Documente Academic
Documente Profesional
Documente Cultură
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Table of Contents
Glossary Document control ... 9 10 11 : 11 11 11 11 12 12 12 13 13 13 14 14 15 16 17 18 18 19 19 19 19
Introduction~
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 Overview of Sudapet Vision Mission Shared Values Human Resources Philosophy Our people Sudapet's Organization Structure... Purpose of the Manual Effective Date Governing Law Custody of the manual Structure of the Manual Distribution of the Manual Amending the Manual Responsibilities Objectives and Core Policies Operating Policies Creation and Classification of Functions Changes and Amendments to the Organization Structure Grade and Compensation Structure, Job Descriptions
3.6 Responsibilities ... ... 4 ManpowerPlanning 4.1 Objectivesand Core Policies 4.2 4.3 OperatingPolicies Types of ManpowerPlans..
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20 21 21 22 22
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22 23 24 24 25
4.5 Responsibilities 5 Recruitment 5.1 5.2 5.3 5.4 5.5 5.6 5.7 ObjectiyesandCore Policies OperatingPolicies EmploymentPhilosophy Selection EmploymentOffer RecruitmentAge. Hiring of experts
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25 25 26 26 26 27 27 28 28 28 28 29 29 30 30 30 30 31 31 31 32 32 32 32 33
5.8 Responsibilities 6 Induction 6.1 6.2 6.3 6.4 Objectivesand Core Policies OperatingPolicies Elementsof Induction Nature of induction
6.5 Responsibilities 7 Probation 7.1 7.2 7.3 7.4 7.5 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 Objectivesand Core Policies OperatingPolicies ProbationPeriod Termination during ProbationPeriod Responsibilities ObjectivesandCore Policies Overtime OperatingPolicies Working Hours Shift Work Hours RamadanWorking Hours PrayerTimings 1.0
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Timekeeping
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33 33 34 34 35
Leave
9.1 9.2 9.3 9.4 9.5 9:6 9.7 9.8 9.9 9.10 9.11
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CompassionateLeave Eddah Leave Sick Leave Hajj Leave ... ... AccompanimentLeave MaternityLeave MarriageLeave ExaminationLeave
36 36 37 ...
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37 38 38 38 38 38 39
39 40 40 42 42
9.12 9.13 Leave WithoutPay / Emergency 9.14 UnauthorizedLeave 9.15 Responsibilities 10 Compensation and Benefits 10.1 Objectives and Core Policies 10.2 Operating Policies 10.3 Payment of Salaries 10.4 Salary Date 10.5 Payroll Processing 10.6 Salary Market Studies 10.7 General Increase and Performance Bonus 10.8 Cost of Living Allowance 10.9 Housing Allowance 10.10 10.11 10.12
Field Allowance Meal Subsidy Scarce Skill Premium Allowance.. 1.0
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Takaful
44 44 48 ;...49 49 50 50 50 51 54 55 ... 57 57 59 60 60 61 61
61 ... ... 61 63 63 64 64 64 65 ... 66 66 68
Objectivesand Core Policies Operating Policies SalaryAdvance EmergencyLoan Staff TransportationAssistance Responsibilities HousingLoan ... MarriageLoan.. MaintenanceLoan Responsibilities BusinessTravel and BusinessExpense Objectivesand Core Policies Operating Policies BusinessTravel
Class of Travel Travel Expenses Internal Travel Business Travel for more than 30 days Business Travel for more than six months Overstaying Business Expenses ...... Responsibilities Objectives and Core Policies Operating Policies 1.0
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Performance Management
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68 69 69 71 71 ~...71 72 73 73 74 74 75 75 76 78 78
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79 79 80 80 81 81 81 82 82
Succession Planning Objectives and Core Policies Operating Policies Succession Plans and Talent Pool Stages of Succession Planning... Succession Plans and Sudanization Responsibilities Business Code of Conduct and Ethics
83 83 83
16.1 16.2
Objectives and Core Policies - Code of Conduct Objectives and Core Policies - Grievance Handling
16.3 16.4
84 85
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-16.5 16.6 16.7 16.8 16.9 16.10 16.11 16.12 16:13 16.14 16.15 16.16 16.17 16.18 16.19 16.20 17 17.1 17.2 17.3 17.4 17.5 17.6 17.7
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85 85 86 86 86 ~...87 87
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88 88 89
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89 89 89 90
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Responsibilities Secondment Objectivesand Core Policies OperatingPolicies SecondmentCategories SecondPre requisites...... Duration SalaryAdministration ... ...
