Bat 2m2p4v

1. COMPANY BACKGROUND 1.1. BATC at A Glance: British American Tobacco P.L.C. is the world’s most international tobacco group. Based in London, UK it is a market leader in more than 50 countries selling over 300 brands in some 180 markets world-wide with the strength of almost 90,000 employees. British American Tobacco Bangladesh, a market leader in the country, is a subsidiary of British American Tobacco p.l.c. Operating in Bangladesh since pre-independence, the company headquarters and cigarette factory are based in Dhaka, with a tobacco leaf processing operation in Kushtia. The company employs more than 1300 people and provides indirect employment to a further 24,500 farmers, distributors, and suppliers. The company began it’s in the subcontinent in 1910 as Imperial Tobacco Company Ltd. with its head office in Calcutta where cigarettes were in Carreras Ltd. Calcutta. Imperial and Carreras merged in to a single company in 1943. After the partition Pakistan Tobacco Company (PTC) came into existence with its head office in Karachi in 1949. The then PTC's East Pakistan office was situated n Armanitola and ultimately moved to Alico Building, Motijheel, Dhaka. In 1954 PTC established its first cigarette factory in Chittagong although high-grade cigarettes still came from West Pakistan. The Dhaka factory of PTC went into production in 1965. After independence, Bangladesh Tobacco Company Pvt. Limited (BTC) was formed in 1972 with British American Tobacco holding 65% shares Bangladesh Tobacco Company. In March 1998 Bangladesh Tobacco Company changed its name and identity to British American Tobacco

Bangladesh

pronouncing

its

common

identity.

British American Tobacco Bangladesh is a company with world class 1

people, products, systems and processes and tools. They are the first company in Bangladesh to be awarded Class A status as part of the international and prestigious total business excellence program, MRPII, audited by internationally renowned consultants Oliver Wight. They have a total company commitment to excellence and drive for continuous improvement, aspiring to be among the very best in the world. Their world class people work as a team to meet challenges in an ever-changing business environment. They have an open and transparent culture with customer service that exceeds expectations. They continuously seek to improve their manufacturing efficiency without compromising on quality. As a result their company is recognized as benchmark for quality in the region when they were the first company to be given the license to manufacture Benson & Hedges in-house, within this region of BAT Group which stretches from Pakistan to Australia. Their utilization of information technology is at the core of their business strategy and is a benchmark among other fast moving consumer goods companies in the country.

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1.2. Vision of BATC: The Vision that motivates their people and drives their operations is the desire to extend their market leadership through world class performance across all areas of their business.

Strength from

Their Four Guiding Principles Actively utilizing diversity - of people, cultures,

Diversity:

viewpoints, brands, markets and ideas - to create

Open Minded:

opportunities and strengthen performance. Being an active listener, genuinely considering

Freedom through

others' viewpoints and not pre-judging. The freedom to take decisions and act on them

Responsibility:

obliges them to accept personal responsibility for

Enterprising Spirit:

the way they affect their stakeholders. The confidence to seek out opportunities for success, to strive for innovation, and to accept the considered risk-taking that comes with it.

1.3. Brands of BATC: They are proud of their reputation for manufacturing high quality cigarette brands, which are enjoyed by millions of adult smokers. Their portfolio includes a range of brands for different consumer preferences. Well-known international brands such as Benson & Hedges (Lights and Regular), State Express 555 and John Player Gold Leaf (Lights and Regular) complement the national Star, Scissors and Capstan families of brands. Always mindful that they are in business to serve their customers and consumers, they continuously seek to improve their products and services to deliver world class quality standards. 3

1.4. People of BATC in Bangladesh: British American Tobacco Bangladesh is a company of great strengths especially in people. Significant investment in people development through local and international training and embedding their corporate values has fostered a culture that encourages global interaction of talent. Currently they have 8 managers in other British American Tobacco group companies, while 6 expatriates are based here. As a well respected local company fostering freedom of expression and independent thought in a business culture which values diversity, creative thinking and an enterprising approach to challenge, they are privileged to attract and retain experienced managers and graduates of the highest caliber in the country.

1.5. BATC Taking Partners with Them in the Road to Excellence: British American Tobacco Bangladesh is widely respected among its business partners. In our journey towards continuous improvement and excellence in every area of their operations, they always strive to take their valued business partners with them – with them (partners) acquiring skills and expertise which they apply to develop their own businesses as well. Their ed farmers receive seed and advice on planting, growing and harvesting from us. They apply their tobacco growing skills to growing other agricultural crops as well. It is through BATC farmers that they have been able to sustain such a successful a forestation program. Their distributors are fully integrated into their business, continually improving standards in partnership with the company. Their local suppliers benefit from skills transfer of modern, cost effective working 4

practices, resulting in increased velocity and efficiency in their (partners) own internal process.

1.6. Demonstrating Corporate Social Responsibility: Over the years British American Tobacco Bangladesh has made significant contributions to the socio-economic development of the country. They are one of the highest taxpayers in the country, contributing more than Tk1400 crore to the government exchequer annually. Through various projects and initiatives, they are involved in improving the environment, ing philanthropic organizations and promoting arts and culture and assisting with disaster relief. •

A longstanding a forestation program, planting and distributing more than 39 million trees across the country since 1980.

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A one of a kind bio-filter installed in our factory to reduce odor emissions is now used as an example for emulation by other industries.

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for programs like Shandhani's posthumous eye donation, polio vaccination and blood donations.

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Involvement in a vegetable seed multiplication program.

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Assistance to tobacco farmers in crop cycle planning and optimum utilization of land.

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Run programs to promote farmers' literacy, health, hygiene, education, family planning awareness and bank s.

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Provide prompt relief and generous to affected communities in cases of natural disaster.

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Commitment to the principles of sustainable development through high international standards of environmental, health and safety practice.

1.7. BATC’s Pride: British American Tobacco Bangladesh has been the proud recipient of a number of awards, including the National Export Trophy (2000), the Prime Minister's 1st Prize for Tree Plantation in 1999 and the Food & Agriculture Organization (FAO) Award for pioneering the development of the vegetable seed industry in Bangladesh in 1999 and Prime Minister's A forestation Award in 1993.

1.8. The organizational structure of BATB:

Figure 1

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2. ORGANIZATION’S VALUES 2.1. BATC’s Core Values: BATC are committed to building value for their shareholders, and they believe there is real value embedded not only in how they run their business but in how a company is put together; in its ability to see the world as it really is; in it's ability to pick and retain talent; to build relationships of trust with consumers, suppliers, distributors and partners, and to manage high quality brands. Perhaps above all in today’s economy, there is particular strength in the ability to root local businesses in a vast range of different cultures around the globe. Their guiding principles describe key characteristics of their organization, which they aim to nurture.

