· Ges
G‡·mwiR evqv‡ii Kv‡Q mvewgU K‡i Aby‡gv`b MÖnb Ki‡e|
3. †W‡fjc‡g›U †÷‡R m¨v¤új †W‡fjc‡g›U (Sample Development In Development Stage) t
†dweª· Ges G‡·mwiR †W‡fjc‡g›U Gi cvkvcvwk evqv‡ii wb‡`©kbv (Instruction) Ges cÖ`Ë †¯úK kxU Abyhvqx wewfbœ
av‡c m¨v¤új ˆZix Kwi‡q evqv‡ii Awd‡m mvewgU Ki‡e Ges Aby‡gv`b MÖnb Ki‡e| †W‡fjc‡g›U †÷‡R m¨v¤új
‡W‡fjc‡g‡›Ui Gi avc¸wj wbb¥iƒct
 †cÖv‡Uv UvBc m¨v¤új (Proto Type Sample)t
m¨v¤új ‡W‡fjc‡g‡›Ui cÖv_wgK ch©v‡q †cÖv‡Uv UvBc m¨v¤új ˆZwi Kiv nq| GB m¨¤ú‡ji gva¨‡g evqv‡ii KvswLZ
wWRvBb Abyhvqx m¨v¤új ˆZwi K‡i evqvi‡K cÖ`k©b Kiv nq|
 wdU m¨v¤új (Fit Sample)t
evqv‡ii cÖ`Ë Spec Sheet Abyhvqx Actual wgRvi‡g›U wVK †i‡L jvBf g‡Wj A_ev Wvwg g‡Wj-Gi gva¨‡g wdwUs
wbwðZ Kivi Rb¨ GB m¨¤új ˆZwi Kiv nq|
 KvD›Uvi †cÖv‡Uv m¨v¤új (Counter Proto Sample)t
evqv‡ii KvQ n‡Z Ab¨ m¨v¤új wiwmf Kivi ci GB m¨¤új ˆZwi Kiv nq| GB m¨v¤új ˆZwii gva¨‡g d¨v±ixi `¶Zv
hvPvB Kiv n‡q _v‡K|
 d‡Uv myU m¨v¤új (Photo Shoot Sample)t
Actual ‡dweª· e¨envi K‡i ‡cÖvWv± K¨vUvj‡Mi Rb¨ g‡Wj‡K cwi‡q d‡Uv myU Ki‡Z GB m¨v¤új ˆZwi Kiv nq|
 ‡mjmg¨vb m¨v¤új (Salesman Sample)t
‡µZvi Pvwn`v hvPvB‡qi j‡¶¨ evqv‡ii †kv-iæ‡g wWm‡cø Kivi Rb¨ GB m¨v¤új ˆZwi Kiv nq|
4. cÖvBm wb‡Mvwm‡qkb di †dweª· GÛ G‡·mwiR (Price Negotiation for Fabric & Accessories)t
Mv‡g©›Um ˆZwii cÖavb KvPuvgvj-B n‡”Q †dweª· Ges G‡·mwiR| GKwU AW©v‡ii cwigvb I evqvi KZ…K
© wba©vwiZ g~j¨ Abyhvqx
cÖ‡qvRbxq †dweªKm Ges G‡·mwiR Gi gyj¨ wba©vib K‡i mvc­vBqv‡ii mv‡_ cÖvBm wb‡Mvwm‡qkb Ki‡e|
5. cvi‡PwRs †dweª· GÛ G‡·mwiR (Purchasing Fabrics & Accessories)t
mvcøvBqv‡ii mv‡_ ‡b‡Mvwm‡qk‡bi gva¨‡g cªvBm dvBbvj nIqvi ci cvi‡PR AW©vi (PO) ˆZwi K‡i mvcøvBqvi‡K cvVv‡e Ges
cvi‡PR AW©vi Gi wecix‡Z mvcøvBqv‡ii KvQ †_‡K †cÖvdg©v Bbf‡qm (PI) msMÖn K‡i mswkøó wefv‡Mi gva¨‡g †c-‡g›U
cÖwmwWDi wbwðZ Ki‡e| †dweª· Ges G‡·vmwiR cvi‡PR Kivi †¶‡Î Aek¨B cÖ‡qvRbxq mKj †Uó wi‡cvU© mvcøvBqv‡ii KvQ
†_‡K msMÖn Ki‡e Ges cÖ‡qvR‡b _vW© cvwU© KZ…©K cybivq †U‡ói gva¨‡g wi‡cv‡U©i mZ¨Zv hvPvB Ki‡e|
6. †dweª· GÛ G‡·mwiR Bb-nvDR (Fabric & Accessories In-house)t
`vwLjK…Z cvi‡PR AW©vi (PO) Abyhvqx cÖ‡qvRbxq †dweª· Ges G‡·mwiR mgqgZ cvIqvi Rb¨ mvcøvBqv‡ii mv‡_ wbqwgZ
†hvMv‡hvM ev d‡jv-Avc Ki‡e| †dweª· Ges G‡·mwiR wiwmf Kivi mv‡_ mv‡_ ‡÷vi wefvM KZ…K
© †KvqvwjwU I †KvqvbwjwUi
mwVKZv hvPvB wbwðZ Ki‡e|

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 7. †cÖvWvKkb †÷‡R m¨v¤új †W‡fjc‡g›U (Sample Development In Production Stage)t
‡cÖvWvKkb †÷‡R cÖK…Z †dweª· Ges G‡·vmwiR w`‡qB †cÖvWvKkb †÷‡Ri mKj m¨v¤új ˆZwi Kwi‡q evqv‡ii Kv‡Q mvewgU Ki‡e Ges
Aby‡gv`b MÖnb Ki‡e| wb‡¤œ ‡cÖvWvKkb †÷‡Ri m¨v¤új ‡W‡fjc‡g‡›Ui Gi avc¸wj D‡jøL Kiv n‡jvt

 mvBR †mU m¨v¤új (Size Set Sample)t

GKwU AW©v‡ii cÖ‡qvRbxq mKj mvBR Abyhvqx mvBR †mU m¨¤új ‰Zwi Kiv nq| mvBR †mU m¨v¤ú‡ji gva¨‡g evqv‡ii
cÖ`Ë Spec Sheet Abyhvqx wbw`©ó AW©v‡ii mKj mvBR-Gi wgRvi‡g›U mwVK n‡q‡Q wKbv Zv wbwðZ Kiv nq|
 wcÖ-†cÖvWvKkb m¨v¤új (Pre-production Sample)t
evé †cÖvWvKk‡b hvevi Av‡M Actual ‡cÖvWv± †Kgb n‡e Gi bgybv ˆZwi K‡i Acv‡iUi‡`i cÖ`k©b Kiv †h Zviv wK ˆZwi
Ki‡Z hv‡”Q|
 TOP (Top of Production) /‡cÖvWvKkb m¨v¤újt
‡cÖvWvKkb PjvKvjxb mgq wcÖ-†cÖvWvKkb m¨v¤új (Pre-production Sample) Abyhvqx †cÖvWvKkb n‡”Q wKbv Ges
†Kgb Mv‡g©›Um evqvi wiwmf Ki‡e Zv cybivq †PK Ki‡Z evqvi GB m¨v¤új †P‡q _v‡K|
 wkc‡g›U m¨v¤új (Shipment Sample)t
m¤ú~b© †cÖvWv± ‰Zwi †k‡l dvBbvj B݇cKkb nIqvi ci fwel¨r †idv‡i‡Ýi Rb¨ GB m¨v¤új msMÖn K‡i ivLv nq|

8. evé †cÖvWvKkb d‡jvAvc (Bulk Production Follow-up) t

[Link] m¨v¤új Aby‡gv`b cvIqvi ci evqv‡ii cÖwZwbwamn mswkøó mK‡ji Dcw¯’wZ‡Z [Link]. wgwUs m¤úbœ Ki‡e Ges [Link] wgwUs
Gi M„nxZ wm×všÍ Abyhvqx evé †cÖvWvKkb ïiæ Kiv‡e| evé †cÖvWvKkb PjvKvjxb mg‡q †cÖvWvKkb, †KvqvwjwU I [Link]
wU‡gi mv‡_ wbqwgZ †hvMv‡hvM i¶v Ki‡e Ges †Kvb mgm¨v cwijw¶Z n‡j Zv evqv‡ii mv‡_ †hvMv‡hv‡Mi gva¨‡g mgvavb Ki‡Z
mvnvh¨ Ki‡e| cÖ`Ë Kvh©-wb‡`©kbv Ges Kv‡Ri AMÖMwZ gwbUwis Ki‡e|
wcÖw›Us, G¤^ªqWvix, Iqvwks Gi Rb¨ mwVK †hvMv‡hv‡Mi gva¨‡g mgqgZ KvR Kwi‡q wb‡e| Gme Kv‡Ri Rb¨ me©`vB Aëvi‡bwUf
ev weKí Drm nv‡Z ivL‡e|
9. †÷vi I ‡cÖWvKk‡bi mv‡_ †hvMv‡hvM i¶v (Communication with Store & Production)t
cÖwZwU AW©v‡ii Rb¨ ‡÷vi‡K D.O Letter Bmy¨ Ki‡e Ges KbRv¤úkb wi‡cvU© Abyhvqx †dweª· I G‡·mwiR †cÖvWvKkb †d¬v‡i
mwVKfv‡e †Wwjfvwi †`qv n‡”Q wKbv Zv gwbUwis Ki‡e|
10. Disruption wi‡cvU© ÷vwW Kiv (Study Disruption Report)t
evé ‡cÖvWvKkb PjvKvjxb mg‡qi Disruption wi‡cvU© ¸‡jv GbvjvBwmm Ki‡e Ges g~j KviY Abyhvqx Zv Zr¶wbK mgvav‡bi
cÖ‡qvRbxq e¨e¯’v MÖnb Kiv n‡q‡Q wKbv Zv d‡jv-Avc Ki‡e|
11. dvBbvj B݇cKkb Advi (Final Inspection Offer)t
evé †cÖvWvKkb m¤ú~Y© n‡q hvevi ci c¨vwKs wj÷ I wcÖ-dvBbvj B݇cKk‡bi wi‡cvU© msMÖn Ki‡e| AZtci wcÖ-dvBbvj
B݇cKk‡bi cÖvß djvdj Abyhvqx †cÖvWv‡±i †KvqvwjwU Ges †KvqvbwUwU wbwðZ nevi ci dvBbvj B݇cKk‡bi Rb¨ evqvi‡K
Advi Ki‡e|
12. wkc‡g›U (Shipment)t
dvBbvj B݇cKkb cvk n‡j cÖ‡qvRbxq e¨e¯’v ‡hgbt c¨vwKs wjó I B݇ckb wi‡cvU© mn Mv‡g©›Um Kv‡M©v I RvnvRxKib wbwðZ
Ki‡e|
Dc‡iv³ mgMÖ cÖwµqv PjvKvjxb gv‡P©ÛvBRvi‡K d¨v±ix, †cÖvWvKkb I †KvqvwjwU cÖavb‡`i m‡½ †hvMv‡hvM i¶v Ki‡Z n‡e
Ges evqv‡ii †Kvb ¸iæZ¡c~b© ev bZzb wb‡`©kbv _vK‡j Zv‡`i‡K B-†gB‡ji gva¨‡g AeMZ Ki‡Z n‡e Ges cÖ‡qvRbxq bRi`vix
ivL‡Z n‡e| †Kvb cÖKvi †gŠwLK wb‡`©kbv †`qv hv‡e bv †Kbbv †gŠwLK wb‡`©kbvq fzj n‡Z cv‡i hvi `iæb wkc‡g›U evavMÖ¯’
A_ev evwZj n‡q eo iK‡gi Avw_©K ¶wZi KviY n‡Z cv‡i|

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 †óvi e¨e¯’vcbv cÖwµqv

‡óvi g¨v‡bR‡g›U cÖwmwWDi

‡óvi g¨v‡bR‡g‡›Ui Rb¨ GKwU Kvh©Ki I djcÖm~ c×wZ Abymib Kiv LyeB cÖ‡qvRb| Gi Kvh©cÖYvjx Aek¨B hyw³msMZ, ev¯Íe
m¤§Z Ges mn‡R cÖ‡qvM‡hvM¨ n‡Z n‡e| ‡óvi g¨v‡bR‡g›U msµvšÍ mvavib Kvh©cÖYvjx wb‡gœ D‡jøL Kiv n‡jv:
1. cY¨ MÖnb c×wZ t ‡óv‡ii cÖ_g KvRB n‡jv gvjvgvj MÖnb Kiv| cY¨ MÖn‡bi †¶‡Î mvaviYZ wbgœwjwLZ avc¸wj Abymib
Kiv nq-
 cY¨evnx Uªv‡Ki WªvBfv‡ii KvQ †_‡K c‡Y¨i Pvjvb I mshy³ c¨vwKs wj÷ `vwqZ¡cÖvß †óvi Awdmvi / g¨v‡bRvi MÖnY Ges
wbix¶v Ki‡eb| ¯^v¶iK…Z Pvjv‡bi GKwU Kwc WªvBfvi‡K †diZ w`‡eb|
 ‡óvi g¨v‡bRvi h_vh_ wbix¶‡bi ci †dweª· Avb‡jvW Kivi AbygwZ cÖ`vb Ki‡eb| G mgq wZwb ev Zvi g‡bvbxZ Kg©KZ©v
KZ©e¨iZ wmwKDwiwU BbPvR©‡K mv‡_ wb‡q Kvfvi f¨v‡bi †fvë-wmj Lyj‡eb Ges gvjvgvj MÖnb Ki‡eb|
 Pvjv‡bi weeib Abyhvqx MÖnbK…Z gvjvgv†ji cwigvb mwVK Av‡Q wK bv Zv mZK©Zvi mv‡_ hvPvB Ki‡eb|
 Goods receipt register or Goods inward register-G MÖnbK…Z cY¨ wjwce× Ki‡Z n‡e|
 ‡óv‡i †cÖi‡Yi c~‡e©B Uªv݇cvU© Gwiqv†Z cÖvBgvwi Bb‡f›Uwi Ki‡Z n‡e| ‡Kvb mgm¨v ev Am½wZ cwijw¶Z n‡j †óvi
g¨v‡bRvi Zvr¶wbKfv‡e wRGg-†÷vi†K Rvbv‡eb Ges cÖ‡qvRbxq civgk© MÖnY Ki‡eb|
cY¨ MÖn‡b mZK©Zv t wmwKDwiwU BbPv‡R©i wbKU ZvwjKvf~³ Ges AvBwW KvW©hy³ †jvWviMY cY¨ Avb‡jvW Kivi `vwqZ¡ cvjb
Ki‡eb| mwVKfv‡e MYbv Kivi j‡¶¨ cÖ‡Z¨K †jvWvi GKwU †iv‡ji Rb¨ GKwU †Uv‡Kb MÖnb Ki‡eb| ‡jvWviMY †Kvb wmMv‡iU,
g¨vP ev Ab¨ †Kvb ai‡bi `vn¨ c`v_© wb‡q †óv‡i cÖ‡ek Ki‡Z cvi‡eb bv|
2. †Kvqvw›UwU I †KvqvwjwU †PwKst
†Kvqvw›UwU †PwKs: ‡óv‡i AvMZ cÖ‡Z¨KwU c‡Y¨i msL¨v ev cwigvb wbY©q Ki‡Z n‡e| GB cwigvc wewfbœfv‡e n‡Z cv‡i
†hgb-
 IRb cwigvcK †gwk‡bi gva¨‡g IRb wbY©q
 ‡¯‹‡ji mvnv‡h¨ †dweª‡·i ˆ`N©¨ I cÖ¯’ wbY©q
 M„wnZ gvjvgvj MYbv K‡i ‡gvU msL¨v wbY©q
†KvqvwjwU †PwKs: B݇cKkb ej‡Z AvMZ `ªe¨w`i †KvqvwjwU wbix¶b‡K eySvq| Pvwn`v Abyhvqx †KvqvwjwU wbwðZKi‡bi
j‡¶¨ `vwqZ¡cÖvß Kg©KZ©v mZK©Zvi mv‡_ mKj †dweª· I G‡·mwiR-Gi B݇cKkb m¤úbœ Ki‡eb|
3. †÷vi AvB‡Ug GKvDw›Ust
‡óvi GKvDw›Us nj Avw_©K g~‡j¨ ó‡Ki MwZkxjZv Ges e¨v‡jÝ-Gi we¯ÍvwiZ wnmve ivLvi GKwU cÖwµqv| †óv‡i wiwmÞ Kivi
ci ciB †dweª· Ges G·mwiR MYbv/wnmve I ‡iwRóv‡i wjwce× Kiv cÖ‡qvRb| GKB mv‡_ cwigv‡bi mwVKZv D‡jøLmn
Kvjvi †kW Ges ÷vBj Abyhvqx `ªe¨vw` Avjv`v Avjv`vfv‡e ivL‡Z n‡e Ges †m Abyhvqx Òweb KvW©Ó cÖ`k©b Ki‡Z n‡e|
4. ‡iKW© wKwcs Ges †÷vi †iwR÷vit
wewa Abyhvqx g¨v‡Uwiqvj GK‡mÞ †bv‡Ui gva¨‡g cY¨ MÖnY Kiv n‡q _v‡K| GB D‡Ï‡k¨ GKwU wba©vwiZ di‡gU e¨envi Kiv
nq| Ab¨w`‡K PvjvbcÎ MÖn‡bi gva¨‡g cY¨ MÖn‡bi wbðqZv cÖ`vb Kiv nq| wmwKDwiwU ÷vdMb Pvjv‡b D‡jøwLZ c‡Y¨i aiY
I cwigv‡bi wfwˇZ GKwU †iwRwóª eyK msi¶Y Ki‡eb| D³ †iwRóv‡i wbgœwjwLZ Kjvg _vK‡e-
 wiwmÞ ‡WU I wiwmÞ mgq
 mvcøvqv‡ii bvg
 mvcøvqv‡ii Pvjvb I ZvwiL
 Pvjv‡bi bv¤^vi
 AvB‡U‡gi we¯ÍvwiZ eY©bv
 cÖ‡Z¨K AvB‡U‡gi msL¨v, cwigvb Ges g~j¨ ZvwjKv
 Kvh©v‡`‡ki †idv‡iÝ
 cwien‡bi we¯ÍvwiZ eY©bv
 cY¨ MÖnb †bvUm-Gi †idv‡Iý

