Human Resource Management Practices Texeurop BD Ltd
Subject: Human Resource Management | Topics:



Texeurop (BD) Ltd is one of the largest 100% export oriented garment industry in Bangladesh.  It established in 2004.  Within short time it has positioned itself as one of the best productive organization in the field of national economy.  Texeurop (BD) Ltd have been in the RMG manufacturing business for 7 years now, and can lay claim to be a market leader and trendsetter in this industry in Bangladesh. Throughout the decade of existence Texeurop (BD) Ltd concentrated on specializing in the production of a single item, the RMG, and created our own niche in the market. It encompasses the successful continuation of the garments industry of Bangladesh in the post-MFA era, when free market will reign and demographic restraints and preferential treatment will become obsolete. Texeurop (BD) Ltd post MFA strategy is based on quality and reliability supported by large production capacities, backward linkage, professional management, refined technology, and market-oriented value-added basics.

Present scenario of job satisfaction of employees in various fields of the country is not upto the standard rating. This study has been conducted to measure the employee satisfaction level in Texeurop (BD) Ltd and to depict the areas where the employees are dissatisfied.


Job satisfaction plays a very important role in any department of an organization. It is the very effective drive that force or triggers the employees toward achieving the stated organization’s goals. Human Resource Management Practice (HRMP) is an indispensable and inevitable part of every organization in the dynamic environment of the current world. The report includes as a research problem the ‘Analysis of Job Satisfaction Through Human Resource Management Practices’ of Texeurop (BD) Ltd.


 Broad Objective

The main objective of this study is to analyze job satisfaction of employees of Texeurop (BD) Ltd.

 Specific Objective

The specific objectives of this study are as follows:

–                      To understand the major activities of the HR department of the organization.

–                      To identify whether the workers are satisfied with their existing salary structure.

–                      To measure the workers satisfaction level regarding the job environment.

–                      To find out the satisfaction level of the workers regarding their fringe benefits.

–                      To figure out the management attitude towards the factory workers.

Scope of Research:

This report discusses human resource management and performance of Texeurop (BD) Ltd in broader aspects. The report includes organizational structure, recruiting and  selection, employee training, motivation, reward system, benefit packages and compensation.   The scope of the research is based on all the shops and departments of the company. The researcher intended to know what the field forces want from the management. The researcher taken into consideration all the staffs, permanent (skilled, semiskilled and unskilled) and temporary employees and asked for their wants and complains considering conveniences. The researcher interviewed management authority about their feeling regarding the existing performance.


The study is not free from some practical limitations. The researcher has to face following limitations during the study and time of working and data collection.

a)      Time is the main limitation for my study. Due to lack of sufficient time, the researcher could not survey all the employees. The researcher gone for random     sampling. Workload of the workers during the interview at work place is also a barrier to get complete information to prepare this report. A researcher error may have also happened during defining the population, sampling and data analysis. That’s why findings may not be fully but partially true.

b)      Some of the data are collected from secondary sources because relevant data sources are hard to find out. There may have response error. Respondent may unwilling to response or may be biased.

c)      There may have interview error. The researcher may have questioning error or recording error due to lack of proper communication. So the filtering of accurate information will be complex.

d)     Performance can be evaluated on many factors but due to lack of time the researcher concentrated mainly on employee satisfaction.


Focus Group for Research:

Staffs, Skilled, Semi skilled, Unskilled, Production personnel are the key force of Texeurop (BD) Ltd and they are the focus group for the research. Office personnel and all who are associated with Texeurop (BD) Ltd were also brought into consideration.

Source of Data:

The study considered two types of data, they are:

  1. Primary data
  2. Secondary data

 Primary Sources:

i.  Direct interview & Conversation

ii. Expert opinion

iii. Observation

iv. Informal conversation with the staffs of the organization

Secondary Sources:

i. Relevant papers and publication and annual report

ii. Manuals of different departments

iii. Office memo

iv. Various books, periodical seminar papers, training papers, manuals, modules, etc. related to the topic

Sampling Plan:

Study Population:

All the work forces of Texeurop (BD) Ltd were the targeted population of this study. The Foremen, charge men, skilled, semi skilled, unskilled, permanent employees, temporary employees, production personnel, office personnel even management will be benefited from the study result. The current work forces (including Foremen, Charge men, skilled, semi skilled, unskilled, employees) of Texeurop (BD) Ltd are 1600.

Sampling Methods:

To analyze the management system the sampling units were selected through convenience sampling. Due to their internal commitment all the employee of the shops and departments could not be found at a time so interview was taken at their convenience time. The reason behind choosing Convenience sampling is many but here most importantly, the procedure is time saving, inexpensive and easy to communicate.

Sample size:

For determining sample size following formula will be used.

n= (N.z.p.q) / (N.d+z.p.q)       ————-(2.1)


n =desired sample size,

N=population size,

z=standard normal deviation

p=the proportion in the target population estimated to have particular characteristics


d=degree of accuracy

Sample size of Managerial level:

Total number of managerial persons are existing of 50.  Confidence level is 90%, so the value of z=1.65 and degree of accuracy, d=10%=.10,  the value of p is taken as 0.5.  At this level of probability the number of sample size is highest.

So, q=.1-.05=.05

There for,

              (50 * 1.65 *.5 *.5)

n =                                                  = 29

                  (50 * .10 +1.65*.5*.5)

 Sample size of others:

Except 50 of managerial persons.  I determined others 1,550 persons within homogeneous group.

So, sample size of this homogeneous group determined at,

            (1,550 * 1.65 *.5 *.5)

n =

               (1,550 * .10 +1.65*.5*.5)

         = 65

 So, with in 65, it has been determined others as following way:

CategoryTotal NumberSurvey Number
Skilled Labor1000 person42
Unskilled Labor500 person21
Ordinary Labor50 person1
Security Guard50 person1

 Methods of Collecting Data:

The report is a descriptive event. Therefore, there is no option to use statistical tools, paradigm and formula. For this reason the data collection method are used by the following way.


A pre-designed questionnaire was used to collect the information from the respondents, i.e. the workers of the company.

Face to face interview:

Probably the best technique for collecting data is the completion of a questionnaire during a face-to-face interview. A well-trained interviewer who knows every aspect of the survey intimately and is especially conversant with the functions of the report included in the study is invaluable for collecting valid and reliable data. I have taken face-to-face interview of all the concerned employees of HRD of Texeurop (BD) Ltd.


Internet is highly sophisticated invention of science. All the possible information about the organization is given on Internet. The details information about the organization has got by searching Internet. After analyzing, interpreting the information has used to prepare this report.