2.2. BATC’s Guiding Principles: Here at British American Tobacco we have identified their Guiding Principles which describe the core beliefs and values of their organization. They define who they are and what differentiates them - their "corporate DNA", and capture the spirit and ethos of what is a truly global company with many different forms in the 180 countries in which they operate. These principles apply to every employee in British American Tobacco, across all levels, functions and geographies, and act as a point of reference for every aspect of our working life, from communication to decision making. Their core Guiding Principles are: •

Strength from Diversity: Everyone can flourish and succeed in an environment which values and cherishes differences. The diversity 7

of their people and their ideas creates opportunities and a competitive edge. Open Minded: They are open-minded and encourage everyone to contribute, by actively listening; by being genuinely receptive to new ideas and the ideas of •

Others by being open to different perspectives and by questioning and challenging the conventional.

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Enterprising Spirit: They strive to do different things in different ways.

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Freedom through Responsibility: People have the freedom to take decisions and act by accepting personal responsibility, within the parameters of the organizations strategic goals.

2.3. A Clear Female Voice: Their Employment Principles clearly state that British American Tobacco is dedicated to providing equal opportunity to each employee and that their employment beliefs and standards mean in practice that they will not discriminate when making decisions on hiring, promotion or retirement on the grounds of the employees’ or candidates’ race, color, gender, age, social class, religion, smoking habits, sexual orientation, politics or disability – subject to the inherent requirements of the role to be performed. In line with this principle, at British American Tobacco, individuals are nominated to fulfill speaking engagements, liaise with a wide range of external audiences (including the media) and are put forward for company awards based on their suitability for the respective event and criteria such as gender will neither positively nor negatively impact on the choice of candidate chosen for the event.

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At British American Tobacco, many of their most senior and prominent external-facing managers are women and as such, naturally, they are seen fulfilling a number of public speaking engagements and are seen quoted in the press on a regular basis. At their London Press Office at Globe House which fulfils a number of roles including orchestrating the Company’s with all UK national and London-based international media, overseeing media communications on trans-national issues such as the WHO’s Framework Convention on Tobacco Control and crisis communications, two of the three press officers/Company spokespeople are women. Since 2002, British American Tobacco has been running The Golden Leaf Award, an annual program that celebrates examples of excellence within and across Group operating companies, regions and functions. The Awards not only recognize the outstanding achievements of markets or teams but furthermore demonstrate the business impact of these achievements or behaviors and ultimately, share both success and knowledge across the Group. The award celebrates the achievement of groups of employees rather than individuals, however, many women were essential and valued of the eventual three winning teams in 2002. In 2004 two women won the Golden Leaf Award. These women had to ensure continued delivery in the US marketplace even in the thick of the merger process.

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3. ORGANIZATIONAL POLICIES Based on their values and principles they developed an ‘Equal Opportunity Policy’ and various employment policies to assure diversity within the company. The policies are documented and can be accessed via the intranet. In of women's advancement they also have in place a maternity policy. Their disciplinary policy and sexual harassment policy, for example, applies to all employees regardless of gender.

3.1. BATC’s Employment Principles:

Based on these Guiding Principles, BATC have developed a set of Employment Principles and workplace related human rights. British American Tobacco is a decentralized group of companies and each company has wide freedom of action. However, within that framework it is their aim to apply these principles (Principles) in the key areas of employment practice:

1. STRENGTH FROM DIVERSITY:

“Actively utilizing diversity – of people, cultures, viewpoints, brands, markets and ideas – to create opportunities and strengthen performance” BAT is dedicated to providing equal opportunity to each employee. Their employment beliefs and standards mean that they will not discriminate when making decisions on hiring, promotion or retirement on the grounds of the employees’ or candidates’ race, color, gender, age, social class, religion, smoking habits, sexual orientation, politics, or disability – subject 10

to the inherent requirements of the role to be performed. A fundamental aim is to ensure a diverse and representative workforce profile through the promotion of employment equality. They shall observe national legislation relative to positive discrimination.

2. OPEN-MINDED “Being an active listener, genuinely considering others’ viewpoints and not pre-judging” 2.1 Openness and Responsiveness •

Internal Communications: Employees’ sense of belonging to, and trust in, BAT is enhanced by their focus on internal communications, a sense of pride in their brands and being part of a socially respected group of companies. They aim to be open and transparent and to provide regular, reliable and relevant business and industry- related information, through a wide range of internal communication channels to allow access for all employees. Disclosure/communication policies take into their obligations to business confidentiality and other competitive concerns. However, subject to this, they actively encourage and promote the free flow of ideas and information between their operating companies and their workforce.

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Relationships and Partnerships: Worker Representation and Freedom of Association- they respect both freedom of association and freedom of non-association. They acknowledge the right of employees to be represented by local company-recognized Trades Unions, or other bona fide representatives, and for these, where 11

appropriate, to consult with the relevant company – within the framework of applicable law, regulations, the prevailing labor relations

and

practices,

and

company

procedures.

They

acknowledge the activities of recognized worker representative bodies such as Trades Unions (where such activities are practiced in accordance with national law) and they ensure that workers are able to carry out their representative activities within agreed procedures.

3. FREEDOM THROUGH RESPONSIBILITY “We believe decisions should be pushed down the organization to the appropriate level, as close to the consumer as possible and that decision takers should accept responsibility for their decisions”. 3.1 Company Responsibilities •

Fairness at Work: They seek to encourage a climate of confidence to ensure that employees can air questions and problems arising during the course of their (workers) work and aim for quick resolution to the satisfaction of all concerned. To this end, they seek to ensure that their employees know about grievance and disciplinary procedures and how to use them. Temporary labor is an important element of the overall employment mix and essential to meet the local business requirement and cycles. Where this form of labor is used they will act at all times to conform to local labor laws and practices. BAT companies do not have a policy of engaging in the use of casual labor to avoid an employee receiving company and government benefits.

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Dignity at Work: BATC finds all aspects of harassment and bullying unacceptable and they are committed to removing any such actions or attitudes in the workplace.

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Restructuring: BAT undertakes restructuring in a responsible manner. Any of their global operating companies involved in restructuring will explain the initiatives that make change necessary to its employees and all appropriate groups and bodies, in accordance with local laws and regulations. They cannot offer a job guarantee for life but compulsory termination of employment is only actioned after a comprehensive review of all the alternatives. Where such situations do occur, they will adopt responsible local approaches and procedures to address each instance, including severance pay and any other such measures as may be appropriate to the situation and location.

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Against Exploitation: Child labor: BAT does not condone or employ child labor. They seek to ensure that:• The welfare, health and safety of children are paramount at all times. • Practices undertaken by children for the development of vocational skills (e.g. in agricultural employment) do not conflict with or impede their educational development, including school attendance. • The development of children, their communities and countries is best served through education. Forced labor: Bonded or involuntary labor is completely 13

unacceptable, as is the requirement to surrender identity papers or pay deposits as a condition of employment. Where national legislation or employment procedures require the use of identity documents, these will be used strictly in accordance with the local legislation and procedures. We do not condone exploitation or the unlawful use of immigrant labor.