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5. `ªe¨ ¸`vgRvZKiYt
gvjvgvj ivLvi Rb¨ c¨v‡jUm&, webm, i¨vKm& I †kjfm& Ges †Kvb †Kvb mgq wewìs-Gi †g‡S e¨eüZ nq| óK Kv‡W© gvjvgvj
msi¶‡bi ¯’vb D‡jøL Kiv _v‡K| c‡Y¨i †KvqvwjwU wVK ivLvi Rb¨ gvjvgvj msi¶b cÖwµqv GKwU ¸iæZ¡c~Y© welq †Kbbv Zvc,
Av`ªZv, a~jv ev Ab¨vb¨ welq cY¨gv‡bi AebwZ NUv‡Z cv‡i| ‡óvi †h gv‡bi `ªe¨ MÖnY K‡iwQj wVK †mB gv‡bi `ªe¨ d¨v±wi‡Z
e¨envi‡ii Rb¨ KuvPvgvj AvKv‡i mieivn K‡i| ZvB †óvi g¨v‡bR‡g‡›Ui †¶‡Î cY¨ msi¶b‡K ¸iæZ¡c~Y© welq wn‡m‡e MY¨ Kiv
nq|
G †¶‡Î ‡hme welq we‡ePbvq ivLv cÖ‡qvRb -
 gvjvgvjmg~n AwZ mZK©Zvi mv‡_ Ges c×wZMZfv‡e ¸`vgRvZKiY Ki‡Z n‡e|
 wbw`©ó mgq AšZi Bb‡f›Uwi wi‡cvU© Avc‡WU Ki‡Z n‡e|
 wbw`©ó mg‡qi g‡a¨ cÖ‡Z¨K gv‡P©‡›Ui AW©v‡ii ‡cÖv‡MÖm Avjv`v Avjv`vfv‡e we‡k­lY Ki‡Z n‡e|
 ‡h †Kvb óvB‡ji †cÖvWvKkb Ges wkc‡g›U †kl nIqvi ci ciB Aek¨B wiKbwmwj‡qkb wi‡cvU© Rgv w`‡Z n‡e |
 wiKbwmwj‡qkb wi‡cvU© Rgv`v‡bi ci Ae¨eüZ cY¨mg~n c„_K K‡i ivL‡Z n‡e|

‡÷v‡i `ªe¨vw` ivLvi Dcv`vb: c¨v‡jUm GÛ Bw¯‹Wm, I‡cb GÛ ‡K¬vRW ‡kjwfs, K¨vwe‡bU, webm,÷vwKs e·, ‡¯úkvj †÷v‡iR
i¨vKm, MÖvwfwU wdW i¨vKm BZ¨vw`|
[

gvjvgvj mvRv‡bvi c×wZ:

 `ªe¨vw` ‡`qvj †_‡K GK wgUvi `~‡i ivL‡Z n‡e|
 gvjvgvjvmg~n mvwi K‡i ivL‡Z n‡e|
 niv&BR›Uvj (Avbyf~wgK) Ges fvwU©K¨vj (Dj¤^) Dfq fv‡e mvRv‡Z n‡e
 GK mvwi †_‡K Ab¨ mvwii `yiZ¡ n‡e 2 wgUvi |
 gvjvgvjmg~n m‡e©v”P Qq dzU ch©šZ DPz K‡i ivLv hv‡e|
 ‡dweª·mg~n evqvi, óvBj, is ev WvB jU Abyhvqx ivL‡Z n‡e|
 †dweª· Ges G·mwiR web KvW© Abymv‡i wPwýZ K‡i ivL‡Z n‡e (evqvi, óvBj, wcI, AvB‡U‡gi bvg, is BZ¨vw`)
 ‡Kvb ‡cÖvWv± bó n‡Z cv‡i Ggb SuywKc~Y©fv‡e mvR‡bv hv‡e bv|

6. g¨v‡Uwiqvj n¨v‡Ûwjst
Material Handling nj c‡Y¨i ¯’vbvšÍi cÖwµqvi GKwU Ask Ges GUvi Kvh©KvwiZv c‡Y¨i g~j¨ Ges cY¨ mieiv‡ni Dci
¸iæZ¡ cÖ`vb K‡i _v‡K| Material Handling-Gi h_vh_ cÖ‡qv‡Mi Afv‡e Iqvi nvDR cøv›U, wkwcs, wiwmwfs Ges ‡g‡S‡Z
‡óv‡iR BZ¨vw` LiP AmvgÄm¨fv‡e evo‡Z cv‡i| AvaywbK Material Handling c×wZ IqvinvD‡Ri aviY ¶gZv e„w× K‡i,
mgq evuPvq Ges Product Handling- Gi LiP Kgvq|
7. ‡dweª· Bm¨y ev weZiY Kivt
†dweª· Ges G·mwiR weZi‡Yi †¶‡Î mwVK Kvh©cÖYvjx A¶ybœ ivLv DwPZ| ‡h †Kvb †dweª· I G·mwiR Bm¨yi †¶‡Î Aby‡gvw`Z
wiKzBwRkb mZK©Zvi mv‡_ wbix¶v Ki‡Z n‡e ‡hgb cY¨ mieiv‡ni c~‡e© Aek¨B d¨v±wi cÖavb I KvwUs g¨v‡bRv‡ii wjwLZ
wiKzBwRkb _vK‡Z n‡e| GKB mv‡_ KbRv¤úmb wi‡c©vU - ‡PK Kiv Ges mZ¨Zv hvPvB Ki‡Z n‡e| hw` KbRv¤úmb wi‡c©vU
Abyhvqx wiKzBwRkb A‡hŠw³K nq †m‡¶‡Î mswkøó KZ…c
© ¶‡K Aek¨B AewnZ Ki‡Z n‡e|
8. †dweª· Bmy¨ cÖwmwWDit
 gv‡P©ÛvBRvi h_vh_ mg‡q †óv‡i gvóvi dvBj cvVv‡eb Ges †gBj Ki‡eb|
 ‡K›`ªxq †óvi mswkøó KvwUs BbPvR© †K Uªvqvj KvwUs-Gi Rb¨ cÖ‡qvRbxq †dweª· Bm¨y Ki‡eb|
 c¨vUvb© gvóvi KbRv¤úmb wi‡cvU© ‰Zwi Ki‡eb Ges Zv mvBb K‡i mswkøó gv‡P©›UWvBRvi‡K cvVv‡eb|
 gvP©v›U D³ wi‡cvU© †PK Ki‡eb Ges h_vh_ gšÍe¨mn Aby‡gv`b w`‡eb|
 Aby‡gvw`Z KbRv¤úmb wi‡cvU© `ªæZZvi` mv‡_ d¨v±wi‡Z †diZ cvVv‡Z n‡e|
 d¨v±wi †óvi Awdmvi KbRv¤úmb wi‡cv‡U©i GKwU Kwc †m›Uªvj †óvi Awdmv‡ii wbKU cvVv‡eb|
 ‡Kvb †dweª· Bm¨y Kivi c~‡e© Aek¨B KvwUs wi‡cvU© ‡PK Ki‡Z n‡e|
 Gici †m›Uªvj †óvi Awdmvi evé KvwUs-Gi Rb¨ cÖ‡qvRbxq †d«weª· cÖ`vb Ki‡eb|
 d¨v±wi †_‡K †Kvb gvjvgvj evB‡i cvVv‡Z n‡j d¨v±wi wRGg/GdGg/wcGg KZ„©K AbygwZ cÎ cvIqvi ci †óvi
g¨v‡bRvi/Awdmvi Pvjvb I †MU cvm cÖ`vb Ki‡eb hv AbygwZc‡Îi Dci wj‡L ivL‡Z n‡e|

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 9. G¨vcÖæfvj A‡_vwiwUt
‡h †Kvb †dweª· I G·mwiR Bm¨yi †¶‡Î h_vh_ ÒwiKzBwRkb Aby‡gv`bKvixÓ KZ©„K Aby‡gv`b †`qv n‡q‡Q wK bv Zvi mZ¨Zv
hvPvB Kiv eva¨Zvg~jK | hw` h_vh_ KZ©„c¶ KZ©„K wiKzBwRkb Aby‡gvw`Z bv nq †m‡¶‡Î welqwU Aek¨B Dchy³ KZ©„c¶‡K
Rvbv‡Z n‡e |

10. †iKW© wKwcst

‡óv‡ii †iKW©mg~n memgq Avc‡WU ivL‡Z n‡e GgbwK GKw`‡bi Rb¨I †d‡j ivLv hv‡e bv| óK †iKW© ‡iwRóv‡i memgq óK
msµvšÍ wbf©yj Z_¨ _vK‡e| G †¶‡Î Awdm K¬vK© h_vh_fv‡e wbqg gvb‡Q wKbv Zv wmwbqi ‡óvi wKcvi wbwðZ Ki‡eb|

11. Uªv݇cv‡U©kbt
mvavibfv‡e we‡µZv KZ©„c¶ cY¨ cwien‡bi e¨e¯’v K‡i _v‡K Z‡e KL‡bv KL‡bv †µZv‡KI Zv Ki‡Z nq| G ‡¶‡Î mwVK
Ges wbivc` cwienb wba©vib KivUv LyeB ¸iæZ¡c~Y©&| UªvK Avmvi mgqvbyhvqx gvjvgvj c¨v‡KU Kiv, †cÖi‡Yi Rb¨ cÖ¯‘Z ivLv
BZ¨vw` KvR¸‡jv avivevwnKfv‡e KivUv AZ¨šÍ ¸iæZ¡c~Y© hv Uªv‡Ki Awbw`©óKvjxb A‡c¶vi RwUjZv Kgv‡e Ges `ªæZ cY¨ ‡cÖiY
m¤¢e n‡e|

12. wi‡cvwU©st wbw`©ó mgq AšÍi wi‡cvU© cÖ¯‘Z Kiv Ges mswkøó KZ©„c‡¶i wbKU `vwLj Kiv|

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 Awdm mvK©yjvi

Induction Booklet Developed by T&OD Department. Page 68

 GBP Avi Gg msµvšÍ mvK©yjvi mgyn
wiµzU‡g›U GÛ wm‡jKkb
‡idv‡iÝ (wcwRAvB/wmGBPI /Gd GBP Avi I wW/Awm/02 Zvs: 10.06.08)
d¨v±ix wfwR‡Ui cvkvcvwk wRGg-GWwg‡bi †bZ…Z¡vaxb GdGBPAviI wWcvU©‡g›U GLb ‡_‡K e¨e¯’vcbv cwiPvjK Ges WvB‡i±i
I wm I I g‡nv`‡qi wb‡`©kbv †gvZv‡eK K‡c©v‡iU GBP Avi wWcvU©‡g‡›Ui †KvwW©‡bk‡b d¨v±ixi wbb¥wjwLZ GBP Avi I GWwgb
msµvšÍ Kvh©vejx m¤úbœ Ki‡e| G g‡g© mKj‡K mn‡hvwMZv cÖ`v‡bi wb‡`©k †`Iqv nj:
1. d¨v±ix Abyhvqx wb‡qvM msµvšÍ cÖ¯Ívebv ˆZix Kiv Ges Zvi hvPvBKib I wb‡qvM msµvšÍ Kvh© m¤úbœ Kib
2. wWcvU©‡g›U ev KviLvbv cÖavb‡`i cvidi‡gÝ G‡cªvBRv‡ji Dci wfwË K‡i c‡Ubwkqvj ÷vd‡`i ‡cÖv‡gvkb/UªvÝdvi ev
wi‡jv‡Kk‡bi cÖ¯vÍ ebv ˆZix Kiv Ges Zv GBPAviGg wWcvU©‡g‡›U d‡ivqvW© Kiv
3. bb cvidigvi ev wd« ivBWvi‡`i Ly‡R †ei Kiv Ges cvidi‡gÝ g~j¨vqb dig mn Zvi e¨vcv‡i cÖ‡qvRbxq c`‡¶c MÖn‡Yi
Rb¨ mycvwik cÖ`vb Kiv|
4. d¨v±ix‡Z e¨vK Avc wnmv‡e KvR Kivi g‡Zv K‡i GKwU U¨v‡j‡›UW ÷vd cyj ˆZix Kiv Ges GBP Avi Gg wWcvU©‡g›U‡K
d‡ivqvW© Kiv|
5. e¨e¯’vcbv cwiPvjK Ges WvB‡i±i I wmII g‡nv`‡qi Dc‡`k †gvZv‡eK d¨v±ixi wewfbœ †m±‡i k„sLjv i¶v Kiv|
6. AwZwi³ ÷vd Ly‡R †ei Kiv Ges †hLv‡b m‡U©R Av‡Q †mLv‡b wi‡jv‡KU Kivi cÖ¯Ívebv †`qv|

