Ittihad International Investment L.L.

Human Resource
Manual
Policies & Procedures
This manual comprises the official Company human resources policies and
procedures. There might be other policies that are beyond the scope of this
manual and are issued in other publications or departments.

III HR Department

Human Resource Manual

Version
000

Section 1............................................................................................................. 16
Introduction......................................................................................................... 16
1.1

Purpose of the Manual............................................................................ 17

1.2 Official Policies and Procedures..................................................................17

1.3

Distribution of Manual............................................................................. 18

1.4

Authority for Human Resources Policies..................................................18

1.5

Establishing New or Revised Policies......................................................18

1.6

General Notice........................................................................................ 19

1.7

Legal Notice.......................................................................................... 19

1.8

Ownership and Copyright...................................................................20

1.9

Meaning of Words................................................................................ 20

1.10 Table of definitions.................................................................................. 20

1.11 Policy Request & Recommendation.........................................................25
Overview....................................................................................................... 25
Application.................................................................................................... 25
Policy............................................................................................................. 25
Procedure...................................................................................................... 26
Forms............................................................................................................ 26
1.12 Human Resource Responsibilities...........................................................27
Section 2............................................................................................................. 28
Code of Business Conduct................................................................................... 28
2.1

Standards of Business Conduct & Ethics.................................................29

Overview....................................................................................................... 29
Application.................................................................................................... 29
Policy............................................................................................................. 29

III | Human Resource Polices & Procedures Manual

Page 2 of 182

2.1.1

Conflict of Interest.............................................................................. 32

Overview....................................................................................................... 32
Application.................................................................................................... 32
Policy............................................................................................................. 32
Procedure...................................................................................................... 33
FORM............................................................................................................. 33
2.1.2

Gifts & Bribery.................................................................................... 34

Overview....................................................................................................... 34
Application.................................................................................................... 34
Policy............................................................................................................. 35
Procedures.................................................................................................... 35
2.1.3

Alcohol & Drugs Substance.................................................................36

Overview....................................................................................................... 36
Application.................................................................................................... 36
Policy............................................................................................................. 36
Procedure...................................................................................................... 37
2.1.4

Confidentiality.................................................................................... 37

Overview....................................................................................................... 37
Application.................................................................................................... 37
Policy............................................................................................................. 37
Procedure...................................................................................................... 38
Forms............................................................................................................ 38
2.1.5

Property & Asset Protection................................................................39

Overview....................................................................................................... 39
Application.................................................................................................... 39
Policy............................................................................................................. 39
Procedure...................................................................................................... 40
Forms............................................................................................................ 43

2.1.6

Equal Opportunity Employer (EOE).....................................................44

Overview....................................................................................................... 44
Application.................................................................................................... 44
Policy............................................................................................................. 44
Procedure...................................................................................................... 44
2.1.7

Harassment & Hostile Workplace........................................................46

Overview....................................................................................................... 46
Application.................................................................................................... 46
Definition and examples............................................................................... 46
Policy............................................................................................................. 47
Procedure...................................................................................................... 47
Forms............................................................................................................ 48
Section 3............................................................................................................. 49
Work Regulations................................................................................................. 49
3.1

Attendance & Tardiness..........................................................................50

Overview....................................................................................................... 50
Application.................................................................................................... 50
Policy............................................................................................................. 50
Procedure...................................................................................................... 51
Attachment................................................................................................... 52
3.2

Smoking Policy........................................................................................ 53

Overview....................................................................................................... 53
Application.................................................................................................... 53
Policy............................................................................................................. 53
Procedure...................................................................................................... 54
3.3

Dress Code.............................................................................................. 55

Overview....................................................................................................... 55
Application.................................................................................................... 55

Policy............................................................................................................. 55
Procedure...................................................................................................... 55
3.4

Work Schedules...................................................................................... 57

Overview....................................................................................................... 57
Application.................................................................................................... 57
Policy............................................................................................................. 57
3.5

Safety Instructions.................................................................................. 60

Overview....................................................................................................... 60
Application.................................................................................................... 60
Policy............................................................................................................. 60
Procedures.................................................................................................... 61
3.6

Nepotism................................................................................................ 65

Overview....................................................................................................... 65
Application.................................................................................................... 65
Policy............................................................................................................. 65
Procedure...................................................................................................... 66
Section 4............................................................................................................. 67
Hiring & Recruitment........................................................................................... 67
4.1

Recruitment & Selection Policy...............................................................68

Overview....................................................................................................... 68
Application.................................................................................................... 68
Policy............................................................................................................. 68
Procedure...................................................................................................... 69
Appendix....................................................................................................... 74
Attachment................................................................................................... 75
4.2

General Guidelines for Interview Conduction..........................................76

Overview....................................................................................................... 76
Application.................................................................................................... 76

Procedure...................................................................................................... 76
Forms............................................................................................................ 80
4.3

Internal Vacancy and Referral Policy.......................................................81

Overview....................................................................................................... 81
Application.................................................................................................... 81
Policy............................................................................................................. 81
Procedure...................................................................................................... 82
Referrals........................................................................................................ 82
Forms............................................................................................................ 83
4.4

Reference Check Policy...........................................................................84

Overview....................................................................................................... 84
Application.................................................................................................... 84
Policy............................................................................................................. 84
Procedure...................................................................................................... 85
forms............................................................................................................. 86
4.5

Manpower Planning................................................................................. 87

Overview....................................................................................................... 87
Application.................................................................................................... 87
Policy............................................................................................................. 87
Forms............................................................................................................ 88
4.6

Types of Employment.............................................................................. 89

Overview....................................................................................................... 89
Application.................................................................................................... 89
Policy............................................................................................................. 89
4.7

Induction Policy....................................................................................... 92

Overview....................................................................................................... 92
Application.................................................................................................... 92
Policy............................................................................................................. 92

Procedure...................................................................................................... 93
Forms............................................................................................................ 94
4.8

Probation Period...................................................................................... 95

Overview....................................................................................................... 95
Application.................................................................................................... 95
Policy............................................................................................................. 95
PROCEDURES................................................................................................ 96
forms............................................................................................................. 97
Section 5............................................................................................................. 98
Leave Management............................................................................................. 98
5.1

Annual Leave.......................................................................................... 99

Overview....................................................................................................... 99
Application.................................................................................................... 99
Entitlement................................................................................................... 99
Policy........................................................................................................... 100
Procedure.................................................................................................... 100
Forms.......................................................................................................... 101
5.2

Sick Leave............................................................................................. 102

Overview..................................................................................................... 102
Application.................................................................................................. 102
Entitlement................................................................................................. 102
Policy........................................................................................................... 102
Procedure.................................................................................................... 103
Forms.......................................................................................................... 104
5.3

Maternity Leave.................................................................................... 104

Overview..................................................................................................... 104
Application.................................................................................................. 104
Entitlement................................................................................................. 104

Policy........................................................................................................... 105
Procedure.................................................................................................... 105
Forms.......................................................................................................... 106
5.4

Hajj Leave............................................................................................. 106

Overview..................................................................................................... 106
Application.................................................................................................. 106
Entitlement................................................................................................. 106
Policy........................................................................................................... 106
Procedure.................................................................................................... 107
Forms.......................................................................................................... 107
5.5

Study Leave.......................................................................................... 107

Overview..................................................................................................... 107
Definition.................................................................................................... 108
Application.................................................................................................. 108
Entitlement................................................................................................. 108
Policy........................................................................................................... 108
Procedure.................................................................................................... 108
Forms.......................................................................................................... 109
5.6

Compassionate Leave...........................................................................109

Overview..................................................................................................... 109
Application.................................................................................................. 109
Policy........................................................................................................... 109
Procedure.................................................................................................... 110
Return from Leave....................................................................................... 110
5.7

Unpaid Leave........................................................................................ 110

Overview..................................................................................................... 110
Eligibility..................................................................................................... 110
Application.................................................................................................. 110

Policy........................................................................................................... 110
Procedure.................................................................................................... 111
Section 6........................................................................................................... 112
Disciplinary Policy & Procedure.........................................................................112
6.1

Disciplinary Guidelines.........................................................................113

Overview..................................................................................................... 113
Definitions................................................................................................... 113
Parties Obligations...................................................................................... 113
Policy........................................................................................................... 114
Procedure.................................................................................................... 115
6.2 Examples of Misconduct and Offences.....................................................119
Section 7........................................................................................................... 123
Employee Relations........................................................................................... 123
7.1

Grievance............................................................................................. 124

Overview..................................................................................................... 124
Application.................................................................................................. 124
Policy........................................................................................................... 124
Procedure.................................................................................................... 126
7.2

Disclosure of Employee information.....................................................128

Overview..................................................................................................... 128
Application.................................................................................................. 128
Policy........................................................................................................... 128
Procedure.................................................................................................... 129
Forms.......................................................................................................... 129
7.3

Work Permit & Others........................................................................... 130

Overview..................................................................................................... 130
Application.................................................................................................. 130
Entitlement................................................................................................. 130

Policy........................................................................................................... 130
Procedure.................................................................................................... 132
7.4

Employee File........................................................................................ 133

Overview..................................................................................................... 133
Application.................................................................................................. 133
Policy........................................................................................................... 133
Procedure.................................................................................................... 133
Forms.......................................................................................................... 136
7.5

Passport Custody Policy........................................................................137

Overview..................................................................................................... 137
Application.................................................................................................. 137
Policy........................................................................................................... 137
Procedure.................................................................................................... 138
Forms.......................................................................................................... 138
Section 8........................................................................................................... 139
Travel & Entertainment..................................................................................... 139
8.1

Travel.................................................................................................... 140

Overview..................................................................................................... 140
Definitions................................................................................................... 140
Policy........................................................................................................... 141
Expense Reimbursement procedure...........................................................149
Required Authorizations.............................................................................. 150
Forms.......................................................................................................... 150
Appendix..................................................................................................... 151
Section 9........................................................................................................... 153
Compensation & Benefits.................................................................................. 153
9.1

Grading Structure................................................................................. 154

Overview..................................................................................................... 154

Application.................................................................................................. 154
Policy........................................................................................................... 154
Forms.......................................................................................................... 158
9.2

Telephone Policy................................................................................... 159

Overview..................................................................................................... 159
Application.................................................................................................. 159
Policy........................................................................................................... 159
Procedure.................................................................................................... 160
Procedure.................................................................................................... 162
Executive authority..................................................................................... 163
Appendix..................................................................................................... 163
Forms.......................................................................................................... 163
9.3

Overtime............................................................................................... 164

Overview..................................................................................................... 164
Application.................................................................................................. 164
Policy........................................................................................................... 164
Procedure.................................................................................................... 165
9.4

Education Assistance Policy..................................................................167

Overview..................................................................................................... 167
Application.................................................................................................. 167
Entitlement................................................................................................. 167
Policy........................................................................................................... 167
Procedure.................................................................................................... 168
9.5

Annual Leave Ticket.............................................................................. 169

Overview..................................................................................................... 169
Application.................................................................................................. 169
Entitlement................................................................................................. 169
Policy........................................................................................................... 170

Procedure.................................................................................................... 171
9.6

Medical Benefit..................................................................................... 172

Overview..................................................................................................... 172
Application.................................................................................................. 172
Policy........................................................................................................... 172
Procedures.................................................................................................. 173
Section 10......................................................................................................... 174
Performance Management................................................................................ 174
10.1 Performance Management....................................................................175
Overview..................................................................................................... 175
Application.................................................................................................. 175
The Process of Managing Performance........................................................176
10.2 Smart Goal Setting............................................................................... 178
Overview..................................................................................................... 178
Conclusion................................................................................................... 181
Forms.......................................................................................................... 182
Section 11......................................................................................................... 183
Separation......................................................................................................... 183
11.1 Separation............................................................................................ 184
Overview..................................................................................................... 184
Application.................................................................................................. 184
Policy........................................................................................................... 184
Procedure.................................................................................................... 185
Forms.......................................................................................................... 188
11.2 Exit Interview........................................................................................ 188
Exit interviews are not completed in cases of termination of services for
gross misconduct........................................................................................ 189
Forms.......................................................................................................... 189

SECTION 1.
INTRODUCTION

1.1

Purpose of the Manual

This manual comprises the official Company human resources policies and
procedures. There is an applicability statement in each policy describing which
employees are covered. There might be other policies that are beyond the scope
of this manual and are issued in other publications or departments.
Any published and on-line manuals are an effort to create better understanding
of Company-wide human resources policies. They should eliminate the need for
personal decisions regarding these policies, protect the rights of all employees,
and assure uniformity of action throughout the Company. Each member of
management is responsible for administering these policies in a consistent and
impartial manner.
Policies in the field of human resources become subject to modification and
further development in the light of experience. Each member of management
can assist in keeping our human resources program up-to-date by notifying the
Company Human Resources Department when problems arise or improvements
can be made in the administration of our human resources policies.
1.2 Official Policies and Procedures

The Human Resource Manual and Employee Handbook are the official policies
and procedures of the Company and are intended to provide general
information. The Company reserves the right to make changes at any time to
reflect current board policies, administrative regulations and procedures and
amendments when necessary. Information provided by these manuals is subject
to change without notice and does not constitute a contract between the
Company and employees.
1.3

Distribution of Manual

This policy manual will be issued and maintained via the Companys publishing
sources or channels. Employees who do not have regular access to the Manual
may obtain policies at any time by contacting the Company Human Resources
Department. It is the responsibility of each employee to be familiar with the
information contained in the policy manual and any amendments thereto .
1.4

Authority for Human Resources Policies

The human resources policies contained in this Manual have been approved by
the Group Chief Executive Officer and are hereby established as official Company
policy.
The Company Human Resources Department is responsible for administering
these policies.
1.5

Establishing New or Revised Policies

Standard policies concerning the relationship between the Company and its
employees will be written and made available to all concerned through inclusion
in the policy manual.
When there is an apparent need for a new or revised policy, the Company
Human Resources Department will submit it through appropriate channels to the
Group CEO.
No statement or promise by a supervisor, line manager, or department head
may be interpreted as a change in policy nor will it constitute an agreement with
an employee.
Should any provision in this manual be found to be unenforceable and invalid,
such finding does not invalidate the entire Manual, but only the subject
provision.
1.6

General Notice

The Company has always believed in promoting an atmosphere of open

communication and cooperation among all of our personnel and strongly
encourages its subsidiaries and divisions to foster the same approach. This
Human Resources Policies and Procedures Manual reflect that thinking.
It supersedes in all respects any prior handbook, policy manual, benefits or
practices of the Company. It has been prepared for employees to provide you
with general information about some of your benefits and the highlights of rules
and policies under which we operate.
This Manual is a general statement of policy and procedure, to be modified and
applied by the Company at its discretion.
No Human Resources Policies and Procedures Manual can anticipate every
circumstance or question about policy. As the Company continues to grow the
need may arise for the Company to revise, supplement, or rescind any policies or
portion of the Manual from time to time as it deems appropriate and without any
prior notice, in its sole and absolute discretion. Employees will, of course, be
notified of such changes to the manual as they occur.
1.7

Legal Notice

Specific rules and regulations may be applicable to a subsidiary, unit and/ or

department, the details of which can be obtained from the HR in charge or line
manager.
Any policy or related benefits changes or amendments are not subject to
employees approval but are rather subject to notice to that effect.
No provision in this Human Resource Policies & Procedures Manual, Employee
Handbook and expected Code of Conduct can be waived without prior written
permission from the Group CEO, or his designee. Such a waiver, if granted,
applies only to the employee for whom the waiver was granted at the time of the
waiver.
1.8

Ownership and Copyright

Ownership and copyright of all material contained in this manual shall vest in the
Company. No portion of this manual may be copied or reproduced in any manner
or form whatsoever without the express written permission of the Company,

except in instances where such reproduction is made for business reasons

directly related to ensuring compliance with the terms of this manual.
Where a manual has been issued to an employee of the Company, such manual
and all associated forms and documents must be returned to the Company on
employee's termination of employment with the Company.
1.9

Meaning of Words

In this Manual, unless the context clearly indicates a contrary intention, words
importing the singular shall include the plural, and vice versa; a reference to any
one gender shall include the other gender.
Table of definition in the Introduction Section illustrates expressions and words
that clearly define its meanings.
1.10

Table of definitions

Term

Definition

Absenteeism

Failure of employees to report for work whenever they

scheduled to work

Benefit

non-wage compensation provided to employees in addition

to their normal salaries

Board

the board of directors of The Company

Certified sick
leave

Sick leave authorized and endorsed by official medical

institute.

Code of
Conduct

Is a set of values, standards, principles and rules outlining

the responsibilities of proper practices for an employee, or
organization

Colleague

A co-worker or associate with whom employees works.

Disciplinary
Committee

Set of employees identified by the Company Top

Management to look after reviewing and determining all
matters in relation to disciplinary hearings.

Eligibility

Qualified to be chosen by the Company terms and

conditions

Employee

An individual who has been hired to work for the Company

Family

Spouse and children of the Employee and it doesnt include

mother, father or any relatives of the Employee

Grievance

a complaint submitted by an employee based on an

unsatisfactory work related condition

Group

Ittihad International Investment LLC

Group HR

The HR individual at the Group level.

Hiring Manager

Is the appointing manager for a position within his

jurisdictions

HR Committee

shall consist of at least three members, assigned by the

Group CEO to review and look after HR plans

HR in Charge /
HR Department

Employee assigned by the Group HR to look after the HR

functions at the subsidiary level

Line Manager /
Supervisor

Person who holds authority in a vertical 'line' (chain of

command), and/or over a team and to whom the employee
reports for the purposes of work direction and attendance
and performance management.

Manual

Referring to this Manual HR Manual-Policies & Procedures.

The manual typically consists of policies, procedures and
process.

Misconduct

Behavior not conforming to prevailing standards or laws;

impropriety

Negligence

the failure to exercise a reasonable degree of care or effort

to perform a job

Policy

A definite course or method of action to guide and

determine present and future decisions. A policy is a guide
to decision-making under a given set of circumstances
within the framework of corporate objectives, goals and
management philosophies.

Procedure

A particular way of accomplishing something, or an

established way of doing things. A procedure is a series of
steps followed in a definite regular order that ensure the
consistent and repetitive approach to actions.

Salary

Is the total compensation that an employee receives in

exchange for the services he/she performed for the
Company.

Stakeholders

Investors, business partners or shareholders

Subsidiary /
Division

a company that is completely or partially controlled by the

parent company (Group).

Tardiness

Arriving at work late or leaving early as well as exceeding

scheduled lunch and rest breaks is considered "tardiness".

The Company

The Company is the company that generated and

attested the policies and procedures within this Manual
including any of its subsidiaries and affiliates.

Top
Management

A team of individuals at the highest level of organizational

management who have the day-to-day responsibilities of
managing a company or corporation, they hold specific
executive powers conferred onto them with and by
authority of the board of directors and/or the shareholders.

UAE Labor Law

The applicable law in UAE , Federal Law No.8 of 1980 (as

amended) and its annexed rules and regulations

Year

Gregorian year, 365 (Three hundred and sixty five) days.

1.11

Policy Request & Recommendation

OVERVIEW
The Company has included a policy related Request and Suggestion Form. If at
any time the employee would like to recommend or suggest any policy or
procedure to be amended or developed, complete the related form and submit it
to HR offices.

APPLICATION
This policy applies to all employees of the company.

POLICY
1. Suggestions and recommendations are eligible if they meet the following
criteria:
a) They propose practical improvements
b) They specifically state what the improvement is and how it can be
made.
c) Are submitted by:

An individual employee; or

A group of employees submitting the suggestion together

and using the same Form. (The names of all employees
submitting the suggestion should be attached to the Form.)

2. Suggestions are not eligible if they:

a) Concern matters already under consideration;
b) Concern personal grievances or complaints; or
c) Concern policies or procedures that are not being followed or that
are not being applied properly.

3. If any of the suggestions were entertained by the Company, this shall not
entitle the employee(s) submitting the form to any new entitlement or
rights.

PROCEDURE
1. Copy and complete the Policy Request and Suggestion Form.
2. Submit to Human Resource Department at the Group office or via
Email to HR@ittihadinvestment.ae

FORMS

Policy Request and Suggestion Form

1.12

Human Resource Responsibilities

Each and every department has access to the Human Resources Management
Department, whose mission is to serve the companys Human Resources needs,
which can be achieved by:
Providing the Company:

An able workforce.
Adherence to UAE labor laws.
Compliance to corporate policies and directives.
Information regarding the workforce.
A culture of high morale and effectiveness.
Exemplified communication internally and between business units.

Providing managers with:

Qualified staff.
Organized and effective remuneration plans.
Training and development of managerial skills and job skills.
Records and information regarding the workforce.
Advice and counsel regarding management and staff coaching

Working with managers to provide employees with:

Advice, counsel, and information regarding benefits.

Advice, counsel, and information regarding career development.
A communication channel to upper management.
Training and development of job skills.

SECTION 2.
CODE OF BUSINESS
CONDUCT

2.1

Standards of Business Conduct & Ethics

OVERVIEW
Code of Conduct for employees is the most important document at The
Company. It is the foundation on which all the business practices at the Company
are constructed and, for that reason, it is considered a critical one for each
employee to read and understand.
Standards of Business Conduct and Ethics for Employees is a values-based
document, rather than compliance-based, which means it goes beyond a simple
listing of right and wrong.

APPLICATION
This section of policy applies to all employees and stakeholders of the Company
and its consolidated subsidiaries and to all members of the Companys Board of
Directors. Further, we expect our suppliers, vendors, contractors, and jointventure partners to behave in accordance with this policy when working with us.

POLICY
Authority
In addition to knowing and understanding these codes, each must understand
the level of authority included in their job and must be careful to act within the
limits of that authority.