Variables used for the Study:

Following variables are used in this report  of Texeurop (BD) Ltd

  • Recruitment , Selection and Training
  • Welfare
  • Work Environment
  • Products
  • Revenue
  • Profit
  • Rate of Return
  • Procurement and Marketing



 Texeurop (BD) Ltd OVERVIEW

AddressTexeurop (BD) Ltd, Office and Factory- Vogra, Joydevpur Gazipur, Bangladesh
Contact #Ph: (880-2) 9261993, 9261986

Fax: (880-2) 9261582

E-mail: info@texeuropbangladesh.comManagementMr. Abdul Mazid Khan, Managing Director (CIFB Member)

Md Ibrahim Khalil ,ChairmanCompany StatusPrivate Limited Company

Number of EmployeesAbout 1600

Vision & ValuesVision:

To be a recognized model of production standards, style and quality in the RMG industry.


Maintain highest standards of quality, business ethics, and customer service.Nature of BusinessThe core business of Texeurop (BD) Ltd is manufacturing and exporting RMG.

The RMG-manufacturing sub-sector has retained a healthy growth rate, even in the face of adverse impacts of global developments in recent years on the garmenting sector of Bangladesh.

Product: T Shirt , Knitted Polo, T-Shirts, Shirts & Lingerie

Market: Texeurop (BD) Ltd exports to the international markets – France, Spain, United Kingdom, Sweden, Denmark, Belgium, Italy, Germany and USA.

 Business Unit:

For more than 7 years Texeurop (BD) Ltd has been the trendsetter in the trade of manufacturing and exporting RMGs in Bangladesh. This industry commenced business in 2004. The industry is recognized as a state-of-the-art manufacturing unit of RMGs.


During the decade of its existence, Texeurop (BD) Ltd has evolved into one of the best factories in Bangladesh in terms of technology, management, and production quality and information system. It exported two an a half million pieces of RMGs in 2001 and is one of the largest manufacturers in the country. The present production capacity of the company is 0.78 million pieces a month and can be broken down as:

KnittingPieces per
Plan machine700145,000

0005 thread120275,0003 thred250780,000


These large capacities enable Texeurop (BD) Ltd to turn around large volume orders in reasonably quick time, servicing the needs of high street retailers.


The existing workforce of the company totals to 1600 staff and workers. The production team is comprised of skilled labor — 30% of whom are women — and competent national and expatriate managers. Merchandizing, Finance, Human Resources, and Information Systems are located in the Joydevpur Office.

The corporate culture of Texeurop (BD) Ltd promotes open communication, innovation and rewards excellence. Managers and staff achieve spectacular results because of their training and product knowledge. Excellent salaries supplemented with performance incentives motivate workers to achieve highest levels of productivity.


Education and training are as important to Texeurop (BD) Ltd as are its business achievements. Visiting professionals and consultants regularly impart training on skill enhancement, morale, social accountability, health, safety, compliance, and other relevant areas. This ensures that its customers and suppliers receive value in their transactions.


The RMG has evolved in response to the dictates of fashion. The traditional use of RMG as a provider of warmth and comfort remains undiminished. It has in recent times been manifesting itself as outerwear, casual wear and fashion wear. This has resulted in more refined and stylish apparel that is sophisticated in appearance and luxurious in feel.

Texeurop (BD) Ltd  has successfully assimilated these changes and can meet the needs of its customers across all these manifestations. Whether it is the sleek silhouette of the finer gauges that flatter the form — like halters, bandeaus or tank tops or it is the bulkier car coats and jackets, Texeurop (BD) Ltd has with its technical expertise achieved amazing results that are a judicious blend of raw material and workmanship.

Supple stretch achieved by plaiting low power Nylon Lycra on form fits, machine washable wool and total easy care garments are an integral part of the range.


Texeurop (BD) Ltd recognizes that material is the most important element in the creation of a superior product. Noble natural fibers like merino wool, angora, lamb’s wool and cotton as well as man made fibers like rayon, viscose, modal and acrylic in their pure forms as well as blends are sourced from the best mills in the world. Origins depending on the quality are as diverse as Italy, UK, China, Korea, and Taiwan.

Trims and accessories are sourced from suppliers whose competence regarding product performance, safety and quality is globally accepted.

Yarn, trims and accessories of international standards are being produced in Bangladesh also and Texeurop (BD) Ltd makes use of those whenever practicable.

Design and Development:

While most of Texeurop (BD) Ltd products are made to order based on customer design specifications it does present its collection for two seasons in a year.

Design inputs are acquired from visits to yarn and garment fairs, trade publications as well as the Internet. Collections are assembled based on these inputs, Texeurop (BD) Ltd ‘s perception of what it can sell to its customers and suitability for mass merchandizing.

Production Process and Technology:

Modern RMG  manufacturing techniques have been customized to Texeurop (BD) Ltd ‘s production process and adopted in its factories to ensure optimum efficiency.

Style analysis, risk analysis, layout planning and production targets based on Standard Allowed Minutes (SAM) are defined by the Industrial Engineering Department to ensure that planning is meticulous and shipments are on time.

Use of the modular concept in assembling various knitted components where operators consistently do the same operation, using both traditional dial linkers and imitation linking machines like EXACTA from Italy, ensures high productivity as well as superior quality.

Use of vacuum suction tables and steam irons enhances the touch, appearance and drape of noble fibers and increases productivity in the steaming section.

Production monitoring system using bar coded tickets ensures accurate recording of work-in-progress and provides management with live production data. This helps production management to be proactive in correcting potential imbalances within a process and provides invaluable data to monitor operators’ efficiency.

Quality Assurance:

Texeurop (BD) Ltd  has earned a reputation for being a maker of quality RMGs. Quality assurance and control based on the principles of Statistical Process Control (SPC) ensures that all quality related requirements are met. All of the manufacturing units of Texeurop (BD) Ltd have been ISO 9001-2000 certified.

Strict adherence to performance requirements for raw material, individual dye-lot approvals prior to shipment of yarn, and testing of raw material for physical and chemical characteristics by accredited textile testing laboratories prior to release for production ensures that raw material are of the highest quality.

QA team carries out final inspection of the finished products based on AQL prior to final audit by customer inspectors or third party audit agencies.

Product Safety:

Texeurop (BD) Ltd  carries out tests to ensure that raw material and accessories used in its products are free from harmful or prohibited substances.

Trained personnel carry out in house tests for physical safety that include pull test for fasteners using SAFQ test equipment, metal contamination detection using conveyor type tunnel detectors rated at 1.2 mm sensitivity, adherence to a strict needle replacement policy and use of neck stretch gauge for head passage.