Kg©KZ©v/Kg©Pvix/kªwgKM‡bi wbe©vPb I wb‡qvM msµvšÍ wbqgvejx

‡idv‡iÝ t wcwRAvB/wmGBPI/GBPAviGg/II/05 Zvs:12.06.05
gnve¨e¯’vcK/Dc-gnve¨e¯’vcK/KviLvbv e¨e¯’vcK/Drcv`b e¨e¯’vcKMb‡K KviLvbvi ïb¨c‡` Kg©KZ©v/ Kg©Pvix/ kªwgK wb‡qv‡Mi
Rb¨ me©cÖ_g Kgc‡¶ 15 w`b c~‡e© †K›`ªxq GBP Avi Gg/ GdGBPAviI wefv‡M GKwU g¨vbcvIqvi wiKzBwRkvb `vwLj Ki‡Z n‡e|
D‡jøL¨ g¨vbcvIqvi wiKzBwRkvb G Aek¨B mswkøó KviLvbvi eZ©gvb g¨vbcvIqvi †mU-Avc Abyhvqx k~b¨ c‡`i msL¨v D‡jøL Ki‡Z
n‡e|
‡d¬vi BbPvR© I Z`ya© Kg©Pvix/Kg©KZ©v wbe©vPb I wb‡qvM msµvšÍ mKj welq mivmwi †K›`ªxq GdGBPAviI wefvM wbqš¿b Ki‡e|
AMªxg wiKzBwRkvb wRGg- GdGBPAviI eivei cvVv‡eb| wZwb welqwU mgš^q Ki‡eb|
mswkøó gnve¨e¯’vcK/Dc-gnve¨e¯’vcK/KviLvbv e¨e¯’vcK/Drcv`b e¨e¯’vcKMb ‡d¬vi BbPvR© Gi wbb¥ c`gh©v`vi †d¬vi óvd Gi
wb‡qvM msµvšÍ welq mgyn mivmwi wbe©vPb, wb‡qvM I wbqš¿b Ki‡eb|
AvPibMZ mgm¨v, Kg AbyMZ I ¯^í `¶Zv m¤úbœ óvd‡`i cvidi‡gÝ gyj¨vqb K‡i ‡Kv¤úvbx n‡Z ev` w`‡Z n‡e| mKj‡K e¨q
n«v‡m wiWvb‡W›U óvd‡`i wPwýZ K‡i ev` w`‡Z n‡e Ges IwU Kwg‡q 60% Gi g‡a¨ mxgve× ivL‡Z n‡e|
bZzb c×wZ‡Z kªwgK wb‡qvM cÖms‡Mt ‡Kv¤úvbxi Awab¯’ mKj d¨v±ix mgy‡n bZzb wbq‡g kªwgK wb‡qvM Kivi e¨cv‡i gvbbxq
e¨e¯’vcbv cwiPvjK wb‡gœv³ wb‡`©kbv cÖ`vb K‡ibt
1. bZzb cÖewZ©Z B›UviwfD G‡mm‡g›U KvW© G Aek¨B kªwgK‡`i w¯‹j †Uó Gi e¨e¯’v ivL‡Z n‡e| wmwbqi óvdMb w¯‹j †Uó
wb‡eb| Av‡e`bKvix kªwgK‡`i `vexK…Z Uv‡M©U Zv wj‡L ivL‡eb| cieZ©x‡Z kªwgK KZ©©„K `vexK…Z Uv‡M©U cyi‡b e¨_© n‡j Zvi
weiæ‡× AmZ¨ Z_¨ cÖ`v‡bi Awf‡hv‡M e¨e¯’v MÖnb Ki‡Z n‡e|
2. kªwgK KZ©©„K B›UviwfD G‡mm‡g›U Kv‡W© AšÍ©f~³ mKj cÖ‡kœi m‡šÍvlRbK DËi cÖ`vb mv‡c‡¶B †Kej gvÎ w¯‹j †Uó †bqv
n‡e| AZ:ci kªwgKMb wb‡qvMcÎ cÖ`v‡bi ci Kv‡R †hvM w`‡e|
3. wbqwgZfv‡e bZzb wb‡qvMK…Z kªwg‡Ki AvPib, wbqgvbyewZ©Zv I `¶Zv ch©‡e¶b Ki‡Z n‡e| Lvivc kªwgK‡K Zvi cÖ‡ekb
wcwiqWKvjxb 89 w`‡bi gv_vq Uvwg©‡bU Ki‡Z n‡e| G‡Z AvBbMZ †Kvb mgm¨v bvB e‡j wZwb D‡jøL K‡ib| GBfv‡e kªwgK
wb‡qvM wbwðZ K‡i µgvš^‡q A`¶ I wek„sLjv m„wóKvix kªwg‡Ki msL¨v n«vm Ki‡Z n‡e|
4. Awdm óvd‡`i †¶‡Î 2 gv‡mi g‡a¨ cÖv_wgK cvidi‡gÝ gyj¨vqb I 4 gv‡mi gv_vq PzovšÍ gyj¨vqb K‡i A‡hvM¨ Kg©Pvix‡`i
†Kvbiæc G·‡Ubkb bv w`‡q mivmwi Uvwg©‡bU Kivi Rb¨ wb‡`©k †`b|
5. ¸iæZ¡c~b© Lvwj c` mgy‡n cyi‡b 30 w`‡bi †ekx mgq †bqv hv‡ebv| g¨vbcvIqvi wiKzBwRkv‡b KZ ZvwiL n‡Z D³ c`Lvwj
Zv D‡jøL Kivi cvkcvwk c`wU bZzb ev Kv‡iv wi‡cøm‡g›U wKbv Zv D‡jøL Ki‡Z n‡e|
gvbbxq Gg wW wkïkªg wel‡q Zvi K‡Vvi g‡bvfv‡ei K_v e¨³ K‡i †`L‡Z Kg eq¯‹ I eW©vi jvBb †Km mgyn ev` ‡`qvi civgk©
†`b| wUwdb mvcøvBqvi, GgeªWvixi †_ªW KvUvi I K›UªvKU‡ii wkï kªwgK hv‡Z d¨v±ix‡Z XyK‡Z bv cv‡i Zvi e¨e¯’v Ki‡Z n‡e|

Induction Booklet Developed by T&OD Department. Page 69

 GBP Avi Gg msµvšÍ wgwUs gvBbyUm mgyn
g¨‡bRvim& wgwUs gvBbyUm
ZvwiL 09.11.06 I 11.11.06

mfvq Rbve mv¾v`yj Kwig, m¤§vwbZ WvB‡i±i G¨vÛ wmII wbb¥wjwLZ wm×všÍ MÖnb K‡ib:
Aby‡gvw`Z g¨vbcvIqvi cøvb Gi evwn‡i †Kvbfv‡eB g¨vbcvIqvi ivLv hv‡e bv|
g¨vbcvIqvi cøvb Gi cÖ`Ë QKvbyhvqx wewfbœ wi‡cvU© †hgb: g¨vbcvIqvi mvgvwi, g¨vbcvIqvi wiKzBwRkb, I†q‡Rm mvgvwi BZ¨vw`
mKj wi‡cvU ciewZ© gv‡mi 03 Zvwi‡Li g‡a¨ Aek¨B cvVv‡Z n‡e|

g¨v‡bRvi&m wgwUs
Zvt 19/26.11.05

 cÖ‡ekb wcwiq‡W A`¶, AcÖ‡qvRbxq †jvK‡`i PvKzix †_‡K Uvwg©‡bkb Kiv LyeB Riæix|
 d¨v±ix‡Z A‡b‡K e‡m _v‡Kb wKš‘ KLbI gyf Ki‡Z †`Lv hvqbv, d¨v±ix‡Z gyfK‡i cÖK…Z Ae¯’v Rvbv DwPZ|
 cÖw·wgwU KvW© †¯‹wbs c‡q‡›U GBP Avi Awdmv‡iiv Zv‡`i `vwqZ¡ cvjb K‡ib bv| GBP Avi Awdmv‡iiv cÖw·wgwU KvW© †¯‹wbs
c‡q‡›U `vwo‡q Zv‡`i `vwqZ¡ cvjb Ki‡eb ZvB Zviv 8 Uv evRvi 5-10 wgwbU Av‡M Avm‡eb|
 †Kvb ‡Kvb d¨v±ix †eZb I gRyix wkU ˆZixi cwjwm Abymib K‡ibbv, G e¨vcv‡i AwaK g‡bv‡hvMx n‡Z n‡e|
 d¨v±ix‡Z wb‡qvM MÖæ‡ci cwjwm †gvZv‡eK nqbv, †d¬vi óvd wb‡qv‡Mi e¨vcv‡i wKQy Awbqg n‡q _v‡K hv †nW Awd‡m mgqgZ
Rvbv‡bv nqbv| ZvB GLb G e¨cvi¸‡jv Lye my¶èfv‡e †`L‡Z n‡e|
 bZzb kªwgK †hvM`v‡bi w`b n‡Z 2 w`‡bi g‡a¨ Zvi eqm mvwU©wd‡KU mn Ab¨vb¨ KvMRcÎ mnKv‡i bw_fy³ Ki‡Z n‡e| †Kvb
Kvi‡b Wv³v†ii Abycw¯’wZ‡Z 2 w`‡bi †ekx wej¤^ n‡j Zv cÖavb Kvh©j‡qi GdGBPAviI wefvM‡K Rvbv‡Z n‡e|
 kªwgKM‡bi nvwRiv, IfviUvBg, PzovšÍ wb®úwË BZ¨vw`i UvKv cwi‡kva Kivi I wiRvBb †`qvi mgq Zv†`i `¯ÍLZ wgjv‡Z
n‡e|
 bZzb kªwgK wb‡qvM Kivi mgq Zv‡`i c~e© PvKzixi BwZnvm I cÖ`Ë ¯’vqx wVKvbv hvPvB Ki‡Z n‡e|
 cjgj MÖæc Gi Awab¯’ †Kvb KviLvbv †_‡K eiLv¯Í, QvUvB Acmvib A_ev c`Z¨vMK…Z †Kvb kªwgK‡K Ab¨ †Kvb KviLvbvq
cyb; wb‡qvM Kiv hv‡e bv|
 KviLvbv‡Z GBP Avi Gg m¤úwK©Z welq mgyn wbLyZ I wbf©yjfv‡e ev¯Íevqb, Abymib I cvjb Ki‡Z n‡e| cÖavb Kvh©vjq n‡Z
mgq mgq RvixK…Z wewfbœ Awdm Av‡`k, Awdm weÁwß, wb‡`©kbv, wbqgbxwZ mwVKfv‡e ev¯Íevqb wbwðZ Ki‡Z n‡e|
 QywU, Ifvi UvBg, nvwRiv BZ¨vw` KvMRc‡Îi mv‡_ H mg¯Í Kv‡Ri Rb¨ cwi‡kva Kivi wewfbœ WKz‡g›Um Gi Awgj †`Lv hvq|
ZvB GmKj WKz‡g›Um mZK©Zvi mv‡_ cÖ¯‘Z Ki‡j G ai‡bi gvivZœK fyj †_‡K cwiÎvb †c‡Z cvwi|
 ZvB †Kvb kªwgK wb‡qvM Kivi mv‡_ mv‡_ Zvi e¨w³LZ bw_ cÖ¯‘Z Ki‡Z n‡e| e¨w³MZ bw_i mv‡_ kªwgK Gi eqm †fwiwd‡Kkb
Gi mvwU©wd‡KU Aek¨B Wv³v‡ii `¯ÍLZ mn bw_fy³ Ki‡Z n‡e|
 evqv‡ii nVvr cwi`k©‡bi e¨vcv‡i mKj‡K me©`v mRvM _vKvi e¨vcv‡i wb‡`©k ‡`b Kvib †Kvb GKwU fy‡ji Kvi‡b evqvi KZ©„K
†Kvb KviLvbv Zvr¶wbK fv‡e †iW †NvwlZ n‡Z cv‡i|

Re Kbdvi‡gkb ev PvKzix ¯’vqxKib m¤úwK©Z welq mgyn

†idv‡iÝ (wcwRAvB/wmGBPI/GBPAviGg/IIÑÑ/05 Zvs:12.06.05)

mswkøó KviLvbvi gnve¨e¯’vcK/Dc-gnve¨e¯’vcK/KviLvbv e¨e¯’vcK/Drcv`b e¨e¯’vcKMb Zv‡`i Aax‡b cÖ‡ekbvi wnmv‡e Kg©iZ
mycvifvBRvi I Bnvi wb¤œ c`gh©v`vi kªwgK/Kg©Pvix‡`i m‡šÍvlRbK cÖ‡ekb mgq †k‡l cvidi‡gÝ GcÖvBRvj dig Gi gva¨‡g
Kg©`¶Zv hvPvBc~e©K PvKzix ¯’vqxKib cÎ Rvix Kwi‡eb|
‡m›Uvi BbPvR© ev Z`ya© e¨w³‡`i PvKzix ¯’vqxKib cÎ mswkøó Kg©Pvixi m‡šÍvlRbK cÖ‡ekb mgq †k‡l GBPAvi Gg mivmwi Rvix
Kwi‡e|
‡eZb e„w× msµvšÍ welq mgynt
‡eZb e„w× I evrmwiK Bbwµ‡g›U msµvšÍ mKj welq Gi cÖ¯Íve/ mycvwik Gi ZvwjKv GgwW/WvB‡i±i I wmII g‡nv`‡qi Aby‡gv`‡bi
Rb¨ †K›`ªxq GdGBPAviI wefv‡M cvVv‡Z n‡e|

Induction Booklet Developed by T&OD Department. Page 70

c‡`vbœwZ msµvšÍ welq mgynt
jvBb Pxd I Dnvi wb¤œ c`gh©v`vi kªwgK/Kg©PvixM‡bi c‡`vbœZxi e¨vcv‡i KviLvbvi e¨e¯’vcbv KZ©©„c¶ GKwU ZvwjKv cÖ¯‘Z K‡i
GgwW/WvB‡i±i I wmII g‡nv`‡qi Aby‡gv`‡bi Rb¨ †K›`ªxq GdGBP Avi I wefv‡M cvVv‡e|
jvBbPxd I Dc‡ii ¯Í‡ii Kg©KZ©v/Kg©PvixM‡bi c‡`vbœZxi msµvšÍ welqmgyn mivmwi †K›`ªxq GBP Avi Gg wefv‡M wbqš¿b Ki‡e|

Uviwg‡bkb ev PvKzixPz¨Z / eiLv¯Í

[Link]/`Av--/2005 Zvs: 28.04.05
wbqg I AvBb ewnf©yZfv‡e †gŠwLK wb‡`©‡k †Kvb kªwgK ev Kg©Pvix‡K d¨v±ix †_‡K ewn®‹vi Kiv hv‡e bv| kvw¯Íg~jK e¨e¯’v wb‡Z n‡j
AvBb Abyhvqx c`‡¶c wb‡Z n‡e| cÖ‡qvR‡b †jevi wi‡jkb wefvM ev GdGBPAviI wefv‡Mi mv‡_ †hvMv‡hvM Ki‡Z n‡e| Gi
Ab¨_v n‡j mswkøó e¨e¯’vc‡Ki weiæ‡× Dchy³ e¨e¯’v MÖnb Kiv n‡e|
d¨v±ix †_‡K hv‡Z †Kvb gvjcÎ Pzwi bv nq G e¨vcv‡i mswkøó Kg©KZ©v‡`i Kov bRi ivL‡Z n‡e| ïaygvÎ wmwKDwiwU MvW©‡`i Dci
†`vl Pvwc‡q w`‡j Pj‡e bv| G g‡g© e¨e¯’vcKMY wmwKDwiwU MvW‡`©i cvkvcvwk †Kvb †d¬vi ev Awdm Kg©KZ©v‡K QywUi mgq †M‡U
Dcw¯’Z †_‡K bRi`vix Kivi Rb¨ e¨e¯’v wb‡Z cv‡ib|
†h mKj AvB‡Ug †ekx Pywi nIqvi m¤¢vebv _v‡K †m‡¶‡Î cÖ_g n‡ZB mZKZ©v Aej¤^b Kiv DwPZ| ‡Kvb †mKkb †_‡K Ab¨ †mKk‡b
gvjvgvj cÖ`vb ev MÖn‡Yi mgq wjwLZ †iKW© ivLv Ges Z`viwK Kiv DwPZ| nVvr hw` wkc‡g‡›Ui 2/3 w`b Av‡M Rvbv‡bv nq †h
1000/2000/5000 wcm gv‡ji wnmve cvIqv hv‡”Q bv Zvn‡j Zv mycvifvBRvi, Kg©Pvix Ges m‡e©vcwi g¨v‡bRvi‡`i D`vmxbZv I
Ag‡bv‡hvwMZvi cwiPq enb K‡i|

hw` †Kvb wmwKDwiwU Kv‡R Ae‡njv K‡i Z‡e Zvi BbPvR©, mycvifvBRvi Ges cÖ‡qvR‡b cwiPvj‡Ki mv‡_ †hvMv‡hvM Ki‡Z ejv
n‡”Q|

gvB‡MÖkb msµvšÍ t GBP Avi Gg wgwUs

ZvwiLt 15.12.07
kªwg‡Ki gvB‡MÖkb Kgv‡bvi Rb¨ wbæwjwLZ wb‡`©kbv cÖ`vb K‡ibt
1. kªwgK‡`i mwnZ e¨e¯’vcK‡`i †hvMv‡hvM I m¤ú„³Zv e„w× Ki‡Z n‡e|
2. kªwgK‡`i myweav-Amyweav mgyn cÖKvk Kivi my‡qvM cÖ`vb I G e¨vcv‡i KviLvbv e¨e¯’vcK†`i mnbkxj n‡Z n‡e|
3. bZzb kªwgK `¶ nIqvi ci 50.00 UvKv †eZb e„w×i Rb¨ Ab¨ RvqMvq P‡j hvq c‡i Gi PvB‡Z †ekx †eZ‡b †jvK wb‡Z nq,
ZvB Zv‡`i †eZb e„w×i mycvwik Ki‡Z n‡e|
4. kªwgK‡`i mwnZ e¨e¯’vcK‡`i I mycvifvBRvi‡`i m¤úK© Dbœqb I fvj AvPib wbwðZ Ki‡Z n‡e|
5. kªwgK gvB‡MÖkb I wb‡qv‡Mi †iKW© e¨e¯’vcK‡`i Kv‡Q ivL‡Z n‡e|
6. KviLvbvq †óvi ¸‡jv‡Z Ae¨vnZ fv‡e AwWU Kivi Rb¨ I KbRv¤úkb Abyhvqx †dweªK †PK Avc K‡i cvw¶K wi‡cvU© `vwLj
Kivi Rb¨ wWwRGg/GwRGg - †óvi †K wb‡`©k †`b|
7. d¨v±ix‡Z wb‡qvM †Kv¤úvbxi wbqgvbyhvqx nqbv, we‡kl K‡i eqm wba©vi‡bi welqwU ¸iæZ¡ mnKv‡i †`Lvi Rb¨ ejv nq|
8. Kg©x‡`i e¨w³MZ dvB‡j AmsMwZ we`¨gvb| GKB e¨w³i G‡KK di‡g G‡KK iKg Z_¨ cvIqv hvq, hv Kv‡Ri †¶‡Î
†ckv`vwi‡Z¡i NvUwZ wn‡m‡e †`Lv nq, ev‡qvWvUv, wb‡qvMcÎ, †eZb wkU cÖf„wZ †¶‡Î GKB e¨w³i wfbœ iKg ¯^v¶‡ii d‡j †h
†Kvb mgq K¤ú­v‡q‡Ýi †¶‡Î gvivZœK mgm¨vi Kvib n‡Z cv‡i|
9. KviLvbvq wewfbœ †d¬v‡i wfbœ wfbœ dig e¨envi Kiv nq|
10. Ifvi UvBg I wUwdb Gi wk‡U Aby‡gv`bKvixi ¯^v¶i _v‡K bv| KviLvbvi GBPAvi ‡K G e¨vcv‡i f~wgKv ivLvi Rb¨ e‡jb|
11. nvDR wKwcs I wK¬wbs Gi gvb m‡šÍvl RbK bq| mwVK nvDR wKwcs I wK¬wbs Kgcøv‡q‡Ýi Rb¨I Riæix|
12. Kg©`¶Zv e„w×i j‡¶¨ mwVK cªwµqvq mwVK †jvK wbe©vPb Ki‡Z n‡e|
13. KviLvbvi GBP Avi/GWwgb óvd‡`i‡K MZvbyMwZK Kv‡Ri evB‡i †cÖvWvKkb óvd‡`i wewfbœ †¶‡Î civgk© cÖ`vb Ki‡Z n‡e,
civg‡k©i gva¨‡g Kg©xi Drcv`bkxjZv evov‡Z n‡e I I‡qR‡Um Kgv‡Z n‡e|

