Working at Dimo…Enjoyable and Rewarding

It is the shared philosophy of Dimo that our tribe members have to be at their best to deliver value to our stakeholders. We firmly believe that employee engagement is crucial to delivering value. In a way it is an ‘Employee First’ policy that we advocate. That is why we have ‘making work enjoyable and rewarding’ as our Employee Value Proposition (EVP). Building employee capital is the key to building other capitals.

We want to make working for Dimo an enjoyable and rewarding experience. We want to give each and every employee of whatever grade or position the infrastructure, training, opportunity and room to grow to be the best they can be and to build a lifelong career with the Company. We want them to imbibe the Dimo ethos to the fullest, so that placing the customer first becomes second nature to all, and in the same breath, we nourish and safeguard the precious relationships we have with the world’s best principals.

We are super keen on engagement and communication, keeping ‘all lines open’ for a free flow of ideas and information across the Company. From independent third party conducted surveys facilitating unbiased opinion sharing, through a dedicated Employee Council, HR Clinic, communication channels such as the Dimo Intranet to Employee Satisfaction surveys, Dimo goes the extra mile for its family.

Performance reviews, training, remuneration, recognition of worker rights, health and safety, welfare measures and reward and recognition programmes are other means by which we nurture and develop the Dimo Tribe – our employees. Employees are encouraged to invest in their own career and advancement by developing individual Development Plans.

The Board of Directors ensures strict compliance with statutory requirements for all aspects of employees and employment, labour rights and human rights. It also ensures freedom of association and maintains Dimo as an equal opportunity employer sans any bias - gender, race, religion, social background, caste, old school ties – or any other distinction.

Our employees are our single most important and valuable asset.

THE VALUES THAT GUIDE US

• Customer First;
• Partner with the world’s best;
• Make work enjoyable and rewarding;
• Never compromise Dimo’s ethics;

 

In 2012/13, the Dimo Group spent Rs. 1,657mn. (Rs. 1,372mn 2011/12) on salaries and wages, defined contribution plan costs (EPF, ETF), retirement benefit plan costs (retiring gratuity), medical expenses and training expenses.

Staff expenses rose by 21%. The total work force strength as at 31st March 2013 stood at 1,521, an increase of 13.5 % over the 1,339 employees who were in our cadre the previous year.

Diversity amongst our workforce is encouraged. Here are some details according to gender, age and position held in the Company.

Employee diversity

Description		<20		21-30		31-40		41-50		51<		Total
		2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12		2012/13	2011/12
Board of Directors	M							1	2	6	5		7	7
	F		-		-								-	-
Senior Management	M			1	2	23	15	17	10	7	5		48	32
	F			1		1	3	2					4	3
Middle Management	M			49	36	64	56	16	16	17	16		146	124
	F			5	5	9	5	2	2	4	4		20	16
Executive	M	2		142	124	142	124	65	48	31	28		382	324
	F			29	24	13	11	6	5	8	7		56	47
Clerical/Supervisory	M	16	14	230	225	119	104	23	23	16	17		404	383
	F	2	1	48	56	4	3	-		-			54	60
Manual	M	9	6	193	174	85	67	24	21	12	11		323	279
	F												-	-
Non Ex- Contract	M	3	2	32	19	9	8	10	11	23	20		77	60
	F				3				1				-	4
		32	23	730	668	469	396	166	139	124	113		1521	1339

At present 10 % our staff is comprised of females, compared to 11 % in the previous year. The ratio of female to male employees, excluding workshops and field sales decrease by 2% (22 % in 2011/12). In the year under review, of 506 (567 in previous year) employees recruited, 5.1 % were females. We are making an effort to enhance diversity even further by achieving a more optimal cadre mix via the recruitment of more females.