3.2 Employee’s Responsibilities •

Standards of Business Conduct: These are an integral part of their corporate governance and are designed to provide a decisionmaking framework for all employees. Employees are the key upholders of such standards and are expected to comply with them.

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Proper use of Company Systems: BAT companies deploy many systems to help in the achievement of business goals. In doing so, they entrust the use of these systems and facilities to their employees. It is the responsibility of employees to familiarize themselves with these systems and to adhere to all operational and confidentiality procedures including those concerning personal use of the systems. BAT companies will provide training in the use of their systems and policy adherence and employees should seek further training if required. The use of these systems will be monitored from time to time to ensure lawful use and purposes in

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accordance with BAT policy and local legislation. Employees will be encouraged to make suggestions to improve either the training or the systems themselves.

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Performance Responsibility: They expect their employees to make a meaningful and confident contribution to the success of BAT and their (workers) own place within it. As such, employees will be held able for their performance. They therefore provide employees with clarity on their expectations of them (workers) and on their (workers) performance. The mechanisms for this will be determined as appropriate at the local level. Where poor performance continues, despite the prior provision of opportunities for improvement, BAT companies will terminate the employment, applying the framework of applicable law and company labor relations procedures.

3.3 Mutual Responsibilities •

Environmental Responsibilities: BAT has in place Environmental, Health and Safety management and monitoring systems and strives to achieve annual targets and performance indicators in each of the key areas of environmental management. Both their companies and their employees have an integral part to play in the achievement and maintenance of these standards.

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Constructive Place in the Community: 

Community contribution: BAT thinks globally but it is a local citizen. As such, they encourage their employees to play an active role both in their (workers) local and business communities. The level and type of the local company and their employees give is at the discretion of the local company.

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Economic contribution: BAT seeks to create opportunities for skills development for employees and communities in markets where they operate. They also aim to work in harmony with the development objectives and initiatives of host governments.

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Business Information Security: Business information security is a multifaceted challenge requiring effective co-operation between all parts of the business, their business partners, employees and employee representatives. Their policy embraces all elements of business

information

security

including

physical

records,

electronic data, e-mail, personal data held by the company, information processes and data management, legal and audit considerations and communications systems (telephones, fax, internet etc.). Their policy is to maximize the business leverage of their information, ensuring that it is reliable and available to those who need it. It is of paramount importance to ensure that all their employees are fully aware of their personal responsibilities in this regard. They will honor the privacy of workforce data according to the requirements of national legislation and the security and interests of the business. •

Personal Development and Learning: They develop and deliver high quality learning and development initiatives appropriate to the needs of the individual operating companies and their employees. They aim to foster a sense of pride in working for BAT and to be the employer of choice wherever they operate. Whilst they put great emphasis and resources in training and opportunities for development, employees are encouraged to take responsibility for their (workers) own development.

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3.4 Valued Business Partners Whilst they are not responsible for standards of employment practice throughout their supply chain, they seek to influence our business partners to avoid: • The employment of children particularly in any industrial process, or agricultural process which uses chemicals (other than in genuine apprenticeships); • The selling of cigarettes to minors; • The use of forced or illegal immigrant labor; • Working conditions which do not meet BAT standards on health, safety or hygiene; • The denial of access to, or unfair application of, a transparent grievance procedure; • Any form of unlawful discrimination, harassment, abuse or bullying. Whilst each partner organization has the responsibility to manage its employment practice in accordance with its own business standards, values and local legislative framework, they will work with them to embrace these Principles. BAT Minority Shareholding Interests: They (BATC) will draw to the attention of the Directors of companies, in which they (BATC) have a minority interest, the contents of these Principles and, where they do not exist already, encourage them to be adopted.

4. ENTERPRISING SPIRIT “The confidence to seek out opportunities for success, to strive for innovation and to accept the considered risk – taking that comes with it”.

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4.1. Physical and Material well-being Elements of this are:Reasonable Working Hours: It is almost inevitable that in most roles, and at certain times of the year, business needs will dictate more concentrated periods of work than at other times. However, BATC acknowledge and the need of employees to balance work and personal interests and will encourage flexibility where possible. •

Family Friendly Policies: BATC encourage their markets to explore and adopt family friendly policies as relevant according to local practice.

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Occupational Health and Safety: BAT companies will all have, and comply with, internal health and safety policies and procedures and national regulations to ensure a safe working environment. BATC are committed to working with their employees to ensure that health and safety standards are maintained and improved. This process involves the effective application of an environmental, health and safety management and monitoring system. BATC work continuously to maximize the physical security of their employees wherever they (workers) are employed. BATC will ensure that their standards and policies are understood and training will

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Be provided so that all employees understand the health, safety and security issues and requirements concerning their (workers) job/position.

4.2. Fair, Clear and Competitive Remuneration and Benefits 18

BAT recognizes the need for their remuneration policies to be competitive and they have been designed to ensure a real differentiation amongst individuals and teams within companies, using criteria such as: qualifications, skills, performance, contribution and responsibility. BAT uses objective instruments in determining the level and seniority of roles within the business by means of a well-defined method of job evaluation, which defines roles, scope and subsequent salary positions and ranges. These are then compared against the local labor market to ensure their competitiveness. Prevailing market conditions are a key point of reference for establishing remuneration in each operating company. BAT will comply with legislation imposing a national minimum wage; however, their strategy will be to ensure that their reward levels are highly competitive within the local area. BATC use remuneration and reward as an active tool to build and maintain a high performance, highly motivated culture. Their approach is based on a mix of financial and non-financial, long and short-term incentives. Each operating company has the opportunity to structure their reward and benefits packages according to local circumstances. All employees are provided with clear information for each pay period, including any and all deductions from their pay.

4.3. Talent, Performance and Equal Opportunity Where possible BATC fills vacancies internally, although they will seek out external talent as this provides the opportunity for fresh thinking, new ideas and experiences. Their recruitment strategy is based on retaining and attracting the most suitable people at all levels of the business and this is reflected in their objective approach to recruitment and selection. The approach is based on the inherent requirements of the job (both now and in

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the foreseeable future), matching the ability and potential of the individual.

3.2. UK Headquarters Policy: At Globe House, BATC aim to live the Guiding Principles and demonstrate their genuine commitment to the global Employment Principles. Their Equal Opportunity Policy aims to ensure the Company provides equal opportunity for all job applicants and employees, regardless of race, color, religion, ethnic origin, sex, marital status, sexual orientation or disability. In of this, the Sexual Harassment Policy states unequivocally that ‘the Company finds all forms of sexual harassment unacceptable’ for both men and women and aims to provide victims with a means of redress. Recognizing the numerous forms and levels of sexual harassment, the policy provides an extensive list of the behaviors that will not be accepted.