Its relentless pursuit of product safety has notably earned Texeurop (BD) Ltd  approval to produce garments for newborns, like BABY GAP, 0 to 23 months.

Code of Conduct:

Texeurop (BD) Ltd  is a responsible apparel producer and embodies, in both spirit and practice, internationally established codes of social accountability and ethical business practices. It recognizes and respects cultural differences and employs individuals solely based on their qualification for the job.

Texeurop (BD) Ltd  identifies and works with suppliers who as individuals and in the conduct of their business abide by local laws and have ethical standards compatible to its own.

Work Place Environment:

Texeurop (BD) Ltd  believes that a congenial work environment increases efficiency and motivates employees to deliver their best. Its factories are a benchmark in the industry for a safe, healthy and hygienic workplace. Maximum precautions are taken against fire or chemical hazards.

The use of bus bars for electrical installations, mirror reflectors for overhead lamps, forced duct ventilation, and generous spacing between equipment makes the production floor comfortable to work in and aesthetically appealing. Clearly demarcated evacuation zones and routes to be used in emergencies along with fire safety equipment like fire hydrants and smoke and fire detectors ensure the safety of the workers.

Faucets with safe drinking water and hygienic toilets are provided in adequate numbers and positioned for easy access of all workers. There are separately designated toilets for women workers.

Adequate canteen space with proper seating arrangement is provided for the workers to take their meals in. FS Sweaters Ltd., the largest RMG-manufacturing unit of Texeurop (BD) Ltd is WRAP certified. This unit is now under implementation of CT-PAT & SA 8000 Certification.

 Medical and Day-Care Centers:

Texeurop (BD) Ltd  maintains, in all its production facilities, appropriately equipped Medical Centers and Day Care Centers, which are run by full time trained professionals.


Texeurop (BD) Ltd  has successfully harnessed the benefits of its investments and managerial expertise to cater exclusively to high street retailers. Innovative and higher quality products, response to fashion trends and market needs as well as large production capacities have established it as a key vendor.

More than eighty percent of Texeurop (BD) Ltd  products is currently exported to Europe ‑‑ mainly UK, France, Sweden, Spain and Germany. Fifteen percent is exported to USA, and the rest to Canada and Japan.


US MARKET: GAP, Tommy Hilfiger & AMC

EUROPE MARKET: Street One, H&M, P&C & C&A, Zara,  Okaidi, Primark/Penneys & Mustan G.

Backward Linkage:

Dyeing Section:

It is the latest yarn dyeing facility under the flagship of Texeurop (BD) Ltd with the state of the art technology and with a view to enhance backward linkage. This project has been providing great support in the manufacturing of RMGs with its superior and efficient technical and management team since mid 2005. It started its full-fledged operation in April 2005 and is located beside the industry. Besides meeting certain requirement of the Texeurop (BD) Ltd RMG concerns, it has already developed a good number of clients in this short period.

Country Competitive Advantage

General System of Preference (GSP):

Sweaters manufactured in Bangladesh are considered as originating from Bangladesh for GSP purposes irrespective of the country of origin of the yarn. A major incentive for importers is therefore feasible through duty free access to the European Union (EU).

Bangladesh enjoys a favored status in textile trade with EU and its apparel exports are quota-free to Europe. This compares favorably to other major supplier countries like India, China and ASEAN member states.

Canada has also granted duty and quota free access to Bangladeshi apparel, including RMGs, to its market.



In Texeurop (BD) Ltd employment or personnel, planning is done in two basic levels.

First, the top management of the group selects the top managerial positions like the positions of Chief Operating Officer, Factory manager or Plant Manager of a new factory. Most of the cases these positions are offered to foreign nationals from Sri Lanka or India. After having the employment, the person takes responsibility to plan and forecast the personnel need for his factory and forward it to the HR department for recruitment and selection.

Second, HRD then examines the supply of inside candidates and the supply of outside candidates before starting the recruitment and selection process.


Texeurop (BD) Ltd entertains a discrimination free hiring policy. All recruitment policies within the organization are in line with the labour laws of Bangladesh and company procedure. The following are some basic guidelines followed for recruitment:

–               Education to match the specific job that a candidate is being hired for.

–               Behavioral attributes required for the execution of the job tasks.

–               Age limit to be followed as per the labour law in Bangladesh.

–               Experience and skills, if any, required for the specific job.

–               Health and fitness to be considered as per the lob requirements.

–               Candidates with any record of convicted felony/crime will not be considered for hire.

Requisition for personnel:

The relevant department head completing a Personnel Requisition Form and submitting it to HR initiate the Executive selection procedure. There are two types of Personnel Requisition Forms:

–               “Requisition for Manpower replacement” (form no. F002, attached to the appendix) is used when the recruitment is for filling an existing vacancy as per the approved Organization Chart.

–               “Requisition for Additional Manpower” (form no. F001, attached to the appendix) is needed when the department is requesting for Executive that is in addition to the currently approved strength shown on the approved Organization Chart. This form is used for all additional Executive, even if the new position has received prior budgetary approval.

The form for replacement or additional Executive is initiated by the Head of the Department, and is to be endorsed by the Managing Director and approved by the  Chairman of the Industry.

While requisitioning for additional manpower, the department head must provide a document containing job description for the new post and also provide justification for the requisition.

Assignment or Opening of a Requisition Number:

A Requisition Number is used for tracking hiring activities, to facilitate job posting and Resume/CV screening using software devices, and to collect statistical data over a long period.

Once HRD receives an approved Requisition Form from the department, they assign the Requisition Number as per guidelines. The Requisition Number is written on the top and the bottom part of the Requisition Form. Then HR tears off the bottom part of the form and sends it to the requisitioning department as their copy.

The following rule is used to generate a Requisition Number:

YearBusiness UnitDepartmentPostA five digit Requisition Number

2008Texeurop (BD) Ltd SLProd.= 05Executive=18105100008

Therefore, this Requisition Number is 8105100008

Closing of Requisition:

Once the hiring is complete for Executive Staff and the HRD receives the Employee Joining Report (form F016, attached to the appendix), the requisition posted for that job position will be closed in the HR Requisition Tracking System.

In case, any department decides not to hire any individual against an open Requisition, the department head would notify the HRD in writing through e-mail to close the Requisition and HR will take necessary steps to close the open Requisition.

A Requisition cannot stay open for more than 2 months. This means the HRD must take quick actions to complete all necessary steps for the recruitment. After 2 months if the department would still like to hire an individual, then a new Requisition will be assigned or the same requisition will be reopened. An old requisition that had been closed can only be reopened for a similar job position; if the new job requirements are different, then a new requisition must be opened.