Employee turnover by gender, age and position

Description		<20		21-30		31-40		41-50		51<		Total
		2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12
Board of Directors	M											-	-
	F											-	-
Senior Management	M					2	1				2	2	3
	F					1	2					1	2
Middle Management	M			13	10	20	15	2	6	2	4	37	35
	F				3	1	1					1	4
Executive	M			37	29	19	24	6	2	5	2	67	57
	F				8	3						3	8
Clerical/Supervisory	M	5	3	92	47	20	14	2	2	3	1	122	67
	F	1		17	7	1			2			19	9
Mannual	M	1		30	34	14	4	3	1		4	48	43
	F											-	-
Non Ex- Contract	M		1		11	3	3	3	2	6	2	12	19
	F								1		1	-	2
		7	4	189	149	84	64	16	16	16	16	312	249

Some type of jobs or trades typically has high turnover rates. Sales is one of them. Of the 506 (567-2011/12) new recruits during the year, 211 (199- 2011/12) or 41.7% (35 %in 2011-12) were direct sales staff. Likewise, 48.3% (45% in 2011/12) of those who left us during the year were from sales, of which about 43.7% (60 % in 2011/12) were young entry level persons with a 3-6 month exposure at Dimo. While we are inclined to believe that such a group use Dimo as spring board to move elsewhere, we are taking measures to better understand the issue and refine our recruitment process accordingly.

Employee turnover by category

Category	2012/13		2011/12
	Male	Female	Male	Female
Voluntary	275	22	217	25
Dismissals	6	1	3	-
Retirement	5	-	2	-
Death in Service(during non-office hours)	2	1	2	-
	288	24	224	25

Outsourced service

Limited operational activities such as janitorial, call centre, transportation, vehicle washing, paint work, transportation for identified purposes and security services are outsourced on contract basis. The activities of service providers are covered under our supplier code. As at the end of the financial year under review, 598 (492 in 2011/12) outsourced employees are working for Dimo.

Committees	Gender	Age group						Total
		<30 yrs		31-50 yrs		51<
		#	%	#	%	#	%	#
Board of Directors	Male		-	1	100	6	100	7
	Female		-
	Total			1		6		7
Group Management Committee	Male		-	6	86	8	100	14
	Female		-	1	14		-	1
	Total			7		8		15
Sustainability Committee	Male	1	50	5	83	6	100	12
	Female	1	50	1	17	-	-	2
	Total	2		6		6		14
Employee Council Committee	Male	27	75	75	94	22	88	124
	Female	9	25	5	6	3	12	17
	Total	36		80		25		141

 

Employee retention after maternal leave

No. of employees entitled for maternity leave	No. of employees took maternity leave	No. of employees returned to work after maternity leave	No. of employees who are still employed for the last 12 months after the return from maternity leave	Return to work rate	Retention rate
134	5	5	5	1	1

Key Aspects of our Recruitment Philosophy

• We give priority to organic growth. If the expected qualifications and competencies are matched, preference is given to existing staff to fill the vacancies that arise. This allows internal candidates every opportunity to advance in their careers.
• Course followers at DATS (Dimo Auto Training School), NAITA (National Apprentice and Industrial Training Authority) and other vocational trainees who undergo training with us have an opportunity to join our permanent cadre dependent on our recruitment needs.
• We attract talented young engineering professionals ‘at source’ when we conduct Dimo Career Guidance Days at the Universities of Moratuwa and Peradeniya.
• Dimo participates at various trade and youth fairs to promote the Company and gather information from potential candidates interested in joining the Company.
• A transparent recruitment process is in place and all new employees follow an induction course before they take up their responsibilities.
• With the opening up of the North and the East of the country, we have spread our ‘recruitment net’ to cover these areas too.
• In keeping with our equal opportunity employer philosophy, we have formulated special programmes to encourage females to join the Company as automobile engineers. Thus, to date we have recruited 10 female employees to our automobile workshop.

Recruitment by age, position and category

Description		<20		21-30		31-40		41-50		51<		Total
		2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12	2012/13	2011/12
Board of  Directors	M											-	-
	F											-	-
Senior Management	M					5	4	3		1		9	4
	F			2			1					2	1
Middle Management	M			28	14	17	19	3	6	4	4	52	43
	F				3		1					0	4
Executive	M	2		60	65	30	33	2	2			94	100
	F	1		3	7	4		1				9	7
Clerical/Supervisory	M	12	16	131	163	17	36	4	2	4		168	217
	F	1	2	9	34		1		1	1		11	38
Manual	M	8	6	78	82	21	11	1	1			108	100
	F											0	-
Non Ex- Contract	M	9	3	25	23	3	9	2	10	10	5	49	50
	F			2	2	1		1	1			4	3
		33	27	338	393	98	115	17	23	20	9	506	567