Induction Booklet Developed by T&OD Department. Page 71

 14. Kg©iZ Kg©x‡`i ga¨ †_‡K fvj I Lvivc gv‡bi Kg©x evPvB Ki‡Z n‡e, fvj Kg©x‡K AwaK Drmvn I Lvivc Kg©x‡`i
weiæ‡× h_vh_ e¨e¯’v MÖnb Ki‡Z n‡e|
15. Kg©x‡`i w¯‹j †gwUª· Ki‡Z n‡e, w¯‹j †gwUª· Gi Av‡jv‡K cieZ©x Kvh©µg MÖnb Ki‡Z n‡e|
16. wfbœ wfbœ mgm¨v mgvav‡bi Rb¨ mwVK mg‡q mwVK e¨w³‡K AewnZ Ki‡Z n‡e, mgm¨v wPwýZ Kib, AewnZKib I mgvavb
LyeB Riæix|
17. mgm¨v mgvav‡bi Rb¨ †h †Kvb mgq †h †Kvb e¨w³i Kv‡Q cÖZ¨¶ ev c‡iv¶ †hvMv‡hvM c~e©K Zv mgvav‡bi h_vh_ cÖwµqv
Abymib Ki‡Z n‡e|
hviv KvR Kg© K‡i bv ev Kv‡R duvwK †`qvi cÖeYZv Av‡Q Zv‡`i Ly‡R †ei K‡i e¨e¯’v MÖnb Ki‡Z n‡e| Kv‡Ri cÖwZ d‡jv - Avc
ivL‡Z n‡e I mgqgZ wdWe¨vK w`‡Z n‡e|

GBP Avi Gg wgwUs

ZvwiLt 15.12.07
WvB‡i±i G¨vÛ wmII mKj Awdmvi‡`i †hvMv‡hv‡Mi †¶‡Î we‡kl ¸iæZ¡ ivL‡Z wb‡`©k †`b †h †Kvb cwiw¯’wZ‡Z/mgm¨vq †h‡Kvb
mgq †h †Kvb welq †nW Awd‡m mwVK P¨v‡b‡j Rvbv‡Z n‡e| wZwb e‡jbt
1. KviLvbv GBP Avi m`m¨iv hw` Abyaveb Ki‡Z cv‡i †h, KviLvbvi †Kvb wefvM/ kvLvq AwZwi³ Rbkw³ we`¨gvb Av‡Q †m‡¶‡Î
Zv †nW Awd‡m Rvbv‡Z n‡e|
2. KviLvbv GBP Avi wefv‡Mi †Kvb KvR †hb †KvqvwjwU/KvwUs/ wdwbwks Gi †jvK w`‡q bv Kiv‡bv nq|
3. KviLvbvi GBP Avi m`m¨iv AwZwi³ Rbkw³ cÖwZ‡iva Ki‡eb, wb‡R‡`i Kv‡Ri MwZkxjZv evov‡eb, KviLvbvi g¨vb †gwkb
AbycvZ wbwðZ Ki‡eb |
4. mKj‡K †Kv¤úvbx‡K wb‡Ri †f‡e KvR Kivi Rb¨ Avnevb Rvbv‡bv nq |
wR Gg-GBP Avi Gg, d¨v±ix GBP AviGg m`m¨‡`i wb‡gœv³ welq¸‡jvi cÖwZ ¸iæZ¡ Av‡ivc Kivi civgk© †`bt
1. fwel¨Z gvwmK GBPAviGg wgwUs Gi Dcw¯’Z n‡q Kvh©Kifv‡e AskMÖnb Kiv|
2. mKj GBPAviGg m`m¨iv †hb GLb †_‡K Zvi `vwqZ¡, KZ©e¨ m”QZv I AvZœwek¦v‡mi mv‡_ cvjb K‡ib|
3. KviLvbv GBPAviGg Gi mn‡hvMxZvq KviLvbvq AbywôZ IqvK©vi cvwU©wm‡ckb KwgwUi wgwUs G GBPAviGg AwdmviMb †h‡Kvb
gy‡j¨ Dcw¯’Z _vK‡eb I Kvh©Ki AskMÖnb wbwðZ Ki‡eb|
4. KviLvbv GBPAviGg m`m¨Mb Zv‡`i wbR wbR KviLvbvq hveZxq †cwÛs KvR K‡g©i GKwU ZvwjKv AwZmZ¡i ˆZwi Ki‡eb I
Zv m¤úbœ Ki‡eb| cÖ‡qvR‡b d¨v±ix GBPAvi Acv‡ikbGi mn‡hvwMZv wb‡eb|
GBP Avi Gg wgwUs (ZvwiLt 21.04.06): WvB‡i±i G¨vÛ wmII e‡jb Avgiv `¶ I †hvM¨ e¨w³‡`i‡K h_vh_vfv‡e g~j¨vqb KiwQ
I A`¶, A‡hvM¨ e¨w³‡`i weiæ‡× kvw¯ÍgyjK e¨e¯’v MÖnb KiwQ| cvidi‡gÝ GcÖvBRv‡ji gva¨‡g `¶ I †hvM¨ e¨w³‡`i‡K
cª‡gvkb I †eZbe„w×i e¨e¯’v MÖnb Kivi cvkvcvwk A`¶ I A‡hvM¨ e¨w³‡`i weiæ‡× h_vh_ e¨e¯’v †bqv n‡”Q| ZvB wZwb mKj‡K
`vwqZ¡ cvj‡bi e¨vcv‡i g‡bv‡hvMx I mZK© nIqvi Rb¨ wb‡`©k †`b|

g¨v‡bRvim& wgwUs
ZvwiLt 19.11.05 I 26.11.05

e¨e¯’vcbv cwiPvjK m¨v‡ii mv‡_ wgwUs Gi mvi ms‡¶c:

1. wewfbœ d¨v±ix‡Z †hŠw³Knv‡i gvbe m¤ú` e¨envi n‡”Qbv, G welwU mKj‡K ¸iæZ¡ mnKv‡i †`L‡Z e‡jb|
2. ‡cÖvWvKk†bi mKj‡K wewfbœ ¸bvejx we‡ePbv K‡i †MÖwWs wm‡óg Pvjy Ki‡Z n‡e, †hvM¨‡`i‡K mvg‡bi w`‡K GwM‡q wb‡q Avm‡Z
n‡e|
3. wZwb d¨v±ixi Uvb©Ifvi wb‡q Am‡šÍvl cÖKvk K‡ib, wZwb e‡jb Gi Rb¨ `vqx nj: bZzb‡`i‡K h_vhZfv‡e MÖnb bv Kivi
gvbwmKZv, Iwi‡q‡›Ukb bv †`qv, Re †Wmwµckb bv †`qv ev Zv‡`i‡K Kx Ki‡Z n‡e, wKfv‡e Ki‡Z n‡e, wKfv‡e mgm¨v mgvavb
Kiv hv‡e Zvi avibv bv †`qv|

Induction Booklet Developed by T&OD Department. Page 72

4. Kg©‡¶‡Î hv‡`i Kg©`¶Zv Kg/KvR bv K‡i hviv Ny‡i †eovq Zv‡`i‡K Ly‡R †ei Ki‡Z n‡e I Zv‡`i Rb¨ cÖ‡qvRbxq e¨e¯’v MÖnb
Ki‡Z n‡e|
5. ‡nW Awd‡mi AbygwZ e¨vwZZ KviLvbvq †jvK wb‡qvM eÜ Ki‡Z n‡e|
6. Acv‡iUi I †njcvi gvB‡Mªkb msµvšÍ WvUv d¨v±ix GBP Avi †nW Awdm GBP Avi †K †cÖib Ki‡e|
7. d¨v±ix GBP Avi GLb †_‡K gvB‡MÖkb, Abycw¯’wZ, IwU †iwkI, wUwdb wej BZ¨vw`i Dci ch©v‡jvPbv K‡i Kvh©Ki e¨e¯’v MÖnb
Ki‡e, cÖ‡qvR‡b Zviv K‡c©v‡iU GBP Avi Gi mnvqZv wb‡e|
8. wZwb †mÝ Ae wejswMs‡bm/ Ibvikxc Gi Dci ¸iæZ¡v‡ivc K‡ib, hZ¶b bv ch©šÍ kªwgK/ Kg©Pvix/ Kg©KZ©v†`i g‡a¨ †mÝ Ae
wejswMs‡bm/ Ibvikxc bv Avm‡e ZZ¶b ch©šÍ fvj dj Avkv Kiv hvq bv|
9. ‡hvM¨ Kg©x evQvB K‡i KvR I `vwqZ¡ †Wwj‡Mkb Ki‡Z n‡e, †Wwj‡Mk‡bi gva¨‡g Kg©x AwaK `vwqZ¡ wb‡Z wk‡L|
[Link] mevB‡K †Lvjv g‡bi AwaKvix n‡Z e‡jb, bZzb a¨vb avibv †K MÖn‡bi gva¨‡g cªwZØwÜZvgyjK Kg©‡¶‡Î wb‡R‡`i‡K AviI
`¶ nIqvi Avnevb Rvbvb|
11. †eZb/ gRyix/ nwj‡W/ bvBU BZ¨vw` kxU ˆZix I h_vmg‡q †K›`ªxq GBP Avi G †cÖib Kivi Rb¨ e‡jb| wZwb KviLvbv ‡_‡K
†cÖwiZ wewfbœ cÖKvi wi‡cvU© Gi GKwU Bb‡W· ˆZix Kivi Rb¨ e‡jb|

KwgDwb‡Kkb I †bU IqvwK©s ¸bvejxi Rb¨ †h †KD †ckvi kx‡l© DV‡Z cv‡i, mKj‡K digvj I Bbdigvj †hvMv‡hvM evov‡Z
n‡e, Ab¨vb¨ mK‡ji mv‡_ wek¦vm I Av¯’vi m¤úK© ¯’vcb Ki‡Z n‡e I Zv‡K jvjb Ki‡Z n‡e| cvi®úwiK wek¦vm I Av¯’vi gva¨‡g
†h †Kvb KwVb KvRI mn‡R Kiv hvq|

 KviLvbvi kªwgKiv I wbb¥ ch©v‡hi Kg©KZ©vMb cÖavb Kvh©vj‡qi wewfbœ cwjwm wb‡q mgv‡jvPbv K‡i weåvwšÍ m„wó K‡ib| mKj‡K
Gme welq K‡Vvifv‡e wbqš¿b Kivi wb‡`©k cÖ`vb Kiv nq| e‡Üi w`‡bi Kv‡Ri weÁwß mwVK mg‡q †bvwUk †ev‡W© jvMv‡bv I
Zz‡j †djv n‡jv wKbv Zvnv wbwðZ Kivi Rb¨ wb‡`©k †`b|
 KviLvbv cÖavbMb‡K kªwgK‡`i †gvwU‡fkb ‡`qvi Rb¨ ejv nq, †gvwU‡fU _vK‡j Zviv AwaK Drcv`‡b m¶g n‡e I KviLvbvi
wfZ‡i kªwgK Am‡šÍvl m„wó n‡e bv|
 KviLvbvi k„sLjv I e¨e¯’vcbv Dbœq‡bi Rb¨ †iW Kvjvi, †iW †gvf‡g›U, †iW mvDÛ, †iW UvBwgs, †iW K‡g›U BZ¨vw` wel‡qi
e¨vcv‡i mKj‡K mZK©Zvi mv‡_ KvR Kivi civgk© †`qv nq|

Induction Booklet Developed by T&OD Department. Page 73

 GKvD›Um ev wej msµvšÍ wgwUs gvBbyUm mgyn
wej‡¤^ nvwRiv R¡wbZ weÁwß
wcwRAvB/wmGBPI /GBP Avi Gg /Awm/34 Zvs: 25.06.07

wej‡¤^ nvwRivi Rb¨ ‡eZb KZ©b cÖm‡½:

1. †nW Awdm I d¨v±ix Awdm ÷vd‡`i g‡a¨ hviv Kg©¯’‡j wej‡¤^ Dcw¯’Z Zv‡`i weiæ‡× B‡Zvc~‡e© Bmy¨K…Z Awdm mvK©yjvi bs:
wcwRAvB/wmGBPI /GBP Avi Gg /Awm/32 Zvs-6 Ryb 07 Ges wcwRAvB/wmGBPI /GBP Avi Gg /Awm/2005 Zvs 29 Ryb
2006 G ewY©Z weavb Abyhvqx kvw¯Íg~jK e¨e¯’v MÖnY Kiv n‡e|
2. ‡eZb n‡Z KZ©‡bi Rb¨ cÖ‡Z¨K Kg©KZ©v-Kg©Pvixi wej¤^ MYbvi †¶‡Î wba©vwiZ Awdm mgq n‡Z m‡e©v”P 15 wgwbU †MÖm wcwiqW
wnmv‡e we‡ePbv Kiv n‡e| G wbqgwU ïaygvÎ d¨v±ix Awdm ÷vd‡`i Rb¨ cÖ‡hvR¨
3. ‡hmKj Kg©KZ©v-Kg©Pvixi wej‡¤^ Dcw¯’wZ cÖgvwYZ n‡e Zvi ev Zv‡`i weiæ‡× D‡jøwLZ mvK©yjv‡i ewYZ wbqgvbyhvqx cÖwZ 3 (wZb)
w`b wej‡¤^ Dcw¯’wZi Rb¨ 1 (GK) w`‡bi †ewm‡Ki mgcwigvb †eZb KvUv n‡e| G wel‡q KviI †Kvb IRi/AvcwË¡ MÖnY‡hvM¨
e‡j we‡ewPZ n‡ebv|
4. wej¤^ MYYvi †¶‡Î Kg©KZv/Kg©Pvixi c~e© Kg©w`e‡mi Kg©¯’j Z¨v‡Mi mgq‡K we‡ePbvq Avbv n‡e|
5. †Kvb Kg©KZ©v Kg©Pvixi †eZb n‡Z wej‡¤^ Dcw¯’wZi Awf‡hv‡M hw` wZb ev Z‡ZvwaKevi †eZb n‡Z KZ©b Kiv nq, Zvn‡j D³
Kg©KZ©v-Kg©Pvixi cvidi‡gÝ g~j¨vqb m¤úbœ K‡i Zvi ev Zv‡`i weiæ‡× PzovšÍ kvw¯Íg~jK e¨e¯’v MÖnY Kiv n‡e|

wcwRAvB/ wmGBPI /GBP Avi Gg / I wm/ Zvs:27.07.07

e¨e¯’vcbv KZ©„c‡¶i wm×všÍ ‡gvZv‡eK cjgj MÖæ‡c wb‡qvwRZ Kg©KZ©v-Kg©Pvix‡`i g‡a¨ hv‡`i gvwmK †eZb 15000.00 (c‡bi
nvRvi) UvKv ev Zvi †ekx , Zv‡`i †eZb fvZvw` e¨vsK GKvD‡›Ui gva¨‡g cwi‡kva Kiv n‡e| ZvB hv‡`i gvwmK †eZb 15000.00
(c‡bi nvRvi) UvKv ev Zvi †ekx Zv‡`i‡K eªvK e¨vsK, ¸jkvb kvLvq e¨w³MZ GKvD›U †Lvj‡Z n‡e|
G †cÖw¶‡Z m`¨ †Zvjv 2 Kwc cvm‡cvU© mvB‡Ri Qwe, bwgwbi Qwe Ges AvB wW Kv‡W©i d‡UvKwc GKvD›U †Lvjvi mgq Rgv w`‡Z
n‡e| D‡jøL¨ eªvK e¨vs‡Ki cÖwZwbwa mswkøó wefvM ev d¨v±ix‡Z Mgb K‡i GKvD›U †Lvjvi Kvh© Kix e¨e¯’v MÖnY Ki‡e| G msµvšÍ
wel‡q cÖ‡qvR‡b GKvD›Um wWcvU©‡g‡›Ui mv‡_ †hvMv‡hvM Kivi Rb¨ ejv hv‡”Q|

g¨‡bRvim& wgwUs
ZvwiL 09.11.06 I 11.11.06
ivwÎKvjxb IwU Kgv‡bvi e¨vcv‡i KviLvbv cÖavbMb‡K me©`v mZK© _vKvi civgk© †`b| iv‡Zi †ejvq IwU Kiv‡bvi mgq KviLvbvi †Kvb `vwqZ¡evb
e¨w³ Dcw¯’Z _v‡Kbbv d‡j HmKj Kv‡Ri †Kvb Revew`wnZv _v‡Kbv, ZvB GLb ‡_‡K IwU Kivi mgq Kgc‡¶ GwcGg c`gh©v`vi GKRb
Kg©KZ©v Aek¨B Dcw¯’Z _vK‡eb|
wKQy wKQy KviLvbvq Drcv`‡bi Zzjbvq IwU LiP AvksKvRbK nv‡i †e‡o‡Q, mKj‡K h_vh_fv‡e †cÖvWvKkb I IwU cøvwbs K‡i LiP Kgv‡bvi
K_v e‡jb| bZzb di&g †hgb: IwU, K÷ GbvjvBwmm, †WBwj IwU wiKzBwRkb BZ¨vw` m¤ú‡K© mKj‡K AewnZ K‡ib I 15 †g 2006 ZvwiL
n‡Z G dig mKj KviLvbvq Pvjy Kivi wb‡`©k †`b|
wba©vwiZ IwU wjwgU Gi AwZwi³ IwU Kiv‡Z n‡j Zvi Rvwówd‡Kkb, mswkøó gv‡P©ÛvBRv‡ii K‡g›Um& mn m¤§vwbZ Gg wW g‡nv`‡qi Aby‡gv`b
wb†Z n‡e| wcGg I Ab¨vb¨ g¨v‡bRviMb‡K GB AwZwi³ IwU m¤ú‡K© Rvb‡Z n‡e|
KviLvbvi wnmve i¶Kiv ïay gvÎ †cwU K¨vk Gi wnmve iv‡L| Zv‡`i‡K KviLvbvi GKvD›Um wi‡j‡UW wewfbœ KvR †hgb: gRyix wkU I IwU
cÖ¯‘Z/†PK Kiv, †c w¯øc ˆZix/weZib Kiv, Avb© wjf †÷U‡g›U I Zvi fvDPvi cÖ¯‘Z I i¶bv‡e¶b Kiv I cÖwZw`‡bi LiP Gi wnmve ivLv
BZ¨vw` wel‡q Zv‡`i‡K `vwqZ¡ w`‡Z n‡e|