Advertisement for Vacancies:

Upon receipt of an approved personnel requisition form, if the vacancy cannot be filled from within company and no such match is found in the HR CV/Resume Bank, HR drafts an advertisement for the executives in consultation with the Departmental Head who requested for the manpower. After getting approval from the  Chairman, HRD places the advertisement in selected newspapers.

 Application in response to advertisement:

Applications from prospective candidates are received by HRD, placed in a file and sent to the concerned Department Head for scrutiny. Candidates who appear to fulfill the job requirements are short-listed and the Department Head requests HR to call them for selection test and/or interview.

Upon completion of the above basic screening process, successful candidates are sent to the requisitioning department for an interview.

Written test for candidates:

HRD may choose to take a written test for the candidates applying for the position as part of the initial screening process.  The HRD prepares the questionnaires afresh for each of these tests and administers the tests. Upon completion of the tests, all test papers of the candidates are forwarded to the Departmental Head for evaluation.

 Interview of candidates:

The HRD based on the job requirements screens the Resumes/CVs in order to find close matches and compiles a short list of candidates to be called for an interview. The HRD is responsible for contacting the candidates, arranging for interviews, and coordinating with the requisitioning Department Head. The following are some specific policies for forming an Interview Board.

For the recruitment of personnel below Manager, the minimum requirements of an interview board are as follows:

–               The immediate Supervisor or the Department Head

–               Representative of the HRD

For recruitment of personnel of Manager up-to General Manager, the minimum requirements of an interview board are as follows:

–               The Department Head

–               Head of the HRD

–               MD and the  Chairman

The following are some selection of suggested skills to be tested during interviewing; the interviewers may choose any of these based on the skills required:

–               Coping

–               Decisiveness

–               Spoken Communication

–               Assertiveness

–               Energizing

–               Policy and Procedures

–               Alertness

–               Analytical Problem Solving

–               Goal Setting

–               Written Communication

–               Commitment to Task

–               Interaction

–               Perceptivity

–               Organization and Planning

–               Creativity

–               Versatility

–               Reading the System

–               Team Development

–               Decision Making and Problem Solving

–               Leadership

–               Computer Literacy

Interview post-mortem and candidate selection:

Immediately after completing the interviewing of candidates, the members of the Interview Board conduct a post-mortem that includes:

–               Briefly discuss about the candidates and exchange views

–               Complete the Interview Rating Sheet (form no. F003, attached to the appendix) with recommendation

–                 Make the selection and/or forward a recommendation to the Dept. Head; the recommendation may include “Turn Down” from the current poll of candidates

–               Any other related paperwork

The Department Head forward the Interview Rating Sheet along with all CV and other documents of all rejected candidates to HR upon completion of the interviewing. The HRD, depending on the education / skills profile, will file them in a Resume/CV Bank and forward to other departments if and when necessary. Once a person is required, the HRD remove the Resume/CV of the individual from the CV Bank.

Types of employment:


Permanent employees have employment contracts that do not specify any time limit, and are recruited for the long-term requirements of the company. Permanent employees are required to serve an initial period of probation as specified later in this chapter. Permanent employees, once the probationary period is over, are eligible for benefits as specified in the HR manual based on the hiring grade level unless it is otherwise specified in the appointment letter as exceptions.


Depending on the company’s business needs, a person may be appointed on contractual basis for a specified duration, to meet specific / special work requirements of a project or service. The probationary period for the contractual employees is the same as for the permanent employees but exceptions can be made specifying the probation period on the contract. The termination of the contract during the contract period is managed as it is specified in the appointment letter. The services of such contractual employee shall automatically stand terminated at the end of the specified duration or on completion of the work of which his/her services are engaged, whichever is earlier, unless extended in writing by the company. The terms and conditions of service including all benefits provided to such employees would be in accordance with the contract.


Based on the organization’s temporary need, a person may be appointed on a casual basis. Executives are not hired as casual, instead taken as contract employee. The casual employment may be given to the staff, to get support on specific projects or to assist in temporary tasks. The selection procedure for the casual employment is same as others. The casual employment can be granted for a maximum period of 89 days or less than 90 days.

Nature of employment:

In general, employees are hired for particular functions in a specific business unit under Texeurop (BD) Ltd. But due to the business need, all employees are expected for providing services anywhere in Bangladesh and/or abroad wherever the company requires the employees’ services. In addition, employees may be deputed to work with other associated organizations in any of their offices, divisions, departments, worksites, etc. anywhere in Bangladesh and/or abroad. The services of all employees are, therefore, transferable anywhere, including inter-department and intra-department transfers. All transfers are done based on the company policy.

 Approval of appointment

Final management approval for the appointment of candidates is obtained as follows:

AppointmentEndorsed byApproved by
Below AGMRespective GM / MD Chairman
For AGM up-to GMMDChairman
For MDChairmanChairman

 Issuance of appointment letter

The candidate finally approved is then made an offer of employment according to the approved pay scales of the company. The authority to sign appointment letters of different job grades are as follows:

Appointment LettersSigned By
Below AGMRespective GM / MD
For AGM up-to GMMD
For MDChairman

The original copy of the appointment letter is handed over to the employee; and the employee’s acceptance is taken in a copy, which is preserved in his/her personal file. The HRD also provide

–               Employee Joining Report (form no. F016)

–               Employee Information Form (form no. F004)

–               Bank Account opening form

 Medical Check-up

New employees recruited, except those on contracts, are required to go through a medical check-up immediately after they are appointed. The check-up is done either by the company doctor, if available, or by the company’s recommended doctor. Prior to medical examination by the doctor, the new appointees are required to complete a medical questionnaire.

 Joining Report

New employees are required to submit their Joining Report to the concerned Departmental Head on the first day of reporting to the job. The form “Employee Joining Report” is then signed by the employee and the employee’s immediate supervisor, and through the Department Head, is sent to the HRD.

Upon receiving the Joining Report of an Executive, HRD sends out a circular of the organization abut the new joining. In addition, HRD assigns an Employee Code, collects a photograph from the new employee, and issue an Employee Identification Card within one/two weeks of joining.

Maintenance of employee information:

The HRD will maintain the entire personal file with confidential mark and will maintain a computerized management database in MS Access.

Intimation to Finance Department:

The HRD on 1st day of every month will inform Head of Accounts & Finance Department the joining dates of all the new employees of that month, their gross salaries along with income tax deduction information with confidential mark after completion of above-mentioned procedure. The Accounts & Finance Department is responsible for setting up the new employees’ record on the payroll system.

 Employee orientation:

An employee’s orientation to his department or business group is an excellent way to help employees make a complete transition to the company.