• Identifying training needs follows an established process. They are identified at the biannual performance evaluations by both employee and his/her immediate supervisor; also by the Heads of Departments in response to necessity and also at the request of the employee if the particular situation so warrants it.
• A Group level training calendar is drawn up at the beginning of the year, based on training needs identified.
• Training is provided in-house as well as externally, either in Sri Lanka or overseas.
• Effectiveness of training provided is assessed through participants’ feedback and subsequent evaluations.
• Knowledge sharing sessions are conducted to enhance awareness of the Dimo product range amongst staff. 15 such sessions were held during the year. Knowledge sharing also occurs when employees who have undergone training share their knowledge with others.
• Job related educational expenses and subscriptions for membership in professional bodies are reimbursed by the Company in a bid to promote knowledge acquisition and personal development.
• All employees are encouraged to participate in operational decision-making processes such as the preparation of budgets etc.

The average investment on training per employee for the year under review appears in the graph below.

The chart below details training hours by category and gender.

Category	Gender	No. of Employees	No. of Training Hours	Per employee training hours per year
				2012/13	2012/11	2011/10
Board of Directors	M	7	166.5	23.79	47.21	34.70
	F	0		0.00
Senior Management	M	48	3,120.5	65.01	44.12	43.80
	F	4	184.0	46.00	123.50
Middle Management	M	146	3,435.0	23.53	33.73	23.90
	F	20	483.5	24.18	12.25
Executive	M	382	6,539.5	17.12	14.18	11.80
	F	56	1,455.5	25.99	16.04
Clerical/ Supervisory	M	404	4,397.0	10.88	7.74	2.60
	F	54	817.0	15.13	8.06
Manual & Contract	M	400	3,664.5	9.16	8.30	8.90
	F	0	73.0	0.00	0.00
Total	M	1387	21323	15.37	13.48	10.90
	F	134	3013	22.49	13.88
		1521	24,336.0	16.00	13.52	10.90

For the year in review, 233 employees underwent external (local) training whilst 94 underwent overseas training, all of which was funded by the Company.

During this period we also launched ‘D Talent 2012’ a programme designed to identify potential future leaders. Thirty young executives were selected through an examination process involving written submissions, case studies and presentations. They were comprehensively evaluated against desired traits such as leadership, motivation, IQ, communication abilities, decision-making, time management, stress management, team building and team player abilities, among others.

Employees' Council

The Employees’ Council is an open forum where employees discuss their concerns with top management – including the Chairman and the CEO – of the Company. All Executive Directors, General Managers, Business Unit Managers and a representative from each business unit participate at these meetings, which are held monthly. Minutes of the meetings are posted on the Company’s intranet and can be viewed by any employee.

HR Clinics

The main objective of the HR Clinic is to provide speedy solutions to the concerns and issues of employees. Here, HR personnel visit staff at their location of work and initiate free and frank discussion on any issue, concern or suggestion. Providing as prompt a resolution as possible is a key aim of the Clinic. During the year under review 16 HR clinics were conducted.

The Company Intranet

The intranet, DimoNet came into being to improve employee access to a wide variety of corporate material such as promotional campaigns, vacancies, Employees’ Council minutes, and e-book library, e-newspapers, the Company’s internal policies and procedures and other corporate events.

Working @ Dimo

This is a unique programme which provides an opportunity for employees to express their views, experiences and feelings for/of the Company. Each week an employee is given the opportunity to publish his/her work related experience on the intranet. Initially, the focus has been on providing recognition for senior employees, typically those who have served 5 years or more.

The Dimo Toastmasters Club

The Club has been successful in developing our employees and building up their confidence. The Club aims to help employees communicate more effectively, improve social networking skills, improve presentation skills, increase leadership skills and become more successful in their careers.

Grievance Handling

Dimo has an open door policy in place and functioning effectively. Employees may report, discuss or submit grievances and suggestions, even enjoying access to the Chairman. They can also bring up such issues at the monthly Employees’ Council meetings. Once issues are formally lodged, the Company ensures that a reply is sent to the employee within a period of 10 working days. A total of 26 issues were lodged during the year under review.