3.3.

Commitment

to

Good

Employment

Practices: BATC’s Employment Principles build on their commitment to good employment practices and workplace related human rights. They set out a common standard for their companies in developing policies and procedures, while recognizing that each company must take of local labor law and practice and its local political, economic and culture context.

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They cover a wide range of practices, including: - Equal opportunity to everyone. - Internal communication and the free flow of ideas - Worker representation and freedom of association - Fairness at work and the unacceptability of harassment and bullying - The unacceptability of child labor or unlawful use of immigrant labor - Performance responsibility - Health, safety, and environmental responsibility - Community contributions by employees - Personal development and learning - Reasonable working hours and family friendly policies - Fair, clear and competitive remuneration and benefits.

3.4. Freedom of Association: Worker Representation and Freedom of Association: BATC respect both freedom

of

association

and

freedom

of

non-association.

They

acknowledge the right of employees to be represented by local companyrecognized Trades Unions, or other bona fide representatives, and for these, where appropriate, to consult with the relevant company – within the framework of applicable law, regulations, the prevailing labor relations and practices, and company procedures. They acknowledge the activities of recognized worker representative bodies such as Trades Unions (where such activities are practiced in accordance with national law) and they ensure that they (workers) are able to carry out their representative activities within agreed procedures.

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4. RECRUITMENT AT BATB They see recruitment as part of their business strategy, ensuring that their company is equipped with managers of the highest caliber who can build their future. It is a long-term strategic exercise to continually improve the quality of management, with a consistent focus on future requirements. Year after year they select, train and develop some of the brightest and most talented graduates. Their unique management development programThe Challenge Initiative-has been designed to train the very best people to a global standard of excellence. Graduates are therefore not recruited to fill a vacant slot but as management trainees, and are recruited over and above the company's current manpower requirements. They will have recently completed 4-year graduate level education and will be seeking a first professional post. The company also invites talents to submit their applications for positions other than management trainee or entry level.

4.1. Recruitment Policy: •

British American Tobacco Bangladesh will be in e – resourcing from 2002. They will be focusing on e-based ment for more visibility and transparency alongside the conventional print media. All recruitment related notices will be posted on the www.bdjobs.com web site. Candidates are required to fill up the blank resume format provided in the web site. A well-structured and systematic selection procedure is followed to get the most suitable candidate. Following the selection procedure, preemployment medical examination and reference checks are done.

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They entertain application from recognized universities from home and abroad

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Applicant must be citizen of Bangladesh.

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They encourage students with good academic track record to apply.

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They are free from any prejudice against any race, sex, religion, age what so ever. Positions will be offered to the candidate on the basis of his/her ability and requirement of the company.

4.2. Recruitment Process: •

As a part of the resourcing program, they focus on e-based ment for more visibility and transparency alongside the conventional print media. All recruitment related notices will be posted on the www.bdjobs.com web site. If you have decided that British American Tobacco is for you, the first step is to complete the application form provided on the website.

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If the application is successful, he/she will be invited to a preliminary interview with a member from the function to which you have applied, and a member of the Human Resources team. This is as much chance for you to find out more about them, as it is for them to find out whether you have the competencies they are looking for.

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As a final candidate you will be invited to a specifically designed British American Tobacco assessment centre. This will provide you 23

the opportunity to demonstrate your skills and suitability through your performance in a number of participative and individual exercises. You will also have the opportunity to meet their managers and to gain first hand experience of what it is to like to work for British American Tobacco Bangladesh. Regardless of the outcome, participants find it a unique opportunity to demonstrate their strengths. •

If you make it through to the Assessment Centre, you will be recommended to the respective Heads of Functions for a final Interview.

They are committed to keeping you informed of your progress through every step of the selection process.

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5. PAYMENT PRACTICE AT BATC 5.1. Equal Pay: British American Tobacco Company takes a holistic approach towards reward offering employees not only attractive salaries, flexible benefits and long-tem incentives, but also challenging responsibilities, inspirational leadership and opportunities for development. They truly believe in equality and hence offer fair reward to all their employees on all levels. An unbiased approach is applied and salary progression is linked solely to individual development and individual performance. They also ensure that their employees are rewarded fairly not only in relation to each other, but also in relation to the employees of other companies. By means of pay and benefits surveys they ensure maintaining a competitive position in the market.

5.2. UK Headquarters Equal Pay Review:

It has always been standard practice at Globe House, London, to check the gender distribution of the annual pay award and to monitor gender variance in of proximity to salary range mid-points. This is a practice which is also encouraged globally. In 2002, they went a stage further with a full equal pay review looking back over five years and examining issues such as part-time pay and length of service. In 2002, the first five management grades (the last two most senior grades represent numbers too small for meaningful analysis) showed pay differentials of between 1%-4%. These differentials are in favor of male employees for the first four grades, but at 25

the fifth grade the average salary is 3% higher for women than men. The pay picture for part-time female employees is even more encouraging with average salaries of women part-time workers being higher than male fulltime workers in the same grade. Pay determination processes are structured to ensure maximum objectivity and equality. Annual pay reviews are influenced by performance ratings against agreed annual objectives, and the annual bonus is based on 50% Company performance and 50% team performance with the bonus paid in full for women on maternity leave. In 2003 they continued examining the issue of equal pay between male and female UK Headquarters’ employees. The overall picture indicates once again that pay at headquarters has been managed equitably resulting in minimal evidence of any gender-based discrepancies. In 2003 one of the two most senior management grades were added into the study so that altogether six management grades were analyzed. The review showed differentials of 1%-8% between men and women pay. Apart from one grade where the result was equal, these differences favored male employees in three instances and females in two. This is an improvement for female employees compared to pay review in 2002 (in 2002, female employees were only favored in one grade). Besides there was a 10% decrease in the pay difference favoring male managers over female managers in one of the most senior grade. The analysis also showed that in contrast to the marker trend, their part-time female employees do not suffer from a pay disadvantage compared to full-time males. On the improvement side, the analysis confirmed that female managers in senior grades are significantly outnumbered by male managers. This issue is potentially linked to the availability of part time working which was also identified as an area of concern. The company took this review into consideration and introduced formal flexible working policy. 26

6. WORKING, COMPENSATION, AND BENEFIT AT BATC 6.1. Flexible Working: A healthy work-life-balance is crucial for the performance of BATC’s workforce. Flexible working arrangements enable their employees to dedicate time to personal activities. The company tries to accommodate employees with a need to be flexible by providing portable computers which enables them (workers) to work from homes. This includes women who have small or disabled children to take care of. Employees can also adjust their holidays by means of recently introduced flexible benefits scheme, which enables people to sell and buy holidays. Flexible working is further enhanced by the convenience of the office and availability of such services as free drinks, buffet and takeaway, on-site shop, café and sports facilities. The company continuously implements new initiatives to provide more flexibility to its employees. Flexibility of working hours gives individuals the freedom to manage their (workers) time effectively to suit their (workers) own working and domestic needs, whilst ensuring that their (workers) work output is maintained. Where pressures of work require individuals to work over and above that which is normally expected, they (workers) will be entitled to take time off in lieu. BAT tries to accommodate employees with a need to be flexible by providing portable computers which enable them to work from remote locations, including their homes. BAT is willing to consider requests for flexibility of work location subject to business needs, and part-time working is also available dependent on individual jobs and managers. 27