Induction Booklet Developed by T&OD Department. Page 74

 †óvi msµvšÍ mvK©~jvi mgyn
Mv‡g©›Um †Wwjfvwi msµvšÍ
Zvs: 16.06.09
Kvco WvB-jU Abyhvqx mbv³Kib I c„_K Kiv KwVb `yiæn n‡jI d¨v±ixi Pvwn`vbyhvqx Kvco mieivn Ki‡Z n‡e| †Kvb Ae¯’v‡ZB
fyj Kvco/G‡·mwiR mieivn Kiv hv‡ebv|
hw` †Kvb Kvc‡oi cwigvb Kg ev wRGmGg Gi ZviZg¨ nq wKsev is/†mW bv wg‡j Zr¶bvZ †óv‡ii wR Gg I mswkøó gv‡P©ÛvBwRs wefv‡Mi
cÖavbM‡bi mv‡_ †hvMv‡hvM Ki‡eb, DbvivB Avcbv‡K wm×všÍ w`‡eb| d¨v±ix mve-‡óv‡ii `vwq‡Z¡ hviv Av‡Qb Zviv KvwUs †Uwej cwi`k©b Ki‡eb
I Kvco mwVKfv‡e KvUv n‡”Q wKbv Zv hvPvB Ki‡eb| mwVK Kvco, is I wRGmGg BZ¨vw` †kl ev‡ii gZ Av‡iKevi cix¶v-wbix¶v Ki‡eb|
†óv‡i Kg©iZ †Kvb e¨w³i Kvi‡b †Kv¤úvbxi fvegywZ© ¶zbœ n‡j ev †Kv¤úvbx Avw_©Kfv‡e ¶wZi m¤§yLxb n‡j Zvi weiæ‡× AvBbMZ e¨e¯’v †bqv
n‡e|

Zvs: 24.10.07

wkc‡g›U KgwcøU nIqvi 5/6 w`‡bi g‡a¨ mKj cÖKvi AwZwi³ ev Ae¨eüZ gvjvgvj wnmve K‡i †Kv¤úvbxi †K›`ªxq ¸`v‡g cvVv‡bvi wb‡`©k
†`Iqv †Mj| Ab¨_vq Gai‡bi gvjvgv‡ji †h‡Kvb ai‡bi ¶wZ ev Pzwii Rb¨ KviLvbvi mswkøó †jvKRb `vqx _vK‡eb|

Uªv݇cvU© msµvšÍ mvKz©jvi mgyn

Zvs:27.12.01
d¨v±ix g¨v‡bRvi, †nW Awd‡mi gv‡P©ÛvBRvi, wKD wm g¨v‡bRvi I †MvWvDb g¨vbRviMb‡K GB g‡g© wb‡`©k †`qv hv‡”Q †h, cÖ‡qvRb Abyhvqx cye©
†_‡KB cjgjMÖæ‡ci Uªv݇cvU© ‡gb‡Ub¨vÝ BwÄwbqvi Gi wbKU n‡Z Avcbv‡`i Pvwn`v Abyhvqx Mvwo/ K‡›UBbvi mieivn wbwðZ Kwi‡eb| Uªv݇cvU©
‡gb‡Ub¨vÝ BwÄwbqvi Gi Abycw¯’wZ‡Z †m›Uªvj †MvWvD‡bi g¨v‡bRvi‡K Rvbv‡Z n‡e| gvwjevM †m›Uªvj †MvWvD‡bi †Uwj‡dvb b¤^it
9334160/8313468

GWwgb msµvšÍ mvKz©jvi mgyn

wcwRAvB/wmGBwPI GWwgb:06/01 Zvs: 15.10.06

mieivn Av‡`‡ki SzwK †gvKvwejvi Rb¨ cÖwZUv KviLvbvq mvavibZ µq Av‡`‡k D‡jøwLZ cwigv‡bi †P‡q wKQy †ewk †dweªK Ges Ab¨vb¨
mvgMÖx †cÖiY Kiv nq wKš‘ KvR †kl nIqvi ci AwZwi³ †dweªK I Ab¨vb¨ mvgMÖxi †Kvb nw`m _v‡Kbv| ZvB Gg‡g© mswkøó mKj‡K
wb¤iæc MvBWjvBbmg~n cvjb Ki‡Z wb‡`©k †`Iqv †Mj:

1. cÖZ¨K Kg©KZ©v, Kg©Pvix I Kg©x ¯^-¯^ Kg©¯’‡j e¨vw³MZ wbivcË¡vmn †Kv¤úvbx/KviLvbvi m¤ú`/ mvgMÖxi wbivcË¡v wbwðZ Ki‡eb|
2. G‡¶‡Î KviI `„wó‡Z Ac‡ii Kvh©µg wbqgbxwZi cwicwš’ †`Lv †M‡j Zvr¶wYK Dnv KviLvbv ev Awdm cÖavb‡K Rvbv‡eb|
3. e¨w³MZ/†Kv¤úvbx/KviLvbvi gvjvgvj/Drcvw`Z mvgMÖx Amr Dcv‡q †Kn cvPvi/AvZ¥mvr Kiv mv¶¨cÖgvY mn awi‡q w`‡j Zv‡K
Kgc‡¶ 500/- UvKv cyi®‹„Z Kiv n‡e|
4. Awdm ev KviLvbvi †Kvb g~j¨evb mvgMÖx/hš¿vsk Abyiæc AvZ¥mvr Z_¨ ¯^v¶¨cÖgvYmn awi‡q w`‡j AwaK cyi®‹vi †`Iqv n‡e| GB
cyi®‹vi wbivcË¡vKg©xmn mKj Kg©KZ©v/ Kg©Pvix I Kg©xi †¶‡Î GKBfv‡e cÖ‡hvR¨

gv‡m©ÛvBR msµvšÍ mvKz©jvi

g¨v‡bRvi&m wgwUs (ZvwiL 29.04.06 I 03.05.06)

gv‡m©ÛvBRviMb‡K gv‡m KviLvbvq 2/3 evi wfwRU Ki‡Z n‡e| mvcøvBqvi‡`i‡K AW©vi w`‡q H gvjvgvj KviLvbvq †cŠQvj wKbv
Zvnv gv‡m©ÛvBRvi‡K wbwðZ Ki‡Z n‡e| †gwkb m¤úwK©Z †Kvb mgm¨v _vwK‡j mv‡_ mv‡_ Zv‡K Rvbv‡bvi Rb¨ ejv nq|

 gv‡P©ÛvBRviMb wba©vwiZ óvB‡ji Rb¨ wc wc wgwUsGi Av‡qvRb Ki‡eb

 H wgwUsG gv‡P©ÛvBRviMb, KviLvbv e¨e¯’vcK I †óvi g¨v‡bRvi/BbPvR©, †nW Awdm I KviLvbvi wKD G g¨v‡bRvi I BbPvR© Mb Dcw¯’Z
_vK‡eb| wgwUs G jvBb Pxd I †d¬vi BbPvR©‡`i Dcw¯’Z _vKv Avek¨K|
wgwUs G KviLvbv AW©vi I óvBj Abymv‡i Bb‡f›Uix wi‡cvU© `vwLj Ki‡e hv‡Z mswkøó óvB‡ji G‡·mwiR m¤ú‡K© Av‡jvPbv I ch©v‡jvPbv Kiv
hvq|

Induction Booklet Developed by T&OD Department. Page 75

‡nW Awdm gv‡P©ÛvBwRs, †m›Uªvj †óvi Gi mwnZ †hvMv‡hvM e„w× cÖms‡Mt
m¨v¤új GMÖæfW bv nIqvi Kvi‡b KviLvbvq A‡bK mgq KvR eÜ _v‡K| KviLvbvi e¨e¯’vcbvi mwVK cøvwbs I `yi`wk©Zvi Afve Gi Rb¨
`vqx| KviLvbv g¨v‡bR‡g›U Gi mv‡_ mycvifvBRvi †j‡ej I †Kvb kªwg‡Ki wgwUs nqbv d‡j KviLvbv g¨v‡bR‡g›U cÖK…Z mgm¨v wPwýZ Ki‡Z
cv‡ibv hv gvb m¤§Z Drcv`‡b eo euvav| ZvB mßv‡n GKevi mycvifvBRvi‡`i mv‡_ wgwUs Ki‡Z n‡e|
wRGg-Kgcøv‡qÝ e‡jb KviLvbv cÖavbMb Drcv`‡bi welq‡K cÖvavb¨ †`b Kgcøv‡qÝ Bm¨y¸wj‡K ¸iæZ¡ mnKv‡i †`‡Lb bv wKš‘ KviLvbv †K
euvPv‡Z n‡j KviLvbvi Kgcøv‡qÝ Bm¨y¸wji Z`viwK Ki‡Z n‡e|
wRGg-wKDG e‡jb gv‡m©ÛvBRviMb‡K KviLvbv I †m›Uªvj †óvi Gi mv‡_ †KvwW©‡bkb I †hvMv‡hvM evov‡Z n‡e| cÖwKDi‡g›UGi e¨vcv‡i
Avgv‡`i we‡klfv‡e j¶¨ ivL‡Z n‡e Zv bv n‡j Drcv`b RwbZ mgm¨vi mgvavb n‡ebv|
ZvwiLt 23.10.05 I 21.10.05)
‡Kvb AW©v‡ii ‡cÖvWvKkb Gi e¨cv‡i cybv© ½ dvBj _vK‡Z n‡e I evqvi KZ©„K GcÖæf mKj m¨v¤új gRy` _vK‡Z n‡e evqviMb †Kvb m¨v¤új
Aby‡gv`b Kivi c~‡e© ‡h mvBW K‡g›U ‡`b Zv gvK©vi Kjg w`‡q m¨v¤ú‡ji Mv‡q nvBjvBU Ki‡Z n‡e, d‡j fyyj nevi m¤v¢ebv K‡g hvq I evqv‡ii
wb‡`©kbv mgyn 100% cyib Kiv hvq, dvB‡j g‡a¨ wUªgKvW© Aek¨B _vK‡Z n‡e hv gv‡P©ÛvBRvi KZ…©K Aby‡gvw`Z n‡Z n‡e| Mv‡g©›Um †Uó wi‡cvU©
Aek¨B Abymib Ki‡Z n‡e|

mvgwóK e¨q e„w×t

 Drcv`b e„w× K‡i I wi‡R± Kwg‡q G‡·m wkc‡g›U cÖ`v‡bi gva¨‡g ewa©Z e¨q wbe©v‡ni e¨e¯’v Ki‡Z n‡e|
 d¨v±ix e¨e¯’vcK‡`i Zvnv‡`i d¨v±ix¯’ mKj ÎæwUhy³ ‡gwkb mg~‡ni `ªæZ †givgZ wbR `vwq‡Z¡ m¤úbœ Kivi civgk© cª`vb K‡ib| †eë,
c¨v‡bj †evW© ev †ivUvix ûK mn Ab¨ †Kvb cvU©‡mi Kvi‡b A‡K‡Rv †gwkb mg~n `ªæZ †givgZ wbwðZ Ki‡Z D³ cvU©m mg~‡ni wiKzBwRkb
cvk K†i kxNÖ †givgZ wbwðZ Kivi civgk© cÖ`vb K‡ib |
 LyPiv hš¿vsk I †gwkb cvU©m& Gi †¶‡Î Kj wi‡cvU© wm‡óg Pvjy Ki‡Z n‡e Ges Lvivc †KvqvwjwUi cvU©m& mvcøvB †`qv n‡j Zv `ªæZ †diZ
w`‡Z n‡e| g~j¨evb hš¿vsk mg~n cÖ‡qvR‡b mivmwi Gj wmÕ i gva¨‡g Bg‡cvU© Ki‡Z n‡e|
Programble Machine mg~n Supplier Gi †jvK G‡b mKj d¨v±ix‡Z cÖwk¶‡bi e¨e¯’v wb‡Z n‡e| Gfv‡e d¨v±ix¯’ †gKvwbK‡`i cÖwk¶b
w`‡q Programble Machine mg~n e¨envi K‡i Avgiv jvfevb n‡Z cvwi| G‡Kev‡i bó †gwkb mg~n ch©vqµ‡g mwi‡q wb‡q evwK me †gwkb
‡givgZ Ki‡Z n‡e|
m¨v¤új I mvBR †mU cÖ¯‘Z Kib I evqvim& Awd‡m †cÖib / wkc‡g›Ut
1. cÖw·wgwU wi‡cvU© Abyhvqx †gvU Dcw¯’wZi mv‡_ wdwRK¨vj Dcw¯’wZ mKv‡j I bvBU wk‡Þ wbqwgZ †PK Ki‡Z n‡e|
2. †kl gyû‡Z© wUªgm/G‡·mwiR kU© wi‡cvU© bv K‡i AšÍZ 2/3 mßvn cy‡e© wi‡cvU© Ki‡Z n‡e| 5% kU© wkc‡g›U n‡j wmGg Gi 25% cÖK„Z
jm nq ZvB mKj d¨v±ix †nW‡K 1% G‡·m wkc‡g›U w`‡Z civgk© †`qv nq|
[Link]‡K cÖv_wgK wkc‡g›U ‡W‡Ui g‡a¨B gvj wkc‡g›U Ki‡Z ejv nq| wbw`©ó mg‡qi g‡a¨ Drcv`b m¤úbœ bv nIqvi m¤¢ebv _vK‡j
AšÍZt 20 w`b Av‡M Zv Rvbv‡eb wKsev Ab¨ d¨v±ixi †ní wb‡eb, `iKvi n‡j mve-K›Uªv± w`‡eb wKš‘ Gqvi n‡Z †`qv hv‡ebv|
4. kU© wkc‡g›U GKwU Ab¨Zg mgm¨v, †Kvb AW©v‡i gvÎ 3% kU© wkc‡g›U n‡j H AW©v‡i ‡Kvb jvf _v‡Kbv| M¨vc I IqvjgvU© (KvbvWv)
Gi AW©vi mgyn evqvi‡K dvBbvj B݇cKkb Gi Rb¨ Advi Kivi c~‡e© wbR¯^ B݇cKkb wUg Øviv m¤ú~b© †PwKs Ki‡Z n‡e|