90 91 91 92 92 92 92 ... ... 92 93 93 93 94 94 94 94 96
PerformanceAppraisals 17.8 Training & Development 17.9 EmploymentTerms. 17.10 Confidentialityon Secondment 17.11 DisciplinaryAction and ConflictResolution 17.12 Return to SubstantiveGrade..
17.13 17.14
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SUIAfMAN IARRAM
HR & OD MANAGER
SUDAPET
Glossary
The following definitions, key terms and abbreviations are used throughout this manual and are presented here to help the reader of this manual
Base salary
Starting salary as per approved salary structure which is specified in the contract! letter of employment and amended from time to time by -the Company
Basic salary
The base salary plus the cost of living allowance (COLA) excluding other allowances Eligible dependents include, the employee's spouse, daughters, sons and the parents Board of Directors of the Company Chief Executive Officer Sudapet Co Ltd Basic salary plus all other allowances Human Resources Committee Human Resources Division Management of the Company Management Committee Gross salary plus all supplemental allowances, bonus award and benefits Vice President
Eligible dependents Board President&CEO Company Gross salary HRC HRD Management MC Total Reward Assistant President
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Document control
The policies and procedures documentation configuration and version are controlled and subject to change..control framework. The following tabulation provides the control summary for this document
Version chronology
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This policies manual will be effective from 1 October 2011. 1.1.2 Minor version
Version
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Release date
Approved by
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2 Introduction
regulator of the oil and gas industry in Sudan. Key activities of the Company are monitored and controlled by the Oil Exploration and Production Authority, a division of MEM. 2.1.2" The Company is committed to operate in a true and fair manner complying with all applicable laws and regulations. 2.1.3 All the manuals, document the Company's Divisional/Departmental policies and procedures with the objective of achieving consistent, uniform and fair interpretation at all times.
2.2 Vision
2.2.1
Sudapet's vision is to be "A leading integrated oil and gas company of excellence".
2.3 Mission
2.3.1 Sudapet's mission is:
2.3.1.1 To find, sustain and add value to oil and gas resources for Sudan
2.3.1.2 To enhance the protection of national interest in the industry 2.3.1.3 To build a capable and competent Sudanese workforce to reach world class standard 2.3.1.4 To be a socially responsible business entity
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2.6.2 2.6.3
2.6.4
2.7.1.1 Divisions, headed by Directors; 2.7.1.2 Departments, headed by Managers; and 2.7.1.3 Sections, headed by Section Heads
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2.10Governing
Law
2.10.1 This manual is based on the Sudan LabourLawof 1997 and the Sudan Social Insurance Lawfor 1990,as amended from time to time. The provisions of Sudan
Labour Law will govern any matter not provided for in this manual.
2.10.2 In case of any contradictions between this policy manual and the Labour law, the
later shall prevail.
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2.11.2 The holder of this manual at the division/ department level is also responsible of it is
implementation and update 2.11.3 HR will act as interpreter and advisor for line managers.
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Policies relating to the concerned subject; The Process flow relating to the subject; The relevant procedures as applicable to the concerned subject; and Where applicable, the highlights of possible key performance indicators.
2.12.2 Page Layout:The headersection of the manual has been divided as follows: Name of the Company; Name of the Manual; Minor Version Number; Authorized By; and Initial Date of Issue of the policies and procedures of the relevant subject.
. . . . . .
2.12.3 The footer section has been divided as follows: Major Version Number; The date of last changes made for that particular subject; The date from which the revised policies and procedures for the particular subject is effectively applicable; and Page Number.
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2.12.4 In case of amendments to the this policies and procedures manual the following sub - sections in the footer shall be subject to change:
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Major Version No - to be updatedto reflect the current version of the Manual in use Last Changedon - The last date, when this documentwas changedand EffectiveDate - The date from when the new changeswill be applicable
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2.12.5
departmentmanager.
2.12.6 The policies and procedures contained in each divisional/departmental manual will be regarded as mandatory. Any exceptions will be approved in accordance with delegated authorities observing corporate governance guidelines in place. 2.12.7 Where employees consider that they are unable, for any reason, to comply with the procedures defined for their areas of responsibility they will refer the matter to the concerned division / department manager for resolution.