6.2. Flexible Benefits:

In June 2004 British American Tobacco introduced flexible benefits program, free2, with eleven benefits on offer. This is a new approach to benefits management which gives freedom of choice to employees. Through free2 they can manage benefits package in a way that is right for them and buy the benefits they need when they need them. Once a year in June employees are able to make their selection via on-line electronic enrolment system. A lot of benefits are at a discounted prices comparing to high street offers. Some of the benefits included this year were dental insurance, travel insurance, home computer initiative, mobile phone etc. Employees were also able to buy or sell days of their holiday. They intend to add more benefits next year to satisfy individual choices as much as possible.

6.3. Convenience Services & Social Facilities:

Globe House was awarded the title of ‘Best National Office Fit-Out’ by the British Council of Offices in 1999. Staffs have access to all-day free drinks vending and a free three-course lunch. Takeaway or eat-in sandwiches and soup are available as an alternative to a hot lunch and there is a Starbucks coffee franchise at reduced prices. A full breakfast service is available each morning at low cost. A weekly treat of cakes is also delivered to each floor on Thursday afternoons. There is a large staff coffee lounge which is used as a meeting space during the day, a coffee lounge at lunchtimes, and a subsidized licensed bar on Thursday and Friday evenings. If staff doesn’t have the time to visit the shops at nearby Covent Garden, there are bank cash and stamp points on site and a small 28

shop selling a range of magazines, greetings cards, confectionery and toiletries. For a wider choice of goods, the Facilities departments arrange regular in-house sales of discount brands such as Timberland or French Connection, and also available is Jump leads; an internet shopping service whereby goods from shops such as John Lewis can be delivered to the office. The Electronic High Street is another web-based facility which enables employees to take advantage of locally negotiated discounts on goods and services, e.g. Holidays or banking. And if the prospect of cooking at the end of the journey home is not appealing, employees can use the Rocket meal service to purchase healthy, fresh ready meals to take home. The Staff Council (an elected body of employees) provide a forum for two-way communications between employees and the Board, giving staff a voice and the Board a means of consulting with employees. The Sports and Social Committee is a sub-group of the Staff Council and runs a range of sports and social events from horse-riding to theatre trips, which are subsidized by the Company. The Committee also organizes children's parties at Christmas, quizzes and other events during the year.

6.4. Health & Well-Being:

Employees and their immediate family are entitled to unlimited access to telephone counseling through the Employee Assistance Program which provides free advice on emotional, marital, legal and financial issues. Referrals for face-to-face counseling can also be arranged in the home locality. There are a range of options for employees wishing to keep fit; the Globe House Fitness Suite is a free on-site facility, and there is also a choice of two heavily subsidized corporate health club hips. For staff who cycle to Globe House, there are secure, covered cycle racks and full locker, changing and shower facilities. The Globe House medical suite provides a range of services for employees including health screenings and 29

full medicals (depending on age and grade), eye tests and subsidized spectacles for computer use, medicals and inoculations for business travelers, a variety of medical reference books available on loan, and occasional alternative therapies such as reflexology and massage. Private medical insurance is provided for all staff. For managers immediate family is also covered, and for business staff family cover can be arranged at a reduced rate.

6.5. Parental & Care : British American Tobacco fully s the family commitments of employees. The company offers generous parental schemes including maternity and paternity leave as well as childcare vouchers. Child- and eldercare is an important issue within the company and they try hard to meet their staff’s requirements. As a part of employee care program, employees have the benefit of immediate access to a professional and completely confidential counseling service on such issues as marital & relationship difficulties and loss of confidence.

6.6. Maternity & Paternity Provisions at HQ: A year ahead of EC regulations and more generous than the statutory requirements, BAT offers 52 weeks’ maternity leave with 26 weeks at full pay (for employees with at least 1 year’s service), and 2 weeks’ paternity leave also at full pay. BAT is willing to consider all requests for part-time or flexible working. (Please see the ‘Flexible Working and Work-Life ’ section for further information). Childcare vouchers are available and cut the cost of childcare through National Insurance relief and a further 5% Company subsidy.

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For general peace of mind for employees and their families, BAT also gives generous life assurance and personal accident insurance cover to staff at all levels. The pension scheme is final salary, non-contributory, offers excellent family pension benefits and was rated as among the most generous in the UK by the 2003 Union Pension Services survey. Published every three years, Pension Scheme Profiles 2003 covers the pension benefits offered by 250 leading UK employers according to criteria including death-in-service benefits, the spouse’s pension and the rate of annual increase. Private medical insurance is provided for all staff. For managers immediate family is also covered, and for business staff family cover can be arranged at a reduced rate. Parental and comionate leave provisions are also available.

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7. TRAINING AND DEVELOPMENT AT BATC BATC approach to early training and career development reflects their recognition that getting the right start is crucial to building a successful career. Their developing initiative comprises induction, functional and managerial development, and business awareness and performance appraisal. The company offers a broad range of learning and development options such as “on-the-job” training, in-house and external training courses, e-learning. Employees are enabled to learn and develop “anytime and anywhere”. The company also offers a portfolio of international training programs in order to develop first class people in every function. The career development process is in place to ensure that the needs of individual and the future shape of organization are taken into .

7.1. Career Development: As a truly global organization with a presence in over 180 countries, tracking the presence and performance of our people is essential for effective planning and career management. The Career Development Meeting (CDM) process forms one part of their (workers) global career planning systems. Its purpose is to ensure that they have good quality succession plans in place which take of both the needs of individuals and the future shape of the organization. It is also the forum in which they confirm assessments of managerial potential and in doing so ensure that their talent pipeline is sufficiently rich to drive performance and business objectives.

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While they are looking for ways to push the diversity issue up the organizational agenda, the existing picture of female performance at BAT is very positive. On a global scale, there is a higher proportion of women than men with high-potential ratings and the data also tells them that women are spending less time than men in each position which implies that the female population are tracking more quickly through the organization. They recognize and embrace the importance of having a diverse workforce and the increased competitive advantage that diversity can create. Therefore, consideration of diversity metrics and the messages received from the global Viewpoint employee opinion survey are two standard items on all CDM agendas. Organizational Development Heads at Globe House are also looking at ways of stimulating further discussion and action within the CDM framework; in the search for a more progressive way forward there is an exercise currently taking place to examine the data on under-represented senior management groups. From 2003, there will be specific attention paid within the CDM to the development of women and minorities at the highest level.