‡÷vi Gi Pvwe msµvšÍ

wcwRAvB/wm GBP I/GBP AviGg/II/06 Zvs:14.05.06
KviLvbvi wewfbœ †óv‡ii Pvwe †jevi‡`i nv‡Z †`qvi d‡j Zv‡`i g‡a¨ AmvayZv Aej¤^‡bi my‡hvM m„wó n‡q‡Q| hvnv †Kvb Ae¯’v‡ZB
¶gvi †hvM¨ b‡n| †óvi g¨v‡bRvi/Awdmvi/BbPvR© ¯^qs †jevi mv‡_ wb‡q †óvi G gvjvgvj †óvwis Bm¨y/weZib Kwi‡eb| Bnvi
e¨vwZµg n‡j mswkøó `vwqZ¡ cÖvß †óvi g¨v‡bRvi/Awdmvi/BbPvR©MY `vqx _vwK‡eb|

g¨v‡Uwiqvj wWm‡cvRvj msµvšÍ

wcwRAvB/wm GBP I/Iwm/GjwcwW/2006 Zvs:05.02.06
cjgj MÖæ‡ci Aaxb¯Í mKj KviLvbv mgy‡n myZv e¨env‡ii ci Dnvi Lvwj eweb, jyR myZv I BbU¨v± myZv GKwÎZ K‡i †m›Uªvj †óvi
Gi wRGg eivei cvVv‡Z n‡e| GLv‡b D‡jøL¨ †h, cÖ‡Z¨KwU óvBj Gi Rb¨ mswkøó KviLvbv KZ †KvY myZv MÖnb K‡i‡Qb Zvnv mswkøó
óvB‡ji Drcv`b †k‡l KZ¸wj Lvwj eweb †diZ w`qv‡Qb Zvnv h_vh_fv‡e †PK Kiv n‡e| mKj KviLvbvi †óvi g¨v‡bRviMb Lvwj

Induction Booklet Developed by T&OD Department. Page 76

eweb †diZ w`‡q‡Qb Zvnv h_vh_fv‡e †PK K‡i n‡e| mKj KviLvbvi †óvi g¨v‡bRviMY Lvwj eweb¸‡jv cvVv‡bvi e¨vcv‡i `vqe×
_vK‡e, cvVv‡bv wbwðZ Ki‡e I G wel‡q g¨v‡bR‡g›U‡K mg¯Í wi‡cvU© `vwLj Ki‡e|
‡d«ewiK I GK‡m‡mvwim KbRv¤úkb msµvšÍ
Zvs:19.10.04
AW©vi ïiæ Kivi c~„‡e© †dweªK I G‡·mwiR KbRv¤úkb Gi e¨vcv‡i wbæwjwLZ wb‡`©k ¸wj †g‡b Pj‡ebt
AW©vi ïiæ Kivi c~„‡e© †dweªK I G‡·mwiR ‡Kv_v n‡Z Avm‡e Zvnv †m›Uªvj †MvWvDb‡i †óvi g¨v‡bRvi ev mswkøó óvd Gi wbKU n‡Z
†R‡b wb‡eb| †m›Uªvj †MvWvDb n‡Z †Kvb mgvavb w`‡Z bv cvwi‡j ZLbB †nW Awd‡m †hvMv‡hvM Kwi‡eb| ‡h †Kvb Mv‡g©›Um Gi
†cÖvWvKkb ïiæ Kivi c~‡e© Zvi †dweªK I G‡·mwiR KbRv¤úkb †nW Awd‡mi mswkøó gv‡P©ÛvBRvi I c¨vUvb© gvóvi n‡Z wjwLZfv‡e
Aek¨B Aby‡gv`b K‡i wb‡eb| cÖ_‡gB wkc‡g‡›Ui cwigv‡bi Abycv‡Z 01 n‡Z 300 wc‡mi GKwU †QvU KvwUs w`‡eb| G mgq †Kvb
mgm¨v j¶¨ Ki‡j Zvnv †nW Awdm I evwqs Awd‡mi mv‡_ Av‡jvPbv K‡i mgvavb Ki‡Z n‡e| cÖwZ AW©v‡ii ‡cÖvWvKkb Kivi wVK
gvSvgvwS mg‡q Avcbvi †óvi Awdmvi‡K w`qv Avcbvi KbRv¤úkb Abyhvqx KvwUs I ‡cÖvWvKkb wVK Av‡Q wKbv Zv wbwðZ Ki‡eb|
‡Kvb d¨v±ix hw` Aby‡gv`‡bi AwZwi³ KbRv¤úkb G gvj Kv‡Ub Ges AW©vi Abyhvqx †cÖvWvKkb kU© nq Zvnv n‡j Gi Rb¨ d¨v±ix
wRGg/ wWwRGg/Gd Gg/ wcGg m¤úyb© `vqx _vK‡eb|

g¨v‡Uwiqvj wWmc¨vm msµvšÍ

d¨v±ix‡Z †Z Pvjvb/ †MU cvm Aby‡gv`b Kivi wbqgvejxt
d¨v±ix‡Z †h †Kvb ai‡bi gvjvgvj evB‡i cvVv‡Z n‡j wRGg/GdGg I wcGg KZ©„K ¯^v¶iK…Z cÖv_wgK AbywgZ cÎ w`‡Z n‡e|
cÖv_wgK AbygwZ c‡Îi wfwˇZ †óvi g¨v‡bRvi/†óvi Awdmvi Pvjvb ev †MU cvm wjL‡e Ges Pvjv‡bi bv¤^vi cÖv_wgK AbygwZ c‡Îi
Dci wj‡L ivL‡e| G‡Z wRGg/GdGg I wcGg ïiy‡ZB eyS‡Z cvi‡e wKwK gvjvgvj †jvwWs Ki‡Z n‡e Ges Zv‡`i Dcw¯’wZ Qvov
gvj I Mvox †M‡Ui evwn‡i hv‡ebv|
GWwgb g¨v‡bRvi KZ…©K g‡bvbxZ †óvi wWcvU©‡g›U e¨vwZZ Ab¨ wWcvU©‡g›U n‡Z GKRb óvd I wmwKDwiwU cÖwZwbwa‡`i cÖZ¨¶
Dcw¯’wZ‡Z LvZvq Gw›Uª K‡i Mvwo‡Z gvjvgvj †jvwWs Ki‡Z n‡e Ges Zv‡`i Dcw¯’wZ Qvov gvj I Mvox †M‡Ui evwn‡i hv‡ebv| †óvi
g¨v‡bRvi ev Awdmvi Pvjvb ev †MU cvm ¯^v¶i Kivi ci wmwKDwiwU Zvi LvZvq Gw›Uª Kiv cwigv‡bi mv‡_ Pvjv‡bi cwigvb wgjv‡q
†`L‡e I cwigvb mwVK n‡j wmwKDwiwU Pvjvb ev †MU cv‡mi Kwc‡Z ¯^v¶i Ki‡e|
wRGg/GdGg I wcGg Gi dvBbvj GcÖæfvj †bqvi c~‡e© Aek¨B GWwgb ev Kgcøv‡qÝ g¨v‡bRvi ¯^v¶i Ki‡e| wmwKDwiwU hZ¸wj
Pvjvb/ †MU cvm Gi gva¨‡g gvjvgvj Avmv hvIqv Kwi‡e Zv avivevwnKfv‡e ¸Wm BbKvwgs I AvDU‡Mvwqs †iwRóv‡i Gw›Uª Ki‡e I
GB †iwRóvi ˆ`wbK wfwˇZ †`†L GWwgb g¨v‡bRvi ¯^v¶i Ki‡e †hLv‡b GWwgb g¨v‡bRvi bvB †mLv‡b wRGg/ GdGg ev wcGg
¯^v¶i Ki‡Z n‡e |

Kgcøv‡qÝ GÛ cÖwKDi‡g›U msµvšÍ t

Zvs:13.01.05
eo eo Mv‡g©›Um Gi AW©vi d¨v±ix‡Z Pvjy nIqvi cy‡e©B 50% m¨yBs myZvi eywKs w`‡Z n‡e| evKx 50% myZv Mv‡g©›Um ‡cÖvWvKkb
Avi¤¢ nIqvi 2/3 w`‡bi g‡a¨ myZvi cÖK…Z wnmve Kgvwk©qvj Gw·wKDwUf Gi wbKU wjwLZfv‡e Rvbv‡eb| hv‡Z mgqgZ eywKs †`qv
nq I myZv cÖwKDi‡g›U Kiv hvq| d¨v±ix †Rbv‡ij g¨v‡bRvi/ †WcywU †Rbv‡ij g¨v‡bRvi/ d¨v±ix g¨v‡bRvi/ †cÖvWvKkb g¨v‡bRvi
mswkøó d¨v±ixi †óvi Awdmvi/†óvi BbPvR© MY‡K m¨yBs myZvi e¨env‡i D‡jøwLZ mg‡qi g‡a¨ cÖ‡qvRbxq e¨e¯’v MÖn‡bi wb‡`©k ‡`qv
†Mj| GLv‡b D‡jøL¨ Mv‡g©‡›U‡mi Gi AW©vi †kl nIqvi ci †Kvb †Kvb óvBj Gi myZv Kg/ †ekx n‡”Q, ZvB eo eo AW©vi Abyhvqx
Zv Mv‡g©›Um †cÖvWvKkb Pvjy nIqvi 2/3 w`‡bi g‡a¨ myZvi cÖK…Z wnmve Rvbv hv‡e|
Zvs:17.04.06
†nW Awdm GWwgb I Kgcøv‡qÝ wefv‡Mi Aby‡gv`b e¨ZxZ d¨v±ixi GWwgb I Kgcøv‡qÝ AwdmviMb‡K †Kvb cÖKvi kU© wjf, wjf
bv †`qvi wb‡`©k †`qv nj|

Induction Booklet Developed by T&OD Department. Page 77

 Zvs:03.02.05
†Kvb kªwg‡Ki eqm 18 eQ‡ii bx‡P wKsev Wv³vi KZ…K © 18 eQi wbiæcb Kiv n‡q‡Q wKš‘ †`L‡Z eqm LyeB Aí g‡b nq G ai‡bi
†Kvb kªwgK d¨v±ix‡Z wb‡qvM †`qv hv‡e bv| hw` G ai‡bi †Kvb kªwgK d¨v±ix‡Z wb‡qvM †`qv nq I Gi Kvi‡b hw` evqvi d¨v±ix
†dj Kivb Zvn‡j Gi `vq `vwqZ¡ Avcbv`‡i‡K enb Ki‡Z n‡e| d¨v±ix GWwgb I Kgcøv‡qÝ AwdmviMb Zv K‡Vvifv‡e †PK Ki‡eb
e¨wZµg n‡j Zvr¶wbK e¨e¯’v wb‡eb|
Zvs: 03.02.05
d¨v±ix‡Z †Kvb kªgxK kvixwiKfv‡e Amy¯’ (R¡i) _vwK‡j Wv³vi/c¨viv‡gwWKm& KZ…K
© wjwLZfv‡e Amy¯Z
’ v cÖgvwbZ nIqv m‡Ë¡I H
kªwgK‡K w`‡q KvR Kiv‡bv nq hvnv †Kvbµ‡gB MÖnb‡hvM¨ b‡n| ZvB Amy¯’RvbZ Kvi‡b Wv³vi ev c¨viv‡gwWKm& wekªv‡gi civgk©
w`‡j Zv‡K Hw`‡bi QywU w`‡Z n‡e|
Zvs:20.09.01
18 eQ‡ii bx‡P †Kvb kªwgK†K ïay Wv³vix mvwU©wd‡KU ev we‡qi mvwU©wd‡KU w`qvB †Kn ˆea Kivi †Póv Kwi‡ebbv| hw` †Kvb
d¨v±ix‡Z PvBì †jevi cvIqv hvq Zvnv n‡j g‡b Kiv n‡e g¨v‡bRviMb mwVKfv‡e †d¬vi cwi`k©b Kwi‡Z‡Qb bv| Ge¨vcv‡i †Kvb
ÎæwU aiv co‡j mswkøó wRGg/GdGg/wcGg `vqx _vK‡eb|
Zvs:13.01.05
cÖwZgv‡mi cÖ_g mßv‡ni g‡a¨ Mv‡g©›Um Gi AW©vi n‡Z DØ„Ë myZv Ae¨eüZ I e¨eüZ myZvi †KvY Avjv`v fv‡e Pvjvb K‡i cjgj
†m›Uªvj †MvWvD‡b cvVv‡eb| gv‡mi 15 Zvwi‡Li g‡a¨ †m›Uªvj †MvWvD‡bi wWwRGg †Kvb d¨v±ix n‡Z KZ †KvY myZv ‡c‡q‡Qb Zvi
GKwU cÖwZ‡e`b WvB‡i±i I wmII eivei cvVv†eb I †iK‡W©i cÖ‡qvR‡b g¨v‡bRvi GWwgb I Kgcøv‡q݆K GKwU Kwc †`‡eb|

wcwRAvB/wmGBPI /‡gB›U/Awm—02/2008
Zvs: 15.04.08
Mvwo Pvjv‡bvi mgq AmZKZ©vi Kvi‡b wewfbœ ai‡bi `yN©Ubv (†W›U n‡q hvIqv, Mvwo‡Z AvPo jvMv, Møvm, BwÛ‡KUi †f‡½
hvIqv) N‡U d‡j Mvwo ¶wZMÖ¯’ nq Ges †Kv¤úvbx Avw_©K ¶wZi m¤§ywLb n‡”Q| ZvQvov A‡bK mgq g~j¨evb Rxe‡bi ¶wZ
n‡”Q| ZvB mKj WªvBfvi‡`i‡K AwaKZi mZK©Zv I UªvwdK AvBb †g‡b Mvox Pvjv‡bvi wb‡`©k †`qv nj| †Kvb `yN©Ubv
NU‡j Ges Z`‡šÍ WªvBfvi †`vlx cÖgvwYZ n‡j Zvi weiæ‡× h_vh_ AvBbvbyM e¨e¯’v MÖnY Kiv n‡e| D‡jøL¨ hviv Mvox e¨envi
K‡ib ZvivI WªvBfvi‡`i‡K Z`viKx Ki‡eb, `yN©Ubv cieZ©x Z`‡šÍ `yN©Ubvi Kvib AbymÜv‡b Zv‡`i gšÍe¨ Ges ch©‡e¶‡Yi
weeib MÖnY K‡i e¨e¯’v †bIqv n‡e|

†óvi msµvšÍ wgwUs gvBbyUm mgyn

g¨‡bRvim& wgwUs
ZvwiL 09.11.06 I 11.11.06
‡Kv¤úvwbi Ifvi jK, d¬vUjK I evi‡UK †gwk‡bi gZ `vwg †gwk‡bi †gBb‡Ub¨v‡Ýi A`¶Zv I Ae¨e¯’vcbvq `yi Kivi †¶‡Î †Kvb
cÖKv‡ii Ae¨e¯’vcbv A_ev MvdjwZ n‡j mswkøó e¨e¯’vcK I Kg©Pvix‡K `vqx _vK‡eb|

wcwRAvB/ wmGBPI /GBP AviGg/ wmAvBAvi/88

Zvs: 22.05.08
†h‡nZz cjgj MÖæ‡ci mKj d¨v±ixi KvwUs/wdwbwks †mKk‡b GKB cwigvb Kv‡Ri Pvc _v‡Kbv ZvB GLb †_‡K d¨v±ix cÖavbMY
K‡c©v‡iU †nW Awd‡mi mswkøó KZ©„c‡¶i Aby‡gv`b mv‡c‡¶ Ab¨ d¨v±ixi Drcv`b hv‡Z e¨vnZ bv nq †mw`‡K `„wó †i‡L GK
d¨v±ixi Rb¨ cÖ‡qvRbxq KvwUs/wdwbwks Ab¨ d¨v±ix †_‡K Kiv‡Z cvi‡eb|

Induction Booklet Developed by T&OD Department. Page 78

 ‡KvqvwjwU msµvšÍ gvBbyUm mgyn
g¨‡bRvim& wgwUs
ZvwiL 09.11.06 I 11.11.06
LiP wbqš¿b I †KvqvwjwU GwmI‡iÝ m¤ú‡K© e‡jb KviLvbv e¨e¯’vcbvi MvwdjwZ I Z`viKxi Afv‡e gvbm¤§Z †cvkvK cÖ¯‘Z bv
nIqvq A‡bK mgq gvjvgvj wi‡PK c‡o I cieZ©x‡Z wi‡PK Ki‡Z wkc‡g‡›Ui wbw`©ó ZvwiL cvi n‡q hvq Zv c‡i Gqvi wkc‡g›U
nq, hvnvi LiP 10 ¸b †ekx| wZwb mKj KviLvbv cÖavb‡K KviLvbvi mvwe©K e¨e¯’vcbvi cÖwZ `„wó †`qvi Rb¨ I LiP wbqš¿†bi
e¨cv‡i K‡Vvifv‡e wb‡`©k †`b|
g¨v‡bRvi&m wgwUs
ZvwiL 29.04.06 I 03.05.06
wi‡PK I wbgœgv‡bi †cvlvK Drcv`‡bi welqwU AwaKZi ¸iæZ¡ mnKv‡i †`Lvi Rb¨ e‡jb| c~‡e©i Zzjbvq KviLvbv ¸‡jv‡Z `¶ I
AwfÁ Kg©KZ©v I A‡bK Rbej e„w× Kiv n‡q‡Q Gi D‡Ïk¨ nj smooth & quality production wbwðZ Kiv|