Texeurop (BD) Ltd follows various induction methods and schedules based on the nature of the employment and department’s business functions.

Orientation programs are more than just an opportunity to tell the employee what is expected. It is a great way to show where person fits into the group as a whole.  The various components of Texeurop (BD) Ltd orientation program ensure that the transition into the company and into the specific department happens smoothly without having a great deal of pain associated with the change process.

An orientation class is facilitated by the personnel from the HRD. The new employee orientation class covers the following:

–               Texeurop (BD) Ltd Philosophy

–               Texeurop (BD) Ltd Vision

–               Brief overview of the five organizations under Texeurop (BD) Ltd, covering products, markets, and competitors

–               Key notes from the HR Management Guide

The department head of the new employee specifies the date/s the individual would receive overview of each department /section and the responsibility of the person who would provide the overview to the new employee. The following guideline is followed in the new employee orientation program:

–               Department/s of the production units

–               Laboratory, QC, and inspection

–               Production Planning

–               Customer Compliant Handling

–               Marketing- customer handling, selling

–               Commercial Department

–               Procurement

–               Warehouse

–               Accounts & Finance Department

–               Factory Information System

–               Systems/Training/IT/Personnel & Admin

Confirmation of new employee:

New employees are confirmed in their appointment after successful completion of the probationary period stipulated in the Appointment Letter. The normal length of probationary period is as follows:

– For grade S1 and above        : 3 (three) months

– For grade M1 to M6                         : 6 (six) months

 Performance management during probation period:

Probationary period is the most critical and important time for an employee. It is also a time that, if managed properly by an a\organization, the potential of an individual is consciously realized and in most cases learning is accelerated to make the individual successful his/her job, ensuring a good return on investment for the company.

Texeurop (BD) Ltd follows the Employee Orientation program as a rule of thumb for the development of an employee. However, since the need varies widely depending on the department functions, it may not be adequate for continuously improving employee performance.

The immediate supervisor and the Department Head must have a set plan for all new employees to facilitate a successful completion of probationary period. There should be adequate documentation of coaching (also proof for efforts towards execution of development plan for the Executives) by the immediate supervisor for all unsuccessful probationary employees.  These guidelines are incorporated to ensure that the initial investment on new employees by Texeurop (BD) Ltd is not wasted and immediate supervisors put adequate efforts to have a win-win outcome.

 Reference from previous employer:

As soon as possible after the appointment of the new employee and, in any case well before the end of the probationary period, HRD obtains references from the employee’s previous employers on the “Reference Verification Form”. The replies received are kept in the personal file of the employee.

In case of unfavorable replies received, the statements made by the employers are investigated and, if they are found to be true, a decision is taken in consultation with the

Department Head and, if necessary, with senior management whether the services of the employee in question are to be terminated or not before the end of the probationary period.

Probationary review and issuance of confirmation letter:

Before the end of the probationary period, HRD sends to the new employee’s Department Head the form “Probationary Evaluation Report”, after completing the top section. This form is then completed and signed by the employee’s immediate supervisor and the Department Head, and sent back to HRD at least 1 week before the end of the probationary period.

Based on the recommendations contained in the evaluation report, the HRD will take approval from the Vice Chairman and will take any of the following actions:

–               Confirm the employee in his / her job by providing service Confirmation Letter.

–               Extend the probationary period by providing Probation Extension letter.

–               Terminate the services of the employee by providing Termination letter.

Normally the salary of the employee is not revised at the time of confirmation. However, if the employee’s joining date is between July 1st and December 31st, one normal increment is given to the employee in consultation with the Department Head. This is done to avoid the situation whereby the employee has to wait more than 15 months before he gets his first increment. Exceptional increments, i.e., other than one normal increment, maybe given at this stage to deserving cases only, with the approval of concerned department head.

Such exceptional increments can also be given in cases where the employee was initially recruited at a salary lower than the one he would be normally entitled to.


 Duties and Obligation:

The responsibilities of all employees of Texeurop (BD) Ltd, local as well as expatriate, come to effect by accepting appointment whereupon they pledge themselves to discharge their functions and regulate their conduct for the interest of the company only.

Classification of employees

The company has the following classification of employees:

Supervisory StaffSupervisorS1
ExecutivesFloor In ChargeM1
Production OfficerM2
Plant ManagerM3
Assistant General Manager(AGM)M4
General Manager(GM)M5
Managing DirectorM6

 Retirement age

Senior Management is in a process of deciding the retirement age for permanent employee of the company.

Hours and days of work

All the business units of Texeurop (BD) Ltd, depending on the location of the workplace and based on the nature of operations, maintain various work hours appropriate for the facility. These hours of work or shifts may be altered based on the specific recruitment. Also for a specific job or for specific period, individuals may be asked to do modified shift for the benefit of the company.

The following are some of the currently maintained working hours followed at Texeurop (BD) Ltd:

Business UnitsWorking HoursLunch BreakOff Day
Texeurop (BD) Ltd9:00 am to 6:00 pm1 HourFriday

Apart from the above work schedule, Texeurop (BD) Ltd Management may ask individual/s to work on a modified shift in order to facilitate execution of tasks of various natures for the ever-changing business environment. Employees working in shifts may be transferred from one shift to another at the company’s discretion, in accordance with the terms contained in their appointment letters. However, unless these conflict with the interests of the company, such adjustments are often mutually agreed and made with the approval of the concerned Department Heads.

 Maximum working hours

Due to the need of the organization, it may require an Executive to work more than their normal hours of duty. However, longer hours may not mean higher productivity based on many researches done on this subject. For this very reason, Texeurop (BD) Ltd encourages employees to organize their work and execute tasks efficiently, so that the maximum hours worked per day do not cross 10 hours or weekly total hours do not cross 60 hours.

 Working hours during Ramadan

Working hours during the holy Islamic month of Ramadan for all business units are decided and announced by the respective plant head for the factories, and by the HRD.

Working on an off day

If the day worked is a weekly day off or declared holiday (for factories, declared by the factory management at the beginning of the year and for head office, Govt. Holidays), the employee is entitled to take Compensatory Leave as per department head wish.


Texeurop (BD) Ltd observe a minimum of 10 days in a year as Holidays as per guidelines provided by the Government of Bangladesh.

The employees at the factories, directly or indirectly related to factory production, observe holidays as per a specific Holiday Calendar approved and declared at the beginning of the year by HRD.