7.2. Pathways to Continuous Development: British American Tobacco recognizes the need to employ highly qualified, motivated people - and to provide them with the opportunities to continually grow and develop, to remain highly qualified and motivated in a constantly changing and demanding environment. The emphasis is on continuous – each individual is encouraged to make a commitment to lifelong continuous learning. And BATC in turn is committed to ing each individual to meet this commitment. Pathways to Continuous Development are an integrated system designed to help employees develop their capabilities for success - in life and in their careers with the company.

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The objectives are: • to energize for life-long continuous learning and growth • to accurately assess capabilities against critical success factors • to create specific Individual Development Plans, which make good use of a variety of Effective development options and which relate to longer term career goals to enhance competencies to meet future business needs. To the continuous development of their people, they offer a varied range of development options both on a global and local level.

7.3. International Training: In the interests of developing First Class People in every function, BATC offers its global staff of high-potential Middle and Senior Managers a portfolio of International Managerial and Functional Training Programs, designed to build cross-company centers of excellence that will propel the company forward. The majority of these international training programs are held at the Horsley Court Management Training Centre in Surrey, and due to the extremely high demand for places we have a rigorous nominations process designed to be as equitable as possible. In the interests of knowledge sharing and rich learning experiences the diversity of the delegates to ensure groups with cross-functional, regional and gender representation.

7.4. Learning & Development In UK: In addition to the international training provision, the UK also offers a broad range of learning and development options from ‘on-the-job’ 34

training, in-house and external training courses, e-Learning and a drop-in Learning Resource Centre in Globe House. The aim is to enable employees to learn and develop ‘anytime and anyplace’. Employees studying for professional qualifications also receive comprehensive assistance in of exam leave and costs for fees, subscriptions and materials. The portfolio of their e-learning courses is comprised of more than 50 on-line courses across 12 development areas. The e-learning website provides opportunities for everyone to acquire management skills, such as Leadership & People Management, Mentoring, Coaching, as well as business awareness through courses in Operations, Marketing and Finance. Their approach to learning and development is very much tailored to individual needs; employees are encouraged to explore and understand their own learning styles, with the Peter Honey Learning Styles Questionnaire available to all employees on the internal intranet site (Interact).

7.5. BATC’s Policy on Personal Development And Learning: BATC develop and deliver high quality learning and development initiatives appropriate to the needs of the individual operating companies and their employees. They aim to foster a sense of pride in working for BAT and to be the employer of choice wherever they operate. Whilst they put great emphasis and resources in training and opportunities for development, employees are encouraged to take responsibility for their (workers) own development.

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7.6. Mentoring & Coaching: To set objectives and to work towards achieving them in order to meet the needs of the business and the personal development objectives can be a challenge. British American Tobacco strongly s and encourages mentoring relationships to help employees face these challenges. Mentoring relationships are encouraged at all levels at British American Tobacco as a valuable means of helping their people to learn and develop. They take a structured approach with our Management Trainee population, ensuring that each graduate trainee is assigned to a Mentor. Mentors are senior of staff from a different function to the trainee, enabling their graduates to benefit from their (workers) wider experience and guidance. For other employees, they take a tailored approach to ensure that mentoring partnerships are beneficial for both mentor and mentee and mentoring workshops are run to ensure that mentors are well equipped to manage the relationship to its full potential.

7.7. Fair & Transparent Promotion: BATC have necessary tools and procedures to ensure fairness of their employees’ promotions and career successions. Successions are carefully planned and are based on an employee’s performance, career objectives and the future shape of the company. Clear guidelines to promotion are clearly communicated to all employees. People are treated on an equal basis to prevent any form of discrimination. They have adequate policies and documented rules how to deal with grievance. BAT Group companies in the UK have appropriate policies in place to deal with internal employment disputes in an effective manner. The polices are, where appropriate, ed by relevant rules and procedures. 36

The relevant policies are accessible by all staff via Interact and this is explained to staff as part of their induction. BATC has a team of professional HR staff trained to give guidance to managers and staff in the implementation and application of the policies.

7.8. Career Development Meetings: They treat professionally managed career planning and personal development of their people as a business critical activity, investing significant senior management time in sustaining their future talent. One process enabling this is their cycle of Career Development Meetings (CDMs). These are held at least annually in all Group companies with the information reviewed further for each function at regional and global level. For their most senior roles worldwide, the Management Board spends two full days per year assessing succession and development issues. Their CDM process aims, through good quality planning, to match the career needs of individuals to short and medium term opportunities. It is organized to explore individuals’ career potential based on current performance and achievements and other capabilities that will become critical at more senior levels. Achieving this globally across multiple functions is a major undertaking, relying heavily on a good understanding of individuals’ career wishes, mobility, language capability and career history. To the system, they have invested heavily in a global management development database, where managers enter their own data in a ‘self-service’ way. This is available to the CDMs so that personal ideas can be included. Now in its seventh year, the CDM system is well known across the Group and has helped them considerably in ensuring that they have the talent that they need in the right place at the right time.

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8. WORK-FORCE DIVERSITY AT BATC 8.1. Attracting To Women: Their business is built on their understanding of the differences across consumers. Women have always been an influential consumer group within the tobacco industry and thus play a vital role in the development and marketing of new products. In the same way it’s the diversity of their people and BAT’s ideas that create opportunities and competitive advantage. There is a clear visibility of women of different backgrounds, ages and nationalities in their recruitment materials. They value the diversity of their employees and respect each person's individuality.

8.2. Attracting Difference: At British American Tobacco they try to ensure objectivity in their recruitment and selection processes through training of their HR professionals and line managers and also through the use of consistent competencies. By assessing against their global Leadership Capabilities they hope to recruit people who display the qualities and skills they value regardless of gender or race. As well as trying to ensure the objectivity of their recruitment processes, they are committed to rigorous analysis of the ways in which they represent cultural diversity in their recruitment and corporate literature in of both visual images and written text. Their overall aim is to represent the organization as realistically and faithfully as possible in order to give an accurate and fair impression of life and work at BAT. They feel this is particularly important in 38

recruitment materials because any intelligent, educated applicant will be concerned to demystify any apparent ‘hype’ or ‘spin’ especially where it is associated with a controversial industry like tobacco. Based on research and on previous generations of materials their new recruitment branding aims to portray a less corporate look and a more inclusive feel. They are currently taking a critical approach to ensure that their literature ‘speaks to’ and addresses the interests of women readers. Amongst other aspects, they are examining whether their publications describe the jobs and achievements of women and men at all levels of the organization, whether there is equal gender representation in of quotations or interviews with employees, and whether the literature uses language that is inclusive of women. From a cultural diversity perspective they consciously attempt to represent BATC by using a broad range of males and females from different ethnic backgrounds in our recruitment literature.