Guidance
No code or manual can provide complete answers to all questions. In the end, we
must rely on our good sense of what the Companys high standards require. This
includes knowing when to seek guidance on the proper course of action.
Employees should expect timely and specific guidance from their supervisors,
line managers, or corporate compliance department. Some have jobs that
require more detailed knowledge of particular compliance topics than these
Code provides. In this case, managers or supervisors will direct employees to the
appropriate information in Corporate Policies and the Manual of expected
business codes where applicable.

Compliance
All must comply with these codes, and with all Company policies. Failure to do so
will result in facing disciplinary action, possibly including termination. Likewise,
any supervisor, manager, officer or director who is aware of any violation and
does not promptly report and adopt remedy action may be subject to similar
consequences.
All employees will review and acknowledge their acceptance of the Business
Conduct Policy.

Communication Channels
If employees are concerned about what appears to be an inappropriate situation
in their department/division or in another area, there are several ways to bring
this to the attention of the Company designated personnel who will assist in
resolving questions involving ethics and conduct. Employees should not hesitate
to take advantage of such help. The Company encourages employees to raise
issues through dialog with their supervisor, but they can also contact the Legal
Department or the HR in charge, or pursue the issue with any higher level of
management.

Non-Retaliation Policy
Employees concerns will be acted upon and will receive proper attention. The
Company will not tolerate threats or acts of retaliation or retribution for using
any communication channels. In addition, attempts to harm or defame another
through false accusations, malicious rumours or other irresponsible action will
not be tolerated and may result in disciplinary action.

Policy Enforcement
This policy will be enforced at all levels fairly and without prejudice. Subject to
our obligations under the law and our policies, The Company will keep
confidential the identity of employees about or against whom allegations of
violations are brought. Similarly, The Company will take all reasonable steps to
keep confidential the identity of anyone reporting a possible violation.

Work Performance
The Company expects all employees to be held accountable for the results of
their work, based on the factors of honesty, quality, timeliness, efficiency, safety
and continuous improvement. Managers are expected to provide leadership that
reinforces these factors, and that ensures that the actions of all employees are in
the Company's best interests.

Policy revision
This policy will be reviewed periodically to ensure it remains applicable to the
challenges we face in a dynamic business environment.
A copy of the policy will form part of new employees' induction packs.

2.1.1

Conflict of Interest

OVERVIEW
At the Company, we always expect one another to act in the best interests of the
Company. This means that business decisions should be made free from any
conflict of interest or commitment.
Conflict of Interest: when an employee is involved in an activity or has a
personal interest that might interfere with the employee's objectivity in
performing his or her duties and responsibilities at the Company.

APPLICATION
This policy applies to all employees, stakeholders, partners and board members
of the Company. Any such activity or personal interest, including those of the
employee's immediate family, is prohibited unless formally approved in writing.

What constitutes a conflict of interest?

a. Such activities include outside employment in areas similar to those in
which the Company is involved; outside work for suppliers, vendors or
competitors;
b. Other activities that have the potential to affect the employee's objectivity
and work performance; and activities that could reflect negatively on the
reputation of the Company and its employees.
c. Holding a financial interest in a business concern that is a supplier or
customer of the Company constitutes a conflict of interest under certain
conditions.

POLICY
1. Any employee who has any interest in a transaction entered into by the
Company must declare such interest in writing to Compliance/Legal
Department.

2. Company transactions with other business entities must not be influenced

by the personal interests or activities of its employees.
3. The imparting of privileged information that enables others to undertake
insider dealing or to secure a profit is a serious matter. If deliberate, it is
likely to be illegal. If negligent, it is potentially a disciplinary matter.
4. The

Company

encourages

employees

to

participate

in

non-profit

industrial, professional or charitable activities, and these are generally not

viewed as being in conflict of interest.

PROCEDURE
1. All actual or potential conflict of interest should be declared as soon as the
employee is aware of such a conflict. This declaration should be in writing
and be approved by the Group Board.
2. An employee is required to obtain approval before doing any of the
following:
a. Holding an active or passive investment interest (either directly or
indirectly) in any supplier, vendor or competitor.
b. Acting as a board member, director, partner,

consultant,

representative, agent, advisor, or employee of a supplier, vendor or

competitor of an organization.
c. Engaging in any activity that could create the appearance of a conflict
of interest
d. Participating in any activity that might lead to unapproved disclosures
of the company's proprietary information or proprietary information
owned by others who have entrusted such information to the company
e. Assist other companies that might become a supplier or service
provider.
3. A copy of the policy will form part of new employees' induction packs.

FORM

2.1.2

Conflict of Interest Disclosure Form

Gifts & Bribery

OVERVIEW
It is the Company policy to conduct all of its business in an honest and ethical
manner. The Company takes zero-tolerance approach to bribery and corruption.
The Company is committed to acting professionally, fairly and with integrity in all
its dealings wherever it operates. The Company is also committed to
implementing and enforcing effective laws in UAE that incriminates the
acceptance or paying of bribes.
Under this policy, the bribe involves;
a. accepting or soliciting a gift, favor or service that is intended to, or
might

appear

to,

influence

the

employee's

decision-making

or

professional conduct.
b. accepting, agreeing to accept, or soliciting money or other tangible or
intangible benefits in exchange for the employee's favorable decisions
or actions in the performance of their job.
c. facilitation payments or kickbacks of any kind. Facilitation payments
are typically small, unofficial payments made to secure or expedite a
routine entity action by any entity official. Kickbacks are typically
payments made in return for a business favour or advantage.

APPLICATION
This policy applies to all employees at all levels and grades, including senior
managers, directors, employees (whether permanent, fixed-term or temporary),
consultants, contractors, and any other person providing services to the
Company.

POLICY
General Guidelines
1. The Company shall investigate all suspected or reported cases of
bribery. If an official investigation confirms that an employee has paid,
received or asked for a bribe, they shall be referred to the Disciplinary

Committee as well as being subjected to the appropriate disciplinary

actions.
2. This policy does not prohibit giving and receiving promotional gifts of
low value and normal and appropriate hospitality. Therefore, it is
strictly forbidden to accept or solicit any material gifts except for those
merchandise samples of a symbolic or promotional nature that bear
the logo and name of the presenting party for a bona fide business
purpose. The value of such merchandises should not value more than
500/- AED.
3. Giving gifts to an external party can only be in the name of the
Group/Company or its subsidiaries and would be exclusively done by
the unit it designates.

Raising Concerns
Employees will be encouraged to raise concerns about any issue or
suspicion of malpractice at the earliest possible stage. No employee
will suffer any detriment as a result of raising genuine concerns about
bribery, even if they turn out to be mistaken.

PROCEDURES
1. The effectiveness of this policy will be regularly reviewed by the
Management. Internal control systems and procedures will be subject to
audit under the internal audit process.
2. Where the investigation and audit by valid evidences concluded the
confirmation of any employee breaching this policy, the Company will
pursue dismissal as part of the disciplinary action or other legal action if it
finds evidence of bribery or abuse may have occurred.
3. A copy of the policy will form part of new employees' induction packs.

2.1.3

Alcohol & Drugs Substance

OVERVIEW
The purpose of this document is to set forth the company's policy regarding
alcohol and other drug use, including unlawful drug use or abuse, in the
workplace.

APPLICATION
This policy is applicable to all employees of the Company.
This Policy and each of its rules apply whenever an employee is on or in
Company property, surrounding grounds and parking lots, leased or rented
space. Company time (including breaks and meal periods), in any vehicle used
on Company business, and in other circumstances we believe may adversely
affect our operations, safety, reputation or the administration of this policy.

POLICY
1. No employee shall unlawfully sell, distribute, dispense, possess, transfer,
or use alcohol nor controlled substance in the workplace or wherever the
company's work is being performed.
2. No employee shall report to work under the influence of alcohol, controlled
substances, or other drugs, which affect his or her alertness, coordination,
reaction, response, judgment, decision-making or safety.
3. No employee shall operate, use or drive any equipment, machinery or
vehicle of the Company while under the influence of alcohol or controlled
substances/drugs.
4. No employee shall be in possession of alcohol while being transported in a
Company vehicle.
5. Employees shall not participate in these consumptions during meal, tea
rest breaks during working time or during any overtime work.

PROCEDURE
1. Any employee who violates this policy will be subject to disciplinarily
action up to and including dismissal from the Company.
2. A copy of the policy will form part of new employees' induction packs.
2.1.4

Confidentiality

OVERVIEW
Unauthorized dissemination of information can be both harmful to individuals as
well as to Company. This policy is intended to describe the expected behavior for
dealing with confidential information as well as to clearly state the consequences
for not meeting the outlined expectations.

APPLICATION
This policy is applicable to all employees of the Company.

POLICY
Employment Information
The details of an employee's terms of employment and compensation should be
treated as confidential matters and not disclosed to other employees, peers,
colleagues and others.

Customer Information
Employees may, by virtue of their employment with the Company, obtain access
to sensitive, confidential, restricted and proprietary information about the
Company, including but not limited to financial records, customer records and
files, referral or mailing lists, credit card numbers, and similar documents.
Such confidential information shall be used solely by employees in the
performance of their job duties for the Employees shall not, without the prior
written consent of the Company, use, disclose, divulge, or publish to others any
such confidential information acquired in the course of their employment. Such
confidential information is the exclusive property of The Company and under no
circumstances whatsoever shall employees have any rights to use, disclose or

publish to others such confidential information subsequent to the termination of

their employment.

PROCEDURE
1. Unauthorized use or disclosure of confidential information may result in
discipline, up to and including immediate termination, prosecution, or
other available action.
2. Upon termination of employment, employees must return any and all
confidential information, including all copies of such documents prepared
or produced in connection with their employment at the Company
pertaining to Company business or the employee's services for the
Company, whether made or compiled by the employee or furnished to the
employee in connection with such services to the Company.
3. A copy of the policy will form part of new employees' induction packs.
4. All employees must sign a Non-Disclosure Agreement with the Company.

FORMS

Non- Disclosure Agreement (NDA)

2.1.5

Property & Asset Protection

OVERVIEW
Conducting Business on behalf of the Company may require employees to use
Companys resources, property and assets which are needed for their jobs;
therefore, the Company aims at developing policies and guidelines for the usage
of its business resources and equipments.

APPLICATION
This policy is applicable to all employees of the Company.

POLICY
1. Employees are responsible for exercising good judgment regarding
appropriate

use

of

the

Companys

resources

in

accordance

with

Companys policies, standards, and guidelines. All Companys resources

and assets must be used for legitimate business purpose.
2. All Companys resources and assets may not be used for personal benefit,
sold, loaned, given away, or disposed without proper authorization of the
Company.
3. All Research and Development work and activities are owned and
authorized solely by the Company.
4. The Company's properties and

assets

such

as

office

and

plant

equipments, stationary, interior finishings and consumables must not

leave the Company's premises for personal usage, except as may be
authorized by corporate policy.
5. Employees may not use the Companys equipment for personal reasons.
The improper, deliberate reckless, careless, negligent, destructive, or
unsafe use or operation of equipment or vehicles, as well as excessive or
avoidable traffic and parking violations, can result in disciplinary action,
up to and including termination of employment.
6. For security, compliance, and maintenance

purposes,

authorized

personnel may monitor and audit equipment, and systems, as per their
authorized audit planning.
7. Notification should be submitted to supervisor if any equipment,
machines, tools, or vehicles appear to be damaged, defective, or in need
of repair. Prompt reporting of damages, defects, and the need for repairs
could prevent deterioration of equipment and possible injury to employees
or others. The supervisor can answer any questions about an employee's

responsibility for maintenance and care of equipment or vehicles used on

the job.

PROCEDURE
System Accounts

Employees are responsible for the security of data, accounts, and systems
under their control. Passwords must be kept secured and not to share
account or password information with anyone, including other personnel,
family,

or

friends.

Providing

access

to

another

individual,

either

deliberately or through failure to secure its access, is a violation of this

policy.
Employees must maintain system-level and user-level passwords in

accordance with the Password Policy provided by the IT department.

Employees must ensure through legal or technical means that proprietary
information remains within the control of the Company at all times.
Conducting Companys business that results in the storage of proprietary
information

on

personal

or

non-company

controlled

environments,

including devices maintained by a third party with whom Company does

not have a contractual agreement, is prohibited. This specifically prohibits
the use of an e-mail account that is not provided by the Company, or its
customer and partners, for company business.

Computing Assets

Employees are responsible for ensuring the protection of assigned

Company assets that includes the use of computer and other security
devices. Promptly report any theft of Company assets to the appropriate IT

personnel.
All PCs, PDAs, laptops, and workstations must be secured with a passwordprotected screensaver with the automatic activation feature set to 10
minutes or less. Employees must lock the screen or log off when the

device is unattended.
Devices that connect to the Company network must comply with the

minimum access policy as detailed in the IT Policy.

Employees should not interfere with corporate device management or
security system software, including, but not limited to, antivirus.

Network Use

Employees are responsible for the security and appropriate use of

Company

network

resources

under

their

control.

Using

Company

resources for the following is strictly prohibited and is subject to

disciplinary and/or legal action.

Causing a security breach to either Company or other network resources,
including, but not limited to, accessing data, servers, or accounts to which
you are not authorized; circumventing user authentication on any device;

or sniffing network traffic.

Violating copyright law, including, but not limited to, illegally duplicating
or transmitting copyrighted pictures, music, video, and software. See the

IT Policy for additional information on copyright restrictions.

Exporting or importing software, technical information,

encryption

software, or technology in violation of international or regional export

control laws. See the IT Policy for additional information for additional

information on export and transfer restrictions.

Use of the Internet or Company network that violates the IT Policy,

Company policies, or UAE local laws.

Intentionally introducing malicious code, including, but not limited to,
viruses, worms, Trojan horses, e-mail bombs, spyware, and/or adware.

Electronic Communications
The following are strictly prohibited:

Sending Spam via e-mail, text messages, pages, instant messages, voice

mail, or other forms of electronic communication.

Forging, misrepresenting, obscuring, suppressing, or replacing a user
identity on any electronic communication to mislead the recipient about

the sender.
Use of a Company e-mail or IP address to engage in conduct that violates

Company policies or guidelines.

Posting to a public news or social group or bulletin board with a Company
e-mail or IP address represents Company to the public; therefore,
employees must exercise good judgment to avoid misrepresenting or
exceeding their authority in representing the opinion of the company.

Research and Development (R&D)

All R&D work and activities using assets and equipments of the Company
for such manners are the sole ownership of the Company and shall only be
approved by the CEO of the Group.

Use of Company Vehicles Policy

1. Company vehicles are provided to support business activities and are to
be used only by qualified and authorized employees.
2. Company drivers and anyone authorized to drive the company vehicles
must have a valid driving license issued from the UAE Traffic Department
for the class of the vehicle being operated. Obtaining a drivers license is a
personal expense.
3. Maintenance;
Authorized drivers are required to properly maintain their company
vehicles at all times.
Vehicles should not be operated with any defect that would inhibit
safe operation during current and foreseeable weather and lighting
conditions.
Preventive maintenance such as, but not limited to regular oil
changes, lubrication, tire pressure, tire replacement, brake pad &
rotor replacement and fluid checks should be performed either at
specified care agent or certified dealer.
4. Drivers Responsibilities ;
Operation of the vehicle in a manner consistent with reasonable
practices that avoid abuse, theft, neglect or disrespect of the
equipment.
Obey all traffic laws.
The use of seat belts is mandatory for driver and passengers.
Adhering to manufacturers recommendations regarding service,
maintenance and inspection. Vehicles should not be operated with
any defect that would prevent safe operation.
Attention to and practice of safe driving techniques and adherence
to current safety requirements.
Restricting the use of vehicles to authorized driver, spouse or
significant other.
Accurate, comprehensive and timely reporting of all accidents by an
authorized driver

FORMS

Company Asset in Custody Form

2.1.6

Equal Opportunity Employer (EOE)

OVERVIEW
The Company has established its commitment to equal opportunity in
employment and its programs. In order to provide equal employment and
advancement opportunities to all employees and potential candidates all
employment decisions at the Company will be based on merit, qualifications, and
abilities.

APPLICATION
This policy governs all aspects of employment, including selection, job
assignment, compensation, discipline, termination, and access to benefits and
training.

POLICY
1. The Company does not discriminate in employment opportunities or
practices on the basis of race, colour, religion, sex, national origin, age,
disability, ancestry, marital status, political affiliation or any other
characteristic.
2. All

policy-development

activities

of

the

Company

including

those

associated with employment practices shall be designed so that existing

and potential employees are able to compete for, or be awarded,
employment, promotions, transfers, training and other employment
related

benefits

on

their

merits

without

reference

to

irrelevant

characteristics
3. The Company programs and activities shall be conducted in a manner free
of discrimination.
4. The use of any Company resources shall be undertaken in a nondiscriminatory manner.

PROCEDURE
Managers are responsible for:
a. ensuring that the EOE principles are applied in the workplace.

b. ensuring all decisions relating to appointment, promotion and career

development are made without regard to any matters other than the
individuals natural ability to carry out the job.
c. providing

an

environment

which

encourages

equal

employment

opportunities and setting an example by their own behavior.

Employees are responsible for:

a. complying with the terms of the EEO policy
b. treating all colleagues and customers with respect and professionalism
without regard to non-relevant criteria or differences.
c. promptly informing their manager if there has been a (potential) breach of
the EEO policy

2.1.7

Harassment & Hostile Workplace

OVERVIEW
It is the policy of the Company to prohibit harassment in employment on the
basis of sex, race, color, religion, age, national origin, disability or any other
factor prohibited by law applicable to an individuals employment with the
Company. Harassment in employment is prohibited, both in the workplace and
off the premises, including at social activities conducted or sponsored by the
Company.

APPLICATION
All employees are covered by this policy and are prohibited from engaging in any
form of harassing or discriminatory conduct.

DEFINITION AND EXAMPLES

Sexual Harassment
Sexual harassment is defined as unwelcome sexual advances, requests for
sexual favors, and other verbal or physical conduct of a sexual nature when
submission to such conduct is made either explicitly or implicitly a term or
condition of an individuals employment, submission to or rejection of such
conduct by an individual is used as the basis for employment decisions affecting
such individual, or such conduct has the purpose or effect of unreasonably
interfering with an individuals work performance or creating an intimidating,
hostile, or offensive working environment.
Sexual harassment can occur between individuals of the opposite sex or the
same sex. Sexual harassment may include, but is not limited to, intentional
physical conduct that is sexual in nature, such as touching, pinching, patting;
sexually oriented gestures, noises, remarks, jokes or comments about a persons
sexuality or sexual experience; repeated unwelcome requests for a relationship;
and displaying pictures, posters, calendars, graffiti, objects, promotional
materials, reading materials or other materials that are sexually suggestive,
sexually demeaning or pornographic. Basing an employment decision or
implying that it will be based on an employees submission to or rejection of
sexual overtures is prohibited.

Other Harassment
Harassment may include, but is not limited to, verbal abuse, ridicule, including
insult, nickname, and stereotyping, offensive jokes and comments; threatening,
intimidating or hostile acts; and displaying or distributing offensive materials,
writings, graffiti or pictures.

POLICY
1. The Company will not condone any harassment of an employee by any
personnel or vendor or other business entity whose relationship to the
employee is through the business of the Company.
2. No department head or other supervisor has the authority to suggest to
any employee or applicant that their employment, continued employment
or future advancement will be affected in any way by the individual's
entering into, or refusing to enter into, any form of personal relationship.
Such conduct is a direct violation of this policy.
3. Harassment of or discrimination against employees in connection with
his/her work by non-employees also may be a violation of this policy. Any
employee who experiences or observes any harassment or discrimination
against an employee by a non-employee should report such harassment
to his/her supervisor or department head.

PROCEDURE
1. If any employee believes prohibited harassment has occurred, or if any
employee has questions concerning this policy, he/she should notify his or
her designated manager or the HR in charge immediately within seven
calendar days of the alleged harassment. The HR in charge will appraise
with a written report, the appropriate management.
2. Employees are encouraged to report potential harassment before it
becomes severe or pervasive. Reports will be investigated impartially, and
any appropriate corrective action will be taken, including discipline, for
inappropriate conduct. Complaints will be handled confidentially, except
as necessary for investigation and resolution.
3. This policy prohibits retaliation, harassment or other adverse action
because of making a complaint, assisting in an investigation, opposing
harassment or otherwise exercising rights protected by law.

FORMS

Incident Report Form

SECTION 3.
WORK REGULATIONS

3.1

Attendance & Tardiness

OVERVIEW
Employees are required to report for work punctually as scheduled and to work
all scheduled hours and any required overtime. Employee absenteeism and
tardiness increases the workload of fellow employees, interferes with the flow of
business, and affects morale and the quality of service to customers and clients.
The Companys success depends on employees being at work, on time, every
working day.

APPLICATION
This policy is applicable to all employees of the Company.

POLICY
1. The Company needs advance notice of attendance problems so that other
arrangements can be made to cover employees absence, if necessary.
"Proper notice" means that employee should call the Company at a
designated number for such calls prior to the start of their shift and
personally notify their supervisor or another member of management
about the problem, unless a verifiable emergency makes it impossible for
the employee to do so. It is not sufficient to call in and leave a message
with a coworker or someone else who is not in a supervisory position.
2. Employees must obtain approval from their supervisors in order to leave
Company premises during scheduled work times.
3. Employees

who

must

be

absent

for

personal

affairs

or

medical

appointments should schedule such appointments outside working hours

or during weekends if possible.
4. The Company will evaluate the verified absence and will compensate the
employee during authorized absences in accordance with the appropriate
policy.