Texeurop (BD) Ltd has a Computerized Attendance Processing System (CAPS) is used to keep track of attendance. Similarly a hard copy also maintained by the HRD for checking purposes. The HRD prepare monthly attendance for the management staff of Texeurop (BD) Ltd and forward the final report to the Payroll Section of Accounts and Finance department for payroll processing. Some of the sections of Texeurop (BD) Ltd  maintain an Attendance Register and on a daily/monthly basis, the concerned Personnel & Admin department, after verification, forwards the same to the HRD for payroll processing.

After complying all the management staff’s attendance, HRD forward the same to the Payroll Section of the Accounts & Finance department on the second day of every month.

Overtime procedure

Eligibility of overtime/holiday allowance

Texeurop (BD) Ltd does not encourage overtime since it takes personal time away from an employee. So, Texeurop (BD) Ltd  advises to all departments to ensure that an effective manpower plan is available and in operation in order to facilitate business smoothly. But sometimes, in order to achieve departmental targets, due to urgent situations, overtime may required to meet the business needs. Only workers and supervisory staffs are eligible for receiving the overtime allowance. There is no provision for overtime for the Executive Staff.

Approvals and reporting

Overtime work is normally authorized in writing prior to the event, but in cases of emergency and in cases where an employee is required to work overtime in place of somebody who is absent unexpectedly, the Department Head may give verbal approval, acting immediately to initiate the documents of authorization.

The management personnel, under whose guidance the employee/s will be performing the extra work, complete an “Overtime Request Form” to initiate the overtime request. The form is then forwarded to the HRD for the approval and, where necessary, for the approval of the factory in-charge. In cases where the decision of overtime is made at night and if the dept. head and/or the factory in-charge is not present at the time, approval may be taken on the following workday.

The Department Head must ensure that all overtime requests and approvals are subject to meeting the maximum allowable working hours as per labor laws.

At the end of each week, the Department Head will complete an Overtime Reporting form if there was any overtime work done in the department, and submit to Personnel & Admin department. This form with OT information must reach the admin department by Monday each week or, for the last week of the month, within two days after the end of the month. If prior authorization was not taken for any reported overtime on this form, then the Overtime Reporting form must be signed by the Factory In-Charge (Operation In-Charge) or by the Department Head where it is for the non-production worker.

Overtime rates

The company pays overtime to the personnel of above grade levels at the rate of “Double the Basic Salary” using the following calculation procedure:

Overtime rate              = (Basic x 2) / 208

Total Overtime            = Overtime Rate x OT Hours



An employee who wants to resign from the company’s service is required to give 30 days notice as stipulated in his/her appointment letter failing that, to surrender pay in lieu of the notice period.

The employee submits his/her letter of resignation  to the HRD through Department Head, who calls the employee for a discussion and, particularly, if the employee in question is a good performer, tries to determine if the cause of the resignation is a genuine problem which can be resolved. If, after this interview, the employee still wants to resign, the Department Head accept the resignation and forward it to the HRD along with details of the discussion, comments mentioned in “Employee Separation Interview Form”

All possible efforts are made to see that genuine problems of employees with good performance are resolved and that they do not resign from the company’s service because of those problems. However, if the employee is still adamant upon resigning even after the second meeting, HRD issues a letter to the effect that his resignation has been accepted. After acceptance of resignation, HRD circulates a “Final Settlement Form” to all relevant departments and obtain necessary clearance for settlement of dues, if any, with the out going employee. The HRD completes all relevant formalities and completes the termination.

Once a resignation is submitted, the concerned department head takes extra caution to approving leaves during the notice period. Sick Leave, during the notice period, can only be given with proper medical certificates. Casual leave can only be given during this period only if the reason is valid and approved with prior notice. Casual leave can be granted for a maximum of 3 days during the notice period. Earned may not be granted since the provision of notice period is specially designed for recruiting a replacement and it is highly desired that the individual who is leaving would train the newly hired person for the position. If Earned Leave is granted, then training a new person may not happen. So, as a guideline, approving Earned leave for an employee who is leaving, is totally discouraged.

If and when any type of leave is granted to an individual, to be eligible for that approved leave, s/he must work the last day of the notice period. Failure to work on the last day of the notice period, the employee will not receive any leave benefit, even if the leave was previously approved.


No notice or salary in lieu thereof is required in cases where an employee is dismissed because of misconduct. Before any action is taken on acts of misconducts, the employee concerned is informed in writing as to the charges against him/her and given an opportunity to explain and clarify his/her position. The employee’s departmental head is also consulted in this regard.

Instead of directly issuing a dismissal letter, based on the employee’s reply, the management may also take one of the following actions:

–               Issue a warning letter.

–               Issue a charge sheet.

–               Issue a show cause notice.

All the above letters and the final termination letter are issued by the HRD.

Depending upon the decision of the management, dismissal from the company’s may be with or without the payment of full termination benefits. In the later case, the employee is paid the following:

–               Employee’s contribution to the Provided Fund

–               Such unpaid salary as is due to him/her

–               Encashment of unused Annual Leave balance if any


The employer may terminate the service of any permanent employee without giving any reasons if the employer does the followings:

–               Give 30 days notice or pay the equivalent gross average salary

–               Pay any other benefits that the employee has become entitled to due to the length of the employment


To cater for the needs of the company as well as to provide opportunities to employees for a well-rounded career development, it is sometimes necessary to transfer employees between jobs, locations, and departments. The objective is to implement management decisions relating to employee transfers in an efficient and effective manner and with the minimum amount of inconvenience and hardship to the employees concerned.

 Company initiated transfers

In the best interest of the company, employees are transferred between shifts, departments, divisions, and locations. In accordance with the terms of employment letters issued to the employees, the company has the right to transfer them as and when this is considered desirable from the company’s point of view. If the employee does not accept the transfer order and his reasons for such non-acceptance are not considered valid, then the company reserves the right to terminate his services.

Transfers are initiated by the department requiring the employee after consultation with the employee, Department Head of the transferor and the HRD. After discussion, the HR will initiate the process by receiving a “Transfer Requisition Form” F022. After getting the approval from the MD, HRD will issue transfer letter to the employee and one copy is given to the Departmental Head concerned, and to Accounts & Finance Department. A copy of the transfer order is kept in the personal file of the employee in the HRD.

 Employee initiated transfer

Transfer between shifts, departments, and divisions may be initiated at the request of the employees. If a suitable vacancy exists, upon consultation with the employee’s current Department Head and the gaining Dept. Head, the employee may apply to the HRD for a transfer. Such requests are scrutinized and if the employee’s qualification and experience are considered suitable for the vacancy in question and after consulting the loosing and gaining department heads, this request are accepted with a transition plan accepted by the both parties. The HRD communicates the acceptance or rejection of the request to the employee and if any, the transfer formalities are completed in accordance with the agreements and by issuing the “Transfer Requisition Form”, F022.