8.3. Strength from Diversity: “Actively utilizing diversity – of people, cultures, viewpoints, brands, markets and ideas – to create opportunities and strengthen performance.” BAT is dedicated to providing equal opportunity to each employee. Their employment beliefs and standards mean that they will not discriminate when making decisions on hiring, promotion or retirement on the grounds of the employees’ or candidates’ race, color, gender, age, social class, religion, smoking habits, sexual orientation, politics, or disability – subject to the inherent requirements of the role to be performed. A fundamental aim is to ensure a diverse and representative workforce profile through the promotion of employment equality. They shall observe national legislation relative to positive discrimination.

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Their corporate literature including recruitment and training manuals are gender appropriate. Their approach to gender diversity is documented in reports and guidebooks and clearly values women as part of their keystakeholders. Available to HR Managers throughout the BAT world, the 'Strength from Diversity' training materials have been designed to our Guiding Principles and to help end-markets leverage the diversity within their organizations. Topics covered include defining diversity, the key elements of an organization that manages diversity, developing policies and strategies, and 'selling' the benefits of diversity to key stakeholders. They promote gender equality by applying gender diversity globally. The guiding principles are aimed at all employees to observe performance and behavior, involving a number of elements such as leadership, managing self, managing others and managing managers.

8.4. Celebrating International Women's Day: Around the world, International Women's Day (IWD) on 8 March marks a celebration of the economic, social, cultural and political achievements for women. Taking this into consideration it is needless to say that the IWD is also an important day for British American Tobacco. Throughout the year the company advances its female talent but on this particular day BAT celebrates its achievements together with its female employees. Each year Aurora hosts Europe’s largest International Women’s Day event and BAT uses this occasion to recognize its female employees by ing their attendance to this event at The Savoy Hotel in London. Around 250 corporate and entrepreneurial women attended the event using its great networking potential. BAT clearly seeks to attract, retain and advance female talent and sending its employees to this high profile event illustrates another form of BAT's commitment to advancing women.

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8.5. Women's Networks: British American Tobacco is well aware of the importance of women’s networks. These networks provide an interactive platform to exchange business related information and news and to discuss career development opportunities.

8.6. Empowerment for Women in South Africa: Economic empowerment represents not an exclusive concept of preferential allotment but rather opportunity mapping that seeks to ensure broader black participation in the economy in order to achieve sustainable development. Already there have been notable entrepreneurial successes, but one group has notably effectively been marginalized in the new era of empowerment: poor, rural, black women. Statistics show that black women in rural South Africa are the most vulnerable in the world. Often unskilled and under-educated, they still manage to play the role of chief breadwinner for their families. Maradadi, a social enterprise, is behind a British American Tobaccobacked project that, by providing at least some of these women with specialized training and skills, seeks to change frankly miserable prospects. Through the project British American Tobacco South Africa has enabled many women to learn the ancient art of beading -- and the basic business skills to market their high-quality merchandise. In the process, the project provides them with the means of generating a sustainable income, breaking the cycle of poverty and leading to greater sustainability not only for themselves but for their families and -- by extension -- their communities. 41

8.7. ing External Women's Networks: British American Tobacco is committed to the advancement of women in the workplace through ing external initiatives. By participating and ing in relevant external initiatives they not only empower their female employees but also build relationships for their senior managers to women's advancement. As a member of the Aurora CrossCorporate Women Network, BAT's Head of Corporate Communications, Fran Morrison, addressed over 150 corporate women at an Aurora women's networking event in September 2005 at Bloomberg in London and participated in a lively debate about ‘Women work in a man's world'. Fran shared many insights and practical tips about her own career progression and navigating the complexities of corporate life.

8.8. Establishing Boardroom Diversity: British American Tobacco is firmly committed to advancing women’s careers and to enhance diversity on every level of their company. They acknowledge that establishing diversity in boardrooms is paramount to the business and its long-term success. People with different backgrounds bring different skills and experiences into the boardroom thus drawing from a greater knowledge pool regarding business strategy, operational decisions, etc. The Financial Times recognized their approach when they were quoted for having taken on a female non-executive director (The Financial Times, 5 September 2005). Dr. Ana Maria Llopis was appointed a Non-Executive Director of British American Tobacco p.l.c. on 24 February 2003. She is a member of British American Tobacco's Audit, 42

Corporate

Social

Responsibility,

Nominations

and

Remuneration

Committees.

8.9. Reporting On Diversity and Opportunity: One of their Guiding Principles is Strength from Diversity, which articulates the importance of diversity within the Group, and recognizes that differences amongst their employees strengthen their insights and performance. Equal Opportunity is specifically covered within the Group Employment Principles. These are provided to all Group companies and performance against them is monitored through their internal audit process. Full global data on employee cultural diversity is not collated as it is difficult to aggregate. Gender dynamics are monitored and reviewed through their Career Development Meetings and regional and local plans for diversity-related activity are encouraged. British American Tobacco is highly active in moving talented people around the world. Across the Group there are currently about 900 managers working outside their home country, some 8 per cent of our management population worldwide, and people of almost 40 nationalities work in our UK offices. Every year in their Social Report they include information and statistics on Diversity and Opportunity. Such statistics as composition of senior management incorporates female/male ratios and other indicators of diversity as culturally appropriate.

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9. PERFORMANCE APPRAISAL AT BATC British American Tobacco Bangladesh is a company of great strengths especially in people. Significant investment in people development through local and international training and embedding their corporate values has fostered a culture that encourages global interaction of talent. They expect their employees to make a meaningful and confident contribution to the success of BAT and their own place within it. As such, employees will be held able for their performance. They therefore provide employees with clarity on their expectations of them and on their performance. The mechanisms for this will be determined as appropriate at the local level. Where poor performance continues, despite the prior provision of opportunities for improvement, BAT companies will terminate the employment, applying the framework of applicable law and company labor relations procedures.

9.1. Influencing Factors of Performance Appraisal: The Performance Appraisal of British American Tobacco Company is influenced by several factorsA) Leniency or Strictness Tendency or Constant Errors, B) The Central Tendency Errors. Leniency or Strictness Tendency or Constant Errors: Relative to the true or actual performance an individual exhibits, some evaluators mark 44

high, while others mark low. When evaluators are positively lenient in their appraisal, an individual’s performance becomes overstated. In doing so performance is rated higher than it actually should be. Similarly a negative leniency error understates performance, giving the individual a lower appraisal. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons: •

Anyone under the rater jurisdiction who is rated unfavorably reflects poorly on his or her own worthiness.

•

Anyone who has been rated unfavorably has been discharged from the organization.

•

A derogatory rating is reveal to the rate to determine the relations between rater and rate.

•

Rater rate leniently in order to win promotions for the subordinates and, therefore, indirectly increase his or her hold over them.

•

Rater is projecting.

•

In order to gain approval for him and her (rater), he or she always approves others.