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Date; Manual number; Manualdescription; Custodiannameand position; Approval of divisionI departmentmanager;and Signaturefor acceptingthe manual.
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2.13.3 The manual is provided in a format to enable approved updates to be inserted when required. Updates will be distributed to the custodians listed in the policies and procedures manual register. It will be their responsibility to ensure that the manual is properly updated in terms of adding new pages, removing superseded pages and making a~y manual edit changes. 2.13.4 The contents of all these manuals are confidential to Sudapet. This manual will always be kept in a safe place and will not be copied without prior approval of the respective division I department manager. -
2.14Amending
the Manual
2.14.1 The successful implementation and maintenance of all the policies and procedures
primarily depends on the procedures for updating the manual. Periodic reviews shall be carried out to ensure that all manuals are up to date. It is the responsibility of the head of the custodian to ensure that this is carried out promptly as and when necessary. 2.14.2 The manual may require changes on account of any of the following reasons:
Additional policies I procedures consequent needs following introduction of new activities, level of automation; Improvements to existing policies I procedures;
2.14.3 Requestfor Amendment 2.14.3.1 Whenever amendments to the particular division I department policies and procedures manual are required, the request for amendment form shall be completed.
2.14.4 The UpdateControl Form 2.14.4.1 The Update Control Form controls the distribution and references of all amended pages.
2.14.5 The UpdateControl Log 2.14.5.1 The update control log is filed along with the manual. This log records all the amendments made to the manual. The log shall contain the following information:
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Update number;
Date of update;
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2.14.6.1
2.14.6.2
2.14.6.3
2.14.6.4
2.15 Responsibilities
2.15.1.1
2.15.1.2 2.15.1.3 Head of Division/ Department or employee: Initiate the process of amending the manual. Custodian of the manual: Review the suggested amendments and maintain the manual control log. President/CEO or Board: Approve the amendment suggested.
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3.1.2. The Company will ensure that its organization structure is designed in a manner that enables the Company to attain its vision, mission and shared values. The company aims to follow and periodically review its organization structure based on 'good organization design principles' that follow guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful.
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Sudapet CO. Ltd. Human Resources Policies 3.2 Operating Policies 3.3 Creation and Classification
3.3.1
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of Functions
Divisions will be created for each of the core functions applicable to Sudapet and will be headed' by Directors.
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Managers. In addition, Departments will be created within each division based on a segregation of major processes within a core function and will be headed by Managers. 3.3.3' 3.3.4 Sections will be created for each of the key activities within a department, and will be headed by Section Heads. The requirement for any change, amendment or addition to the approved organization structure will require a detailed study undertaken by nominated internal employees / external consultants to support and justify the requirement. The HRD will drive and facilitate any such initiatives
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Job descriptions will be reviewed at least once every two years or if a significant portion of the job is deemed to have changed (30% or more). All jobs in the Company will be subject to evaluation and assessment based on the requirements of the Company. All jobs wiil be re-evaluated at least once every four to five years or when deemed necessary due to organizational changes.
3.6 Responsibilities
3.6.1.1 HRC: Review all amendments to division, department or section.
3.6.1:2 President/CEO or Board: Approve the amendment to division, department or section and creation of new position. 3.6.1.3 Head of Division/ Department: Initiate the process of amendment to division, department or section. 3.6.1.4 HRD: Review the creation of all new positions and initiate the process of job evaluation. 3.6.1.5 Job Evaluation Committee: Carry out job evaluation, as deemed necessary from time to time. 3.6.1.6 Management Committee: Approve job evaluation as carried out from time to time.
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4.1.2
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4.3.1.1 4.3.1.2
4.3.1.3 4.3.1.4
4.3.1.5
4.3.2
4.3.3
4.4 Recruitment
4.4.1 The Company will strive to fill vacancies internally through the development, promotion or transfer of qualified employees and will allow for and facilitate the rotation of employees through different jobs for which they are suitable and qualified. The Company can transfer its employees within the organization or within other joint venture partners etc. or in different geographies within the same organization if required keeping in mind the Company and the employee benefits. The annual approved manpower plan will be the basis for recruitments.