Basic employee benefits for permanent employees.

 Provident fund:

Will be introduced soon.

 Group term life insurance

The company provides coverage of life insurance to all the permanent employees after their joining with the company effective on the date of joining. To participate in the group term life insurance policy, all employees are required to fill up “Group Term Life Insurance Registration Form”, and submit to HRD for processing. To change the beneficiary at any time, the employee must inform to the HRD for making the changes.

In the event of the death of an employee, while in the company’s service, other than: 1) death by suicide 2) death by criminal prosecution, or 3) death by taking part in any activities subversive of the state; the company, depending on the classification of the employees, shall pay benefit on normal death from insurance company as follows:

Employee classificationNormal death benefitAccidental death benefit
Executive staff36 month’s last basic salary72 month’s last basic salary
Workers & SupervisorsTk. 50,000/-Tk.1,00,000.00


All confirmed permanent employees of Texeurop (BD) Ltd are entitled to two festival bonuses each equivalent to the basic salary.


The company provides subsidized lunch for the all employees.


The company based on requirements and availability provides free furnished single accommodation to selected executives at the officers’ mess of the factory. The workers/supervisors on the same basis are also provided with furnished single accommodation at the workers mess at free of charges.

Gratuity Scheme

Regular/ confirmed employees of the company who have completed minimum 3 (three) years of continuous service from the date of joining will become eligible to gratuity payment at the time of termination of employment with the company.

–               Gratuity will become payable on termination of service due to voluntary resignation, death, ill health, accident, retirement or termination of service by the company without assigning any reason.

–               Gratuity will not be payable to any employee who for reasons which are set out in the service manual, constitute dismissal for wrong doing or which will render the employee liable to summary dismissal.

–               Gratuity is payable to legal heir/heiress or to the nominee of the deceased employee in case of death of the employee while in the service of the company.

–               Gratuity is payable at the rate of one month’s basic salary (60% of gross) last drawn for each completed year of service.

–               Gratuity amounts at the time of payments are subject to income tax as per prevailing laws of the country.

No advance or loan will be allowed to any employee against his/her gratuity fund.

 Mobile Telephone

Need assessment and entitlement

The use of the cell phone is mainly for official purpose. Management staff of grade M1to M7 are entitled to cell phones. For others, a “Need Assessment Form of Cell Phone” form F020 must be completed and sighed by the department head for review and final approval by the GM, HRD and  Managing Director.

Cell phone ceiling

Based on the actual average use for the executives of different grades, the mobile phone bill limits are set as follows:

DesignationMonthly entitlements (in Taka)
Managing Director5000
Plant Manager2000
Production Officer, Floor In Charge1500

All overseas calls (for official purposes only) are to be reimbursed by the company in excess of the limit.

Cell phone management

The Information & Communication Technology (I & CT) Department will be responsible for procuring, repairing, and processing for bills relating to company cell phone. At the time of termination/ dismissal/ resignation or any other form of separation, cell phone shall be returned to the I&CT department.


The I & CT department is responsible for collecting all mobile phone bills, preparing comparative statement, getting necessary approval from GM HRD & Finance and sends the statements along with the original bills to accounts & Finance department. All the bills will be paid by the company, any expenses beyond the limit shall have to be borne by the respective user, and Accounts & Finance department will deduct the excess amount from monthly salary of the concerned employee.

Selection of service provider

The company, as a corporate client of Grameen Phone and Airtel, arranges and procures all cell phones from GrameenPhone through corporate package.

Roaming facility

Users having roaming facility visiting abroad on business trip will buy local SIM card wherever available. In that case company will pay all the related expenses at actual to the concerned employee upon submission of bills.

Transportation Facilities and Car Purchase Scheme

Executives (Grade M1 to M4)

A microbus pickup and drop service from some specific location is available based on seat availability. If seat is not available, then the employee is responsible for traveling back and forth to work on his / her own.

Executives (Grade M5 to M6)

Car Scheme

The objective of the scheme is to provide financial assistance to company executives for the purchase of cars and thus to provide executives with transport necessary for carrying out their duties.

Employees in the grade M5 to M6, i.e. General Manager, and MD are required and eligible to apply for a Car Purchase Scheme after joining the company. To initiate the request for participating in this Car Purchase Scheme, the employee is required to write a note to the Chairman. Normally they are provided with company cars.

An employee who has acquired a car under this scheme will not be eligible to apply again till the scheme period of 5 years is over. The following are the approved specifications of the transport and benefit given to the employees:

Description of the carNew/ reconditioned (not more than 4 years old), four door (made in Japan)
Car PriceFor Grade M5: Maximum taka 12 lac

For Grade M6: Maximum taka 15 lacFuel AllowanceAn allowance of 200 liters per month to be paid by the company.MaintenanceThe company will pay a maximum amount of Tk. 36,000/- only per annum related to maintenance expenses. The Accounts & Finance department will be responsible for paying the money immediately upon submission of paid in receipt from the workshops. This ceiling, if not spent within the year, shall not be carried over to the next year rather will be lapsed automatically.DriverTo be employed by the employee concerned. An allowance of tk. 5,000/- only per month will be paid by the company to cover the driver’s salary.

The driver must have a valid driving license. The employee has to submit driver’s CV, photograph along with photocopy of the driving license to the administration department for official record.Major Accidental RepairsAny vehicle under this scheme will be covered by a 1st party insurance. In the event of major accident, the matter related to insurance claim will be taken care by the Administration department. Any amount of repair which is excess of insurance claim receivable or received will be borne by the company and the concerned employee equally. The company initially will make the full payment to the repainting shop through A/C payee cheque and recover the employee’s portion from next due salary.

The admin department (and employee, if willing to) will supervise all repair work and do the administrative tasks.

For processing of the request of a car purchase, an “Automobile Inspection Report”, form F010 must be completed and signed by the Administration department for checking the engine and body condition, suspension and safety features.

The car under this scheme will be purchased by bank loan or leasing company only. The car will be initially registered as follows:

Through a bank loan– as stipulated by the bank
Through a leasing contract– in the name of the leasing company

The company will be required to contribute 50% of the lease payments or loan installments every month until the expiry of the lease/ loan period. Employee’s contribution will be deducted from the monthly salary of the respective employee.

If the price of the car exceeds entitlement according to the grade, the employee will pay the amount in excess of his/ her limit to the vendor in cash or account payee cheque.

After the expiry of the lease/loan period, the ownership of the car will be transferred to the name of the employee. Costs incurred in connection of the transfer will be payable by the respective employee.