5. Unauthorized or excessive absences or tardiness may result in disciplinary

action, up to and including termination.
6. Employees who are absent for two consecutive days without giving proper
notice will be considered to have involved themselves with extended
absenteeism. At that time the Company will formally invoke the
disciplinary policy and procedure and advise the employee of the action.
7. If employees are absent without notice for three days in a row, or didnt
not report in time or requested approval for extension from their annual
leave, they will be considered as having abandoned their job, and the
Company will process their work separation as a voluntary resignation on
their part.

PROCEDURE
Line Manager/Supervisor Responsibilities:
1. Line managers must take active steps to encourage good attendance and
to discourage absenteeism and tardiness.
2. Line Managers must evaluate employee attendance regularly in which
such evaluation will be included in the employee performance appraisal.
3. Counseling and disciplining employees who have poor attendance or
punctuality.
4. Regularly communicating the Company attendance policies, including the
necessity of advance notification of absences, to all employees who report
to them.

Employee Responsibilities:
1. Employees should notify their Line Managers as far in advance as possible
whenever unable to report for work or when they know they will be late or
must leave early. Such notification should include a reason for the
absence.
2. If an employee is unable to report to work due to illness or expects to be
late, the employee must call the Supervisor no later than one hour after
scheduled reporting time. If the Supervisor is unavailable, the employee
should contact the next level supervisor and the HR department.

ATTACHMENT

Short Leave Form ( during working hours )

3.2

Smoking Policy

OVERVIEW
No smoking will be allowed within the facilities at any time. The decision to
provide or not provide designated smoking areas outside the facility will be at
the discretion of management or other decision-making body.

APPLICATION
This policy is applicable to all employees and guests of the Company.

POLICY
1. Smoking is prohibited in all of the Companys premises including
worksites, common work areas, manufacturing facilities, conference and
meeting rooms, private offices, hallways, lunchrooms, stairs, restrooms;
the Companys owned or leased vehicles, and all other enclosed facilities.
2. The decision to provide or not provide designated smoking areas outside
the building or facility will be at the discretion of management or other
decision-making body. While the Company makes these areas available to
smokers, it in no way has any legal responsibility to do so. Employees who
choose to use these smoking areas do so at their own risk.
3. Where applicable the designated smoking area will be located at least [10]
meters from the main entrance. (Some Subsidiaries may want to establish
a larger smoke-free zone, choose a different location for smoking, or have
no smoking on their property.)
4. Visitors will be informed of this policy through signs, and it will be
explained by their hosts.
5. Smokers must dispose of the remains in the proper containers. This helps
to keep a neat and clean environment for all employees and our visiting
partners and customers.

PROCEDURE
1. Smoking or No Smoking signs shall be prominently posted and
properly maintained where smoking is regulated by the Company.
2. Supervisors will discuss the smoking breaks with their staff and develop
break times that do not interfere with the productivity of the staff.
3. Failure to comply with this policy will be dealt with through the companys
disciplinary procedures.
4. A copy of the policy will form part of new employees' induction packs.
5. Training and guidance on enforcing the policy will from part of new
managers' induction process.

3.3

Dress Code

OVERVIEW
The Company believes that its image and reputation as a professional
organization is part of its operation and performance. The purpose of this policy
is to outline what is expected from employees in order to maintain this image
and reputation.

APPLICATION
The policy is applicable to all employees of the Company.

POLICY
1. The company requires employees to always appear for work in attire that
is professional and suitable for the work setting. This may vary slightly
from one area to another depending on the nature of the work, exposure
to the general public, customers, and the environment.
2. Personal appearance and hygiene play an important role in projecting a
professional image in the community and to the customers we serve.
3. Our appearance should always reflect what is appropriate for our job, work
setting, and personal safety.
4. Casual dress is not allowed with the exception of Thursday when more
casual dress may be worn (this is subject to Company policy), provided it
does not interfere with the operation of The Company ;for example when
meeting with customers and clients business dress should still be worn.
However, jeans should not be worn at any time.
5. All clothing must be duly modest.
6. Special Application: Work settings vary greatly across the group.
Individual Divisions may establish Uniform policy where applicable.

PROCEDURE
1. There is no strict formal dress code but the following is a guide: (this is
subject to Company policy and working conditions)

For men
Nationals

Formal business suit with tie or Local dress for UAE

For women :

Formal

business

suit,

socially

acceptable

and

conservative business dress or Abaya for UAE Nationals

2. No dress code can cover all contingencies so employees must exert a
certain amount of judgment in their choice of clothing to wear to work. If
an employee experience uncertainty about acceptable, professional
business casual attire for work, they may seek advice from his supervisor
or Human Resources staff
3. If clothing fails to meet these standards, as determined by the employees
supervisor and Human Resources staff, the employee will be asked not to
wear the inappropriate item to work again. If the problem persists, the
employee may be sent home to change clothes and will receive a verbal
warning for the first offense. All other policies about personal time use will
apply.
4. Progressive disciplinary action will be taken for further dress code
violations

3.4

Work Schedules

OVERVIEW
The maximum working hours for an employee is eight hours daily or forty-eight
hours per week. However, the working hours may be increased to nine hours per
day in the case where employees are employed in specific positions where
allowed by UAE Labor Law.

APPLICATION
This policy applies to all employees of the Company.

POLICY
Regular Work Schedule
The

Company

may

adopt

variable

work

schedules

to

suit

operational

requirements. Therefore, each Company shall issue working hours and days
policy that satisfies its needs and ensures the proper performance of its duties.
Saturday may or may not be a working day subject to Companys discretion.

Shifts Work Schedule

The Company may have the need to extend their operating hours and adopt
work schedules that require longer and/or multiple shifts. Therefore, a number of
employees may be assigned to work on shift schedules as determined by the
nature of their work that may require different rest days and working hours.

Break during Working Hours

An employee may not work for more than 5 consecutive hours per day without
break for rest, food and prayer. However, the resting and the food will not be
included in calculating the working hours.
In the case of factories or site jobs where people work day and night, shifts or
jobs where for technical and economical reasons, continuance attendance is
required; the ministers shall specify the manner in which the employee may take
intervals for rest, prayer and meals.

Summer Time
UAE Labor law has issued a resolution limiting the number of hours workers can
work outside where temperatures soar. During summer, Workers are prohibited
from working in areas directly exposed to the midday sun. Workers are not
permitted to be on site between the hours of 12.30 pm to 3.00 pm ("Restricted
Time"). During the Restricted Time, the Company must provide a shaded area
for the employees to rest.

Ramadan Work Schedule

During the month of Ramadan, working hours are reduced by 2 hours daily to
comply with the UAE Labor Law. Ramadan work schedule applies to all
employees.
Hours worked in excess of the Ramadan working hours shall be treated as
overtime for employees who are eligible for overtime.
Each Company shall issue working hours policy that satisfies its needs and
ensures the proper performance of its duties.
Employees must abstain from eating, drinking and smoking in public places
during the day from sunrise to sunset, be appropriately dressed during the holy
month of Ramadan and be sensitive and respectful to the cultures and values of
the Country.

Emergency Closings
The Companys offices or subsidiaries may call for an emergency closing in the
event of unusual weather conditions, fire, emergency, etc. In these cases, time
off is considered an excused absence.

Recognized Public Holidays

Full time employees are entitled for all public holidays declared by the UAE
Government concerning the private sector.

Hijra New Year

Gregorian New Years Day

1 Day
1 Day

Eid Al Fitr Al Mubarak

2 Days

Waqfa & Eid Al Adha Al Mubarak

Anniversary of the Prophets Birthday

Isra & Meraj

1 Day

UAE National Day

1 Day

3 Days
1 Day

3.5

Safety Instructions

OVERVIEW
The safety of employees is the constant concern of the Company. The Company
takes safety seriously and any willful or habitual violation of safety rules will be
considered cause for dismissal.

The Company is sincerely concerned for the

health and well being of each employee.

APPLICATION
This policy is applicable to all employees of the Company while working on
premises, site or in transport to Company business. The cooperation of every
employee is necessary to make this company a safe place in which to work.

POLICY
To ensure employees safety, and that of their co-workers, they must observe the
following rules and guidelines:
1. Observe and strictly adhere the safety procedures established for the job.
2. In case of sickness or injury, no matter how slight, report at once to their
supervisor. In no case should an employee treat his own or someone
else's injuries
3. In case of injury resulting in possible fracture to legs, back, or neck, or any
accident resulting in an unconscious condition, or a severe head injury,
etc.. , the employee is not to be moved until medical attention has been
given by authorized personnel.
4. Should not wear loose clothing or jewellery around machinery. It may
catch on moving equipment and cause a serious injury.
5. Never distract the attention of another employee, as they might cause
him or her to be injured.

If necessary to get the attention of another

employee, wait until it can be done safely.

6. Where required, employees must wear protective equipment, such as
goggles, safety glasses, masks, gloves, hair nets, etc.
7. Safety equipment such as restraints, pull backs, and two-hand devices are
designed for protection.
8. Pile materials, skids, bins, boxes, or other equipment so as not to block
aisles, exits, fire-fighting equipment, electric lighting or power panel,
valves, etc. FIRE DOORS AND AISLES MUST BE KEPT CLEAR.

9. Observe smoking regulations.

10.Shut down machine before cleaning, repairing, or leaving.
11.Tow motors and lift trucks will be operated only by authorized personnel.
Walk-type lift trucks will not be ridden and no one but the operator is
permitted to ride the tow motors. Do not exceed a speed that is safe for
existing conditions.
12.Running at work sites is strictly forbidden.
13.Not to tamper with electric controls or switches.
14.Not to operate machines or equipment until a proper instruction and
authorisation to do so by the supervisor.
15.Not to engage in such other practices as may be inconsistent with
ordinary and reasonable common sense safety rules.
16.Report any UNSAFE condition or acts to the supervisor.

PROCEDURES
Accident reporting
Any injury at workno matter how smallmust be reported immediately to the
concerned personnel and receive first aid attention.

Serious conditions often

arise from small injuries if they are not cared for at once.

Safety Checklist
Its every employees responsibility to be on the lookout for possible hazards. If
employees spot one of the conditions on the following listor any other possible
hazardous situationreport it to their supervisor immediately.
Slippery floors and walkways
Tripping hazards, such as hose links, piping, etc.
Missing (or inoperative) entrance and exit signs and lighting
Poorly lighted stairs
Loose handrails or guard rails
Loose or broken windows
Dangerously piled supplies or equipment
Open or broken windows
Unlocked doors and gates
Electrical equipment left operating

 Open doors on electrical panels

Leaks of steam, water, oil, etc.
Blocked aisles
Blocked fire extinguishers, hose sprinkler heads
Blocked fire doors
Evidence of any equipment running hot or overheating
Oily rags
Evidence of smoking in non-smoking areas
Roof leaks
Directional or warning signs not in place
Safety devices not operating properly
Machine, power transmission, or drive guards missing, damaged, loose, or
improperly placed\
And any other similar conditions.

Safety Equipment.
Helmet
Employees supervisor will make sure that employees receive the protective
clothing and equipment i.e Helmet required for their job. To be used them as
instructed and take care of them.

Employees will be charged for loss or

destruction of these articles only when it occurs through negligence.

Safety shoes.
The company will designate which jobs and work areas require safety
shoes. Under no circumstances will an employee be permitted to work in
sandals or open-toe shoes. The replacement depends on the usage, ware
and tear.
Safety glasses.
The wearing of safety glasses by all shop employees is mandatory. Strict
adherence to this policy can significantly reduce the risk of eye injuries.
Seat belts.
All employees must use seat belts and shoulder restraints (if available)
whenever they operate a vehicle on company business.

The driver is

responsible for seeing that all passengers in front and rear seats are
buckled up.
Tools
Craftsmen would be provided tools for his work at the discretion of his
department head. Safety of usage and maintenance is under the employees
responsibility.
Good housekeeping.
Your work location should be kept clean and orderly. Keep machines and
other objects (merchandise, boxes, shopping carts, etc.) out of the center
of aisles. Clean up spills, drips, and leaks immediately to avoid slips and
falls.
Place trash in the proper receptacles.

Stock shelves carefully so

merchandise will not fall over upon customer contact.

Violations
Any non-conformance of the safety instructions published by the employees
site, factory, department and/or the Company will be subject to disciplinary
action up to including termination depending on the severity of the violation or
infraction.

3.6

Nepotism

OVERVIEW
Nepotism is the practice of appointing immediate family members, relatives and
friends in one's organization within one company or department.
For purposes of this policy, "immediate family" is defined as a spouse, child,
parent, sibling, grandparent, grandchild, aunt, uncle, first cousin, corresponding
in-law, "step" relation or any member of the employee's household.

APPLICATION
This policy applies to all existing and potential employees of the Company.

POLICY
1. The Company does not encourage the employment of relatives or
individuals who have direct or close personal relationship.
2. The Company may exceptionally permit the employment of qualified
relatives of employees as long as such employment does not, in the
opinion of the Company, create actual conflict of interest.
3. The Company will use sound judgment in the placement of related
employees in accordance with the following guidelines:

Individuals who are related by blood, marriage, or reside in the same

household are permitted to work in the same Company or Division,
provided no direct reporting or supervisor to subordinate relationship
exists. That is, no employee is permitted to work within " the chain of
command" when one relative's work responsibilities, salary, career
progress, benefits or other terms and conditions of employment could
be influenced by the other relative.

Related employees may have no influence over the salary, benefits,

career progress and other terms and conditions of the other related
staff members.

Employees who marry while employed, or become part of the same

household are treated in accordance with these guidelines.

PROCEDURE
1. If in the opinion of the Company, a conflict arises as a result of the
relationship, one of the employees may be transferred at the earliest
practicable time.
2. In the event that relatives or individuals who have a close personal
relationship find themselves in a direct or indirect reporting relationship,
they have an immediate responsibility to notify the Human Resources
Department of the relationship if they have any reason to believe that the
relationship has given rise to performance or morale problems or an
actual or perceived conflict of interest.

SECTION 4.
HIRING & RECRUITMENT

4.1

Recruitment & Selection Policy

OVERVIEW
The Company recognizes its employees as being fundamental to its success. A
strategic and professional approach to recruitment processes enables the
Company to attract and appoint staff with the necessary skills and attributes to
fulfill its strategic aims, and support the Companys values.
The Company is committed to ensuring that the recruitment and selection of its
employees is conducted in a manner that is systematic, efficient, and effective
and promotes equality of opportunity. This policy has been designed to provide a
flexible framework, which promotes good practice, adopts a proactive approach
to equality and diversity issues and supports fully the Companys core
business.
Professional advice and support is available at all stages of the recruitment
process from the Human Resources Department

APPLICATION
This policy is applicable to the process of recruitment and selection of all
employees and to all employees involved at any stage of the recruitment and
selection of staff should be aware of and adhere to the contents of this policy. In
addition, any external consultants, recruitment agencies or external experts who
assist in the recruitment process must consider this policy. The hiring manager is
responsible for providing such external parties with this policy prior to their
involvement in the recruitment process.

POLICY
1. All employees involved in the recruitment process, and in particular the
selection, should ensure that they have appropriate training by attending
the Companys designed workshop on recruitment and selection or seek
the HR Department for assistance.
2. The Company aims to secure equality of opportunity in all its activities,
and in this respect all employees should maintain a positive attitude
towards equality of employment.
3. Any hiring request or application should be approved by the Management
as illustrated in the Hiring Approval Matrix Table in Appendix.

4. If an employee is involved in the recruitment process has a close personal

or familial relationship with an applicant they must declare this as soon as
they are aware of the individuals application.
5. Any recruitment should be integrated with workforce planning. This
ensures the Company has the right capabilities in the right place at the
right time and at the right cost.

PROCEDURE
Identification of a Vacancy
The line manager may identify a vacancy for reasons that may include:

Staffing changes e.g. secondment, resignation, termination, retirement,

leave; and/or

Work requirement changes e.g. creation of a new position, temporary

additional workload.

Review the need for the position/to fill the vacancy.

The line manager will review the short/long term requirement for the position
and the need to fill the vacancy. In so doing the line manager will consider:

Staffing Plan/profile for the work area

Budget

Current / Future Requirements

Job Skill Requirements

Adequacy and accuracy of position description

Whether the position is approved and established

Note: This review may involve other senior managers within the Group.

Obtaining Candidates
All hiring applications should be channeled and handled through the HR
department.
1. Internally

Positions may be advertised within the Company. This will help maximize
equality of opportunity and provide staff with opportunities for career

development, and maintaining the skills and expertise of existing staff.

Certain positions may not be published internally where specific

requirements are not found within the Companys or Groups workforce.

Internal advertisements may appear for a minimum of 7 working days.
2. Externally

Positions will be advertised using the most appropriate and cost effective
medium to maximize the number of suitably qualified candidates. This
may include local or regional publications and web sites where all should
adhere to the Companys visual identity.

As well as using executive

search, head hunters consultant and agencies.

Any external publications should be channeled through HR Department

only, whether using Linked-in, social websites, or recruitment websites.

Selection Process
1. All selection recommendations will be made by a selection panel. The hiring
manager makes the final decision on the bases of the panel recommendation.
2. Selection Panel should involve minimum of three members; (Please review
the General Selection Guidelines Table).
HR personnel ( depending on the level of employment )
Hiring manager or any personnel for the Hiring Department
Technical expert who should be thoroughly familiar

with

the

knowledge, skills and abilities required to perform the functions of the

position and with the work environment of the position.
GM of the Company where applicable
3. Panels will use various methods to make their decisions, including:
a. review of curriculum vitae
b. behavioral interviews
c. assessments (for example, presentations, performance-based tasks,
psychometric assessments).
4. Interviews should normally be conducted by at least two people, and all
interviews for one post must be conducted by the same people.

5. Short listing must be undertaken by at least two individuals who are

involved in the interviewing process.
6. Any skill tests (e.g. presentations, exercises) must be directly related to
the role and measured against objective criteria, and presentations for
one post must be assessed by the same persons.
7. All methodologies used in the selection process will then be further
validated by reference checking. This will be conducted at the final stage
of the selection process. The offer will be subject to successful completion
of these checks.
8. All recruitment will be based on agreed job descriptions and applicant
qualifications. Recruitment and selection must be conducted as an
evidence-based process and candidates should be assessed against
agreed

selection

criteria,

based

on

relevant

knowledge,

skills,

competencies, experience and qualifications to perform the role as

outlined in the person specification.
9. Candidates must be notified of the details of any skills test when they are
invited for interview. The selection process for senior managerial positions
must include a presentation, as far as reasonably possible.
10.All decisions must be documented.

Making the Offer

1. Once the candidate has been selected and all approvals for hiring are in
place, a verbal or written offer must be prepared and sent to the
candidate.
2. Reference check may take place prior to offering on short listing stage or
later once the candidate has been selected.
3. All offers should be prepared by the HR department.
4. The offer letter should represent ;
a. Candidates details and address

b. Place and hours of work

c. Length of the contract
d. Job description / Reporting Line
e. Probationary terms
f.

Salary details

g. Incentive scheme if any

h. Annual leave and ticket details
i.

Key discipline issues

j.

Governing law

Make the necessary communication

1. Advise unsuccessful candidates and make available feedback/counseling.
2. Inform other personnel of the outcome and confirmation of a new
employee joining the Company
3. Advising necessary department like IT, and PRO for the necessary
arrangements.
4. Ensure an induction program is planned.

Monitoring and Review of Policy

1. In order to monitor compliance with and the effectiveness of the
Companys Recruitment and Selection and Equal Opportunities Policies
a member of the Human Resources Department may be invited to or
elect to be present at any stage of the recruitment process.
2. Regular reports on trends and statistics relating to recruitment and
appointments will be provided to the Management of the as
appropriate.

APPENDIX
General Selection Guidelines
Level of staffing

Interview/Selection Panel
composition

Assessment Criteria

Search
and Select

Internation
al and
national

(2 members is a minimum)

CEO
CFO, CIO, COO
GM
Director, Exe
Director
Strategic
Partner

Chairman
CEO
CFO
Group HR
Business Partner
Hiring Division

Senior Manager
Mid level
Manager
Head of
Dept/Section

Group HR / Hr in
Charge
Line Manager of the
Hiring position
Head of Department
General Manager of
the Division/Company

Professionals
Skilled workers

Semi-Skilled
and unskilled
workers

HR Support
Line Manager of the
Hiring position
Head of Department

HR Support
Line Manager of the
hiring position

Leadership/Planning
Test
Presentation of high
level business plan
Psychometric Test **
Tour of sites
Meet and greet
opportunities
Psychometric Testing
**
Presentation
Written exercise
(appropriate to level)
Competency based
interview *
Tour of sites
Written exercise
(appropriate to level)
Competency based
interview *
Specific questions in
relation to the nature
of the post
Specific questions in
relation to the nature
of the post
Regular interview

Internation
al and
national

Local

Local or
internation
al

**NOTES
Competency Based Interviews A particular style of interview designed to
test and cross-examine an applicant's actual skills and ability further than
overstatement and assumption. The interview consists of a set of standard
questions devised by the line-manager with a depth of professional knowledge in
the context of the role and anticipated performance.
Psychometric Testing tests which can be systematically scored and
administered and which are used to measure individual differences. Testing can
be divided into two categories; ability tests assess the candidates specific ability
at verbal, numerical or abstract reasoning skills; and personality assessment

gives a more rounded profile of the candidate which cannot be easily assessed
by other methods.