19/ 26.11.05
KviLvbv‡Z †KvqvwjwU wbwðZ Kivi Rb¨ wbæwjwLZ welq mgyn mZ©KZvi mv‡_ cvjb I ev¯Íevq‡bi civgk© †`b:
1. wcI wmU †`‡L KvwUs AW©vi †`qv
2. mwVK KbRv¤úkb I cwic~b© KvwUs AW©v‡ii gva¨‡g †Kvb ÷vB‡ji gvjvgvj KvUv
3. KviLvbv e¨e¯’vcK I KvwUs BbPv‡R©i g‡a¨ Kv‡Ri mgš^q _vKv
4. KvwUs AW©v‡ii Avc‡WU dvBj msi¶b Kiv
5. mgm¨v wPwýZ K‡i Zvnv mswkøó e¨w³‡`i mv‡_ Av‡jvPbv Kiv|

 AW©v‡ii KvwUs G hvIqvi Av‡M Aek¨B GcÖæfW KvwUs AW©vi _vK‡Z n‡e, G AW©vi KviLvbvi e¨e¯’vcK ev Drcv`b e¨e¯’vc‡Ki
KvQ †_‡K †h‡Z cv‡i|
 Avgv‡`i g‡a¨ my`yi cÖmvwi †Kvb cøvwbs bvB Avgiv wew”Qbœfv‡e KvR KiwQ, Avgv‡`i wewfbœ wefvM mgy‡n `¶ †jvK Av‡Q Avgv‡`i
GLb `iKvi c×wZi ev¯Íevqb| †cÖvWvKkb hv‡Z mvdvi bv K‡i ‡mRb¨ Avgv‡`i wc wc wgwUsG Dcw¯’Z _vKv evÂbxq|
 wcI wmU Aek¨B KvwUs gvóvi Gi wbKU _vwK‡e I †iwkI Abyhwqx gvjvgvj KvwUs Kivi civgk© †`b| †Kvb AW©v‡i †Kvb Kvjvi
KvUv n‡e Zvnvi mswkøó KviLvbvi Drcv`b e¨e¯’vcK, KviLvbv e¨e¯’vcK GcÖæf ¯^v¶i Kwi‡eb| mKj‡K wbæwjwLZ welq
mgy‡ni Dci we‡klfv‡e g‡bv‡hvM †`qvi civgk© †`bt
o wUg wewìs I †W‡fjc‡g›U
o IqvK©vi cvidi‡gÝ G‡mm‡g›U
o jvBb †mU Avc
o wjWviwkc
o ‡KvwW©‡bkb
o A_wiwU †Wwj‡Mkb
o Ggc­qx gyj¨vq‡bi †MÖwWs wm‡óg
o wm‡óg †W‡fjc‡g›U

 Awd‡m cvwievwiK KvR bv K‡i `¶Zv e„w×i civgk© †`qv nq| Kv‡R K‡g© `ªæZ cwic¶Zv AR©b Ki‡Z cvi‡j I h_vh_fv‡e
KvR Ki‡j Avcwb Avcbvi Kg©Rxe‡b Rqjvf Ki‡Z cvi‡eb|
 AÎ MÖæ‡c †Kwiqvi †W‡fjc†g›U Gi wel‡q wb‡æv³ welq¸‡ivi cÖwZ †Lqvj ivLv DwPZ
o cjg‡ji wbqgKvbyb Abymib Ki‡Z n‡e
o mwVKfv‡e Awdm WKz‡g›U msi¶b Ki‡Z n‡e
o ‡mjd& gwU‡f‡UW n‡Z n‡e
o Awd‡mi Kv‡Ri mgq mبenvi Ki‡Z n‡e
o AjmZv cwinvi K‡i wbôvi mv‡_ KvR Ki‡Z n‡e
Compliance is the gate keeper of the business ZvB K¤ú­v‡qÝ Abyhvqx KvR Ki‡Z n‡e, evqv‡ii Kv‡Q K¤ú­v‡qÝ
AZ¨šÍ ¸iæZ¡c~b©, KvDwÝjiMb‡`i Kgcøv‡q‡Ýi Dci ¸iæZ¡ w`‡q KvDwÝwjs Ki‡Z n‡e|

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 ‡KvqvwjwU G¨vwmI‡iÝ wgwUs
ZvwiLt 18.03.06

Rbve mv¾v`yj Kwig, WvB‡i±i G¨vÛ wmII wb¤œ wjwLZ welq wb‡q Av‡jvPbv K‡ibt
 KviLvbv mgy‡n wKD G †jv‡Ki mv‡_ wc Gg, Gd Gg, wWwRGg Ges wRGg †`i mwVK I Kvh©Ki mgš^qnxbZvi Afv‡e
Mv‡g©‡›U‡mi †KvqvwjwU Lvivc n‡”Q| AvaywbKZvi DrKl©Zvi G hy‡MI Avgv‡`i †KvqvwjwU g¨v‡bRviMb MZvbyMwZK wPšÍvavivq
e¨e¯’vcbv Pvjv‡”Qb d‡j Zviv cÖwZ‡hvMxZvq wcwQ‡q co‡Qb| Dcw¯’Z mKj‡K Zv‡`i cyivZb a¨vb avibv†K cvwë‡q AvaywbK
e¨e¯’vcbv wbwðZ Kivi civgk© †`b|
 ‡ekxifvM wKDG g¨v‡bRvi/BbPvR©‡`i †KvqvwjwUi mvaviY I †gŠwjK welq¸‡jvi Dci mwVK avibv, m‡PZbZv I g‡bv‡hvM
bvB| †KvqvwjwU wbwðZ Kivi Rb¨ d¨v±wi‡Z `¶ kªwgK I `¶ †KvqvwjwU K‡›Uªvjvi ˆZix, cÖ‡ qvRbxq †gwkb i¶bv‡e¶b
wbwðZKib, mwVK wi‡cvwU©s wm‡óg, †cÖvWvKkb I †KvqvwjwU †jvK‡`i mgš^q, wbqwgZ wi‡cvU©¸‡jv †`Lv I d‡jvAvc Kiv Ges
wbqwgZ wdwbwks †mKkbG KvU©ybK…Z gv‡ji AwWU Kivi e¨vcv‡i KviI †Kvb g‡bv‡hvM bvB AZGe wZwb Ge¨vcv‡i mKj‡K
ûwkqvwi K‡i w`‡q mKj‡K wbæwjwLZ welq¸‡jv wbwðZ Kivi wb‡`©k †`b t

1. ‡Kvb AW©vi jvB‡b XyKvi Kgc‡¶ 3 w`b Av‡M AW©viwU m¤ú‡K© g¨v‡bRvi n‡Z cÖ‡qvRbxq Z_¨ wb‡q Kibxq m¤ú‡K© gvbwmK
cÖ¯‘wZ wb‡eb|
2. Kgc‡¶ wZb w`b Av‡M †dweªK I G‡·mwiR †MvWvDb n‡Z MÖnb K‡i Ges Zvnv †PK K‡i †KvqvwjwU wbwðZ Kwi‡eb|
3. ‡nW Awdm n‡Z KbRv¤úkb wbwðZ Ki‡Z n‡e|
4. ‡QvU GKwU KvwUs w`‡q mswk­ó mKj‡K wb‡q cybivq †KvqvwjwU wbwðZ Ki‡Z n‡e|
5. g¨v‡bRvi I mycvifvBRvi‡K wb‡h mwVK †gwkb †j-AvDU w`‡Z n‡e I mvBR‡mU ˆZix K‡i evqv‡ii Aby‡gv`b wb‡q mswkøó
g¨v‡bRvi, mycvifvBRvi I †KvqvwjwU K‡›Uªvjvi‡`i‡K wK wK †KvqvwjwU wbwðZ Ki‡Z n‡e †m m¤§‡Ü mevB‡K avibv w`‡Z n‡e|
6. mvBR‡mU evqv‡ii wbKU cvVvBevi c~‡e© †cÖvWvKkb g¨v‡bRvi‡K m‡½ wb‡q Zvnv †PK K‡i evqv‡ii wbKU cvVv‡Z n‡e, G KvRwU
Ab¨ KvD‡K w`‡q Kiv‡bv hv‡ebv|
7. ‡QvU GKwU KvwUs w`‡q mswkøó mKj‡K wb‡q cybivq †KvqvwjwU wbwðZ Ki‡Z n‡e|
8. cÖv_wgK KvwUs Gi gvjwU jvB‡b PjvKvjxb cÖwZwU Acv‡ik‡b mwVK Acv‡iUi I mwVK †gwkb mieivn wbwðZ Ki‡Z n‡e|
9. KwVb Acv‡ikb ¸wj‡Z wbweofv‡e Z`viwK Ki‡Z n‡e cÖ‡qvR‡b wU‡gi ms‡M Av‡jvPbv I †hvMv‡hvM Ki‡Z n‡e `iKvi n‡j
jvBbPxd I wc Gg Gi wbKU cÖ‡qvRb mn‡hvMxZv wb‡Z n‡e|
10. ‡KvqvwjwU K‡›Uªvjv‡`i wi‡cvU©¸wj wbqwgZ †`Lv I Zv‡Z ¯^v¶i Kiv I wi‡cvU© Abyhvqx h_vh_ e¨e¯’v †bqv|
11. wdwbwks G †KvqvwjwU GKBfv‡e wbwðZ Ki‡Z n‡e|
12. cwjK…Z gvj I ˆ`wbK wfwˇZ KvU©ybK…Z gvj wb‡R ev `¶ †KvqvwjwU K‡›Uªvjvi Øviv AwWU K‡i †mB KvU©yb¸wj‡K bv¤^vwis K‡i
¯^v¶iK‡i Dnv wmj Ki‡Z n‡e hv‡Z wkcg¨v›U Gi w`b mg¯Í gvjvgvj †Kvb Kvi‡b wi‡PK bv c‡o|
13. AW©v‡ii cÖv_wgK Ae¯’v n‡Z †Kvb Kvi‡b g‡b nq ‡h, mwVK †KvqvwjwU wbqš¿b n‡”Q bv Zvn‡j wi‡cv‡U© Zvnv Aek¨B wjwLZfv‡e
D‡jøLc~e©K †cvÖWvKkb g¨v‡bRvi/ wRGg/ wWwfkbvj gv‡m©ÛvBwRs g¨v‡bRvi ev cÖ‡qvR‡b WvB‡i±i I wmII GgbwK GgwW
mv‡n‡ei ÁvZv‡_© Rvbv‡Z n‡e, Bnvi Ab¨_v hv‡Z bv nq|
 ‡cvlv‡Ki †KvqvwjwU DbœZ Kwi‡Z n‡j KviLvbvi wKD G †`i †Uªwbs w`‡Z n‡e|
 †nW Awdm wKD G †`i Kv‡Ri Reve w`wnZv wbwðZ Ki‡Z n‡e| †KvqvwjwU wbægv‡bi nIqvi wcQ‡b nW Awdm wKD G †`i
MvwdjwZ me‡P‡q †ekx, mKj‡K mZK© Kiv nq ejv nq AvMvgx‡Z GB ai‡bi MvwdjwZ mn¨ Kiv n‡e bv
 ‡nW Awdm wKD G Mb KviLvbvq wM‡q MZvbyMwZK †QvU ‡QvU `yB/GKwU mgm¨v wb‡q GKLvbv `vqmviv †Mv‡Qi wi‡cvU© cÖ`vb
K‡ib, Zviv mgm¨vi Mfx‡i hvbbv ïay †gŠwLKfv‡e mswkøó gv‡m©ÛvBRvi‡K Rvwb‡q ¶všÍ nb|
 KviLvbv wKD wm M‡bi mwnZ †nW Awdm wKD G †`i wgwUs K‡i Zv‡`i‡K Zv‡`i `vwqZ¡ m¤ú‡K© m‡PZb Kivi Rb¨ wR Gg-
wKD G †K wb‡`©k †`qv nq I wgwUs Gi wm×všÍ mgyn A¶‡i A¶‡i cvjb Kivi wb‡`©k †`qv nq|

Induction Booklet Developed by T&OD Department. Page 80

 ‡KvqvwjwU GwmI‡iÝ wgwUs
ZvwiLt 16.07.05 I 31.07.05)

Rbve mv¾v`yj Kwig, WvB‡i±i G¨vÛ wmII wbgœwjwLZ welq wb‡q Av‡jvPbv K‡ibt
 mKj‡¶‡Î myôfv‡e I c×wZMZfv‡e Kvh© m¤úv`‡bi Rb¨ mwVK cwiKíbv, †KvwW©‡bkb, Kgywb‡Kkb, †gvwU‡fkb I wUg
g¨v‡bR‡g›U Gi ¸iæZ¡ I cÖ‡qvRbxqZv m¤ú‡K© mKj‡K e¨vcK avibv †`b| mKj †¶‡Î mwVK e¨e¯’vcbvi †Kvb weKí bvB|
c×wZMZ e¨e¯’vcbvB m‡ev©”P †cÖvWvKkb Gi gyj PvweKvwV|
 Awdm n‡Z wewfbœ mg‡q RvwiK„Z †cÖvWvKkb g¨v‡bR‡g›U m¤úwK©Z Awdm Av‡`k mgyn d‡jvAvc I mwVK ev¯Íevq‡bi Rb¨
mKj‡K wb‡`©k ‡`qv nq| evqvi KZ©„K wi‡R± gvjvgvj mgyn mwVKfv‡e h_v¯’v‡b msi¶b I wnmve ivLvi e¨vcv‡i AwaKZi ¸iæZ¡
cÖ`vb Kiv nq| ˆZixK…Z gvjvgv‡ji gvb Dbœq‡b mZK© `„wó ivLvi Rb¨ mKj‡K K‡Vvifv‡e wb‡`©k †`qv nq|

Rbve gywbi, WvB‡i±i-wKD G wbgœwjwLZ welq wb‡q Av‡jvPbv K‡ibt

 KvwUs n‡Z wdwbwks ch©šÍ gvjvgv‡ji mvBR Abyhvqx mwVK cÖ‡mm Abymib K‡i Dnvi wnmve wKfv‡e msi¶b Kiv hvq Zv eb©bv
Kiv nq| KviLvbv mgy‡n GB mKj cÖ‡mm Kvh©Ki bv Kivi Rb¨ mswkøó mKj‡K `vqx Kiv nq|
 msKUgq mgm¨vq `ªæZ †hvMv‡hvM I †Kvb ¸iæZ¡c~b© msev` mwVK mg‡q cÖ`vb KivUv AZ¨šÍ Riæix I G‡Z mgm¨vwU eo AvKvi
avib Kivi Av‡MB `ªæZ mgvav‡bi e¨e¯’v †bqv hv‡e I †Kv¤úvbx e¨vcK Avw_©K ¶wZi m¤§yLxb n‡Z i¶v cv‡e|
 KviLvbvi wKD wm m¤úwK©Z mKj Z_¨ cÖwZw`b †nW Awd‡m `vwLj Kivi Rb¨ mKj‡K civgk© ‡`qv nq| Drcvw`Z c‡b¨i gvb
m¤úwK©Z hveZxq mgm¨vi e¨vcv‡i cÖ_‡g mswkøó KviLvbvi cÖavb-Gi mv‡_ Av‡jvPbv Ki‡Z n‡e| cÖavb Kvh©vj‡q Rvbv‡bvi c~‡e©
Zviv wb‡Riv Av‡M †mB mgm¨v m¤ú‡K© fvjfv‡e Rvb‡eb Zvici WvB‡i±i-wKD G †K Rvbv‡eb, †Kvb gv‡ji Kgc‡¶ 10%-
15% †PK K‡i Avi †Kvb wb¤œ †KvqvwjwUi gvj mswkøó wkcg¨v‡›U bvB G g‡g© wbwðZ n‡Z n‡e|
†Kvb Kvco †avqvi c‡i KZUzKz K‡g, Kvco †mjvB Kivi c~‡e© Zvnv †avqvi cÖ‡qvRb Av‡Q wKbv †mB m¤ú‡K© AZ¨šÍ Zx¶è `„wó ivLvi
Rb¨ e‡jb| †Kvb d¨v±ix‡Z hw` †KvqvwjwU ev kU© wkc‡g›U RwbZ mgm¨v nq G e¨vcv‡i †KvqvwjwU K‡›Uªvjv‡ii †PwKs I wi‡cv‡U©
`ye©jZv I wbw¯‹ªqZv cwijw¶Z n‡j Zvi weiæ‡× K‡Vvi e¨e¯’v †bqv n‡e|