In the event that the employee leaves the company before the expire of scheme period, he/she shall have the option of purchasing the car from the company by refunding 100% company contribution already made, and by taking full responsibility for the remaining installments (if any) with the bank or leasing company. The company will also inform the bank / leasing company regarding the separation of the employee with the company accordingly. This option to purchase will only be available to an employee who has been with the company for minimum period of three years. In case he/she does not want to exercise the purchase option, the company will reimburse the employee 75% of the amount contributed by him/her toward the cost of the car, and car ownership will then be transferred to the company.

The employee will be expected to use the car for the company’s business as well as for fulfillment of his private transport needs. Employees who have availed of this scheme are expected to meet all their official transportation needs with the vehicle provided under this scheme. Factory based staffs under car scheme however will be allowed to avail pool transport for pickup and drop keeping his her scheme car for private use. In case he/she misses the pool car , he/she will have to use his/her scheme car. If any factory-based staff prefer to use his/her scheme car for commuting to and fro the factory instead of availing pool car, then he/she will get a fuel allowance for 350 liters per month.

If any employee is asked to travel outside the Dhaka metropolitan on company business, he/she will be reimbursed tk. 6/- per kilometer, subject to prior permission from his department head. Tolls and other expenses, if any, will be reimbursed by the company at actual.

If an employee has to select a scheme car that is presently available with the company, the administration department in consultation with Head of Accounts & Finance will propose the installment amount plus number of installments considering the market value of the car and its conciliation (case-by-case basis). After getting the approval from the HRD & Finance the company will make the necessary arrangement with the concerned employee. All other terms and condition shall remain the same.

If any Executive, after purchasing the car under the scheme gets promoted to the position of GM or above and becomes entitled to full-time company maintained car, he/she has to continue with the scheme till the installments are over unless management decides otherwise.

Leave Entitlements

Basic Leave Types

All permanent executives of the company are entitled to various types of Leaves that are calculated based on calendar year and prorated from the date of joining to the company’s service or the first year.

The following are the basic Leave entitlements for the executives:

Types of LeaveDays Per Year
Weekends (with full wages)
Casual Leave10
Sick Leave14
Earned Leave15
Public HolidaysAs per list of holidays declared by the HRD

Casual Leave

The employee is entitled to exercise Casual Leave from the next day of joining. However, the Casual Leave is pro-rated for the balance period of the year counting from the joining date. Casual leave cannot be availed for more than three days at a time. In addition, it cannot be carried forward to the following year or cashed. Casual Leave can be taken with Weekends, Public Holidays, Earned Leaves, etc. but be limited to only 3 days.

Sick Leave

The employee is entitled to exercise the sick leave benefit from the date of his/her joining. The above entitlement represents the maximum number of days sick leave that an employee can avail in a year. Normally medical certificates are not required but if the sick leave exceeds three days at a time or being taken as an extension of earned leave, then medical certificates are required. Where this is not the case, an application for sick leave is considered enough. Sick Leave cannot be carried forward to the succeeding year and cannot be cashed. If an employee is sick on weekend or on a public holiday, that day will not be counted as a sick day and the number of sick leave taken out of his/her allocated days will be excluding those days.

Earned Leave

Entitlement to Earned Leave for the Executives is 15 days based on each completed year of service. A maximum of 30 days can be accumulated. Any accumulation beyond this will automatically lapse on the following first of January each year. The entitlement to earned leave is exclusive of weekends and public holidays, i.e., weekends and public holidays falling during the annual leave taken will be considered additional to the entitlement.

Though earned leave is counted from the date of joining, it cannot be taken until the employee passes the probationary period receiving confirmation.

Other Leave Options

Compensatory Leave

Executives are entitled to compensatory leave in the following situations and the guidelines associated with them are:

–               Executives working in general shift are entitled to one day’s compensatory leave if they work for at least eight hours on public holidays or on weekends, for example, Friday.

–               Executives working in shift duties are entitled to one day’s compensatory leave after working for an extra shift or for working on a scheduled of day or on a public holiday.

–               Compensatory leave either can be taken or can be accumulated with annual leave by senior executives and below, while for Assistant Managers and above can only be accumulated with Annual Leave.

–               Compensatory leave shall be granted against duties not less than 8 (Eight) hours, for which 1 day leave shall be granted.

–               Compensatory leave Form should be sent to HRD within 5 working days following the day worked.

–               Compensatory leave should be treated as earned leave, i.e., the leave should be taken within the next calendar year; it lapses afterwards.

Maternity Leave

Married woman employees are entitled to maternity leave benefit as per “The Maternity Benefit Act, 1939”. The period of maternity leave shall be 6 months of absence, which shall include the public holidays and weekends (non-working days), and including the day of delivery. The entitlement to maternity leave is to be availed as follows:

–               Twelve weeks immediately preceding and including the day of delivery.

–               Twelve weeks immediately following the day of delivery.

–               A woman shall not be entitled to maternity leave unless she has been employed by the company for a period of not less than nine months immediately preceding the date of delivery.

–               Maternity leave can be availed for maximum of 2 occasions while serving for the company.

Study Leave

An executive may be granted Study Leave, without pay, entirely at the company’s discretion, once he/she has been in the company for at least one year. Study leave is normally granted if the course of study, which the employee intends to pursue, is likely to benefit the company’s operations. Study leave can be given for up to a maximum period of 2 years.

Hajj Leave

A permanent Executive who intends to perform Hajj at his own expenses, upon completion of 1 year of service, may be allowed for a 45 days Hajj Leave with pay at the sole discretion of the management. This leave can only be availed once in the entire period of service.

Similar leave may be granted for employees other than Muslim, if the occasion is a once in a lifetime holy event significant to the believers.

Special Leave

Special Leave may be granted to the permanent employees with or without pay and allowances at the sole discretion of the management. Application for special leave should be forwarded to the HRD, through the relevant departmental head, along with appropriate reasons and recommendations for necessary action. Some examples of such leave request may be for marriage, death in the family, etc.

 Leave Applications

Application to avail any type of leave is made on the prescribed form “Leave Application” form F00. The employee may attach any other supporting document to prov9ide details about the leave if required. The employee completes the Leave application and submits it to his/her department head for approval. After approval, the leave application is send to the HRD or to the Site Personnel and Admin Department responsible for maintaining leave records.

To apply for compensatory leave the employee completes the compensatory leave form after receiving approval from the department head, the application is to be forwarded to the HRD department responsible for maintaining leave records.

Texeurop BD Ltd

Some are parts:

Human Resource Management Practices Texeurop BD Ltd (Part 1)

Human Resource Management Practices Texeurop BD Ltd (Part 2)



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