Hiring Approvals Matrix

Staffing Subsidiary Level

Hire Increase in Headcount

Approval
Group CEO, Group CFO, Group
HR, Subsidiary General
Manager

Hire Replacement or backfill of vacated

positions

Subsidiary General Manager,

Head of Hiring Department, HR
in charge

Hire non centralized functions for ;

-Grade [ A,B,C]

Subsidiary General Manager

after obtaining prior consent
and approval on manpower
planning from the Group

-Grade [ D ]

Subsidiary GM , Group CEO ,

Group HR
Hire centralized functions i.e. Finance,
IT , HR

Group Head of the related

Department,
Subsidiary
General Manager and/or Head
of Department

Staffing Ittihad level

Hire Increase in Headcount for all
Grades

Approval
Group CEO

Hire Replacement or backfill of

vacated positions

HR Manager and Head of

Department

ATTACHMENT

4.2

Application Form
Job Requisition Approval Form
Position Advertisement Approval Form
General Guidelines for Interview Conduction

OVERVIEW
Interviews are particularly useful for getting the story behind a candidates
experiences. The interviewer can pursue in-depth information around a topic.
Interviews may be useful as follow-up to certain respondents to questionnaires,
e.g., to further investigate their responses.
The job interview is the fundamental process used to determine who should be
hired or promoted.
This guide is an outline for structuring a system for interviewing that does not
force the interviewers to rely on instincts or feel that this person would be
the best candidate.

APPLICATION
This policy is applicable to all personnel conducting interviews.

PROCEDURE
Preparation for Interview
1. Choose a setting with little or no distraction, ensure the interviewee is
comfortable (you might ask them if they are), etc.
2. Explain the purpose of the interview.
3. Address terms of confidentiality. Note any terms of confidentiality.
Explain who will get access to their answers and how their answers will
be analyzed. If their comments are to be used as quotes, get their
written permission to do so.
4. Explain the format of the interview. Explain the type of interview you
are conducting and its nature. If you want them to ask questions,
specify if they're to do so as they have them or wait until the end of
the interview.
5. Indicate how long the interview usually takes.
6. Tell them how to get in touch with you later if they want to.

7. Ask them if they have any questions

Types of Interviews
1. Informal, conversational interview - no predetermined questions are
asked, in order to remain as open and adaptable as possible to the
interviewee's nature and priorities; during the interview, the interviewer
"goes with the flow".
2. General interview guide approach - the guide approach is intended to
ensure that the same general areas of information are collected from each
interviewee; this provides more focus than the conversational approach,
but still allows a degree of freedom and adaptability in getting information
from the interviewee
3. Standardized, open-ended interview - here, the same open-ended
questions are asked to all interviewees (an open-ended question is where
respondents are free to choose how to answer the question, i.e., they
don't select "yes" or "no" or provide a numeric rating, etc.); this approach
facilitates faster interviews that can be more easily analysed and
compared
4. Closed, fixed-response interview - where all interviewees are asked
the same questions and asked to choose answers from among the same
set of alternatives. This format is useful for those not practiced in
interviewing.

Styles of Interviews
The interviews style or pattern of behavior towards the interviewee can vary
in the degree of directiveness shown.
1. Directive Style: This style takes less time.

It is appropriate where

factual information is being sought and the interviewer knows exactly

what is wanted and the interviewee is willing to give it. The problem could
be that the interviewee could be put on the defensive because of the
insufficient freedom of expression.
individuals may be impaired.

The relationship between the two

2. Non-Directive Style: This interview style consumes more time but is

appropriate for exploring sensitive matters and understanding feelings
and attitudes. It is more a style for the counselling interview.
3. Patterned Style: The patterned style is appropriate for interviews which
are seen by the interviewer as planned conversation in the context of an
adult to adult relationship and an organizational purpose.

Senior

recruitment, promotion and appraisal interviews fall into this category.

Types of Topics in Questions

One can ask questions about:
1. Behaviours - about what a person has done or is doing
2. Opinions/values - about what a person thinks about a topic
3. Feelings - note that respondents sometimes respond with "I think..."
so be careful to note that you're looking for feelings
4. Knowledge - to get facts about a topic
5. Background/demographics - standard background questions, such
as age, education, etc.
*Note that the above questions can be asked in terms of past, present or
future.
Sequence of Questions
1. Before

asking

about

controversial

matters

(such

as

feelings

and

conclusions), first ask about some facts. With this approach, candidates
can more easily engage in the interview before warming up to more
personal matters.
2. spread fact-based questions throughout the interview to avoid long lists of
fact-based questions, which tends to leave candidates disengaged.

3. Ask questions about the present before questions about the past or future.
It's usually easier for them to talk about the present and then work into
the past or future.
4. The last questions might be to allow candidates to provide any other
information they prefer to add and their impressions of the interview.
Wording of Questions
1. Wording should be open-ended. Candidates should be able to choose their
own terms when answering questions.
2. Questions should be as neutral as possible. Avoid wording that might
influence answers, e.g., evocative, judgmental wording.
3. Questions should be asked one at a time.
4. Questions should be worded clearly. This includes knowing any terms
particular to the program or the candidates' culture.
During the Interview
NB: All interviews to be attended by a member of the Human Resources
Department.
1. Put the interviewee at ease one of the prime task of the interviewer is
to

establish

an

atmosphere

which

supports

the

exchange

of

information
2. Avoid any personal questions that are irrelevant to the position applied
for.
3. Start an interview with easy questions to help relax the candidate
4. Attempt to remain as neutral as possible. That is, don't show strong
emotional reactions to their responses. Act as if "you've heard it all
before."
5. Encourage responses with occasional nods of the head.

6. Be careful about the appearance when note taking. That is, if you jump
to take a note, it may appear as if you're surprised or very pleased
about an answer, which may influence answers to future questions.
7. Provide transition between major topics, e.g., "we've been talking
about (some topic) and now I'd like to move on to (another topic)."
8. Don't lose control of the interview. This can occur when candidate stray
to another topic, take so long to answer a question that time begins to
run out, or even begin asking questions to the interviewer.
9. Summarise what a candidate is saying to show that you are listening.
Immediately After the Interview
1. Complete the Interview Feedback Report.
2. Write down any observations made during the interview.
3. Share the feedback with the hiring manager or panel.

FORMS

Interview sample questions

Interview Feedback Form

4.3

Internal Vacancy and Referral Policy

OVERVIEW
The company aims to provide its employees with opportunities for career
development. This can be achieved through internal recruitment.

APPLICATION
To be eligible to apply for a posted job, employees must have performed
competently for at least 12 months in their current position.

POLICY
1. Some vacancies may be advertised internally at the Company. It will be
the responsibility of the HR Department to determine the best way to
advertise any vacancies. At the same time, jobs may also be advertised
externally. The Company reserves the right to make appointments without
advertising the position internally, where it is clear the required skills is
not available internally.
2. The Company recognizes that recruitment from within can provide
opportunities
department.

to

existing

employees,

but

can

disrupt

their

own

Therefore, it is crucially important that when any internal

recruitment occurs the procedure is followed to ensure minimal disruption

to the Companys operations.
3. Eligible employees can only apply for those posted jobs for which they
possess the required skills, competencies, and qualifications.
4. Employees who have a written warning on file, or are on probation or
suspension are not eligible to apply for posted jobs.

PROCEDURE
1. Employees should submit an Internal Vacancy Application Form to the
Human

Resources

Department

listing

job-related

skills

and

accomplishments. It should also describe how their current experience

with the Company and prior work experience and/or education qualifies
them for the position.

2. An employee can confidentially ask the HR or Hiring Department for

further information about the position before deciding to apply.
3. An employee must inform their Line Manager of their intention to apply for
another position within the Company.
4. The Line Manager must discuss the request with the department head
before accepting or rejecting the request. If the request to apply for an
internal vacancy is rejected then the Line Manager must provide these
reasons in writing and in a face to face meeting.
5. Applicant must forward an up-to-date copy of his/her CV and a
confirmation of the Line Managers approval to the Hiring Department.
6. The Hiring Department will receive all applications to the relevant position
to screen the applications.
7. Interviews will be carried out by the relevant individual in the Hiring
Department and the HR department (as per the procedure for external
recruitment).
8. If the candidate is successful, no offer can be made until the department
head of both departments have been informed. After this an offer will be
made through the HR Department.

REFERRALS
1. The

Company

also

encourages

employees

to

identify

friends

or

acquaintances that are interested in employment opportunities and refer

qualified outside applicants for posted jobs.
2. Employees should obtain permission from the individual before making a
referral, share their knowledge of the organization, and not make
commitments or oral promises of employment.
3. An employee should submit the referral's resume and/or completed
application form to the Human Resources Department for a posted job. If

the referral is interviewed, the referring employee will be notified of the

initial interview and the final selection decision.

FORMS

Internal Vacancy Form

4.4

Reference Check Policy

OVERVIEW
A reference check is a written or verbal assessment from a nominated referee of
a candidates employment, history, work performance, education and other
attributes directly relevant to the position being recruited to.
The Company is committed to ensure that all candidates who are appointed or
about to be appointed are screened through appropriate selection tools,
including effective reference checks, as part of the competitive selection
process.
The purpose of the Reference Checking Policy is to outline how to obtain
information, in confidence, from a third party, providing a factual check on a
candidates

employment

history,

qualifications,

experience

and/or

an

assessment of the candidates suitability for the post in question.

APPLICATION
This applies to all candidates who are selected to be appointed.

POLICY
1. Post

interview

reference

checks

must

be

undertaken

before

recommending any candidate for appointment. This will normally be done

via a structured telephone or form interview with a minimum of at least
two of the candidates nominated referees.
2. In some instances written references may be sought prior to interview
where they may add value to the decision making process.
3. In order to safeguard the privacy of the referees, it is recommended that
as best practice, no candidates be given any indication on the information
obtained from the reference check from their referees.
4. Any information sought from referees must be job related.
5. The Company may wish not to proceed with hiring a candidate if complete
reference information is not available. Hiring a candidate without such
information poses some risk specially for senior roles.
6. Information about a candidates character, past work performance,
employment history, social networking habits etc that is found from nonprofessional and non authenticated websites via the world wide web is

considered to be unreliable and therefore should not be used as part of

the decision making process.
7. Normally, only the HR Department or a member of the Recruitment
committee may undertake a reference check.

PROCEDURE
1. Candidates need to give prior permission to contact their referees and this
should be obtained or confirmed at or prior to interview.
2. Where the candidate has not nominated their current or a recent
supervisor as a referee they should be asked to do so. In cases where a
recent direct supervisor is not nominated, a suitable alternate referee may
be nominated. In all instances referees must have worked closely with the
candidate, be in a senior role relative to the candidate and be in a position
to comment knowledgably on the individuals recent work performance.
3. The verbal reference checks focus on verification of details and
clarification on matters that have arisen from the interview and other
aspects of the recruitment process.
4. The Hiring manager should be advised when negative information has
been received to discuss the way forward.
5. Categories of referees such as co-workers, colleagues, subordinates and
acquaintances are less likely to be unreliable in commenting and
predicting subsequent job performance. (Feedback from the direct
supervisor with respect to the candidates past work performance is
appropriate.)
6. If a candidate is an employee who is applying for an internal vacancy in
the same company or in other subsidiary reference check must be
obtained from the direct line manager or department head.
7. HR should cross check and verify the information contained within the
resume and that provided by candidate at interview with referees. In
particular, referees should be asked to verify key achievements cited in
the candidates resume or at interview which relate to the criteria and
provide details of these achievements in terms of their success,
importance, degree of difficulty and the contribution of the individual to
the outcome.
8. All references must be kept on the employees personnel file.

FORMS

Reference Request Letter

Reference Request Form

4.5

Manpower Planning

OVERVIEW
It is the Companys policy to plan its manpower as far ahead of requirements as
possible and cope with the future business expansion plans.

APPLICATION
The policy covers all positions required for meeting the Companys objectives
during the 6 months period covered by the Manpower Plan.

POLICY
1. Preparation of Manpower Plans

Each department head will quarterly review the staffing level of

employees required to support the business or production activities and
estimate the staffing level required for the efficient operation of the unit
for the months ahead minimum 6 months, taking into account he business
objectives.

Than Manpower plan will indicate existing and proposed jobs in a month
which the jobs will be sourced, level and grades, required number of work
force etc in line with a current approved organization chart. This part of
the budgeting process will be submitted to the HR Division.

The HR Division shall work closely with the department head to analyse
job positions and skills required and forecast the numbers and utilization
of employees required to support proposed business activities.

The manpower plans will contain statistics in table form and qualitative
information in narrative form. The plans should be describe and analyze
the manpower situation and current operating environment, review past
progress and forecast future trends, activities and priorities to meet
business needs.

2. Consolidation by Human Resources Department

The HR department will consolidate the manpower plans submitted by the

Departments into and overall manpower plan with the current
organization chart and the proposed organization chart.

The HR Department will provide the consolidated, complied manpower

budget to the head office for review and further consideration ensuring
that the proposed plan is in line with the Groups overall business
objectives.

The management will review the manpower budget and if any changes,
the recommendations will be sent to HR, who in turn will forward it to the
concerned unit or department for further consideration and changes.

3. Approval of Budget

After the final manpower number have been agreed, HR and Finance will
prepare a document costing associated with manpower cost consequent
to the numbers and forward the draft to the respective unit or department
head.

The consolidated manpower cost and budget sheet will be sent to Finance
department for their records.

The approved manpower plan is a guide to sourcing saff for the next 6
months. It does not necessarily imply that what has been approved can
automatically be implemented. Sourcing of positions will still need the
required documents (Hiring Request Form) to be completed and approved.

FORMS

Manpower Planning Sheet

4.6

Types of Employment

OVERVIEW
The personal or employment status impacts the application of most of The
Companys HR policies and procedures; therefore, the employment type may be
described by one of the factors from each of the following main groupings.

APPLICATION
This applies to all potential candidates and existing employees of the Company.

POLICY
Status of Employment
Employees based on their grades and employment conditions may have the
following status;

Family status; employees will receive benefits relevant to their family

status (spouse and dependents), while benefits to number of dependents
will vary from grade to another.(Please refer to Benefit Plan)

Single Status; employees will receive benefits for themselves only.

Type of Employment
Direct Hire (Open Ended Contract)
These are the employees who are directly hired with an open ended
contract and sponsored by The Company. The conditions of their
employment are governed by the Companys policies and procedures
which extended the employment contact.
Secondees
There are employees who are employed by one of the
companies/subsidiaries and assigned to a project or subsidiary for varying
periods. Such individuals employment is administrated by their parent
Company policy. A seconded employee will return to the same position, or
to a similar position, at the end of the secondment term.

Interns
Fresh Graduate may be recruited for a maximum of (8) eight weeks in
order to gain valuable work experience within the office. Approval for
such Interns must be made by the relevant unit/subsidiary head.
Special Contract (Limited Contract)
These employees are hired on a special contract directly with the
Company or with its subsidiaries for a specific period of time to meet
some operational requirements. The conditions of their employment are
governed by the terms and conditions of the contract. Those employees
shall not be eligible for any other compensation or benefits enjoyed by full
time staff.
Contracted
They are usually contracted through manpower agencies to meet specific
Company operational requirements. Their conditions of employment are
not governed by Company HR policies and procedures; however, their
employment is ruled by the agreement between The Company and the
concerned manpower agencies.

Categories of Employment
Top Management Team (TMT)
Consists of top management, such as Board or CEO who manages
organizational scope, strategy, and goals of the Group.
Senior Management Team (SMT)
Consists of senior management of cross-functional and coordination work
where they overlook many divisions and coordinate strategic policy
decisions made by the Top Management.
Middle Management Team (MMT)
Consists of middle management such as head of divisions, department or
units.

They

are

responsible

for

implementing

the Top

and

Senior

management's policies and plans ,

and

optimizing

resources

through

agreed plans and decisions. They typically have two management levels
below them.
Skilled / Professional Staff
Employees of special skill, knowledge or usually acquired ability to
perform specific job.
Semi-Skilled Staff
Employees possessing some skills but not enough to do specialized work.
Unskilled Staff/ Workers
Employees of jobs are performed with limited training and require basic
or routine tasks.

4.7

Induction Policy

OVERVIEW
The Company believes that all new employees need to be given timely induction
training. This training is regarded as a vital part of staff recruitment and
integration into the working environment. This policy, associated procedures and
guidelines define the Companys commitment to ensure that all staff is
supported during the period of induction, to the benefit of the employee and
Company alike.
The typical new employee is less confident and somewhat insecure when it
comes to relating with their colleagues - senior, peer or junior. Not knowing
whats ''right'', or whats ''accepted here'', can make the new employee hesitant,
and confused in interpreting the responses of others. Therefore the Company
has developed a program Be My Buddy to achieve its aim and objectives
mentioned above.

APPLICATION
This induction policy, associated procedures and guidelines aim to set out
general steps for managers and employees to follow during the induction
process.

POLICY
1. Ensure that staff induction is dealt with in an organized, managed and
consistent manner, to enable staff to be introduced into new positions and
working environments quickly, so that they can contribute effectively as
soon as possible.
2. Set programs that match new employees with existing employees who
have been with the Company for some time and integrate with the
Company by providing access to someone who is familiar with our culture,
attitude and expectations.
3. Provide the new employee with a point of contact for general queries
regarding day-today operational issues, [such as the location of facilities,
information processing requirements and relevant company policies] and

4. Induction programs are coordinated by HR Department and supported by

the functional managers.

PROCEDURE
Selection of buddies
For Staff Employees
a. Buddies are nominated by departmental managers on the basis of two
criteria:
The employee's interpersonal skills; and
Their understanding and commitment to the Company's mission,
goal and values.
b. The HR Department will coordinate allocating the nominated buddies
to new employees.
For Managers
a. Whilst many of the points in the Induction Checklist apply equally to all
new managerial staff, in most cases individual induction programs will
be necessary. These should be drawn up in consultation with new
managers, taking into account their backgrounds and experience and
the nature of their new roles.
b. Priority should be given to helping new managers establish and
maintain relationships with management colleagues and opportunities
should be provided for them to spend time in other relevant
departments to facilitate this process. This will help managers quickly
to gain an understanding of the Companys philosophies, strategic
plans and business plans.
Ethnic Minorities

In some cases, it may be necessary to design induction programs with the

special needs of ethnic minorities in mind. Language problems and

attitudes amongst existing staff may be areas that require particular

attention and consideration.

Roles and responsibilities of the Buddy

a. The Buddy is solely involved with providing a one - point access to
operationally necessary information. In essence, the development of the
individual is not an expected output.
b. The first meeting with the new employee should be introductory in nature.
Show them around department, introduce them to their colleagues, and
direct them to where they will be working. Explain the operation of any
equipment or systems they need in order to commence work.
c. Should aim to meet regularly for at least 15 minutes, once a day during
their first month and at least once a month thereafter.
d. The relationship with the new employee should be open, positive and
supportive.
e. Avoid gossip and speculation within a buddy relationship, particularly as
many new employees are not in a position to form an opinion on most
issues during their early months with the Company.
f.

Complete the Induction check list.

FORMS

4.8

Induction checklist Form

Probation Period

OVERVIEW
The Company makes every effort to ensure that its selection process produces
the candidate of best fit for positions within the Company. The following policy is
one of the processes designed to assure that the best possible employee has
been hired.

APPLICATION
Unless otherwise stated in their employment contracts all employees are hired
on a probationary basis for the first six months of their employment. The
probationary period serves as a training or familiarization period, and during this
period the employee will be under close observation by their Line Manager or
Supervisor.

POLICY
1. The decision to retain the individual as a regular employee depends,
among other things, upon the quality and quantity of the work,
cooperativeness, dependability, common sense, initiative, and other job
related behaviors.
2. This period also affords the employee time to decide if they fit the
Company environment and the job. During the probationary period, the
employee will be entitled to all paid government holidays and health
insurance.
3. The probationary period must be successfully completed before the
employee is eligible for the Companys complete benefit programs if
applicable (each benefit plan is addressed individually under each policy).
4. Probationary employees are entitled to a paid sick leave during the
probationary period; however, they must produce a sick certificate from a
registered

medical

practitioner.

All

time

accumulated

during

the

probationary period will be computed toward allowable annual leave, sick

leave, and all other benefits determined by length of service.
5. At the end of the probation period of six months, the employee will be
confirmed, or dismissed. HR will issue the appropriate letter, which will be
handed to the employee by their department head.
6. During the probationary period either party may elect to terminate the
employment contract by giving one day written notice.

Extension of Probation
1. Where the employee has three months probation period as negotiated
contractually, the department head may request an extension up to three
months ( not to exceed total six months ). The intent of such extension is
to provide the department with additional time to determine whether or
not an employee will be successful in his/her job.

2. If such an extension is approved, a detailed outline of areas needed for

improvement must be provided to and signed by the employee, and a
copy must be provided to HR for the employees personnel file.
3. At the end of the extension, the employee and HR must be advised, in
writing, of the decision to retain or dismiss the employee. During the
extension period, all conditions of the probationary period will apply. No
further extension maybe granted beyond the total of six months.

PROCEDURES
1. The new employees Line Manager is sent a Probationary Review Form
(PRF) as part of the new employee orientation information for review with
the employee.
2. The Line Manager reviews the (PRF) with the employee and completes the
new Employee Induction Checklist Form, indicating that he/she have
reviewed it with the employee and returns it to HR.
3. The supervisor will return the PRF to HR indicating if the employee is to be
confirmed or dismissed two weeks before the end of the probation
period. If the employee is to be dismissed the supervisor will indicate this
in the PRF giving detailed reasons for the dismissal.
4. HR will issue a letter of confirmation, dismissal, and extension of a
probation period to the employee within three working days of completion
of the PRF.
5. If departments do not return the PRF by the expiration of the probationary
period, the employee is deemed to have satisfactorily completed the
probation period and HR will issue the confirmation letter.

FORMS

Probationary Review Form

SECTION 5.
LEAVE MANAGEMENT

5.1

Annual Leave

OVERVIEW
This policy sets out the annual leave entitlement for staff employed by the
Company. The Company regards annual leave as an important part of the
welfare of staff and therefore wants to ensure staffs takes leave at the due time.
Annual Leave Cycle means the period of 12 months employment with the
Company immediately following:

The Employees commencement of employment with the Company; or

The completion of the Employees prior leave cycle.