Category	Year	Total No. of grievances		Grievances related to Human Rights only		Total No. of grievances resolved		Total No. of grievances resolved related to Human Rights only
		M	F	M	F	M	F	M	F
Internal stakeholder	2012/13	26	-	-	-	26	-	-	-
	2011/12	23	1	-	-	21	1	-	-

Performance Review, Remuneration and Benefits

• We deal fairly and honestly with our employees regarding wages, benefits and other conditions of employment and recognise their right to freedom of association.
• Employees’ performance is evaluated by the business unit managers biannually.
• Employees are offered attractive remuneration packages on par with the best in the industry.
• The Company participates in benefit surveys to establish external parity and ensure that our employees’ remuneration levels are on par or above industry levels. In fact Dimo offers much more than the minimum salary levels prescribed by law.
• Performance based incentive schemes are in place and super performers are duly rewarded.
• Longevity of service is given special recognition and treated as a milestone for the employee concerned.
• Innovations and new ideas are encouraged by the Company.

Here is a summary of the regular performance and career development reviews:

Gender		Total number of employees who received formal performance appraisals and reviews	Total number of employees	Percentage
Male	Executive	427	584	73 %
	Non-Executive	68	80	85 %
Female	Executive	568	799	71 %
	Non-Executive	48	58	83 %
Total		1111	1521	73 %

Employee Surveys

The Company sets great store by this process of engagement. We have consciously opted to conduct such surveys usually using independent third party surveyors, to remove any reservations staff may have, in volunteering their honest and unbiased opinions at all times.

During the year under review, a survey was carried out to ascertain the employees’ views, expectations and concerns in respect of economic, environmental and social parameters that form our sustainability tripod. The feedback obtained was discussed by our Sustainability Committee and objectives and strategies based thereon are being formulated. The details appear elsewherein this report.

Similarly, an Employee Satisfaction Survey was carried out by our Human Resource Department amongst all employees.

The chart below gives the feedback received on a variety of topics.

We had a response rate of 90.86 % to the survey - 1,153 out of 1,269 employees participated. For the year under review the overall satisfaction index was 53.46% which was slightly less than the previous year’s figure of 62.69%.

Dimo pays great attention to this process and survey results are discussed at the highest level in the Company. The survey findings are also discussed in detail at Employees’ Council meetings and Business Units Manager’s meetings. Any suggestions /solutions made at these meetings are implemented with the approval of the Group Management Committee (GMC).

Welfare and Social Activities

An awareness programme on investment planning (management of monetary benefits at retirement) was conducted by International Institute of Development Training for those employees reaching retirement age. Information was imparted on the various savings and investment options available, their risk and reward structures as well as cash flows and advice given on how to select the best option for the individual’s personal requirements.

The Company operates a Death Donation Fund. Equal contributions are made to it by Company and employee and its resources are disbursed as financial assistance to the bereaved family of an employee or to the employee in case of the death of an immediate family member.

An Annual Christmas Party is organised by the Sports Committee. School books and accessories are also gifted to the children of employees.

A children’s art competition on the subject of 5S/Health and Safety was conducted for children of employees.

The Company grants loans to employees on concessionary terms and also provides wholesome meals at its cafeteria at subsidised rates.

Dimo encourages employees to enjoy life beyond the Company; an annual excursion is regarded as an important entitlement where social bonding is strengthened amongst the Dimo family.

The Company has constructed theThippola Holiday Bungalow at Anuradhapura to cater to Dimo employee excursions. It will be operational from the beginning of 2013.

Dimo organises quiz competitions, kiddies’ parties, an annual dinner dance and religious activities for the benefit of all employees each year.

A special awareness session was organised on etiquette, health and personality development for all ladies at Dimo. The interactive sessions are conducted by reputed individuals.

Extraordinary commitment and performance that goes beyond expected standards is recognised and rewarded by the Company. Our variable compensation scheme allows employees to share in the Company’s success and be rewarded for individual performance.

Dimo has in place several avenues by which employees may be recognised and rewarded for their ideas, performance and contribution. Some of them are – The Bright Ideas Award, the Customer Service Awards, the Safety Award and the Employee of the Year, Sales, Technical and Support Services category.

During the year in review, another initiative was added to the fold – ‘Idea Man’. This is a scheme that recognises and rewards individuals who provide the best 'ideas' in service to best practice standards across all areas of the Company.

Our 'Reward and recognition' scheme recognises exceptional individual and team contributions/performances. 20 employees received awards during the period under review including 'Dimo Star' who was rewarded with a TATA Nano (employee of the year) and Employee of the Year for sub categories of Sales, Service and Support Services.

Keeping the Dimo family healthy and safe is a priority. The Group is working towards obtaining the Occupational Health and Safety Standard – OHSAS 18001 Certification and during the year in review, an independent audit conducted by National Institute of Safety and Health was carried out on our health and safety regime and practices.