4.4.2
4.4.3
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4.5 Responsibilities
4.5.1.1 HRD: HRD will review and approve the short term and long term manpower
planning. 4.5.1.2 Head of. Division/ Department: Initiate the process of manpower planning including the process of internal transfer.
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5 Recruitment
5.1.2
5.1.3
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competencies, whenever a vacancy arises. Should the company be unable to find a Sudanese national within a reasonable timeframe from the date of the vacancy, the company shall source expatriate employees. 5.3.3' The Company may engage a recruitment agency for identifying candidates where the position has highly specialized job content and it is difficult to source or the position needs to be filled immediately.
5.4 Selection
5.4.1 All positions will be announced, interviewed and evaluated by a panel of interviewers with appropriate technical competence. The HRD will nominate the panel, and other members will include relevant division / department managers and in case of recruitment of division heads and above, the President & CEO will be a part of the panel The HRD shall also conduct assessment center and conduct attitude and aptitude test during recruitment if required The HRD will maintain an internal database of all employment applications received in the last two to three years and may advertise for certain vacancies if it is unable to obtain the right candidate through internal data bases and referrals. , Employees may be engaged on a temporary or part time basis for a maximum period of two years, which may be extended up to another two years, in case of posts which are temporary in nature, posts for which no candidates for regular employment are immediately available or where the Company has from time to time a need to engage specialists, professionals and consultants to cover the duties of certain critical posts, and where these posts are such that they cannot be filled by regular incumbents and no satisfactory substitute is available.
5.4.2 5.4.3
5.4.4
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The minimum age for recruitment by the Company will be18 years and the maximum will be 55 years. Candidates over 55 years who possess special qualifications may be considered for employment in specific positions, subject to the prior approval from the Presid~nt / CEO.
5.7.2" There should be a written scope of work for the assignment to be carried out by an outside expert. It should include the duration and deliverables of the assignment. The resume of the proposed expert should be attached as part of the proposal for recruitment. 5.7.3 5.7.4 Any change in the scope of the assignment or duration of the deliverable will require separate approval. The engagement of external expertise for carrying out Sudapet's business should be approved by the concerned line manager and HR Manager or as per the authority manual deemed appropriate in this case. The compensation to be paid to experts hired under this policy shall be as follows: Experts basis. hired at a Vice PresidenU Director level: SDG 250 on an hourly
5.7.5 5.7.5.1
5.7.5.2 Experts hired at Manager level: SDG 200 on an hourly basis. 5.7.5.3 Experts hired at other levels: SDG 100 on an hourly basis. 5.7.5.4 Non Oil experts shall be hired on a negotiable scale of SDG 100 to SDG 250
depending on the level of expertise.
5.8 Responsibilities
5.8.1.1 HRC: Approve all recruitments that are carried out for the position of Manager and above. 5.8.1.2 HRD: Carry out study for all requests for hiring of experts. 5.8.1.3 HRD Manager: Approve all recruitments below the level of Manager including the empanelment of recruitment agencies. Recommend hiring of experts to PresidenUCEO. 5.8.1.4 Head of Division! Department: Initiate the process of recruitment at all levels. Initiate the process of hiring of experts. 5.8.1.5 PresidenUCEO: Provide final approval for hiring of experts.
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6 Induction
6.1 Objectives and Core Policies
6.1.1 The company will require all new employees to undergo the induction program. The objective is to ensure the smooth introduction and socialization of the new employee to the company and to their new job in order to assist him/ her with becoming productive in the new role as quickly as possible. It is the aim of the Company to ensure that staff induction and all joining formalities are dealt with in an organized and consistent manner, to enable staff to be introduced into a new post and working environment quickly, so that they can contribute effectively as soon as possible. This induction policy, associated procedures and guidelines aim to set out general steps for Managers and Staff to follow during the induction process. It is expected that all Managers and Staff will adhere to this policy. The Company expects that the implementation of Managers/Supervisors will:
6.1.2
Enable new employees to settle into the Company quickly and become productive and efficient members of staff within a short period of time. Ensure that new entrants are highly motivated reinforced. Assist in reducing staff performance generally. Ensure that the employees Will reduce production. turnover, lateness, and that this motivation absenteeism and is
poor
operate in a safe working environment. with repeated recruitment, training and lost
costs associated
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6.4.2 Roles & Responsibilities 6.4.3 The HRD will be the key facilitator,driver and organizerof all inductionprograms. The HRD shall arrangefor the tour of the office/ site for a new employee,providethe informationon the general aspectsincludingthe policies,procedures,rules, regulationsof the company,introducehim to his new superiorand team 6.4.4 The departmentmanagershall be responsiblefor introducingthe new employeeto his roles & responsibilities,introductionto the team membersand initiateobtainingof all necessaryequipmentand requirementsfor the new employee