APPLICATION
This policy applies to full time employees after successful completion of their
probation period and doesnt apply to part-time employees.

ENTITLEMENT
All employees with eligibility to annual leave as defined by the employment
agreement and this policy will be entitled for the following working days for
every year of service.
The Company may adapt working or calendar days for calculating leave days.
Grade

Entitlement in working

Entitlement in calendar

days

days

Grade O

27 working days

36 calendar days

Grade

25 working days

34 calendar days

Grade D2

22 working days ( for five

30 calendar days

and below

working days in a week )

E1,E2,D3

26

working

days

for

working days in a week)

six

POLICY
1. Annual Leave must be planned annually to avoid disrupting the operation
of the Company.

However, the Company will take into consideration the

employees preferred times and meet these requests whenever possible.

2. In case where working days are applicable, earned leave does not include
public holidays, i.e. public holidays lying within the period of employee
leave are not deducted from the employee leave balance.
3. The maximum unutilized leave days that an employee may carry forward
into the following year shall not exceed 50% of his annual entitlement in
respective of their grade entitlement.
4. Non-utilized Leave days cannot be exchanged for cash unless in
exceptional circumstances where leave has been declined for two
consecutive times due to business needs and only when approved by the
manager of the division). Tickets may not be exchanged for cash.
5. In exceptional circumstances, an employee can be called back from their
annual leave. This can only be done by department head and must be
approved by the CEO or GM of the subsidiary. If an employee is called
back from leave, the balance of the leave will be re-instated to the
employee. If the employee is overseas, the Company will compensate the
individual for their expenses (such as airfare, any other expense where
necessary etc).
6. An employee may not take annual leave during any other period of leave
to which the employee is entitled to or during any period of notice of
termination of employment.
7. Employees are not entitled to any earned leave during periods of unpaid
leave.
8. Employees are not allowed to take annual leave without the prior
authorization of the Company and failure to obtain the necessary

permission or authorization could result in disciplinary action being taken

against the employee in terms of the Companys Disciplinary Policy.

PROCEDURE
1. Employee must plan and discuss the annual leave with their line
managers or supervisors.
2. Employee must complete Leave Form and forward it to the Line Manager
for authorization.
3. Employee must return the authorized Leave Form to HR Department for
processing

Pay for annual leave

a. When Annual leave is due, it is calculated on the full salary of the
employee.
b. When Annual Leave is en-cashed under policy provision point 4, it is
calculated on basic salary only of the employee.
c. When Annual Leave upon termination or resignation, it is calculated on
the full salary of the employee.

Return from Leave

Upon return from leave, the employee should fill Duty Resumption form
and sign it off from their Line Manager. This copy should then be returned
to the HR Department to ensure all records are up to date.

FORMS

Leave Application Form

5.2

Sick Leave

OVERVIEW
The Company does not wish to encourage staff that is sick to come to work when
they are unable to do so, thereby prolonging their period of ill-health and
possibly infecting others and causing other sickness absence in the process. As
such, the following procedures have been designed to apply to all employees, to
ensure a fair and consistent approach towards all employees who have sickness
absence, which is sympathetic yet firm.

APPLICATION
This policy is applicable to full time employees.

ENTITLEMENT
If the employee completed more than three months after the probation in
continuous service, he shall be entitled to certified sick leave not exceeding 90
calendar days whether continuous or otherwise, in respect of every year or
service.
Sick pay during this period is calculated as follows:
a. 15 days with full pay
b. Next 30 days with half pay
c. Any subsequent periods , without pay
The management on a case by case will review any sick leave request in excess
of 90 days.

POLICY
1. The number of days of sick leave taken may be continuous or interrupted.
2. Failure on the part of the employee to furnish verification of illness such as
medical report may disqualify the employee from receiving sick leave and
maybe considered as unpaid leave.

3. No remuneration is payable if the illness is the result of the employees

grave negligence or misconduct.
4. The employee may resign from employment during the sick leave period
and before the completion of 45 days specified by law, provided the
reason for resignation is approved by a government medical officer or a
physician designated by the employer. In this situation, the employer shall
pay the employee all the remuneration he is entitled to, until the end of
the 45 days period.

PROCEDURE
1. Employee or their representative should notify their immediate supervisor
on the first day that they are absent from work. If the illness continues for
two days or more, the employee must provide a medical certificate from
an accredited medical entity specifying:
o

The nature of the illness;

Confirmation that the employee is too ill to perform full or partial

duties of his/her job; and

Indicating the expected return to work of the employee.

2. Employee must complete Leave Form and forward it to the Line

Manager/Department Head for authorization.
3. In the case of a long period of sickness, it is the responsibility of the
employee to inform his/her immediate supervisor of the dates of sick
leave and return to work.

Pay for sick leave

The sick leave is calculated on the basis of full salary.

Return from Leave

Upon return from leave, the employee should fill Leave form and sign it off
from their Line Manager. This copy should then be returned to the HR
Department to ensure all records are up to date.

FORMS

5.3

Leave Form
Maternity Leave

OVERVIEW
The maternity policy outlines the entitlement and eligibility of the Company
female employees to statutory maternity rights and benefits. The policy sets out
the procedure for applying for maternity leave, keeping in touch during the leave
period and returning to work thereafter.

APPLICATION
a. Full time Female employees are eligible to apply for maternity leave only
after they have completed one (1) year of service.
b. If the employee has not completed one (1) years service, the employee will
be entitled to maternity leave at half pay.
c. This policy doesnt apply to employees under probation period

ENTITLEMENT
Female employees are entitled to 45 calendar days maternity leave (at full pay
including allowances); this includes the period preceding and the period
following her confinement.
Paternity Leave: Male employees are entitled for one day as paternity leave to
support their wife and new born.

POLICY
1. At the end of the maternity leave, female employee has a right to extend
her maternity leave for a maximum of 100 days without pay. This unpaid

leave can be continuous or interrupted if the interruption is caused by

illness which prevents her from coming to work. The illness must be
confirmed by a certified government physician licensed by the competent
health authority.
2. Maternity leave shall not be deducted from any other leave for which the
woman employee is entitled for.
3. During the 18th months following the delivery, the working woman, who
fosters her child has the right to have two daily intervals which do not
exceed half an hour each for the purpose of nursing her child. Those two
additional intervals shall be considered part of the working hours and no
deduction in salary shall be made.
4. Annual leave earned may be added to the maternity leave.
5. The employee cannot claim sick leave during the maternity leave.

PROCEDURE
1. Employee should inform her Line Manager for her pregnancy and delivery
expected due date to properly plan the handover prior to start date of her
maternity leave.
2. Employee must complete Leave Form and forward it to the Line
Manager/Department Head for authorization
3. Employee must send Leave copy to HR Department to update leave
entitlement.

Pay for leave

Maternity leave is calculated on the basis of full salary.

Return from Leave

Upon return from leave, the employee should fill Leave form and sign it off
from their Line Manager. This copy should then be returned to the HR
Department to ensure all records are up to date.

FORMS

Leave Form

5.4

Hajj Leave

OVERVIEW
Hajj Leave is granted to Muslim employees for performing pilgrimage after
completing a minimum of one year of continuous service.

APPLICATION
Employees who have completed at least one year of continuous employment are
eligible for Hajj Leave.

ENTITLEMENT
Hajj Leave is availed by the employee only once in a lifetime during the service
period for a period not exceeding 30 days

POLICY
1. Proof of travel to Mecca during the occasion may be requested to support
Employees eligibility for the leave.
2. All travel expenses are the responsibility of the employee.

PROCEDURE
1. Employee must fill application of leave for Hajj leave and obtain approved
form their supervisor in advance.
2. Employee should plan the handover prior to the start date of their leave.
3. Leave copy to HR Department to update leave entitlement.

Pay for leave

Hajj leave is leave without pay.

Return from Leave

Upon return from leave, the employee should fill Leave form and sign it off
from their Line Manager. This copy should then be returned to the HR
Department to ensure all records are up to date.

FORMS

5.5

Leave Form
Study Leave

OVERVIEW
Study leave has two important purposes. First, through supporting employee to
pursue a range of projects seen as valuable and relevant to the Company and to
the individual, it is an important strategy to augment the standing and
reputation of the Company and that of the individual. Secondly it is an important
strategy in the Company's commitment to "attract, develop and retain high
quality employee.

DEFINITION
Study leave provides periods of release from regular work and administrative
duties for the primary purpose of exam, study and scholarly work. It may also
incorporate conference attendance and/or postgraduate study to complete a
higher degree. It may also be used by employee to look at developments in their
field of expertise or to engage in a period of professional practice to keep side by
side of professional developments.

APPLICATION
All full-time employees who completed their probation period successfully are
eligible for study leave subject to meeting the entitlement requirements.

ENTITLEMENT
The company will grant 3 working days as study leave per annum as per the
following criteria.
1. The employee is assessed to have the ability to benefit from and complete
the reason proposed in the study leave application
2. The importance and relevance of the study proposal to the Company.

POLICY
1. The

line

manager

will

be

responsible

for

the

assessment

and

recommendation of the leave application.

2. Approvals must be obtained by division or department head.
3. Any additional leave required for study purposes will have to be taken as
unpaid leave or annual leave where employee has any excess balance.
4. Study leave cannot be carried forward to the following year.
5. In case where the Company has nominated an employee to attend
conference, training or course, the days away from work will not be
treated as Study leave.

PROCEDURE
1. Employee must plan and discuss the study leave with their line managers.
2. Employee must complete study Leave Form and forward it to the Line
Manager/Department Head for authorization.
3. Return the Authorized Leave Form to HR Department for processing

Return from Leave

1. Upon return from leave, the employee should fill Duty Resumption Form
and sign it off from their Line Manager.
2. This copy should then be returned to the HR Department to ensure all
records are up to date.

FORMS

5.6

Leave Form
Compassionate Leave

OVERVIEW
Compassionate Leave is just another way to refer to family responsibility and
kind consideration of employees sudden circumstances.

APPLICATION
This will be applicable to all employees at Companys discretion on emergency
or necessity grounds.

POLICY
To meet compassionate circumstances, such as death or serious illness of
immediate family members, leave may be granted, up to a maximum of 4
calendar days per year per request/incident. First Degree Family members are:
Spouse, child, parent, brother, sister, father-in-law and mother-in-law.

PROCEDURE
1. Employee must complete Leave Form and forward it to the line
manager/department head for authorization.
2. Employee must return Leave Form to HR Department to update leave
entitlement.

RETURN FROM LEAVE

Upon return from leave, the employee should fill Leave form and sign it off from
their Line Manager. This copy should then be returned to the HR Department to
ensure all records are up to date.
5.7

Unpaid Leave

OVERVIEW
Due to reasons that cannot be foreseen or documented in advance, employees
may apply for unpaid leave on necessity grounds as determined by the Company
at its sole discretion.

ELIGIBILITY
Employee may be eligible to unpaid leave subject to approval at companys
discretion on necessity grounds.

APPLICATION
The employee may apply for 7 calendar days to one month unpaid leave
depending on the case request.

POLICY
Authorized Leave without pay:
1. Unpaid leave is not normally granted. In exceptional cases, when an
employee has exhausted the annual leave entitlement and unforeseen
circumstances require additional leave to be taken, a maximum of 7
calendar days leave without pay may be granted.
2. During the period of the unpaid leave, basic salary and all work related
allowances are not paid to the employee except the housing allowance
which will not be affected. For any period beyond the seven days, basic
salary and all allowances are not paid.
3. Such extensions need approval from Department Head (with input from
HR Manager) if less than 7 days and from the CEO if longer.

Unauthorized leave without pay:

1. An employee, who takes time off without prior approval or returns late
from an authorized leave, shall have all such time deemed as
unauthorized leave and shall not receive pay for such time unless the
employee can verify that such absence was beyond the employees
control.
2. Any unauthorized leave shall be subject to disciplinary action up to and
including termination from employment unless the employee can verify
that such absence was beyond the employees control.

PROCEDURE
1. Employee must complete application form for unpaid leave and
obtain approval from their Line Manager in advance.
2. Employee must return Leave Form to HR Department to update
leave entitlement.

Pay for annual leave

Unpaid leave is leave without pay.

Return from Leave

Upon return from leave, the employee should fill Duty Resumption Form and
sign it off from their Line Manager. This copy should then be returned to the
HR Department to ensure all records are up to date.

SECTION 6.
DISCIPLINARY POLICY &
PROCEDURE

6.1

Disciplinary Guidelines

OVERVIEW
The Company aims to provide a fair and disciplined work environment. It is
expected that employees adhere to the disciplinary and code of conduct
guidelines provided in the Company code of conduct articles of which any breach
will be subject to disciplinary action.
The objective of this policy is to establish the principles of ethical and
disciplinary conduct by which employees conduct business on behalf of the
Company and correct unacceptable behaviour.
Not all types of misconduct are covered in this code; however, this does not
prevent the employer from taking disciplinary action with regard to such
misconduct. While it is possible to give examples of actions which may constitute
minor or gross misconduct, each case must be considered in the light of its
particular circumstances. These may include the nature of the job as well as the
details of the offence.

DEFINITIONS
a. Misconduct: involves contravention of obligations.
b. Gross misconduct: is a serious behavior which undermines the contractual
relationship between employee and Company and/or threatens the well being
of the Company or its employees. Gross misconduct, if established, will
usually lead to dismissal without notice

PARTIES OBLIGATIONS
The Company will;
a. maintain fair and consistent disciplinary procedure.
b. ensure that all employees are aware of the rules laid down for
acceptable and reasonable standards of behavior expected of while on
duty.

c. treat employees with respect and dignity.

The employee will;
a. comply with the disciplinary code and procedures.
b. treat other persons and their property with respect.
c. ensure that they are familiar with requirements in terms of disciplinary
standards in the workplace.

POLICY
1. Formal disciplinary action is not taken lightly. Where the Company has
cause to believe that standard expected code has been breached, formal
disciplinary procedures shall be invoked.
2. The disciplinary actions for misconduct typically depend on the severity of
the breach and whether or not the employee has a history of
inappropriate behavior. Misconduct may lead to reprimand and warning.
3. Verbal warnings and first written warnings of one offence will remain valid
for 3 to 12 months in employee file depending on the severity of the
breach.
4. Final written warnings will remain valid for 12 months.
5. A warning for one type of contravention is not applicable to another type
of offence. (In other words, a first written warning for tardiness could not
lead to a second written warning for insubordination).
6. Employees will be requested to sign warning letters and will be given an
opportunity to state their objections, if any. Should an employee refuse to
sign a warning letter, this does not make the warning invalid. A witness
will be requested to sign the warning, stating that the employee refused
acceptance of the warning.
7. All decisions shall be communicated to the employee in writing with
copies sent to the HR Department for filing.

PROCEDURE
1. Where an employees conduct is in question and before any disciplinary
decision is reached, the Line Manager/ Supervisor will examine the facts
and discuss them with the staff in an attempt to determine the cause.
2. After certain incidents, and where more facts are required, the Company
may, as a precautionary measure during the investigation, suspend the
staff from work on full or basic salary without prejudice to his/her future
employment. Any warning, whether verbal or written, will state the nature
of the offence or breach, the improvement needed and by when, as well
as the nature of the disciplinary action consequent upon further shortfalls
or insufficient improvement.
3. In advance of any disciplinary meeting, the staff will be informed of the
complaint(s) against him/her together with the relevant evidence.
4. Outlined below are the stages of the procedure, one or more of which may
be omitted depending upon the seriousness of the matter. For example,
the employee may receive a final written warning even if no previous
warning has been issued if this is warranted by the seriousness of the
matter. In exceptional circumstances, warnings may be issued for a longer
period than those specified above in which case the staff will be notified
accordingly at the time the warning is given.
A) Stage One for breaches of code of conduct or shortfalls in
performance a verbal warning will be given, normally by the Line
Manager/Supervisor. An appropriate time limit for improvement
and/or non-recurrence will be specified, along with necessary action
to be taken and by whom. A record will be kept on the employees
file for up to twelve months at which point it will be discounted in
the

absence

of

further

misconduct

or

unsatisfactory

job

performance.
B) Stage Two in the event of insufficient improvement, further
minor contravention or more serious offences, a first written
warning will be given, normally by the Line Manager/Supervisor. An

appropriate time limit for improvement and/or non-recurrence will

be specified, along with necessary action to be taken and by whom.
The warning will be discounted after a period of twelve months, in
the

absence

of

further

misconduct

or

unsatisfactory

job

performance.
C) Stage Three - in the event of continuing shortfalls or still
insufficient improvement, or more serious offences, a second and
final written warning will be given, as in Stage Two above, with
appropriate time limit, along with necessary action to be taken and
by whom or for non-recurrence, which will constitute a final written
warning. This warning will remain on the staffs file for a period of
twelve months, when it will be discounted in the absence of further
misconduct or unsatisfactory job performance.
D) Stage Four in the event of shortfalls or recurrence of misconduct
continuing

despite

previous

warning(s)

or

if

there

is gross

misconduct, the staff will be dismissed.

5. Except for instances of gross misconduct, the staff will not normally be
dismissed for a first act of misconduct.
6. Where a written warning has been given, the letter will be retained on the
employees file. If the performance of the employee has improved, the
letter will remain on their file but will not be referred to in the future.
7. If verbal warning is given (Stage One), then a note of this will be made on
the employees file but then removed after 3 months provided that the
performance of the individual has improved.
8. Appeals Procedure
a. An employee may appeal against formal disciplinary action and
dismissal.
b. The appeal should be made in writing setting out in full his/her grounds
of appeal within three working days. If an appeal is not made in this

way, it will be assumed that he/she has accepted the disciplinary

action.
c. Any appeal will be held by a member of Management or by HR
Manager not previously involved in the matter. An appeal meeting (at
which the employee may be accompanied by another employee of the
Company) will be arranged as soon as reasonably practical to review
the matter. The decision will be put in writing to the employee within
seven working days on the date on which the appeal is heard. This
decision will be final.
d. If the employee appeals against a decision of dismissal and is
reinstated, the date of reinstatement will be the date upon which the
employee is notified of this decision. Where the employees appeal is
unsuccessful, the date of dismissal remains as the original effective
date of termination.
9. The Disciplinary Committee; a committee will be formed to address
and decide on the disciplinary action. Members of the committee will be
composed of three to five entrusted personnel to review the offence case
and discharge suitable disciplinary decisions. The Disciplinary Committee
shall always be presented by the following personnel ;
a. Group HR or (HR in charge where applicable);
b. Company General Manager
c. Employee Line Manager
10.In the event where an Executive or Senior Management employees are
subject to disciplinary investigation, the matter will be handled by the
disciplinary committee and shall be preceded by the CEO with the same
procedural guides in this policy.
11.No employee may be charged with a disciplinary offence after the elapse
of 30 days have elapsed since the offence was discovered.

12.Any dismissal decision for Grade D2 and above requires the approval of
the CEO of the Group.
13.Group HR should be notified of all dismissal decisions of all levels.

Disciplinary Actions
In the event of an employees committing misconduct, any of the following
disciplinary actions may be taken depending on the nature and
seriousness

of

the

violation

or

misconduct

and

the

implicated

consequences (as appropriate):

Note: The dismissal of an employee may take place only where corrective
action has failed or subject to the seriousness and nature of incidents.
1. Verbal Warning
2. Written warning
3. Fine not exceeding five days remuneration once a month.
4. Suspension from work with reduced pay for a period not exceeding 10
working days.
5. Dismissal without prejudice to severance pay
6. Dismissal with forfeiture of all or part of the severance pay. This
penalty may only be imposed on the grounds expressly specified in
article 120 of UAE labor law.
7. Forfeiture or deferment of promotions or periodic increment for a
period not exceeding 6 months.
6.2 Examples of Misconduct and Offences

Examples of misconduct and disciplinary action

While it is possible to give examples of actions which may constitute minor or
gross misconduct, each case must be considered in the light of its particular

circumstances. These may include the nature of the job as well as the details of
the offence.
The following examples are provided as guidance in the establishment of
penalties and to provide for consistency in the administration of misconduct and
similar offices. These examples dont cover every conceivable offence but it
describes the more common type of offences.

Type of

Penaltie

Offences

s
1st

2nd

3rd

4th

Offence

Offence

Offence

Offence

Remarks

Unauthorized
Absence

1.

Up to 2

Verbal

Written

Final

Terminatio

Unauthorize

consecutive days

reprimand

warning

written

n with

d absence

and loss of

and loss

warning

benefits

without

pay

of pay

and loss of

legitimate

pay

cause for

1.

For 3-4

Written

Final

Terminatio

more than

consecutive days

warning

written

n with

20

and loss of

warning

benefits

intermittent

pay

and loss

days in any

of pay

12 month

1.