•

Because there exists, in the culture, a response set to approve rather than disapprove.

The Central Tendency Errors: This occurs because employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitudes stems from certain doubts and anxieties which the rater have while assessing the rate. Such doubts and anxieties arise, because•

Not sufficiently knowing the man,

•

Relations with rate and his performance in the future,

•

Effects on the relationship among the rater and other subordinates,

•

Effects on the relations within the group or subordinates,

•

Pressures from peers, superiors and trade union, 45

•

Accuse of being partial,

•

Bosses view about appraisal and influence of bosses’ appraisal process,

•

Influence on subordinates appraisal process.

9.2. Performance Appraisal Techniques of BATC: British American Tobacco Company is always aggressive in order to measure the performance of their employees, who are working at different branch throughout the world. They have both traditional and modern performance appraisal method in order measure the performance of their employee. The most frequently used traditional performance appraisal method at BATC are•

Grading method,

•

Graphic rating method.

Grading method: Under this method, the rater of BATC considers certain features and marks them according to the scale. Certain categories of worth had been established and carefully defined by BATC. The selected features are-analytical ability, cooperativeness, dependability, self-expression, job knowledge, judgment, leadership, and organizing ability, etc. The grading scales are – Outstanding = A, Very good = B, Good = C, Average = D, Fair = E, Poor = F, Very poor = G, Hopeless = H. The actual performance of an employee is then compared with these grade definitions, and he or she is allotted the grade which best describes his or her performance. 46

Graphic rating method: Under this method a printed form one for each person at BATC is rated. The factor this method of BATC contains is that – employee characteristics and employee contribution. The qualities that included in employee

characteristics

at

BATC

is

–

initiative,

leadership,

cooperativeness, dependability, industry, attitude, enthusiasm, loyalty, creative ability, decisiveness, analytical ability, emotional ability, and coordination. The qualities that included in employee contribution at BATC is – quantity and quality of work, the responsibility assumed, specific goals achieved, regularity of attendance, leadership offered, attitude towards superior and associates, versatility, etc. The most frequently used modern performance appraisal method at BATC are•

Management by objectives (MBO).

Management by objectives (MBO): Through this process the superior and subordinate managers of BATC tly identify its common goals, define each individual’s major areas of responsibility in of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each member. At BATC several steps are followed in MBO process, these area) Setting organizational goals, b) t goal setting, c) Action planning, d) Self control, e) Performance review, f) Set check posts, g) .

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10. FINDINGS After meeting with HR manager we intend some findings from the analysis •

From the analysis most of the employees are coming to BATC by External and Internal source, so thus it can be said that BATC prefers both factors in case of their recruitment. Internal and external source includes people from the country and outside the country.

•

The reason of internal recruiting is to increase productivity and profit of the organization. As the employees are taken from the organization so thus after completion of some training and other development activities they are recruited to the organization.

•

Also the organization looks for the external recruitment, as the company believes that most of the talents are situated outside, so thus the organization goes for the external recruitment for their daily needs of the employee. And the reason of external recruitment is to gain expected productivity from the labor force, also to compete with the competitor most competitively.

•

Training can develop any person, when a new employee comes to the organization he might not know many aspect of the organization as it is not expected to the organization that every employee will know every thing, so as well other organizations 48

BATC also tries to focus on quality from the employees and to improve them BATC has conducted in house training for its employees. Hence the entire new pool of employees have to under go in house training on the specific category such as communication skill, innovation, leadership, creativity in his own field. •

BATC face problem in attracting their key employees, as people have their own choice that where they will do work or not. Sometimes they intentionally change the organization when they found the organization not suitable for job, lack of motivation and job security etc. So for this BATC tries to focus on their key personnel and like to motivate them by increasing their fringe benefits such as salary structure, promotion, trip to abroad etc.

•

BATC always looking for the most talented people in their organization, but in the context of our educational system this is not always possible to get the right or actual training, however the organization always looking for the bright, skill, innovative employees. And for this they are making their recruitment process specialized and so thus they get the actual talent. Also there is option for growth in the organization by receiving training.

•

Sometimes BATC focuses on the flexible employment, so thus they are making compromise when they get actual talent with the expected experience or educational qualification. For example, they found a potential employee who has skilled in tobacco field but the post requires at least a Maters Degree, at that time on the basis of his abilities and experiences the organization take his for the employment and after the if he will be provided the required training. 49

•

As it is an old organization BATC has no problem in downsizing. Because for their expansion through out the country they need lots of labor force from the country, so thus they will not face any downsizing with in some year.

•

They measure training needs through some required skill needed to get the job done. BATC measure training needs with the capability of the employees and the skills required for the position, so thus first of all they focuses on the skills and capabilities of the required job then they make a job description upon the required scale. After that they like to see what specialized training the employee needs to improve such as a corporate officer must have the good communication skill and good knowledge on the product of the organization , thus upon the basis of this standard the employee has to conduct a training session which is affected as a on the job training session.

•

BATC likes take its employees from its external source and also from its internal source but it can face its supply and demand by taking action of sacking and hiring people form the organization.

•

BATC provides HRIS software for its workforce; in this software they take every note of the employees. Also it helps to arrange any sort of employee information, employee salary, employee shortage and demand. Also it can handle overtime, potential employee need etc.

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•

But the most favorable assistance an organization get from its HRIS software that it can Provide a HR planning, which means that according to the demand how many people are needed and also how much workforce are needed to overcome shortage. Also it provides a short description of every employees job, job evaluation and performance appraisal.

•

BATC follows several performance appraisal methods for their organization to measure the performance of employee.

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11. CONCLUSION BATC is the world's most international tobacco group, with brands sold in 180 markets around the world. They make high quality tobacco products for the diverse preferences of millions of consumers, span the business ‘from seed to smoke’ and are committed to embedding the principles of corporate social responsibility Group-wide. British American Tobacco Bangladesh (BATB) offers excellent compensation package and benefits as per the company policy. A world class company demands nothing less than a world class approach from its people. BATC management, including their senior level, is committed to their employees. They provide advice in career developing matters, training issues and general queries regarding their business. Women are advanced to enrich their corporate culture and their reputation as ‘Employer of Choice for Women’. They hold Career Development Meeting (CDM) and performance reviews where employee’s goals and achievements are listed. Individuals who have CDM’s are critically evaluated against external benchmarks. They conduct these as they strive to match the needs of the organization and individual aspirations and encourage personal fulfillment, regardless of gender. Based on their values and principles they developed an ‘Equal Opportunity Policy’ and various employment policies to assure diversity within their company. The policies are documented and can be accessed via the intranet. In of women's advancement they also have in place a maternity policy. Their disciplinary policy and sexual harassment policy, for example, applies to all employees regardless of gender.

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Reference 1. Official website of BAT. www.bat.com 2. www.researchandmarket.com 3. Articles from The Daily Star. 4. Articles from The Independent.

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