6.5 Responsibilities
6.5.5 Induction: HRD is responsible for carrying out the induction process.
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7 Probation
7.1.1.2 To provide the company with an opportunity to assess the performance and
future potential of the employee before deciding whether or not to confirm the appointment. 7.1.1.3 To help identify the employee's training and development needs and provide appropriate development activities to assist in achieving his/her full potential. 7.1.2 An employeeon probationmay be terminatedfrom service for consistentpoor performance.
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7.5 Responsibilities
7.5.1.1 HRD: HRD is responsible for initiating the process of probation appraisal.
7.5.1.2 Supervisor: Supervisor will review and provide inputs on the employee's performance during probation. 7.5.1.3 Head of Division/ Department: Head of Division/ Department will provide the final approval for the probation appraisal.
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8.1.3
8.2 Overtime
8.2.1 The Company expects employees to observe office timings and fulfill their
responsibilities adequately within office hours to maintain a healthy work life balance. Overtime may be only resorted in exceptional situations to meet sudden and important exigencies of work with due approval of the relevant authority.
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8.7.2 The Companywill grant employeesreasonabletime off to pray at the appropriate times. .
8.8 Overtime
8.8.1 8.8.2 Eligibility - All permanent employees below Executive grades Authorized hours worked in excess of regular and published work schedules by employees will be treated as overtime and as prescribed by the labour laws. However, overtime will not be compensated for periods of less than half an hour a day, or exceeding four hours per day or twelve hours a week. Overtime planning and approval: Line departments need to periodically plan and justify the required OT for their operation and get it approved in advance form HRD. Overtime work is not mandated for female employees. Employees in Executive grades will not be eligible for overtime compensation even if they may work extra hours. Overtime will be calculated at 150% on normal days and 200% on holidays.
8.9 Responsibilities
8.9.1.1 Employee: Initiate the process for recording attendance and overtime.
8.9.1.2 Head of Divisionl Department: Approve the attendance and overtime for the employee. 8.9.1.3 Supervisor: Review the daily attendance of the employee. 8.9.1.4 HRD: Review and verify the daily overtime calculation.
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9.3.3.1 Grant the whole leave or part of it; 9.3.3.2 Carry forward the leave to the following year 9.3.4 Annual leavewill be grantedon the followingpositionand eligibility basis:
Office based staff Manager and above - Sudanese Section head and comparable jobs Sudanese Below Section heads Non Executive and labours Expatriate Expatriate 45 calendar days in a year
40 calendar days in a year 35 calendar days in a year 30 calendar days in a year 45 calendar days in a year 20 calendar days after 70 days of employment
Field based staff (Rotation) Numberof days Numberof times 28 working days. 28 days leave 6 times in a year
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Leave will be deemed to commence on the first day of absence from work. Leave granted in the first year of service will be prorated to actual service within the calendar year.
9.5.2.2 A member of the employee's indirect family (including Grand Father! Grand
Mother, Father! Mother-in-law and Uncle! Aunt), leave with pay for three calendar days will be given to the employee.
9.5.2.3 The expatriate employee, his wife or any of his children, the Company will
bear the cost of transporting the mortal remains to the place of residence and the cost of passage for an escort person.
9.6.1.1 On the death of the husbandof a Muslimfemale employee,she will be given leave with pay in accordancewith Islamic Sharia Law, starting from the day of death of her husband.
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An employee's sick leave will require to be certified by a report issued by the specified.medical authorities Where an employee who has completed at least three months of continuous service, remuneration will be paid to the employee during his sick leave period for a period not exceeding first twelve months, as follows: First three months of sickness: full salary Second three months of sickness: 3/4thsalary Third three months of sickness: 1/2 salary Fourth three months of sickness: 1/4th salary Beyond fourth three months: Without pay The employee will not be allowed to be on sick leave with reduced pay unless the employee has exhausted the normal leave. If the total sick leave entitlements are exhausted, the case will be referred to an external medical specialist to decide whether the sick employee is fit and able to continue work. Based on the report provided by the medical specialist, the HRC will consider termination of the employee's service. The employee will not be entitled for sick leave from the date the employee is declared disabled and unfit for service.