For more than 7

Dismissal

days consecutive

without

without legitimate

notice and

cause

without

period shall
result in
dismissal
without
notice and

benefits

without
benefits

Poor Time

Verbal

Written

Final

Plus

Keeping

reprimand

warning

written

forfeiture of

warning

pay for the

period of
absence

Malingering /

Verbal

Written

Final

Terminatio

idleness

reprimand

warning

Written

n with

warning

benefits

Unsatisfactory

Verbal

written

Final

Terminatio

performance or

reprimand

warning

written

n with

warning

benefits

behavior

Falsification of

Written

Final

15

Using position in the

Dismissal

company to request

without

or accept bribes or

notice and

personal benefits

without

form company

benefits

employees or
outsiders
16

Theft or mis-

Dismissal

appropriation of

without

company funds

notice and
without
benefits

17

If is established that

Dismissal

employment was

without

obtained by fraud

notice and
without
benefits

18

Assuming false

Dismissal

Without

identity or

without

prejudice to

nationality or

notice and

proceeding

submitting forged

without

s of Public

certificates or

benefits

Prosecution

Committing an error

Dismissal

The

resulting in

without

incident

significant material

notice and

should be

loss to the company

without

reported to

benefits

the Labor

documents
19

Dept within
48 hrs
20

Conviction by court

Dismissal

of a crime involving

without

honor , fidelity or

notice and

public morals

without
benefits

21

Committing a known

Dismissal

immoral offence at

without

work

notice and
without
benefits

22

23

Working whilst

Dismissal

Without

under the influence

without

prejudice to

of alcohol or drugs

notice and

proceeding

without

s of Public

benefits

Prosecution

Disclosure of any of

Dismissal

the company

without
notice and
without
benefits

24

Persistent failure to

Dismissal

fulfill basic

without

commitments or

notice and

obligations under

without

the employment

benefits

agreement
25

The violation of

Written

official instructions

warning

Dismissal

Without
prejudice to

and guidelines

proceeding

relating to the

s of Public

security of the

Prosecution

companys IT
system

SECTION 7.
EMPLOYEE RELATIONS

7.1

Grievance

OVERVIEW
A grievance is any dissatisfaction or feeling of injustice in connection with an
employee's or a group of employees' employment situation and which merits the
formal attention of management at any level.

Grievances are normally

concerned with disputes of rights and not those of interests.

The aim of the grievance procedure is to identify and solve any dissatisfaction or
feelings of injustice of an employee or a group of employees and to create
methods so as to enable all employees to have their grievances or concerns
resolved in an effective manner and to do so as fairly and quickly as is
reasonably practicable.

APPLICATION
All

employees

may

lodge

grievances

without

fear

of

victimisation

or

discrimination in retaliation for them doing so.

POLICY
1. An employee has the right to put to management any grievances
concerning dissatisfaction, victimization, unfairness, injustices in the
working place and conditions of service or supervision.
2. Management undertakes not to victimize any employee as a result of
having advised or represented any employee lodging a grievance. Where
any such victimization is suspected the victimized employee may refer the
matter in terms of the company grievance procedure to the higher
management.
3. Grievances brought to the attention of management through the
grievance procedure is of importance to the business as it highlights
changes and improvements which can be made to improve the overall
performance of the company and any of its operations.
4. Management and employees through the grievance procedure with the
purpose of achieving solutions, which are to the satisfaction of all parties,
will deal with grievances internally.
5. In those instances where the nature of the grievance is of such a serious
nature or alternatively where the employee so requests, a formal

grievance hearing will be conducted. Formal grievance hearings will

however not be convened in each and every instance.
6. Both management and employees will accept and support the grievance
procedure. This implies that employees will use the grievance procedures
to communicate their grievances to management. It is a requirement that
all employee representatives must be employed as a full time employee of
the Company.
7. Grievances are preferred to be in writing to avoid misunderstanding and
must be processed through the grievance procedure within seven working
days after the incident, which precipitated or gave rise to the grievance.
8. The grievance procedure makes provision for the following types of
grievances:
a. Individual grievances
When a grievance affects a single employee, that employee could choose
to be represented by a fellow employee and proceed with the lodgment of
a grievance through the grievance procedure.
b. Group related grievances
When a grievance affects a group of workers working under the
supervision of a specific supervisor; if the group consists of more than
three workers, two workers must be appointed to proceed with the
grievance through the grievance procedure.

PROCEDURE
Levels of Grievance procedure
Level 1:
When an employee has a grievance excluding a grievance against his Line
Manager, they must refer such grievance to the Line Manager to resolve
the matter internally. If the above channel cannot resolve the matter, then
level 2 may be applied.
Level 2:

If the employee is not satisfied with the results of Level one, the grievant
may initiate putting their grievance in writing specifying the facts
supporting this compliant to the Group HR.
The Group HR shall mediates in an attempt to arrive at a satisfactory
solution and confirms any decision/proposed action to the employee.
The Group HR may escalate the matter to the higher management when
necessary for final decision.

Format of the Formal Grievance Hearing

When a request for a formal grievance is lodged with Management, a
formal grievance hearing and investigation will be conducted so as to
determine the facts of the case. Formal grievance hearing meetings will
be conducted according to the following general principles:

An independent chairperson of the grievance hearing will be

appointed.

Details in respect of the time, date and venue of the grievance

hearing will be arranged and communicated by the appointed
chairperson of the grievance hearing.

The grievant shall be entitled to have access to an interpreter

where needed.

The employee may be represented by a fellow employee, employed

at the same workplace.

The chairperson will arrange for a record or minutes of the

proceedings to be taken down

The employee and his representative will be entitled to present the

details of the grievance and to lead evidence, to call necessary
witnesses and to cross examine or question all witnesses

The employee will be entitled to have copies of any and all

documents produced as evidence at the grievance hearing.

In presenting the grievance, the grievant will be required to state

the grounds and reasons of their grievance and will be required to
present evidence and lead arguments in this regard.

The chairperson may require that additional evidence or witnesses

be presented or led in the grievance hearing so as to allow for the
chairperson to determine the merits of the grievance.

After considering all the evidence presented and listening to the

testimonials of witnesses concerned, the chairperson will be
required to make a decision based on the merits of the grievance
and further identify any appropriate remedial action and then to
make such finding or decision known to all parties in writing

Action Time Limits

Various stages of the grievance procedure are to be initiated at different
time limits. These time limits serve as a suggested guideline only and
should not be construed to be rigid in any manner. Time limits may be
varied in certain instances and the merits of each case would need to be
justified and decided upon in each separate instance.
7.2

Disclosure of Employee information

OVERVIEW
The

Company

entertains

employees

requests

to

disclose

employment

information at times when requested to supply official letters to various

public/government or private organizations, or to banks.

APPLICATION
This policy is applicable to all employees of the Company.

POLICY
Internal disclosures and uses of Employee file information
When a request for information from an employees file, made by a
manager, supervisor or other authorized employee of the Company, is
received by HR and viewed as possibly intruding on the employee's
privacy, access maybe denied.

Disclosure

or

release

of

employee

information

to

government organizations
On occasion, The Company must provide information and data of its
employee to complete the processes required for visa application, work
permits, any other formal processes.

Disclosure

or

release

of

employee

information

to

nongovernmental entities
In response to an information request from an outside organization,
individual, or other nongovernmental entity, The Company normally
verifies only the employment status and dates of employment for former
or present employees. Salary may additionally be provided on letters for
financial institutions.
The Company does not provide any other information unless and until it
has received from the employee or former employee a written request
that it disclose or confirm additional specific information or it is required to
do so by legal process.

PROCEDURE
1. Employee may request official letters by sending email to the HR
department or completing Official Letter Request Form.
2. Employee may send their request to HR Department in the Company.

FORMS

Official Letter Request Form

7.3

Work Permit & Others

OVERVIEW
As part of the ongoing reforms in the UAE Labor Law, All non-UAE residents
working in UAE require a residency visa, which allows them to obtain a work
permit (labour card) issued by the Ministry of Labour.

APPLICATION
This policy is applicable to all non UAE residents and applicants from abroad
applying for work permit to work in the Company.

ENTITLEMENT
Upon employees acceptance of the employment offer and/ or joining, the
Company will initiate the work permit application for the new joiner once work
permit is approved.
The Company is committed to comply with the UAE labour regulations in
completing the work permit process, therefore, employment offers may be
cancelled in any of the following cases;

Candidate is medically unfit for visa processing as per UAE rules and
regulations

Work permit is rejected by the Immigration Dept of UAE.

POLICY
1. The following documents should be provided by the employee to complete
formal work permit process:
a. Scanned copies of employee and dependent(s) passports (passport
must be valid for the next six months, and have a minimum of 4 blank
pages for entry/exit stamps)
b. 6 scanned copies or original hard copies of employee and
dependent(s) colour passport size photos
c. Translated School Degree/ University Degree attested by UAE Ministry
of Higher Education
2. All forms and documents for the work permit should be written and
processed in Arabic.

3. The employment contract should also be written in Arabic and three

copies are needed: one for the employee, one for the employer and one
for the Department of Labor.
4. UAE ID card
As per the law of UAE, all nationals and legal residents of the UAE are
compelled to obtain the Emirates Identity Card. If employees havent already
had the compulsory Emirates ID Card, then they will be required to obtain an
Emirates ID card for themselves and each of their dependents.
5. Bank Account
With the WPS (Wage Protection System) implemented by the Ministry of
Labor, salary shall be released only to the employees bank account. There
shall be no exception to this and therefore it is the responsibility of the
employee to provide a bank account number before the first salary.
The Company shall provide assistance to employees where applicable to
obtain a bank account. In line with the current Central Bank rules the 21 digit
IBAN number should also be provided with bank account number as to
transfer the salaries.
6. Fees
Visa work permits application fees:
1. Work permit, labor card, UAE ID and medical fees charges and medical
test fees for employees falling within Grades O, E2, E1, D3, D2, and D1
including family members to a maximum of spouse and three children are
to be borne by the Company.
2. Work permit, labor card, UAE ID and medical fees for employees falling
within Grades C5, and C4 including family members to a maximum of
spouse and two children are to be borne by the Company.
3. Work permit, labor card, UAE ID and medical fees for employees falling
within Grades C2 and C3 including family members to a maximum of
spouse and one child are to be borne by the Company.
4. Employees falling with Grades C1 and below can sponsor their families at
their own cost, while the company will cover all costs related to the
Employees visa.

Certificates:
All local costs that will be incurred by the employee to attest legalize and
translate university, college or institute certificates may be borne by the
Company.

PROCEDURE
All required documents should be handed over to the HR department to
coordinate with the Public Relations personnel to complete the process.

7.4

Employee File

OVERVIEW
The Company maintains a personnel file on each employee. The personnel file
includes such information as the employee's job application, resume, records of
training, documentation of performance appraisals and salary increases, and
other employment records.

APPLICATION
Personnel files are the property of the Company, and access to the information
they contain is restricted. Generally, only supervisors and management
personnel of the Company who have a legitimate reason to review information in
a file are allowed to do so.

POLICY
1. Employees who wish to review their own file must complete and submit a
Request to View Personnel Records Form to the Human Resources
Department at least 48 hours in advance.
2. Employees may review their own personnel files in a Company designated
office.
3. A Human Resources representative or an individual appointed by the
Company to maintain personnel files will oversee the review of your file to
answer any questions. You may not remove or change any portion of your
file. However, you may request:
Photocopies of any document in your file ;
The addition of any employment-related records to your file.

PROCEDURE
Personnel records management
It is the Company's objective to maintain complete and accurate records
regarding each employee and position, to comply with legal requirements
regarding retention and release of personnel records, and to preserve the
confidentiality of personnel records. Accordingly, this policy sets forth
requirements for the retention and transfer of employees' personnel
records, the release of personnel information, and the reporting of
employee and position changes within each department.

Maintenance of records
Employees' personnel records are to be maintained in a secure location.
Personnel records are confidential in nature and, therefore, access to the
information in them is to be limited.

File Requirements
Departments must maintain a confidential personnel file for each
employee. The personnel file should contain, at a minimum, the following
information:
Application for Employment form(s) with original signature(s).
Any letters offering/accepting employment contracts.
Originals of Change of Status and Personal, Departmental and
Miscellaneous forms, or the official department transfer forms,
actions forms signed by appointing authorities.
Original performance evaluation forms. NOTE: Any documents
related to interim performance evaluations should not be kept in an
employee's personnel file, except as documentation related to
Written Notices.
The original department personnel copy of written warnings if any.
Health insurance and Medical records
Original copies of employees' Job descriptions
Signed, original disclaimer letter of the Company's HR Handbook.
Employee and Dependants passport copies and UAE Ids
Copies of training certificates and/or other training records.
Copies of Qualifications College/Uni Degree
Passport photo size for employee and dependant
Grievance records if any
Authority Matrix if any
Incentive scheme if any

Recording changes in status

1. Any changes in status must be recorded in employees' personnel
files using the Actions form or any related Departmental and
miscellaneous forms, or the official department substitute for these

forms. These must be signed by the appropriate authority or

designee to indicate approval.
2. All approved Forms may be filed and used electronically. All forms
must be filed under a secured folder named after the Employee.

Disposition

of

employees'

personnel

files

on

transfer,

separation, or re-employment
1. The current company or division of employees who transfer within
companies shall ensure that the new company is in receipt of the
personnel files no more than 15 days after the effective date of the
personnel action.
2. Departments

are

to

develop

procedures

which

ensure

file

confidentiality, security, and integrity during transfer. Transferred

employees must not be allowed to carry their personnel files to
their new department.

Disposal of personnel records

1. The Group Human Resources Department must be contacted before
any records are destroyed. Personnel records must be disposed of
in a manner that prevents accidental disclosure of personal
information.
2. Files and Records for employees shall be retained by the human
resource department for a period as long as the Company is
operating.

Responsibilities of the human resources department

1. The Human Resources Department will maintain an automated
centralized information system to record personnel data on active
employees as well as other information they may deem necessary
to meet the reporting requirements of management.
2. The

Human

Resources

Department

will

maintain

historical

personnel data on separated employees.

3. The Human Resources Department will provide forms for the
implementation of the retention and disposition policies and
procedures.

FORMS

Request to View Personnel Records Form

7.5

Passport Custody Policy

OVERVIEW
The Company has specific policy and procedure pertaining passport custody of
the employees whose responsibilities cover financial and critical scope.

APPLICATION
This policy is applicable to all employees of the Company.

POLICY
1. Passport shall be in the custody of the employee unless explicitly agreed
under the following application passport shall be in the custody of the
Company;

Employees with petty cash responsibilities

Employees with signature authorization for Cheque or any financial

notes.

Employees using or looking after valuable assets of the Company.

For better safe keeping; Employees under Grade A1, A2, A3, B1, and
B2.

2. In the event of repatriation, the passport will be handed over to the

employee at the airport. The employee needs to inform at least 5days
before the Travel date.
3. If the employee is going to transfer to other company, they need to
provide New employment visa copy from the new employer to receive
their passport.
4. Employees keeping their passports are responsible for the safekeeping of
their passports. The Company is not held responsible.

PROCEDURE
1. Employees must fill Passport Release Request Form and submit to the
concerned department locking the passports.

2. It is mandatory for passport release requests in case of travel, renewals,

for any government formalities to be approved the by the Department
Head or Line Manager.
3. All requests should be made 48 hours prior to release.
4. Employees should handover the labor card upon releasing their passports.
5. Once the reason of release request is fulfilled, passport should be returned
to the Company.

FORMS

Passport Release Request

SECTION 8.
TRAVEL & ENTERTAINMENT

8.1

Travel

OVERVIEW
Reasonable

travel,

accommodation,

subsistence,

entertaining

and

other

expenses incurred by an employee in the execution of the Company business will

be reimbursed.
It is not possible to set out rules for every conceivable situation and so you are
required not only to adhere to the express terms in this policy, but also to
exercise your judgment to ensure that all claims made are within the spirit of the
policy. The company reserves the right to reject or reduce claims that are
considered to be excessive.

DEFINITIONS
Official duty
A trip or visit by an employee, who is duly authorized to attend a
particular event (e.g. conference, congress, symposium, course) or
perform a duty in the interests of the Company. Approval by the relevant
Line Manager must be obtained before the trip or visit is undertaken.
Per Diem
A cash in lieu paid to employees on official duty for reasonable expenses
incurred. Per Diem is payable when the person concerned is on official
duty and travels to a destination at least 100 km from headquarters. (This
is not applicable when attending seminars or functions where meals are
provided.) The amount as specified may be revised at any point of time.
Per Diem is to cover expenses like fuel, tolls, meals, and car wear & tear
and other incidental costs. Per Diem doesnt cover Traffic fines, penalties
or accident fines.
Travel/Admin Coordinator
The personnel who is appointed or assigned by the Management to
coordinate and review requests of travel and its reimbursement in
relevance to the procedures outlined in this policy.
Base

The location where an employee is originally appointed to perform their

appointed daily jobs.
Accommodation
The

costs

associated

with

obtaining

overnight

hotel

or

similar

accommodation and meals.

Allowance
The amount that is not part of normal remuneration and which is intended
as compensation for a specific additional expense.
Reasonable Expenses
Are defined as those that are cost effective weighed against the purpose
of the business activity. Employee should be sensitive as to what is
perceived as reasonable in the current business climate.

Policy
General Guidelines

The

Company

expects

their

employees

to

portray

an

image

of

professionalism for their clients, suppliers and other third party they may
come in contact with. Therefore, it is expected that both the travel
arrangements and entertainment to be construed as being apt for the
business person. However, cognizance should be drawn to the fact that
the term business should not be confused with luxury or extravagance.

It is the responsibility of each employee to support and comply with all

aspects of this policy and failure to meet the requirements may result in
non-reimbursement.

The Company will set levels of expenditure that are deemed appropriate
and which may only be varied at the discretion of the Company .

Travel outside UAE

Business travel request
To arrange for travel, complete the Official Duty Form with all pertinent
information and receive departmental approval. The form should then be
forwarded to (Travel Coordinator) for coordinating travel. For maximum

savings on airfares, this form should always be completed at least 15 days

in advance unless an emergency trip is required.
Flight booking
Who authorize Trips: Authorization for trips and visits must be obtained
from the Line Manager and General Manager of the Company for all
employees. Where the General Manager is requesting travel the approval
should be obtained from the Group CEO. Arrangement: all arrangements
required for business travel are to be made through the Companys
appointed Travel Coordinator. The coordinator can solicit better corporate
discounts and rates for hotels, airlines, car rental agencies and travel
agencies.
Expediency: the Company will consider upon coordinating travel to get
the employee to their destination in an expedient way.

(Direct flights

when possible or connecting flights if necessary for faster flight

schedules).
Air Carrier: employee's preferred airline can be utilized as long as
expediency and cost factors are equal. On occasion, employees may have
no alternative but to book their own flight. If this is the case, employees
must use regularly scheduled airlines and obtain the lowest (discount) fare
available. This may mean that employees will fly at times that are not
always the most convenient for them.
Cancellation: If a reservation is cancelled or incase of no show upon
travelling, the employees will be held responsible for any cancellation
fees, except in the event of illness or any other extraordinary personal
circumstances.
Personal Extension: If employees extend their stay for personal
reasons, approval must be obtained from the line Manager prior to
amendment of itineraries. All expenses and claims must be borne by the
employee.
Business Extension: If employees are required to stay over a weekend
for business purposes then all accommodation and reasonable expenses
(as per this policy) will be paid by the company.
Upgrade : An employee cannot upgrade if they are travelling with a
manager booked in a higher class; If there is a very valid reason why an
employee should upgrade (for example, the class of travel is unavailable

and an appropriate alternative flight cannot be found), then pre-approval

is required from the CEO;
Carrier Loyalty Plan: an employee may claim voyager/loyalty miles for
personal benefit if such a claim does not negatively impact on the
Company. The employee my use this plan to upgrade their travel class.
Transport to/from airport: If the transport is not arranged by the Air
Carrier or the Hotel, the Company will reimburse the Taxi fare to/from
employee resident when receipt is presented.
In Training, Seminar and Conferences; which offer fully inclusive
travel package, the employee will be entitled only for 50% of Per Diem in
Table 1.
Per Diem outside UAE;

The Per Diem will be calculated as if the employee left on the last
available flight that would enable them to arrive punctually for their
appointment, and the return will be calculated as if the employee returned
on the first available flight after the appointment.

Per Diem amount as defined earlier in the Definitions Table is the cash in
lieu for all reasonable incidental expenses incurred, including the
following:

Laundry and dry cleaning costs on a business trip

Reasonable fares of taxi, railways, tolls etc..

However certain costs are not reimbursable by the Company and are to be
met by the employee travelling which include, but not limited to:
o

Hotel room mini-bar items/ alcohol.

Spa treatments or video film hire.

Class of Travel
Please refer to Table 1 in the appendix for Class of Travel, Hotel and Per Diem
specifics.
Expenses

Business-related telephone charges on an itemized Hotel receipt and/

telephone card/or telephone bills should be itemized under telephone
expenses. If an employee is out-of-town on business for several days, the

employee may make personal telephone calls home, as long as the

charges and length of call are reasonable.

Internet expenses that are business related will be reimbursable.

Cash advances and foreign currency payment

Cash advances can be provided to an employee upon approval from CFO.

Cash advance value should be deducted on the final expenses claim.

Where the cash advance exceeds total expenses submitted, the remaining
cash must be returned to the Accounts department along with the
expense report.

Amounts owed to the company cannot be carried forward to future

expense reports.

If the company is not reimbursed the loss will be deducted from the
employees salary.

The company will reimburse employees for a commission charged and the
loss on exchange when converting the residual foreign currency back into
AED or USD. A receipt for the conversion of the foreign currency must
accompany any claims into AED or USD.

Hotel

All arrangements required for lodging are to be made through the

Companys appointed Travel Coordinator.

The coordinator can solicit

better corporate discounts and rates for hotels.

Reservations should be made with one of our preferred hotels, for which
corporate rates have been negotiated if any.

If a cheaper alternative can be found then it can be used instead, but the
Travel coordinator should be informed in advance;

Only in the case where rooms are not available at one of our preferred
hotels or the location is not convenient then a hotel in the same price
range can be chosen if approved in advance by the Admin Manager .

Visas

Where any member of employee is travelling to a location that requires

them to be in possession of a Business Visa, this will be arranged by the
company.

Where regular travel to any one location is anticipated, a

multiple entry visa should be sought.

Employees travelling should check that their passport is current with at

least six month validity and three blank visa pages. Employees may not
travel on a tourist visa when travelling on Company business but rather
obtain a business visa (or equivalent) as necessary prior to the scheduled
departure date.

