Section I. Basic rules of corporate culture for all employees

Article 1

The main rule for each employee – compliance with corporate values.

Article 2

POSITIVE attitudes towards people should always be present!

Article 3

Take the initiative and make suggestions to optimize the company. If you see any flaws in the organization of work, management, personnel policy, in everyday life, and others associated with our company, help us all to become better, tell your suggestions to your direct supervisor.

DON’T TOLERATE, there’s no need to keep in secret or ignore any problems, do not accumulate dissatisfaction, if there is something that hinders you in your work or life, then report it to your direct supervisor.

Your suggestions fix in a written form (in a specially created computer program “Task Management” or on paper) and send them to the supervisor. If you are submitting their proposals on paper, leave a copy signed by your supervisor with the date and time of receipt.

All reasonable and rational suggestions are encouraged financially.

Article 4

If you see that within a reasonable time, the direct supervisor did not get your suggestions or made ​​a wrong solution as per your opinion, then send your proposals to the line manager.

Article 5

Never take a decision on the principle: “It is easier not to do than take responsibility for the job done wrong”

Never give up, better ask for help.

HELP each other – we all do the right thing.

TAKE CARE of each other. The manager must take care of their employees. And employees should try to please their supervisors by efficient and professional work!

Article 6

Ask for help only when you are not able to do by yourself. Do not shift to others tasks that must done by you.

If you are not sure that you know how to perform a task or achieve a goal, or if you are not sure that your way to the goal of optimal, and the issue price is high, the discussions must be held.

Article 7

At a collective discussion it is PROHIBITED argue and criticize the proposals of other participants, if you disagree on them. Making proposals and defending of a point of view must be done in correct way.

At first listen carefully and then, if you do not agree, say, “Yes, it’s good …” Then suggest your decision.

Article 8

Be brief and be specific: say essentially without histories and details, and less than a minute. If the person did not understand you, he will ask you about the details. To be brief, you need to prepare before you speak. First, think about what you want to say, then say it.

Get rid of plague words.

The plague words are: hello, can, as if, well, that is, so, somehow or other, I guess and others.

Article 9

Separate your relationship to the person on the response to his actions. If there is a need for this, then tell the person about your emotions (feelings) that caused his behavior, but do not go on personal evaluation.

Article 10

DO NOT MAKE EXCUSES and do not invent a lot of reasons why you have not achieved the result. Failing to get the result, try again, otherwise you will find yourself in a bit WEAKER. Better – reach the goal, no matter what, then you will become a STRONG and RESPECTED.

Article 11

Avoid the phrase “do not know” especially if you had the time and opportunity to find out. Remember, if you have to do something and you don’t know how it must be done, you can always learn it. It is important to have the desire and aspiration.

Article 12

Each person always has a choice to work with own hands or head. The more effective you think, the higher your status will be.

Article 13

Everyone should strive to ensure that his level of competence was assessed as a professional.

Article 14

Efficiency of work is rated by the ratio of benefits to cost to receive it. The result is rated on the quality, quantity and speed of execution.

Article 15

Use different approaches to different people.

Article 16

It is necessary to carry out self-examination everyday about own timing. If you think that you are using your time ineffectively, then analyze the reasons. Understand the reasons, find a way to fix them and move in the right direction to change them in a positive way.

Article 17

DO NOT PROMISE what you cannot do.

If you make a promise – fulfill it.

Article 18

FORGIVE people. We are all imperfect. Be tolerant to the imperfections of others, because everyone has flaws.

Article 19

INFORM your colleagues about what you do and how. The more we know what makes each of us for the common cause, the less each of your colleagues will think that he works alone and others either do not work at all, or work ineffectively. The more information we have about what others do, the more chances we have either to help others find the right solution, or to have more trust in the competence of other colleagues.

Article 20

Be sincere as much as possible.

Article 21

Do not spread the information obtained in a straight conversation, if you are unsure that your companion wanted that information became public.

Article 22

Employees are required to constantly, at every opportunity, work at strengthening of the authority and increasing of the positive image of the company and the president.

We are proud of our company, its history, and the fact that we are working in it. And today, a new history is made by people who share our values ​​and who are optimistic about the future, connect it with the company and shape it in their work and their attitude. Loyalty means employees don’t say disrespectful remarks towards the company, its president or colleagues.

If you are dissatisfied with something – see the article 3.

Section II. Basic rules of communication between managers and subordinates

Article 23 The hierarchy principle (subordination)

Order or task executor gets only from their straight supervisor or the person authorized by supervisor.

In exceptional cases, the superior leader may give a task to a subordinate’s subordinate.

Article 24 Control

Correct (set and expected) production behavior. Responsibility for the effectiveness of any unit carries its head, so submission of the stuff to the manager while doing the job is the must.

Article 25 Management

Management is carried out not on the staff but with the stuff. Management is the equidirectional process in two ways: the manager and the subordinate. During the process of leadership both sides should cooperate (joint work) to achieve a common goal.

Article 26 Development

Great worker could be anyone – all that needed is to know your own potential and do everything for its development.

Article 27 Principles of setting goals

In setting up any goal the following requirements must be met.

A goal must be:

– Understandable, clear and precise, so that there was no room for its wrong or multiple interpretations. Detailed description depends on the competence of the executive, a lot can be left as a matter of course.

The goal should be:

– Quantitatively described in every possible way (even subjective expectations). Necessary to fix what kind of result is expected as the goal is achieved.

– Determined on the timeline in terms of its achievement and (or) the achievement of intermediate results.

– Determined what kind of resources can be used by executors during the execution of the job.

Task on the goal should provide:

– EVALUATION CRITERIAS for the final result.