9.8.3.1 Employees with longer tenure of service; 9.8.3.2 Where there is no difference in the length of service, the older employee.
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An employee may be granted leave to accompany family members or direct dependants out of Sudan on medical grounds or for any exigency. The duration of such leave will be discussed with and approved by the HRD as deemed reasonable.
9.12.2 Eligible employees who are pursuing a qualification relevant to their job requirement
in a public / private educational institution in Sudan or a in case of an examination outside Sudan, by a University recognized by the Ministry of Education in Sudan. 9.12.3 Length of leave - The leave duration of leave will be limited to the approved examination time issued by the educational institution
9.13.2.1 9.13.2.2
9.13.2.3 Leave without pay will not be allowed unless the employee has exhaustedall his leave and there is a competentrelief/ replacement
o
NA NA
Authorized by:
Date issued:
9.14Unauthorized Leave
9.14.1 If the absence of an employee is not covered by any type of the leave mentioned above or if the employee proceeds on leave without approval or fails to report for duty either on expiry of leave or otherwise, the employee will be deemed to be on unauthorized absence and as such appropriate and necessary disciplinary action will be takes as per the company's rules and regulations
9.15 Responsibilities 9.15.1.1 Employee:Initiatethe processfor annual leave, examinationleave and leave without pay. 9.15.1.2 Head of Division/ Department: Approve employee's entitled leaves. Reportto HRD any observedunauthorizedabsence. 9.15.1.3 9.15.1.4 HRD:Approve leavewithout pay and all unauthorizedabsence. HRD: Reviewthe leave managementprocedure.
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10.1.1.1
Attract and retain qualified employees at all levels of responsibility who perform in a manner that permits the company to achieve its objectives and goals Reflect the relative value of jobs Establish such pay levels based on timely benefits, and other components of compensation Be externally competitive Provide the flexibility employees surveys of pay rates,
10.1.2 The HRD, in consultation with the HRC, is responsible for remuneration policy formulation and the determination of an appropriate Remuneration Strategy to meet the needs of the business from time to time. The HRD will also administer the remuneration policy and strategy which is in place at any time.
10.1.4 In formulating the Company's remuneration strategy, the following factors shall be considered at any point in time in order to determine the structure and components of employees' remuneration.
10.1.4.1
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The Company's "capacity to pay", determined by factors such as the company revenue and profit, local market conditions and the labor market structure, Individual employee performance and contribution, and The Company's needs.
10.1.4.3 10.1.4.4
10.1.5 The Company provides a number of allowances and benefits which are intended to
help the employees maintain their social status and bear the costs incurred by virtue of their services with the Company or to compensate for working conditions.
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OIIIMANSUIAIM~ K.QIAM
HR& 00 MANAGER
SUOAPET
j..
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Authorized by:
Date issued:
10.4Salary Date
10.4.1 The monthly salary will be due and payable on or before the 25th of each Gregorian
month through transfer to the bank account chosen by the employee, in the agreed international currency for expatriates as per the fixed exchange rate. All payments to Sudanese employees will be made in Sudanese Pounds.
10.4.2 All transactions affecting the employee's monthly payment will be recorded in the
employee's Salary Statement / Pay Slip.
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.. .. OD MANAGER
1AIIAM
SUOAPET
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NA NA
Authorized by:
Date issued:
10.7.610.7.4 Employees who are still in the probation period at the 31stof December each year; are not eligble for Performance bonus. In case of employees who have joined the company before 30thof June, annual performance increment will be treated on pro-rata basis. No increment will be given to employees who join the company from 1st of July.
10.9.2 The housing allowance for all employees will be 20% (Twenty) of the employee
gross salary.
- All
10.10.2 The company will grant a field allowance to employees who are working at the operations site. This allowance is 25% (Twenty Five) of the employee gross salary .
- All
The company provides a subsidized breakfast meal. The employee should pay 50 (Fifty) SDG per month as a monthly contribution towards this meal.
10.12.2
The scarce skill premium (ranging from 5% to 30% of base salary) will be paid for categories identified by the HRD in coordination with the respective Heads of Divisions / Departments at the professional levels with relatively scarce skills to help the company attract and retain the resources with scarce skills.