Medicals
Some visa application may require Medical cover for the visiting country;
this will also be arranged by the company.
Vaccinations

Where applicable; employees travelling on company business must ensure

that the required vaccinations are valid for any particular country/region
and it is the individuals responsibility to ensure that their vaccinations are
kept up to date.

Emergencies / evacuations

In emergencies, the normal travel policies are waived as it is accepted

that, in extreme circumstances, employee may need to travel in whatever
manner is possible. Extreme circumstances may include, but not be
limited to, severe environmental difficulties, acts of God, war and civil
disruption, acts of terrorism or any incident that has the potential to affect
the safety or well-being of an employee.

Travel of candidates for interviews

The travel and accommodation of candidates who are invited from abroad
for interviews are dealt with in terms of the relevant grade of the job
application and subject to CEOs approval.

Travel within UAE

Per Diem- within UAE

The Company pays Per Diem to employees who are authorized to travel
on official duty or training, within the United Arab Emirates to cover
expenses incurred during such trips.

This policy doesnt not apply where;

o

company car is used or for company drivers

travel is within the one emirate i.e. base of employees work

employee receives car allowance

Parking fees can be reclaimed if hour rate is above 10 AED This doesnt
cover parking in office premises or Group offices. Parking fees do not
include Valet.

Employees line manager should approve any business day trips.

Please refer to Table 2 in the appendix for Per Diem specifics.

Company Chauffeurs services

When an employee requires use of company chauffeur; Travel Coordinator

or Admin officer should be informed to coordinate the travel. Priority is
given to Managers level and above.

Car rentals

The Company may provide car rental arrangement when and where the
employee is assigned to business assignment in an emirate other than the
base for more than 4 weeks consecutively and where other means of
transportation may not be available or obtainable to employees.

Advance arrangements should be made by the Travel Coordinator to

obtain corporate rate if applicable.

The monthly rental charges should not exceed the entitlement of total
daily per Diem in a month in the regular circumstances.

In this case the employee will be entitled to 50% of Per Diem as shown in
Table 1.

Employees are liable for any fines or/and incidents of any type during the
rental period as per the car provider insurance policy.

Entertainment
General Guidelines

Expenditures of business entertainment for a reasonable number of

business meals and entertainment events are the necessary result of the
normal business operations of the Company. In each case, the business
meal or event must be appropriate to the situation and the nature of the
business conducted by employees and departments.

Sensible business judgment and moderation, coupled with disciplined

budgetary control, dictate whom these functions serve, the frequency of
events, and the reasonableness of related costs.

Company business entertainment should be reasonable and receipts must

have details of the names and company of all entertained guests and
description indicating the business purpose of the expenditure.

The level of reimbursement allowed will be sufficient to provide a standard

and quality, which will adequately meet the needs of employees from the
viewpoint of comfort, and acceptability for the effective conduct of
Company business. Therefore, Items in expenses that may be identified as
lavish or extravagant will not be paid for.

Business meal & refreshment guidelines:

Business meals are those meals taken with clients, prospects or noncompany associates during which a specific business discussion takes
place.

The only available time to engage in the Companys business is during the
meals break period

There is a general expectation of the Company getting returns or some

other specific business benefit at some future time

Who pays? When more than one employee is present at the meal, the most
senior employee at the table should usually pay the bill and claim for the
expense.
Who should not pay? In order to avoid a conflict of interest, grantees and
potential grantees should not host employees.
Non-Business Meals: Meals for non-business guests are considered
personal expenses. Alcohol expenses will not be covered by the Company.
Entertainment Control : The total amount and relative percentage of a
department budget which is appropriate to spend on business meals,
entertainment and social events should be discussed in advance with the
appropriate department head or other budgetary authority upon submission
of the annual operating budget. The Department Head is responsible for
authorizing and monitoring events and the associated level of expenditure
within the context of the approved budget.

Business Meals among Company Personnel

The Company allows payment for reasonable and necessary business

meal expenses for meetings involving only Company personnel under
certain circumstances. The frequency of such meetings and the related
expenses must be reasonable and appropriate to the purpose of the
discussion and the nature of the business conducted by departments.
Such meetings include:
o

Breakfast and dinner meetings, which are necessary for the conduct
of Company business;

Formally-organized lunch meetings which are necessary to carry out

the business of official committees appointed by the Company; or,

Meetings of an organized work group of employees that require the

work of the group to progress through a normal mealtime.

For Employees Working Overtime

When department requirements necessitate overtime work of two hours or

more after normal business hours, management may reimburse
employees for meal costs.

EXPENSE REIMBURSEMENT PROCEDURE

Employees must complete Expense Reimbursement From and submit for

approval.

Expenses must be completed within two weeks of return or occurrence of

the expense.

Employees must ensure all receipts, bills and related documents are
clearly attached and properly explained. Lost receipts and bills will lead to
non reimbursement.

Employee must support business meals expenses with the below ;

The amount of the expenditure

The time, date and place of the expenditure

The purpose of the business discussion

The identification of the people who participated

Expenses may be rejected if request lack sufficient documentation or may

seem excessive.

REQUIRED AUTHORIZATIONS

The department administrator or a designee with appropriate decisionmaking authority must approve expenses for business meals.

The department head (or equivalent authority) is authorized to approve

the reimbursement of meals, light refreshments, and other expenses
permitted under this Policy unless specified otherwise.

Top Management will from time to time establish a review process for
extraordinary or questionable expenses.

Employees with delegated approval authority shall not approve their own
entertainment expenses

Exceptions to this policy require written approval by the CEO, or his

designee.

FORMS

Expense Reimbursement Form

Official Duty Form

APPENDIX
TABLE 1
PER DIEM TRAVEL & ENTERTAINMENT POLICY OUTSIDE UAE
*The rates and eligibility may be reviewed at any time by the Company.

Grade

Grade
(O,E2,E1)

Airlines Tickets

Business Class

** Hotel

5 Star Hotel

Gulf,
MEA,AFRICA

South
Asia,Europe
& US

400 AED per

500 AED per

day

day

400 AED per

500 AED per

day

day

200 AED per

300 AED per

day

day

Business Class; where

flying hours are more
Grade (D1,D2
)

than 4.
Economy Class; where

5 Star Hotel

flying hours are less

than 4.
Grade(D3)an
d Below

Economy Class

4 Star Hotel

**Also applicable for stays within UAE

Note:

Hotel booking will include (bed and breakfast).

Expenditure in locations where there is not a per diem, and which have
genuinely higher costs than those allowed for in the per diem rates will be
reimbursed on a receipts basis. Employees are expected to exercise
reasonable restraint when incurring expenses on overseas business on
behalf of the Company. When claiming on a receipts basis, full
documentary evidence of the expenditure must be supplied. Provided
these expectations are met, full reimbursement of expenditure necessarily
incurred on the Company's behalf will usually be made.

TABLE 2
PER DIEM TRAVEL & ENTERTAINMENT POLICY WITHIN UAE

BASE

DESTINATION

PER DIEM

Abu Dhabi

Dubai / Jebel Ali

120 AED

Abu Dhabi

Al Ain

120 AED

Abu Dhabi

Sharjah/Ajman

120 AED

Abu Dhabi

Northern Emirates

250 AED

Abu Dhabi

Western Region

200 AED

Dubai

Abu Dhabi/Mussafah

120 AED

Dubai

Jebel Ali

Not applicable

Dubai

Sharjah/Ajman

Not applicable

Dubai

Al Ain

120 AED

Dubai

Northern Emirates

250 AED

Dubai

Western Region

250 AED

Notes

The rates and eligibility may be reviewed at any time by the Company.

If a per diem is not specified, then you must retain receipts. In

circumstances where receipts cannot be obtained you should keep a log of
the type and amount of expenditure and submit this with your expense
claim where it is subject to approval.

 SECTION 9.
COMPENSATION &
BENEFITS

9.1

Grading Structure

OVERVIEW

Recruiting and retaining the industrys top performers and providing them
with incentives to excel have been critical to Companys growth and
success against competitors in the region. Accordingly, the Company
strives to reward employees at every level based on merit, intellectual
excellence, and job performance.

The Company reviews annual salary surveys which are publicly published
by other institutions and organizations in the region. The results of these
surveys and other salary markers are used to provide indicators to
competitive salaries and benefits to employees.

APPLICATION

The salary administration system aims at;

internal pay equity and consistency within and across various subsidiaries;
consistent and systematic methods for establishing and applying salary

grades;
high degree of employee morale, motivation, and performance through
competitive salaries.

POLICY

Salary Administration

The Company uses an organized and systematic method of

classifying jobs and administering salaries to ensure that pay levels are
competitive and internally equitable. The Companys salary administration
program has four major components:

Job Analysis

This is a systematic process for determining the tasks that constitute a

particular job and the skills and knowledge required to perform it. The end
result of job analysis is a job description, which is a factual description of
the jobs essential and nonessential functions and the qualifications
necessary to perform the job.

Job descriptions are developed and maintained in the following manner:

o For newly created jobs or jobs that have undergone a significant
amount of change, the immediate Line Manager and employee, if
applicable, work with the HR to complete a copy of Companys
o

standardized Job Analysis Questionnaire Form.

The HR in charge develops the job description by relying on the
questionnaire data. The resulting job description must be reviewed

and approved by the immediate Line Manager.

The supervisor and the employee review job descriptions at the

time of the annual performance review.

All employees are given a copy of their job description by their Line
Manager on initial appointment, at the time of their annual performance
review, and when changes in job responsibilities occur.

Job Evaluation

Job evaluation is a systematic process for determining the relative worth

of jobs. The Company uses a job evaluation process that uses job-content
information and salary data from relevant labor markets to establish a

salary indicators value for each job.

The Company has adopted analytical job evaluation procedures that use
job content information to establish an indicator (pay Band, Grades) for

each job. The model is called Paterson Job Grading System.

By using this model, the Company can compare the relative value of jobs
with different types of duties and responsibilities. Jobs with similar levels
of responsibility and requiring similar levels of knowledge, skill, and ability

have similar levels.

Job title is not a factor in the evaluation. Jobs with similar or identical titles
do not necessarily have similar grades because responsibilities and
required knowledge, skills, and abilities can vary.

Corporate HR will develop a library of Job Descriptions list for roles that
have already been evaluated.

SOME OF THE MAIN ADVANTAGES AND BENEFITS OF JOB EVALUATION

ARE:
a. All roles within a business are evaluated using the same methodology.
b. It evaluates specialist roles as effectively as non-specialist roles.
c. It is flexible, without sacrificing the basic principles on which the

system is based.
d. It is internationally recognized, and can be effectively used across
multiple industries.
e. It assists in illustrating the fairness or otherwise of the current
distribution of salaries

Grading Structure

The Grading Structure is a system of salary Bands and Grades. Each salary
Band includes a range of Grades with a specified minimum amount, a

midpoint, and a maximum amount of pay ranges.

The structure is a sequence of overlapping job grades into which jobs of
broadly equivalent size are allocated.

ILLUSTRATION 1.

Band O ( Grades O1, O2 )

Top Management

Band E (Grades: E1, E2 )

Senior Management

Band D(Grades : D1,D2,D3)

Middle Management

Band C ( Grades: C1,C2,C3,C4,C5)

Skilled Professionals / Specialists

Band B (Grades: B1,B2,B3,B4,B5)

Semi-skilled/ Advanced skilled workers

Band A ( Grades : A1,A2,A3 )

Unskilled workers

For illustration: B1 is the lowest Grade in the Band and B5 is the highest,
and so on..

Pay Band;

Indicates rates of pay for different job families and decision making

criteria.
Provides scope for pay progression via performance, competence,

contribution, skill or service.

Contains pay ranges for jobs grouped into Grades.

Pay Grade;

Each Grade is set with 2 to 5 bands reflecting pay ranges from

minimum to maximum.
Each Grade is set out on different level of pay for jobs, or groups of
jobs,
o
o
o

by reference to:
their relative internal value, as established by job evaluation
external relativities, via market rate surveys
where appropriate, negotiated rates for the job

Pay Progression within Grade Level

As in the previous type of grading scale illustration 1, an employee would

start at the bottom of the scale if they were new to the job or had no
previous experience and meets the minimum qualifications and skills.

Likewise an experienced recruit would start at a position on the scale

which is in line with existing staff of similar experience.

A fully experienced employee, competent in all aspects of the job should

be paid around the midpoint which is the going rate for the job.

The employees salary within the grade and progression must be

determined by considering market factors; internal equity; and the
affected

employees

qualifications,

skills,

competencies,

seniority,

experience, and new level of responsibility.

When there is a significant change in the responsibilities of a job, the

immediate supervisor contacts HR to re-evaluate the position using a job
analysis questionnaire to recommend pay progression or adjustment.

Paying for performance system may be applied where employees who

continually exceed their performance targets could earn 20% above the
market rate for the job.

Employee performance classed as meeting expectation; Advancement

should be a natural and obtainable progression for all employees who
receive acceptable performance ratings. This is designed to provide
realizable opportunities for progression for III employees and will not
create a barrier for progression through a pay grade.

Progression within Band level

Normal Advancement:

Where a job evaluation is properly defined and has moved to a higher job
family.

Through annual pay review when an employee has reached the top of pay
level of his current Band.

Accelerated advancement:

Accelerated advancement will take place when a manager, based on

employee performance and development, believes that an employee may
be ready to advance to the next Band before reaching the max of his
Grade level.

Application of the Grading Structure

For at least the two years of operation of the revised structure, authority
to recruit directly into the B section of the Band and above will need to be
obtained from Group HR; this is to ensure that decisions are being made
consistently across the Group.

No employee will have their pay reduced as a result of the new structure.

FORMS

Job Analysis Questionnaire Form.

Job description Form

9.2

Telephone Policy

OVERVIEW

The purpose of this policy is to provide guidance and to govern the usage
of mobile phones by employees of the Company.

Mobile phones are provided to ensure:

access to an effective and economical form of communication for both the

Company and employees for work purposes;

Useful communications tool that can improve the efficiency and increase
the productivity of employees.

This policy is an accessory to the Companys IT Acceptable Use Policy

which defines the acceptable behavior expected of users and intending
users of the facilities, including mobile telephones.

APPLICATION

Employees may be eligible for mobile phone allowance or determined limit

generally include executive managers, department heads, supervisors,
and full-time employees whose job duties regularly require emergency call
back, irregular work hours or other job related factors that require the
employee to routinely utilize a mobile phone to enhance their ability to
perform their job duties.

POLICY

General guidelines

1. Mobile phones are a useful communications tool that can improve the
efficiency and increase the productivity of employees. As such they should
be used in an efficient, lawful, safe and ethical manner.
2. Employees requiring the use of a company-owned cellular phone must go
through an application process and clearly define why the phone is
needed. Application forms must be approved and authorized by the
employees department head before submission to the HR department.
3. Once HR department has given approval for the issuance of a company
cellular telephone, the Information Technology (IT) department will be
contacted for exact instructions on how to proceed. The Company has

standardized cellular device equipment, cellular service packages, and

cellular accessories.
4. All personal calls are deducted and paid by the employee.
5. Telephone Allowance does not constitute an increase to base pay, and will
not be included in the calculation of percentage increases to base pay
due to salary increases, promotions, etc.
6. Mobile phones issued by the Company, remain the property of the
Company.
7. The Company may, at any time, withdraw an employee's access to a
mobile phone.
8. In the event of an employee, who has been allocated a mobile phone,
ceases employment with the Company, he or she is required to provide
the mobile phone to HR/admin Department prior to the cessation of
employment, unless otherwise approved by the CEO.

Service Provision

1. The General Manager shall determine upon recommendation by the

department head and in relation to the provision of this policy:

the allocation of phones to an employee; and

the determined limit

approve replacement phone of the same type or equivalent

Service type (calls only, emails, data plan, roaming, etc )

2. All corporate mobile phones are on a corporate contract, negotiated and

administered by the Group IT Department.
3. All purchase, negotiation, replacement and other matters relating to
mobile phones will be carried out by the IT Department, once approved by
the CEO.

PROCEDURE

Option 1 - Monthly Telephone Allowance:

Employees may receive extra compensation, in the form of a Telephone

allowance, to cover business-related costs on their personal mobile phone.

There is no additional reimbursement for costs over and above this

allowance.

The monthly allowance will be paid through the Payroll.

The employee is responsible for settling the account with the service
provider.

Telephone allowance if applicable limit is determined by the HR and Hiring

Department in relation to the provision of this policy.

Option 2 Monthly Determined Limit:

Monthly Determined Limit: is the limit amount entitled for the employee
assigned by the Management whether he is using his personal or
corporate sim card.

If employee is using Personal Sim Card;

The employee must prepare monthly a reimbursement expense claim and

arrange for approval by his/her Line Manager.

Employees should attach telephone bills and indicate their business calls
when requesting reimbursement and approve it from their Line Manager.

The claims will be reimbursed either payroll.

The employee is responsible for settling the account with the service
provider.

The reimbursement is not regarded as an allowance but merely as a

reimbursement for actual cost incurred.

The limits are determined in Table 1 in the Appendix of this Policy.

If employee is using Corporate Sim Card

The Company is responsible for settling the account with the service
provider.

The monthly cost of all calls below the determined limit will be for the
account of the company. The unused portion of the aforementioned
monthly limit cost of private calls cannot be transferred or carried forward
to the following month.

The limits are determined in Table 1 in the Appendix of this Policy.

All personal telephone calls made and/or exceed the determined amount
will be automatically deducted monthly from the employees salary.

Costs not eligible for reimbursement

personal plan upgrading,

Car kits, or any other accessories

Personal calls

Unauthorised International Calls

Official calls while on official duty abroad

An employee who is on approved official duty outside UAE may upon

return claim a reimbursement for official international calls while on such
duty. The normal rules for approval of such a claim pertain.

An employee who is away from home on official duty will be allowed to

private calls with regarded as reasonable expenses.

PROCEDURE

For a new application request

Employee has to fill Asset Request Form .The duly filled form is thereafter
forwarded

to

HR

department

with

respective

department

heads

approval /recommendation on it.

The HR Department verifies the eligibility amount and forwards the

application to General Manager or CEO for approval. The approval
/rejection of request is finally at the discretion of the CEO.

For reimbursement request

Employee has to fill Expense Reimbursement Form. The duly filled form is
thereafter forwarded to Finance Department with respective department
heads approval on it

For lost or stolen mobile phone

An employee, who has been allocated a mobile phone, is required to take

proper care of it and to ensure that measures are taken to properly secure
it. This includes ensuring it is not left unattended out of the workplace or
in a vehicle. In the event that an allocated mobile phone is lost or stolen,

the employee is to contact the IT Officer to suspend the sim card

immediately.

An employee may be held responsible for any costs incurred if he or she

has not taken due care of the allocated mobile phone. An employee may
be held responsible for any costs in repairing or replacing a damaged
mobile phone as a result of the employees reckless or negligent action.

If an employee negligently or repeatedly damages or loses a phone, a

second-hand phone will be issued or alternatively, the privilege will be
withdrawn.

EXECUTIVE AUTHORITY

In exceptional circumstances, transactions that do not conform to the

provisions and limitations of this policy may only be authorized by the
Group CEO.

APPENDIX

Table 1

Posts
Top Management
Head of

Limit up to AED
1000
500

Department/Division/S

ection
Supervisor/Sales Force
Office / Admin Force
Support Staff/Drivers

FORMS

Asset Request Form

Expense Reimbursement Form

300
200
50- 100

9.3

Overtime

OVERVIEW

Overtime is the amount of time someone works beyond normal working

hours. Normal hours is determined by the provision of UAE Labor Law

APPLICATION

This policy applies to all employees from grade (B2) downwards and it
expressly exclude all other employee including professional mid, high and
top management.

Furthermore,

this

policy

shall

take

precedence

over

all

earlier

arrangements in the whole Company and to that extent all overtime

arrangements shall be renegotiated taking into account the clauses herein
stipulated.

POLICY

Working Hours

1. All workers shall work full eight productive hours from Saturday to Friday
except on public holidays.
2. For the purpose of this policy, overtime shall mean any 30 minutes worked
by an employee after the regular working hours. All minutes worked after
working hours, which are less than 30 minutes shall not be accumulated
and are thus not deemed to be overtime.
3. The number of actual hours of overtime shall not exceed two per day,
unless work is necessary to prevent the occurrence of substantial loss or a
serious accident or to eliminate or alleviate its consequences.
4. Friday shall be the normal weekly rest day for all workers. Where the
circumstances require a worker to work on this day, the employee shall be
granted another day or receive his basic remuneration for his normal
hours or work plus a supplement of at least 50 per cent of the
remuneration.
5. No worker shall be employed on more than two successive Fridays.

PROCEDURE

1. Where an employee has worked; overtime sheets shall be filled and

completed till the 22th of the applicable month.
2. Where the said overtime is worked on or after the 22 th of the applicable
month the said overtime shall be processed in the following month.

Rate per Hour

The overtime rate per hour shall be as stipulated in UAE Labor Law.

Overtime hours worked

after working hours

I.

and before 21:00 on

125% of basic hourly rate

150% of basic hourly rate

Employee receives day in lieu the

normal work days

Overtime hours worked

between 21:00 and

II.

04:00 on normal work

days

week after or to be paid the 150%

All hours worked on

rest days (Friday) or

III

public holiday

of Basic hourly rate.

*employees cannot be asked to

work two consecutive Fridays
unless their wages are calculated
on a daily basis.

Overtime Calculation

Basic Hourly Rate: The basic hourly rate for overtime compensation shall
be computed as follows:

Basic monthly salary x 12 months

------------------------------------------------------------------- 48 hours per week x 52 weeks

Monitoring and Reporting

1. In order to exercise proper control over remunerated overtime duty, it is

the responsibility of the Department or Division Head to ensure ;

There are adequate supervision and control measures at all time

during the performance of overtime in order to ensure high
productivity.