‡KvqvwjwU GwmI‡iÝ wgwUs

ZvwiLt 23.10.05 I 21.10.05

Rbve mv¾v`yj Kwig, WvB‡i±i G¨vÛ wmII wb¤œ wjwLZ welq wb‡q Av‡jvPbv K‡ibt
‡nW Awdm wKD wm I KviLvbv wKDwm†`i I KviLvbv wKDwm†`i g‡a¨ Kv‡Ri mgš^qnxbZv I †hvMv‡hv‡Mi Afv‡ei Kvi‡b I
AmZK©Zvi `iæb evqviM‡bi Pvwn`v gvwdK gvb m¤§Z †cvlvK Drcv`b bv nIqvq gvjvgvj evievi wi‡PK nq| G‡Z †Kv¤úvbx‡K
Avw_©K ¶wZi m¤§yLxb n‡Z n‡”Q I wkc‡g›U wcwQ‡q hvIqvi Kvi‡b †Kv¤úvbxi mybvg ¶zbœ n‡”Q, wZwb †clv‡Ki gvb Dbœq‡b wbgœ wjwLZ
wb‡`©k †`bt
1. cÖavb Kvh©vjq I KviLvbvi wKDwm †jvK‡`i g‡a¨ mgš^q I †hvMv‡hvM evov‡Z n‡e|
2. ‡Kvb AW©v‡ii Drcv`b ïiæ Kivi c~‡e© mswkøó `vwqZ¡cÖvß Kg©KZ©v Zvi wbfy©j m¨v¤új mieivn Ki‡Z n‡e|
3. wKDwm g¨v‡bRviMb Zvi Awab¯’ Kg©KZ©v‡`i mwVKfv‡e wbqš¿b Ki‡eb, Zviv Zv‡`i wbKU n‡Z Zv‡`i Kg©KvÛ m¤ú‡K© wdWe¨vK
wb‡eb I Zv‡`i mgm¨v mgvav‡bi e¨vcv‡i `ªæZ e¨e¯’v MÖnb Ki‡eb, cÖ‡qvR‡b Zviv wRGg-wKD wm Gi mv‡_ †hvMv‡hvM Ki‡eb|
4. wKDwm g¨v‡bRviMb Zv‡`i wb‡R‡`i `vwqZ¡-KZ©e¨ I Kibxq m¤ú‡K© I Zvi Awab¯’ Kg©KZ©v‡`i `vwqZ¡-KZ©e¨ I Kibxq m¤ú‡K©
Rvb‡Z n‡e| A`¶ I A‡hvM¨ †jvK‡`i e¨cv‡i wRGg-wKD G Gi Kv‡Q wi‡cvU© `vwLj Ki‡Z n‡e| wKD wm g¨v‡bRviMb cÖwZw`b
KviLvbvi wKDwm msµvšÍ wi‡cvU© cÖavb Kvhv©j‡q `vwLj Kwi‡eb I †h †Kvb ¸iæZ¡c~b© mgm¨vi e¨vcv‡i mivmwi wRGg wKD G †K
Rvbv‡eb|
5. ‡h Kvi‡b †KvqvwjwU RwbZ mgm¨v n‡”Q Zvnv wPwýZ I we‡kølb K‡i mgm¨v mgvav‡bi c_ Ly‡R †ei Ki‡Z n‡e|

Rbve GGGg gywbi, WvB‡i±i-wKDG wb¤œ wjwLZ welq ¸‡jv K‡Vvifv‡e Abymib Kivi Rb¨ wb‡`©k †`bt
1. ‡dweªK B݇cKkb wi‡cvU© MÖnb‡hvM¨ †i‡Ä Av‡Q wKbv Zvnv my¶èfv‡e ch©v‡jvPbv Ki‡Z n‡e, hw` bv _v‡K Zvn‡j Zv KvwUs Gi
c~‡e© mZK©ZvgyjK e¨e¯’v wb‡Z n‡e|
2. wKD wm g¨v‡bRviMb I ‡dweªK B݇cKkb BbPvR© mw¤§wjZfv‡e †óviG Kg©iZ Kg©KZ©v/ Kg©Pvix‡`i †dweªK Gi e¨vcv‡i m‡PZb
Ki‡e| †dweªK WvqvjU wm‡óg Abyhvqx ivLvi e¨e¯’v Ki‡Z n‡e|

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wKD wm g¨v‡bRvi/wKDwm BbPvR©/wKDwmM‡bi †Kvb ÎæwU ev MvwdjwZi Kvi‡b hw` wkc‡g›U evwZj ev wi‡PK Ki‡Z nq Z‡e †h mKj
Kvi‡b wkcg¨v›U evwZj ev wi‡PK n‡q‡Q †mB mKj welq mgyn cy‡e©B wi‡cv‡U© D‡jøL Kiv n‡qwQj wKbv Zv ¶wZ‡q †`Lv n‡e I
wi‡cv‡U© Zvi D‡jøL bv _vK‡j `vqx e¨w³‡`i weiæ‡× Dchy³ e¨e¯’v MÖnb Kiv n‡e|

‡KvqvwjwU GwmI‡iÝ wgwUs

ZvwiLt 12.12.05 I 13.12.05

 †nW Awdm wKD G g¨v‡bRvi/ wKD G †`i mv‡_ KviLvbvi wKD G wU‡gi Kg©Kv‡Ûi mgš^‡qi Dci wfwË K‡i Zv‡`i Kg©`¶Zv I
†hvM¨Zv gyj¨vqb Kiv n‡e|
 †nW Awdm wKD G g¨v‡bRvi / wKD G Mb KviLvbvi †j-AvDU ch©‡e¶b Ki‡eb, mwVK Acv‡iUi mwVK¯’v‡b Av‡Q wKbv, †gwkb µzwUcyb©
wKbv BZ¨vw` bRi`vwi Ki‡eb I m‡e©vcwi KviLvbv wKD wm †`i Kv‡Ri we‡kl Z`viwK Ki‡eb|
 Drcv`b PjvKvjxb gvSvgvwS mg‡q wKD wmMb gv‡ji Bb&‡f›Uix Ki‡eb hv‡Z wkc‡g‡›Ui mgq gvj NvUwZi gZ weeªZKi cwiw¯’wZi m„wó
bv nq †mB e¨cv‡i mKj‡K mZK© _vKvi Rb¨ wb‡`©k cÖ`vb K‡ib|
 ‡óvi wWcvU©‡g›U †hb Wvwqs d¨v±ix ¸‡jv‡K cÖavb Kvh©vjq †_‡K Gbwjó K‡i †bq G‡Z Wvwqs †KvqvwjwU wbwðZ Kiv hv‡e| we†kl
cÖ‡qvR‡b †Kvb wUªg WvBs Ki‡Z n‡j Zvnv †hb mswkøó gv‡P©ÛvBRvi‡K I wRGg-‡cvÖWvKkb cøvwbs‡K AewnZ K‡ib|
 wKD wm g¨v‡bRvi/BbPvR©Mb `vwqZ¡ wb‡q MÖnb‡hvM¨ wWmcyU/cÖe‡jg †g‡b wb‡eb Z‡e †Kvb g‡ZB wi¯‹ †bqv hv‡ebv|
 †nW Awdm wKD G g¨v‡bRvi/ wKD wm Mb KviLvbvi wKD wm wUg‡K cÖwk¶b w`‡eb I †Km Uz †Km civgk© w`‡eb|
 ‡KvqvwjwU †mKk‡bi KvR †dweªK †_‡K ïiy K‡i ‡gwkb, Uzjm, Acv‡iUi GgbwK †j-AvDU mewKQy‡ZB mswkøó| mKj wKDwmMb GmKj
†¶‡Î cÖwZwU welq ch©‡e¶b Ki‡e I cÖ‡qvRbxq f~wgKv ivL‡e|
 IqvjgvU© Gi Mv‡g©›Um wkc‡g‡›Ui Av‡M 70-80% Mv‡g©›Um c¨vwKs nIqvi ci wcÖ-dvBbvj AwWU Ki‡Z n‡e|
 cÖ‡Z¨K wKD wm BbPvR©‡`i me¸‡jv cÖ‡mm ‡ibWgwj I me¸‡jv †óc †PK Ki‡Z n‡e|
 ‡óvi †mKkb †_‡K WvqjU wgwj‡q ‡h gvj †Wwjfvix n‡”Q †m Abyhvqx gvj bv †c‡j Aek¨B †nW Awd‡m Rvbv‡Z n‡e|
‡cÖvWvKkb GKvDb‡U›UMb ‡KvqvwjwU GwmI‡iÝ wgwUs I g¨v‡bRvim wgwUs G Dcw¯’Z _vK‡Z n‡e|

‡cÖWvKkb msµvšÍ wm×všÍ

 mvBR‡mU evqv‡ii wbKU cvVvBevi c~‡e© †cÖvWvKkb g¨v‡bRvi‡K m‡½ wb‡q Zvnv †PK K‡i evqv‡ii wbKU cvVv‡Z n‡e, G KvRwU Ab¨
KvD‡K w`‡q Kiv‡bv hv‡ebv|
 cÖv_wgK KvwUs Gi gvjwU jvB‡b PjvKvjxb cÖwZwU Acv‡ik‡b mwVK Acv‡iUi I mwVK †gwkb mieivn wbwðZ Ki‡Z n‡e|
 KwVb Acv‡ikb ¸wj‡Z wbweofv‡e Z`viwK Ki‡Z n‡e cÖ‡qvR‡b wU‡gi ms‡M Av‡jvPbv I †hvMv‡hvM Ki‡Z n‡e `iKvi n‡j jvBbPxd
I wc Gg Gi wbKU cÖ‡qvRb mn‡hvMxZv wb‡Z n‡e|
 ‡KvqvwjwU K‡›Uªvjv‡`i wi‡cvU©¸wj wbqwgZ †`Lv I Zv‡Z ¯^v¶i Kiv I wi‡cvU© Abyhvqx h_vh_ e¨e¯’v †bqv|

gwbUwis Ges mycviwfkb

g¨‡bRvim& wgwUs ZvwiL 09.11.06 I 11.11.06

 †Kvb AW©v‡ii KvR ïiæ nIqvi mv‡_ mv‡_ †Kvbfv‡eB gvjvgvj hÎZÎ †d‡j ivLv hv‡ebv, G e¨cv‡i GKwU wUg MVb K‡i Zv‡`i
`vwqZ¡ cÖ`vb Kivi wb‡`©k cÖ`vb K‡ib|
 Sz‡Ui e¯Ívi wfZ‡i wK¬bvi I wbivcËv cÖnix‡`i †hvMmvR‡k ˆZix †cvkvK I fvj ‡dweªK ivLv nq, SzU Rgv Kivi mgq h_vh_fv‡e
wbivcËv Kg©KZ©v KZ…©K †PK K‡i Zvici Rgv Kivi wb‡`©k †`b|
 KviLvbvi ewn¯‹…Z kªwg‡Kiv Av‡kcv‡ki KviLvbvq KvR wb‡q Avgv‡`i KviLvbvi kªwgK‡`i D¯‹vbx w`‡q MÛ‡Mvj evav‡bvi Zv‡j
_v‡K| hv‡Z Zviv G ai‡bi my‡hvM bv cvq Zvi Rb¨ ewn¯‹…Z kªwg‡Ki bvg mn ZvwjKv cv‡ki KviLvbvq cÖ`vb Kivi wb‡`©k ‡`b|

Induction Booklet Developed by T&OD Department. Page 82

 g¨v‡bRvi&m wgwUs
ZvwiL 29.04.06 I 03.05.06 Ges 29.04.06 I 03.05.06
evqviMb GLb Avi wmwWDj gvwdK KviLvbv cwi`k©b Kwi‡eb bv Zviv GLb A‡NvwlZ cwi`k©b Kwi‡eb, KviLvbvi †Kvb mgm¨v wPwýZ n‡j H
KviLvbvi cªavb‡KB `vqx Kiv n‡e ZvB Avcbviv wbR wbR KviLvbvi mKj Kg©KZ©v I Kg©Pvix‡K mwVK wb‡`©kbv cÖ`vb Ki‡eb|
KviLvbvi GBP Avi I Kgcøv‡qÝ Bm¨yi Rb¨ ïay GBP Avi I Kgcøv‡qÝ AwdmviMb `vqx bq, GwU KviLvbv cÖavbM‡bi Ab¨Zg `vwqZ¡| KviLvbv‡Z
†Kvb `~N©Ubv n‡j KviLvbvi †Kvb Kg©KZ©v Dnvi e¨vcv‡i †Kvb wKQy cÖKvk Kwi‡Z Pvbbv GgbwK Rvb‡Z PvB‡j e‡jb NUbvi mgq Avwg wQjvgbv
ev Amy¯’ wQjvg| KviLvbvq †QvU †Kvb NUbv n‡j AwdmviMb mevi Av‡M Awdm Z¨vM K‡ib hv AZ¨šÍ `ytL RbK I `vwqZ¡nxbZvi cwiPq, ïay
wb‡Ri ¯^v‡_© bq †Kv¤úvbxi ¯^v‡_© Avcbvi `vwqZ¡ wbR `vwq‡Z¡ cvjb Ki‡eb| g¨v‡bRvi I Zvi mnKvix ev Zvi †Kvb óvd †Kvb `yN©Ubv ev
AcªxwZKi cwiw¯’wZ‡Z cwo‡j mg¯Í óvdMb GK‡hv‡M cwiw¯’wZi ‡gvKvwejvq AvMvBqv Avmv Avcbv‡`i `vwqZ¡ cvj‡bi c~e© kZ©| e¨e¯’vcKMb
Bnv wbwðZ Kwi‡eb|
GLb †_‡K KviLvbv cÖavbMb †Kvb óvBj Avi¤¢ nevi c~‡e© H óvB‡ji G‡·mwiR wbwðZ Ki‡eb I G‡·mwi‡Ri mwVK Bb‡f›Uwi Ki‡eb|

‡iKW© wKwcs
g¨v‡bRvim& wgwUs (ZvwiLt 02.02.06 I 04.02.06)
cÖavb Kvh©vjq n‡Z †cÖwiZ wewfbœ mvK©yjvi, †g‡gv, Awdm Av‡`k BZ¨vw` Riyix ¸iæZ¡c~b© I wm×všÍmgyn KviLvbvi e¨e¯’vcKMb wb‡Riv‡Zv c‡o
†`‡Lbbv GgbwK Aaxb¯Í Kg©KZ©v‡`i wbKUI Zvnv mvK©y‡jU K‡ibbv, d‡j †Kv¤úvbxi wewfbœ cwjwm, wbqg-Kvbyb BZ¨ww` welq m¤ú‡K© Zviv AÁvZ
_v‡Kb hvi Kvi‡b KviLvbvi e¨e¯’vcbvi Dbœqb Kiv Zv‡`i c‡¶ m¤¢e nqbv| G e¨vcv‡i mKj‡K g‡bv‡hvMx nIqvi wb‡`©k †`qv nq|
GLb †_‡K KviLvbvi e¨e¯’vcK I KviLvbvi cÖavbMb Zv‡`i mswkøó KviLvbvi Drcv`b LiP wbiæcb Ki‡eb I wKfv‡e wgwbgvg Drcv`b LiP
I AcwUgvg †cÖvWvKkb †`qv hvq †m wel‡q cwiKíbv Ki‡eb, †cÖvWvKkb LiP Kgv‡bvi cvkvcvwk KviLvbvi Avq e¨‡qi wnmve msi¶b Kwi‡eb
I †m Abyhvqx cøvb ˆZix Kwi‡eb| G wel‡q KviLvbvi kªwgK Kg©Pvix‡`i †eZbfvZv, IfviUvBg, †evbvm, †cwU K¨vk, †d¬vi fvov, cvwb, we`¨yr,
M¨vm wej, wmwKDwiwU LiP, †nW Awdm n‡Z mieivnK…Z †óvi mvgMªxi gyj¨, †gwkbvix †WwcÖwm‡qkb LiP, I‡qj‡dqvi /wiwµ‡qkb LiP I jvB‡mÝ
bevqb mn mgy`q LiP wg‡j Zvi jvBb cÖwZ ˆ`wbK LiP I mveK›Uªv± †iU Abyhvqx Zvi Av‡qi ‰`wbK I gvwmK wnmve Zvi †iK‡W© ivwL‡eb|
cÖ‡Z¨K KviLvbvi AvMZ mKj wPwVcÎ/ Awdm weÁwß/ mvK©yjvi BZ¨vw` mwVKfv‡e msi¶b Ki‡Z n‡e| KviLvbvi cÖw·wgwU wi‡cvU© mwVK c×wZ‡Z
msi¶b Kivi Rb¨ d¨v±ix GBP Avi‡K `vwqZ¡ ‡`qv nq| wiRvBb ‡`qv Kg©x‡`i †¶‡Î AvBwW KvW© †diZ wb‡q Zv‡`i †mcv‡ikb WKz‡g‡›U, †eZb
w¯øc/ wb‡qvM cÎ GKB ai‡bi ¯^v¶i MÖnb Ki‡Z Dc‡`k †`b|

Dcmsnvi: BbWvKkb eyK‡j‡U cÖ`Ë hveZxq Z_¨ cÖ‡Z¨K Kg©KZ©vi Rb¨ AZ¨šÍ ¸iæZ¡c~b|© myZivs GB eyK‡jUwU hZœ mnKv‡i cov Ges ¸iæZ¡c~b©
Ask g‡b ivLv I cÖ`Ë wb‡`©kbv mgyn †g‡b Pjv ˆbwZK `vwqZ¡ wn‡m‡e we‡ewPZ n‡e|

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Induction Booklet Developed by T&OD Department. Page 83

Induction Booklet Developed by T&OD Department. Page 87