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Assistance
The Company will provide transport assistance to its employees (Refer Transportation Assistance sections under Loans)
10.15Takaful
10.15.1
Eligibility
10.15.2 The company will provide life and accident insurance cover for its employees to cover various situations as necessary. The insurance cover will depend on the grade of the employee. 10.15.3 An ex-gratia payment of US$ 75,000 will be paid on the death of a Sudanese national to his family members.
10.16Medical Care
10.16.1
Eligibility:
10.16.1.1 All employees and their eligible dependents (parents, wife(s) and direct children); 10.16.1.2 Official visitors invited by Sudapet, during their official stay in Sudan (Only in case of emergency conditions); and 10.16.1.3 Daughters and sons, who are either not married or covered by other employer.
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OTHMAN SULAIMAN KARRAM
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Authorized by:
Date issued:
The Companywill providefree-of-chargemedicalconsultationalong with prescribedmedicinesfor the employeesand eligible dependentsresiding in Sudan. The employeesand their eligibledependentswill be providedwith a Medical
Card.
Hospitalizationfacilities and specializedtreatmentare extendedthrough arrangementswith hospitalsin Sudan, in normalroomswith an attendantor double occupancy if required.
10.16.5 An employeewho is requiredto leave Sudanfor a short period on official businessor duty or annual leaveand who faces a medicalemergencyand incurs medicalexpensesduring such a period may claim reimbursementof such expenses from the Company,providedthat all documentsare duly stampedand signed by treating facility. Chronicdiseasestreated during such travel are not reimbursable. 10.16.6 The following specialserviceswill be availablefree of charge to the company'semployeesand other eligible personsas follows:
10.16.6.1
10.16.6.2 Surgical operations excluding cosmetic surgeries, except for treatment of occupational injuries or diseases; 10.16.6.3 All surgical operations require prior approval from the Company Medical Officer. In such circumstances, a stamped and detailed pro forma invoice should be submitted; along with medical report from the treating hospital. 10.16.6.4 Full board treatment at hospital including admission in the hospital with a regular rooms (with two beds and an internal toilet); 10.16.6.5 Dental treatment excluding cosmetic procedures, except for treatment of occupational injuries or illnesses. 10.16.6.6 All kinds of laboratory analysis inside Sudan; 10.16.6.7 Employees and other eligible persons will be provided with periodic vaccinations at the hospital assigned by the company; 10.16.6.8 Prescription of eye glasses is provided every other year with a ceiling of SDG 300 and lenses may be checked and replaced every six months if needed. 10.16.7 10.16.7.1 10.16.7.2 10.16.7.3 The followingwill be excludedfrom medicalservices: Treatment of infertility cases and contraceptive devices; Cosmetic surgeries except for treatment of occupational injuries; All cosmetic preparations even if prescribed by physicians;
~
OIHMAN SUIAlMAN KAIRAM
HR&ODMANAGER
SUOAPET
~
_~u
0 NA NA
10.16.7.4 All types of alternative medicines and procedures like traditional healers, acupuncture, hydrotherapy, hypnosis etc.; 10.16.7.5 All types of trial therapeutic procedures; 10.16.7.6 AI,Itypes of replacement prosthesis and procedures like knee joint and hip joint replacement; 10.16.7.7 10.16.7.8 10.16.7.8.1 10.16.7.8.2 10.16.7.8.3 Organs transplants; The following dental related treatments: Implanting of teeth; Complete and partial Denture, Crowns and Bridges; Orthodontic appliances; and
10.16.7.8.4 All cosmetic procedures like surgical removal of gums as in (gummy smile) or orthognathic (correction of Jaw deformities etc.). 10.16.7.9 Treatment of medical cases resulting from suicide attempts;
10.16.7.10 Unnecessary (repeated) visits to doctors or investigations for the same conditions; 10.16.7.11 All medical instruments and tools like sphygmomanometers, thermometers, Glucose testing devices, wheel chairs, crutches etc.; 10.16.7.12 Physiotherapy except when prescribed after surgery or due to occupational injury or illness; 10.16.7.13 Weight adjustment medication and instruments, like medications or instruments used for treatment of obesity or underweight.