– Information about who will perform the task.

– Information about who will evaluate result.

The goal must be:

– Achievable. The head and the employee must be sure that the goals are achievable. The employee must feel that he has enough competencies, resources and capabilities to achieve a goal or complete a task.

– ATTRACTIVE. Interesting, new, developing. Ideally, not only the result but also the process of achievement, should fascinate and arouse an employee’s interest.

– Meaningful. The employee must understand the necessity of achieving of this goal (or the task), the connection with the objectives of higher order and the usefulness of the result. Head is responsible for an acceptance of the goal by an employee.

While setting goals it is necessary to try to meet all the above conditions, but this is optional in case if the head is sure that the employee understood the task well and correctly and subordinate is sure that the task will be done according to manager’s expectations.

The task should be formed in one of the following formats:

The algorithm – the executor is formulated in detail the sequence of actions that he has to make in order to achieve the desired result, the timing of each action and check points. The task must include answers for such questions as: when, where, what, how much, in what way.

– By the result – the executor is formulated requested supervisor result, which answers the questions: when, where, what, how much, and what should be the result, in this case, the control is carried out at a given time for completion of the task.

– On the problem – the executor is formulated the problem and the time for it to be solved. Assessment is carried out in a given period of time and on the absence of problems.

Format for the goal setting is selected by the head, depending on skills of the executor.

Article 28 The manager duties while setting goals

At the end of goal setting it’s manager’s responsibility to verify the feedback, ask a subordinate if he understood the essence of the problem.

If the manager sees that the subordinate didn’t get the point or got it wrong he must clarify once again or ask to write down a clear statement of the problem.

If the executor asks for required resources, the manager must provide it or edit (undo) the task.

If an executor informs the head that will not be able to perform this task in compliance with all the criteria, the manager is required to edit or cancel the task. The head has the right to insist on the fulfillment of the task in urgent cases only.

If the executor asks to prioritize execution of the assigned tasks, the head shall arrange tasks on the basis of the importance and urgency in the interests of the company.

Article 29 The executor duties while taking a task

Executor is obliged to ask the desired number of clarifying questions to understand the problem before it is executed. If something isn’t clear enough executor should ask, specify aspects of the problem as long as everything becomes clear. You can never be justified by the fact that you were set the task incorrectly, the responsibility for verifying lies on the executor. If you do not specify additional questions means you understood everything clearly. If possible, ask: “if I understood you right …?”. Then explain what and how you understood.

Employee while being given task is responsible for the coordination of all the parameters of the resulting job.

If an employee understands that he cannot do the job properly and in time meeting above criteria, he must inform his supervisor with a detailed description of why he cannot do it.

If an employee at the time of taking a new task has not finished tasks he must specify the head of the priority of goals.

If an employee took a task to execute, he is obliged to do it efficiently and meeting all given criterias.

While doing the job an employee must make every effort to achieve the best possible result.

Article 30 Informing the company’s management

In any emergency case at any of the divisions of holding an employee who witnessed the event shall as soon as possible (no more than 15 minutes) notify the straight supervisor.

The straight supervisor decides how to stop the emergency situation. The straight supervisor reports to the superiors about the incident and the measures taken to eliminate the current situation (time to respond no more than 15 minutes).

President of the holding must be informed of any emergency situation and the measures taken to eliminate it in no more than 30 minutes.

Emergency situation to consider deviations from the main success scenario leading to a degeneraion of quality of customer service or to an increasing of service time. As well as natural disasters and accidents that resulted in damage to or loss of property owned by the holding company and (or) had inflicted damage to health workers of holding, a flagrant violation of the business processes in the form of the delaying of working at any division of holding for more than 30 minutes, the decision to dismiss any employee of the holding.

Section III: Standards of conduct for employees in a disputable situation

Article 31 Analysis of disputes.

In the event of a dispute (complaint of an employee, recovery or dismissal of employees, etc..), Managers at all levels should follow the rules:

Inform the employee about a complaint that is received for his name or prepared punishment or dismissal.

Before making a decision on recovery, dismissal, as well as dealing with complaints from the employee the explanatory notes should be taken from all participants in the proceedings.

Carefully examine the documents, if any, and explanatory notes by participants in the proceedings. Personally examine the position and arguments of each party.

Hold a meeting with the participants, during which participants compare points of view and facts.

Decide on the guilt or innocence of the employee. Punish the guilty side. Inform about taken decision.

Article 32 Powers

Head right to punish his subordinates for violations of rules of corporate law or order of the director. Head has no right to punish his subordinates unfounded.

Article 33 Appeal

Any employee has the right to appeal the actions of its leader in senior management. If the employee appeals against the actions of his head, it is not the cause to delay the execution of tasks.

Article 34 The final decision

All employees of the holding company agree that the president of the holding has the right to take the final decision on any appeal, and this decision will be taken by all parties as fair.

Article 35 Sanctions

According to the results of the proceedings decisions about rewards and punishments. If the complaint is validated, the guilty head will be de-bonused in rate from 5 to 30%, if the complaint is unfounded, the applicant will be de-bonused in a rate of 5%

Section IV: Compliance with the Corporate Code

Article 36

The Code is a fundamental document of the corporate culture.

Corporate competence, principles and rules which are fixed in the Code are required to be used in the selection, evaluation and certification of personnel, as well as within the framework of operational cooperation.

– For a first violation of rules shall be made a verbal warning

– For repeated violation of rules the letter of reprimand is announced

– For the following violations of rules the letter of reprimand is announced plus de-bonus in a rate from 5 to 30%

In case of grossest violation or violations of the Code for more than six TIMES the total de-bonus will be provided.

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