Dimo’s Health and Safety Committee comprises 29 members with representation from the Management (7 member), Executive grade(18 members) and Non-Executive grade(4 members)

Here are some of the other salient features of Dimo’s year from the health and safety perspective.

• An awareness programme was conducted for employees, sub-contractors, suppliers and out sourced service providers
• We developed and launched a special banner campaign on the topic
• The Company conducts an annual health and safety audit, the findings of which are discussed at Board level and initiatives put in place to raise standards
• All new constructions are designed incorporating sophisticated safety features
• Special protective clothing including eyewear, helmets, gloves and footwear are provided to employees according to the exigencies of their job

The table below shows our track record on health and safety at work.

Injuries/Diseases/Fatalities/Lost working days /Absenteeism	2012/13		2012/11		2011/10
	Total No.	Rate (%)	Total No.	Rate (%)	Total No.	Rate (%)
Injuries	20	1.20	22	1.6	26	2.5%
Occupational diseases	Nil	Nil	Nil	Nil	Nil	Nil
Lost working days	70	-	129	4.8	165.5	0.065%
Work related fatalities	Nil	Nil	Nil	Nil	Nil	Nil

Our employee absenteeism ratio reduced to 0.01% during the period under review from 0.06 % in 2011/12.

Key Procedures

• • All significant incidents are reported, discussed and communicated to the appropriate forums to enhance prevention
• The plant and machinery in our workshops are all state of the art and come equipped with modern safety mechanisms. We ensure that they are regularly maintained and in prime working order
• Our training schedules on plant operation also include their safety features and the proper deployment thereof
• Regular fire drills are conducted across the Company and employees are educated on how to respond in case of an emergency
• A doctor visits our Colombo office and the Weliweriya and Siyambalape workshops daily for consultations. No charge is levied for medicines and tests as our objective is to ensure all our employees enjoy good health. An in-house nurse is also available during working hours
• A First Aid training session was conducted for employees selected from each business unit. First Aid boxes are also strategically located around the Company
• Education, training, counselling and risk-control programmes are in place to assist employees, their families and community members with regard to serious diseases. Some of the programmes conducted were on – Dengue awareness and prevention, ergonomics, occupational health and safety, eye care – a clinic was conducted with external assistance, first aid, fire safety, the Biggest Loser competition (to identify the team that could best shed weight for better health) was run, workplace education
• A Medical Insurance cover is available for employees. Other insurance covers such as Workmen’s Compensation and Group Term Life Insurance are also available
• Accountability and strict compliance with safety measures are in place, including penalties for non-compliance

Achieving our goals is dependent on the quality of our people. Attracting the best and developing those already working with us is and must remain a continuous process. We have in place a ‘People Framework’, which describes how we aspire to manage our employees. Stemming from this comes the initiative of creating an ‘employer brand’. We also aspire to be an employer of choice and we have taken several initiatives to realise this goal, which is always driven by our guiding value of making work ‘enjoyable and rewarding’. We have a Careers Facebook page up on the web – ‘Careers@Dimo’.

We always ask ourselves the question, “How are we doing?” –In terms of developing our employer brand vis-á-vis being a good employer and espousing HR best practices. It would seem we are on the right track – Dimo was honoured to receive the Gold Award at the Human Resource Awards 2012, where we were in competition with several leading multi-national companies – we were in fact placed amongst the Top Ten companies for excellence in HR practice.

Dimo recognised the exceptional contributions and ‘small wins’ of the Dimo Team during the year in review. The table below details the members of various committees who were rewarded at Employee Council meetings during the year.

Committees	Gender	Age Group						Total
		<30 yrs		31-50 yrs		51<
		#	%	#	%	#	%	#
Board of Directors	Male		-	1	100	6	100	7
	Female		-
	Total			1		6		7
Group Management Committee	Male		-	6	86	8	100	14
	Female		-	1	14		0	1
	Total			7		8		15
Sustainability Committee	Male	1	50	5	83	6	100	12
	Female	1	50	1	17	-	-	2
	Total	2		6		6		14
Employee Council Committee	Male	27	75	75	94	22	88	124
	Female	9	25	5	6	3	12	17
	Total	36		80		25		141

The Dimo Group strictly follows all statutory requirements with regard to employee remuneration, health and working environment. This is discussed in more detail in the section on Regulatory Authorities.

