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10 JANUARY 2015

Performance Management

Schemes for performance management have been

reviewed and developed for more relevance, and increased

correlation between performance and reward has been

achieved.

1. PERFORMANCE BONUS:

A system has been

developed to segregate management from workers

and different schemes developed separately. The

structure of performance targets was developed to

cover 3 sections:

Team Targets with objective parameters covering

each estate’s key elements of the Business Plan.

This motivates staff to work together towards

collective achievement of broad objectives.

Key Result Areas are spelt out for each individual.

These are generally within target parameters that

serve to recognize individual contribution to the

Company’s overall results and measurement is

made to reward achievement.

Subjective Assessment Parameters have been

created to cover behavioral issues which are

important in a person’s overall performance.They

attract a limited portion of the overall assessment

and primarily offer an opportunity for managers

to provide structured guidance on staff conduct.

2. PERFORMANCE APPRAISAL:

This system,

covering all executives, has been developed to cover 2

broad objectives:

To ensure that every individual has a relevant job

description.

To make certain that targets are clearly

communicated and assessment on performance is

conveyed back to the individual concerned.

Fulfillment of the above objectives encourages continuous

improvement on every individual’s part. Appraisals are

conducted annually with reference to the previous year’s

operational results.The process concludes with setting of

targets for the current year.

Senior Management

Discussion Forum

Senior Management Team members are periodically

brought together in order to discuss operations. This

forum permits senior colleagues to share experiences. It

also provides an opportunity for the exchange of ideas on

performance improvement, adding to the pool of

collective expertise. Managers’ meetings are convened 3

or 4 times a year, bringing together Central Heads of

Departments with Estate Managers. Most of them are

planned to coincide with a wrap-up meeting by the

Visiting Agent. It is a multi-layered approach and an

important facet of Human Resource development in the

senior echelons of MRUL.

The above initiatives are with reference to Managerial Staff

development. For Supervisory Staff, the following schemes

have been introduced and training correspondingly

imparted:



Productivity Based Pay (PBP) Review. The scheme

was reviewed, removing managerial staff and thereby

strengthening its implementation. A good operational

month automatically improves workers’ earnings and

vice versa.



Harvesting Supervision Special Incentive Scheme.

This was carved out of PBP to make specific targets

for Supervisors, Headmen and Quality Controllers in

order to address green leaf standards.



Operations Supervision Training (OST) Scheme. An

equivalent of Management Training Scheme, it is

designed to enhance proficiency of Field and Factory

Supervisors.Training lasts 6 months and covers either

field or factory.



Operations Supervision Improvement Training.

Supervisory Staff are brought together from different

estates and training sessions conducted on one of the

estates.Trainers are selected from Assistant Managers

with Estate Managers and respective Central HODs

overseeing the exercise.

Continuous improvement is our commitment in order to

fulfill the aspirations of stakeholders.The aim: to nurture,

guide and develop our most valuable asset - the people of

MRUL.

Managers’ Meeting – November 2013

ne of the Company’s most picturesquely located

properties, Central Dooars T.E. is bounded by the

Buxa Tiger Reserve and rivers Basra, Pana and

Bhutri. It is situated in the North Bengal region, close to the

Bhutan hills.

Of the estate’s grant area of 1225.60 hectares, 818.66

hectares bear tea and are divided into four Divisions –

Hatimara, Pana, Basra and Rangamati.

Being a relatively isolated estate due to its situation, it is

quite possible that it came into existence without the local

populace being aware of the process! Even now, once the

monsoon sets in, the rivers become uncrossable and the

inhabitants of the estate are totally cut off from the rest of

the world. Vehicles getting stuck in the river are a regular

feature. Often, they remain under water for hours before

being recovered with a great deal of difficulty.There was an

instance in 2009, when nothing but the debris was found

in spite of all possible efforts to save the vehicle. Fortunately

the gentleman driving it escaped on time!

~ Sarita Dasgupta

“

If the Land can be preserved long enough for its stories to be told, and

retold, perhaps we all — as custodians of both place and memory — stand a

chance at real preservation.

”

~ Ari Berk

Hazardous Crossing ‒ Basra River

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