The authorization of overtime should be reviewed when the time frame

or limit is reached and verify any excess of hours required.

The attendance registrar is kept and well maintained

Authorization of Overtime

All overtime work to be performed and /or executed must be justifiable

and permission thereof granted and authorized by the relevant
Department Manager.

9.4

Education Assistance Policy

OVERVIEW

The Company provides an Educational Assistance benefit for the

dependents of full time employees based on their salary grades.

APPLICATION

This policy is extended to married status employees in Grade C4 and

above.

This benefit becomes available only after the completion of the

probationary period.

ENTITLEMENT

Employees in grades C5 and above shall receive an allowance towards the

actual cost of education fees for eligible dependent children. The total
allowance paid shall not exceed the specified entitlement specified in the
table below.

The following entitlement is multiple of basic salary of the employee.

Gra
de

Entitlement

O2

2 x Basic Salary

O1

2 x Basic Salary

E2

1.5 x Basic Salary

E1

1.5 x Basic Salary

D3

1.5 x Basic Salary

D2

1.5 x Basic Salary

D1

1 x Basic Salary

C5

1 x Basic Salary

C4

1 x Basic Salary

POLICY

1. Under this scheme the employee will be entitled to receive an Education

Assistance multiple of basic salary for any number of children starting KG1
up to their High School .
2. To qualify for this scheme the children must be residents of UAE and be
registered in a school.
3. Education Assistance for employees eligible dependents attending school
for the first time will commence from Kinder Garden 1 to the end of
secondary / high school (12th or 13th grade depending on the school
curriculum).
4. The Company at its discretion may at any time and for any reason change
the amount of the Education Assistance.
5. This benefit covers only Tuition fee.
6. Transportation fees shall not be claimed for reimbursement.
7. Books, school uniforms or any extra curriculum activities are not covered
under this policy.

PROCEDURE

1. Employee shall complete the Education Assistance Expense Form and

present the original invoices to the HR Department.
2. HR verifies eligibility and the reimbursable amount
3. Payments against invoices are semi annually paid up to the maximum
entitlement.
4. Employees shall not claim any balance if the total invoices are less than
the entitlement per year.

9.5

Annual Leave Ticket

OVERVIEW

The Company provides annual leave tickets to its employees whether in

the form of cash in lieu, allowance, or purchased tickets on Companys
approved rate.

APPLICATION

This policy applies to all full time employees of the Company who have
completed more than one year in service.
The Company will be providing either an air ticket or a ticket allowance to

the Employee and family, depending on the Employees grade, eligibility

or the employment contract.

ENTITLEMENT

Grad

Freq
uenc

Entitlement

Business Class ( Employee, spouse and up to 4

children below 18 years for male dependent and

O1,O2

E1,E2

Yearly

21 years for female dependent)

Or Lumpsum amount

Business Class ; ( Employee, spouse )

Economy Class ; up to 3 children, below 18 years

Yearly

for male dependent and 21 years for female

dependent)

D3,D2,
D1

Or Lumpsum amount

Economy Class ( Employee, spouse and up to 3

Yearly

children, below 18 years for male dependent and

21 years for female dependent)

C5,C4

Yearly

Economy Class ( Employee, spouse and up to 2

children, below 18 years for male dependent and
21 years for female dependent)

C2,C3

Yearly

Economy Class ( Employee, spouse and up to 1

children, below 18 years for male dependent and
21 years for female dependent)

C1,B5,
B4,B3

B2, B1,

Yearly

Every

A3,A2,

two

A1

years

Economy Class, employee only

Economy Class, employee only

POLICY

1. The home country base must be identified at the time of joining and the
same will be indicated in the employment contract.
2. The ticket allowance will be based on company-approved rates.
comparable

quotations

from

selected

airlines

for

flights

Two

during

summer/winter vacation are to be used as a basis. Rates will be reviewed

and approved by the Group HR Manager. The allowance may change from
time to time at the Companys discretion.
3. Repatriation Ticket: In the case of Company-initiated employment
termination, a one-way ticket (Economy class) will be provided upon
cancellation of the residence visa (including the Employees family as
applicable). Should the terminated employee opt to stay in the country,
no ticket/allowance will be provided then.
4. In the case of resignation of an Employee who has been in service for one
year (or longer), the cost of utilized tickets or any paid ticket allowance
will be reimbursed to the company on a pro rata basis.
5. For Employees whose employment contracts specify a ticket allowance,
the amount will remain as agreed; however, the policy with regards to
reimbursement (upon resignation) will be applied accordingly.
6. Air tickets and other travel costs are to be borne by the employee in the
following cases:

When proceeding on home leave whenever not eligible under the

terms stated in this policy.

When resigning during the probationary period or before having

completed one full year in service from the joining date.

Travel related to medical treatment.

For family members (as applicable) traveling during the employees

probationary period.

PROCEDURE

1. In providing air tickets, the choice of the most economical and suitable
carriers and itineraries is entirely at the discretion of the Company. Any
additional cost incurred due to a deviation requested by the Employee will
be on the Employees account.
2. The ticket allowance will be paid during the month of February of each
year.

9.6

Medical Benefit

OVERVIEW

Medical insurance cover is provided to all employees according to their job

grades who are under its sponsorship. Family cover is also provided
according to employees employment status and grade.

APPLICATION

Medical cover is applicable to all employees of the company at all grades.

Family medical cover is subject to the employee employment status and

grade. Dependents eligible for medical cover are as follows:

The resident wife

The resident male children of male or eligible female employees until

completion of age 21 years or when the child finishes full time education
or assumes employment, whichever comes first.

Children of female employees, who is single mother or considered "Head

of the family", and children of widowed or divorced female employee
under her care, shall be accepted as eligible dependents (as per above
criteria) for the purpose of medical treatment.

POLICY

Family members to be eligible for medical cover they must be residents in

UAE.

The number of eligible children for employees is limited to three children

as per HAAD policy.

New employees within UAE must provide Health Continuity letter within a
period not exceeding 30 calendar days from the previous insurers in order
to complete the enrollment for the Company medical plan. Any delays
caused by the employee on obtaining the letter will make him liable for
the penalty charges imposed by the Health Authority of Abu Dhabi.

PROCEDURES

The HR division will ask the employee to fill all the necessary details
required for the medical cover.

Employee shall provide Continuity letter from previous insurer and clear
photo to the HR division.

The HR division will arrange his enrollment with the medical provider.

SECTION 10.
PERFORMANCE
MANAGEMENT

10.1

Performance Management

OVERVIEW

The Company is committed to setting and achieving high standards of

performance across all of its business activities. Employees are expected
to contribute effectively to the achievement of the Companys objectives,
operational plan and their individual areas of responsibility. In return,
The Company is committed to developing their employees to thrive and
achieve their full potential.

To support this we have developed the Performance Management Policy.

APPLICATION

This policy is applicable to all employees of the Company who have

successfully completed their probation period.

Management has a responsibility to ensure the following:

Job descriptions accurately convey the main purpose and scope of the
post and the tasks involved and that new appointees have been properly
assessed at interview against the specification for the job.

The employee is given full induction with regard to the organization,

department/service area and the job itself.

Performance is discussed regularly with employees and inadequate

performance identified as soon as possible, so that remedial action can be
taken.

Managers must ensure that employees have a reasonable and realistic

chance of succeeding in the job with appropriate training and
development or training interventions identified in response to specific
performance issues.

Employees receive initial and ongoing job training and that training needs
are re-assessed following any job changes.

The expectation of work performance is realistic.

Volume of work is reasonable.

Advice and supervision at an adequate level is available.

Compete the performance appraisal documentation with the employee.

Human Resources Department Responsibilities:

To ensure that all aspects of the performance management process are

fair and equal both in practice and with regard to legislation.

To provide training and advice to managers on the implementation and

application of the Performance Management Policy and Procedure.

To provide support and guidance throughout the performance

management processes to managers and other members of staff as
required.

Employee Responsibilities:

Employees have a contractual responsibility to achieve a satisfactory level

of performance. All employees are required to participate in the appraisal
process and are expected to actively engage relevant training as detailed
in their development plans.

Employees are responsible for attending all meetings arranged in relation

to any capability issues and for making every effort to improve in the
identified areas where job requirement standards are not being met.

Complete with his reviewer all performance appraisal documentation.

seek clarification of any points not fully understood around the issues
raised in regards to their capability and the application of the Performance
Management Policy to their situation.

THE PROCESS OF MANAGING PERFORMANCE

1.

Setting S.M.A.R.T Goals and communicating performance

expectations to employees

At the beginning of the companys new work cycle, supervisors shall

meet with their employees, establish expectations regarding their
employees performance, specify how employees actual performance will
be measured and their success determined, and impart to them an
understanding of how meeting these expectations will contribute to the
achievement of the Companys mission.

Performance expectations shall be written at the SMART Goal Setting

plan.

More details on setting SMART Goals are in the next topic.

2.

Maintaining ongoing performance dialogue

Employees shall
expectations.

Progress toward meeting expectations shall be measured, reported,

discussed, and documented throughout the work cycle.

Supervisors are expected to use appropriate supervisory techniques to

support employee efforts to meet or exceed their performance
expectations.

When expectations change during the course of the work cycle,

supervisors shall communicate these changes and modify goals or target
as necessary. Modifications shall be signed and dated by both the
supervisor and the employee.

3.

At the end of the work cycle, supervisors shall evaluate employees

performance during the past year compared to their performance
expectations. They shall use verifiable information collected and
documented throughout the cycle to determine the extent to which actual
performance has met the expectations defined in the SMART Goal plan.

The evaluation shall be documented on a standard form defined by the

Company - the appraisal. (The Company may define more than one
standard appraisal form based on the nature of the work being appraised
and employee job level.)

The annual performance appraisal shall use a 5-level rating scale for
reporting overall performance. A rating at the midpoint of the scale shall
indicate that an employees performance has met expectations.

Prior to discussing a completed performance appraisal (that is, an

appraisal containing ratings and descriptions of actual performance) with
an employee, a supervisor shall review the appraisal with the next-level
manager to ensure that ratings are appropriate and consistent.

Supervisors shall discuss the appraisals with their employees. Both

supervisor and employee shall sign and date the completed performance
appraisal indicating that the discussion has taken place.

4.

When an employees performance falls below expectations at any time

during the performance cycle, the supervisor shall document the

be

responsible

for

meeting

their

performance

Conducting annual performance appraisals

Addressing Poor Performance

performance deficiency and take actions, including (if appropriate)

disciplinary action, to assure that performance expectations will be met
within a reasonable period of time.

The supervisor shall document the performance that falls short of

expectations by preparing a corrective action plan or training and
development for a specified reasonable period.

The documentation will specify (a) the performance problem, (b) the steps
to be taken to improve performance, including the timeframe for
improvement, (c) the consequences of failure to improve, and (d) a followup date.

A corrective action plan shall be considered successfully completed only

when the employees actual performance has improved to the point where
expectations are being met.

Performance deficiencies that occur during the performance cycle shall be

referenced in the annual performance appraisal.

5.

Many employees may express interest in growing in their current positions

or in furthering their careers in the Company. Supervisors shall work with
them to identify strengths and weaknesses and, if appropriate, to help
them prepare an individual development plan. Individual development
plans may specify how employees can more fully apply their strengths in
their current positions, build up areas of weakness, enhance their
performance in their current positions, or develop the skills and
experience they will need for possible future assignments.

10.2

OVERVIEW

Objectives set out what a business is trying to achieve. It is important for

Supporting Employee Development

Smart Goal Setting

leaders and managers to get the process of setting objectives right, as

inadequately formulated objectives could guide an individual, a team or an
organization in the wrong direction. Specific and measurable objectives
provide a definition of the success of a project or initiative. Achievable and
realistic objectives engage and motivate individuals. Time-bound objectives
ensure that all stakeholders agree when it is to be achieved.

The term SMART is used to set objectives within appraisal and performance
management systems.

SMART is an acronym of;

Specific

: outline in a clear statement precisely what is required.

Measurable : include a measure to enable you to monitor progress

and to know when the objective has been achieved.

Achievable

: objectives can be designed to be challenging, but it is

important that failure is not built into objectives.

Realistic

Timely

: focus on outcomes rather than the means of achieving them.

: (or time-bound), agree the date by which the outcome

must be achieved.

SPECIFIC

Objectives should be specific. They should particularly describe the result that
is desired in a way that is, detailed, focused and well defined.

Objective should have a description of a precise or specific behavior,

achievement or outcome which is or can be related to a percentage,
frequency, rate or number.

To increase specificity when writing objectives use verbs which are actionorientated to describe those actions which need to be taken to fulfill
objectives.

Action verbs include:

analyze
apply
change
create
determine
differentiate
identify
perform

Avoid jargon, words and phrases which are (or can be construed as)
misleading or ambiguous such as:

be aware of
have an awareness of
be prepared for a variety of

To help set specific objectives ask:

Who

Who is involved?

What

What do I want to accomplish?

Where

Identify a location.

When

Establish a time frame.

Which

Identify requirements and constraints.

Why
goal.

Specific reasons, purpose or benefits of accomplishing the

MEASURABLE

If you cant measure it, you cant manage it.

Measurement is hugely important

and will enable you to know that the objective has been achieved because
evidence is available derived from a system, method or procedure which has
tracked and recorded the behavior or action upon which the objective is
focused.

To determine if your goal is measurable, ask questions such as

How much? How many?

How will I know when it is accomplished?

Benchmark ?

Milestones?

ACHIEVABLE/ATTAINABLE

Objectives need to be achievable. They can be stretching but not

unachievable. Ask whether, with a reasonable amount of effort and
application, the objective is achievable.

An objective is achievable if:

you know that it is measurable

others have already done it
it is in principle possible (it is clearly not unachievable)
the necessary resources are available, or there is a realistic chance of getting
them

the limitations have been assessed.

Setting objectives that are unachievable will lessen motivation and lead to
people applying little or no energy or enthusiasm to what they see as a futile
task. Setting objectives at too low a level can be just as dispiriting.

Recognize that by declaring an objective to be achievable you may be making

a commitment to provide a level of resources (staff, money) without which the
objective would not be achievable, implying that in changed circumstances
the objective would no longer be SMART for the individual, team or
organization.

REALISTIC

Do-able. Whilst objectives should be realistic this does not mean that they
need to be easy. They can stretch individuals, teams or organizations
responsible for the achievement of the objectives. Objectives can be set
which are demanding but not so much that the chance of success is small.
Realistic objectives take into account the available resources such as, skills,
funding, and equipment.

You need to know:

Is it possible to achieve this objective?

Who is going to do it? Do they have the necessary skills to do the task well?
Where is the funding coming from?
Are the resources to achieve this objective available?
Who will bear responsibility for what?

Be sure to set goals that you can attain with some effort! Too difficult and you set the stage for

failure, but too low sends the message that you arent very capable. Set the bar high enough for
a satisfying achievement!

TIMELY / (or time-bound)

A deadline date or time when the objective will be accomplished or completed

is necessary and must be included so as to make the objective measurable.

A deadline helps to create the necessary urgency, prompts action and focuses
the minds of those who are accountable for the commitments that they have
made through the objectives. Not setting a deadline reduces the motivation
and the urgency of those required to perform the tasks.

Ask yourself if the objective can be accomplished within the deadlines which
have been established, bearing in mind other possible competing demands
which may cause delay.

CONCLUSION

The objective setting process can seem intimidating but it doesn't necessarily
need to be as it can be as simple as sitting down with the departmental
objectives and considering how these objectives can be met.

From the answer to the question comes the foundation for setting the
objectives. Everyone within the company should have a clear understanding
of the objectives as well as an awareness of their own roles and
responsibilities in achieving them.

Managers should consider that situations change and therefore individuals

may need to return to renegotiate objectives if situations make them less
certain or impossible.

FORMS

SMART Goal Setting Form

Personal Development Plan

Performance Appraisal ( A )

Performance Appraisal ( B )

Performance Appraisal ( C )

SECTION 11.
SEPARATION

11.1

Separation

OVERVIEW

The Company strives to extend to a separated individual all possible

consideration, consistent with integrity, sound business practices, and the
Company's position regarding nondiscrimination in the employment
relationship. This section covers policies relating to employee resignation,
termination, payment of gratuity/pension and exit interviews

APPLICATION

All employees separating from the Company

Expatriates: End of Service benefits will only become due and payable
upon termination of employment contract based on the duration of their
employment.

UAE National: If applicable. End of Service is covered by the UAE Pension

scheme for Nationals. The General Retirement and Pension Authority will
be informed to allow the individual to start collecting his/her pension
(where applicable) based on the conditions stipulated in UAE Pension Law.

POLICY

1. Upon termination of employment, on the last working day, passports will be

requested for submission to allow cancellation of work permit, the
employee/family have 30 days to exit the country or transfer to another
sponsor.
2. Labor card, and any other cards provided by the Company should be handed
over the HR division.
3. Medical card should be handed over on cancellation day, if the employee fails
to submit it, the cost of the insurance premium for period of cover
outstanding, will be deducted from the employees final settlement.
4. Termination of service with the Company may take place for number of
reasons;

Failure to successfully complete the probationary period.

Resignation
Unsatisfactory job performance after completion of probationary period.
Redundancy

Termination for Disciplinary reasons

Non renewal of contract
Medical Reasons
Death

PROCEDURE

Gratuity pay

In case of Resignation

1. Employees may submit in writing their resignation stating the effective

date and the reason of resignation.
2. Employees are not permitted to submit resignation during leave.
3. Resignation approval letters shall be issued within 2 to 3 working days.
4. Upon resignation approval, the employee shall serve a notice period of not
less than one month as the provision of UAE labor Law.
5. Notice Period may be extended to maximum three months for certain
senior positions if agreed upon and stated in employees employment
contract.
6. In the event the employee insists on the termination of services without
meeting this condition, he/she shall forfeit half of his / her end of service
benefit for the contract period during which a resignation is submitted.
7. The employee shall stay on job until the end of notice period. The
Company may end the services of a resigned employee at their discretion
any time during the notice period provided that the employees due salary
and EOSB is paid for this period.
8. Leave is not normally taken during the notice period and any outstanding
vacation balances are paid out as part of the final settlement.
9. Employees salary shall be withheld a month prior to the effective date of
the resignation subject to the completion of the Clearance Form. The
salary payment shall form part of final settlement.
10.Subject to approval from employees line manager, the employee may
request to reduce the notice period. In this case, the deducted period shall
not be considered in the payment of employees due salary and EOSB.

Calculation of end of service

The employee, who has completed one year or more in continuous service
with the Company, is entitled to End of Service Benefit as per the below
calculation ;

7 days if the employee resigns after a continuous service of not less than
one year and not more than three years.
14 days if the period of continuous service is more than three years and
less than five years.
21 days if the period of continuous service is more than five years.

In case of Termination

1. Termination may result due to redundancy, restructuring continued poor

performance, misconduct, other inadequacies, etc
2. When the termination is caused by continued poor performance or
discipline issues, the employee would normally have previously been
served warning letters.
3. The Company shall provide or pay the notice period stated in the
employees contract and shall pay all of terminal benefits where
applicable.
4. When the termination is caused by continued poor performance or
discipline issues, the employee would normally have previously been
served warning letters.

Calculation of end of service

21 days of last basic salary received for each year of the first five years of
service.
30 days of last basic salary received for each additional year of service
provided that the aggregate amount of the gratuity does not exceed two
years basic salary.

Calculating Final Settlement

1. A final settlement showing all the amounts due to and from the employee
is prepared. Thus, on termination the final settlement may include the
following:

 Payments equivalent to unutilized accrual of annual leave days

Notice pay
Repatriation expenses if and when applicable.
Commission or overtime due if and when applicable.
2. The Company recovers any amounts outstanding such as:
Basic salary and allowances in lieu of notice where the employee
has not given sufficient notice;
Advance / loans or excess payments for leave, tickets, housing,
and/or education allowances
Any other amount due to The Company
3. When an employee is terminated because of disciplinary proceedings,
deductions from the gratuity entitlements may be made based on the
recommendations of the disciplinary committee.
4. All gratuity payments shall be made by cheque in favour of the employee,
except if bank clearance has not been obtained, in which case, the cheque
shall be written in favour of the bank.
5. Days of absence from work without pay shall not be included in calculating
the period of service.

Return of Company Asset

On termination of employment for any reason whatsoever all Company

property in the possession of the employee and issued to the employee
must be returned by latest on the last working day or as instructed by
your reporting line or HR in charge.

These include but are not limited to:

Access Cards
Access Passwords to Returned Computers
Books, Journals and Publications
Business Cards
Company Mobile Telephone
Company vehicles
Credit Cards
Electronic and other Equipment
Furnishings
Hardware

Identity Card / Network Card

Keys
Keys and Papers for Vehicles
Keys for Buildings
Keys for Equipment
Keys for Filing Cabinets
Laptops and Accessories
Materials
Sim Cards
Printer
Parking cards
Medical Cards
Staff Uniform
Stationery
Supplies
Training Manuals
Workplace Manuals and Procedures

FORMS

End of Service FORM

Exit Interview Form

11.2

The exit interview provides both the management and the separated

Exit Interview

employee with opportunity to obtain information about where the

organization and employee are doing well and where rooms for
improvement are.

HR department will arrange an exit interview with key positions prior to

their departures. The interview will be conducted by HR department
through face to face meeting or separated employee will be asked to fill
the Exit Interview Questionnaire. The employee has right to decline the
exit interview.

Exit interviews are not completed in cases of termination of services for

gross misconduct.

On a periodic basis the exit interview data will be collated and reviewed
with the management team.

Exit interviews are confidential. Only the trend and analysis of the exit
interviews is shared with the respective immediate Line Managers and
senior management as appropriate.

Exit interviews are not completed in cases of termination of services for

gross misconduct.

FORMS

Exit Interview Questionnaire