Labour Rights and Freedom of Association

Dimo is committed to comply with all applicable labour laws of the country and the best practices of the industry. Employees are given every opportunity to have their voice heard, through several forums (detailed at length in the section - Employee Engagement). We ensure that employees’ rights are not at risk under any circumstances and we have not been involved in any activity that could be deemed to infringe on their freedom of association.

Human Rights Policy

• The Human Rights Policy sets out the principles for our actions and behaviour in relation to human rights.
• The Policy and associated practices are expected to strengthen over time as the Company gains a better understanding of and becomes more experienced in promoting human rights
• In support of this Policy we will develop operating procedures to create an environment where human rights are respected, and to also help ensure that we do not engage in activities that directly or indirectly violate human rights.
• This Policy applies to all employees of Dimo. In addition, our sub-contractors working at our sites are expected to comply with this Policy. We will also promote its principles to our sub-contractors and suppliers
• These include our Code of Business Conduct, the Health & Safety and Human Resources policies.
  

Whistle Blowing Policy

• During the year under review the Company which is committed to the highest possible standards of openness, probity and accountability implemented a Whistle Blowing Policy.
• This policy is intended to encourage and enable employees to raise serious concerns within the Company rather than overlooking a problem or taking it to external forums.

Human Rights

• The Dimo Group is committed to all the rights contained in international conventions on human rights and those rights contained in the Constitution of Sri Lanka.
• We are deeply committed to advancing the rights of all those working within the organization as well as all other stakeholders with whom we engage. We take action to ensure that our suppliers, dealers and other business partners also respect and espouse human rights within the scope of their own businesses.
• We do not tolerate discrimination in any form.
• We respect the dignity of our employees and work to ensure our associates’ rights to personal security, a safe, clean and healthy workplace and freedom from harassment or abuse of any kind. These issues are also addressed in the Dimo Code of Conduct.
• Dimo undertakes to create awareness on sexual harassment among our employees at all levels. Should they arise, it is our policy to treat all complaints of sexual harassment seriously and confidentially.

Training on Human Rights

Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

Description	2012/13 (%)	2011/12 (%)	2010/11 (%)
Total number of hours devoted on training HR policies and procedures as percentage of total trainning hours	5	6.2	11
Total number of employees who received training on HR policies and procedures	41	42	53

Investment and Procurement Practices

No significant investment agreements were entered into during the reporting period. Dimo has in place, a Supplier Code of Conduct and Declaration for supplier screening.

Non-Discrimination

Dimo is an equal opportunity employer. It lies within our core to treat all employees with respect and equality. Every employee enjoys equal opportunity within the Company, irrespective of sex, social background, caste, old school ties or other distinctions.

Our human resource policy stipulates that in every aspect of employment, be it recruitment, training, compensation, promotion, transfer, termination or any other, employees shall be treated according to their ability to meet job requirements and all decisions the Company may make shall be free from any form of discrimination – in particular, discrimination based on race, sex, age, nationality, religion and personal beliefs.

Eliminating gender-based discrimination and gender stereotyping at the workplace forms an intrinsic part of the Company policy vis-à-vis human rights. For example, women are now being recruited as automobile mechanics and service advisors, which employment categories were hitherto thought of as male domains.

Promotions are effected strictly on merit and potential. Dimo’s employment practices have generated a high degree of loyalty – 486 employees have been in service for over 5 years (428 in 2011/12),

Child Labour

Dimo does not countenance the use of child labour in any shape or form. In this respect very clear stipulations exist within our HR policy and we are also scrupulous adherents to the laws of the country. We have extended the same views and sentiment to all our outsourced services. We have issued a Supplier Code to all suppliers and contractors and the issue of child labour is dealt with unambiguously in same.

Children under 18 years of age belong in school and not at work.

Forced and Compulsory Labour

Dimo does not tolerate forced or compulsory labour. This too has been addressed comprehensively in our HR policy. There are instances where employees may be required to put in reasonable overtime to fulfil customer requirements. The operative word here is ‘reasonable’! No incidents have been reported of forced and/or compulsory labour within the Company.

Security Training Practice

Dimo does not employ in-house security staff. All security related activities are provided by a specialised company. They are bound to follow the stipulations contained in our Supplier Code, to ensure their services match with Dimo’s requirements. Their service is monitored regularly for quality and efficacy.