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When an eligible person is sent abroad for consultation and/or treatment for a condition that is beyond the capabilities of local hospitals (this is decided by the Health Section), all medical and hospital charges will be met by the company up to a ceiling of USD 25,000, and a return tickets will be provided to the patient and his accompanying escort. Cost of follow up visits or any other expenses for the treatment of the given case will fall under the ceiling above. In case of treatment required due to occupational injury or disease, the policies and procedures as per QHSE manual will apply.
10.16.9
10.16.10 All Employees will undergo medical checkup at regular intervals or as deemed necessary or as prescribed by the QHSE policies.
10.16.11
All candidates for employment are required to undergo a pre employment medical checkup to meet the standards set by the QHSE department for such positions.
10.16.12
The company has the right to conduct medical fitness tests for any given employee, based on a recommendation from the HR or the Company Doctor to determine the status of his fitness to his job, if enough evidences have been provided to question his fitness. If he/she is found unfit, then the recommendation will be raised to the Management for decisions.
10.16.13 An employee whose service with the company is terminated for whatever reasons will undergo a final medical examination prior to his departure. The employee may waive his rights to such examinations, in which case such employee will be made to sign a form releasing the Company of any responsibility for the treatment of any medical condition that may arise in the future,
10.16.14
For any medical claim that is raised by the employee for reimbursement a stamped final invoice with attached prescription is to be submitted.
10.16.15 Surgical operations and admissions out side the panel clinics will require a written approval of the QHSE and/or HR department. 10.16.16 Sick leaves given at the panel clinics or other clinics should be reported to the HR /QHSE department immediately. 10.16.17 All medical records are considered as confidential and will be kept in the Medical Unit or HR personal file.
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10.17 Responsibilities 10.17.1.1 HRD: Manage the monthly payroll for the employees and salary benchmarkingexerciseas carried out from time to time.
10.17.1.2 QHSE dept.: Approves the medical claims submitted by employees and that raised by the contractedhospitals. 10.17.1.3 QHSE department to evaluate the performance of the contracted hospitalsfrom time to time and consider removal/additionof new hospitals. Employee:Submitmedicalclaimsto HRD
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OIHMAN SUIAIMANKARaAM HR& OD MANAGER
SUDAPET
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Authorized by:
Date issued:
11 Loans
11.1 Objectives and Core Policies
11.1.1 The Company will provide interest-free loans to its permanent national employees
based on certain conditionsto enablethe employeesachievetheir personal objectiveswhile in employmentwith the Company.
11.1.2 The purpose of extending loans to employees is to enable them to manage their
lifestyle, meet unforeseenexigenciesand procurefor themselvesservicesto ease their daily living. 11.1.3 The company providesthe followingtypes of loans: 11.1.3.1 11.1.3.2 11.1.3.3 11.1.3.4 11.1.3.5 11.1.3.6 Salary Advance. Emergency Loan. Staff Transportation Assistance (Company Management, Car Loans, Group Transportation) Car for Senior
Housing Loan (provided if an employee has land to build a house on, or a house to renovate) Marriage Loan Maintenance Loan (for the maintenance of the house after 5 years from the complete/ purchase of the home)
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OIHMAN'SUiAiMAN'KARRAM i
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Authorized by:
Date issued:
11.2.1.4 11.2.1.5
11.3.3 Advances of salary from current earnings may be made to meet particular urgent
needs. The advances will not exceed one month's salary, and will be deducted from the salary due for the current month. All salary advances should be claimed before the 15thof the month. An employee may also avail of a salary advance if he is due to proceed on leave in the same month.
11.4 Emergency Loan 11.4.1 Eligibility- All national permanentemployees,who have completedat least three
years of service with the company.
11.4.1.1
The Company may allow an employee to take emergency loan of an amount not exceeding six months' gross salary, in case of a sudden serious event or situation requiring immediate action e.g. house and or property damage due to floods, rains, fire, theft etc, death of employee's direct family member, or any other cases. All emergency loans will be recovered in 12 equal installments.
11.4.1.2
0 NA NA
11.5.1.1
Eligibility - Permanent Sudanese employees Eligible Staff President! CEO, Asst. President ICEO, Directors Department Managers Car Type Camry (full options) .
11.5.1.2 11.5.1.3
The employee shall repay his share of the car price in 72 equal monthly installments, deducted from his monthly salary. The employee under this scheme shall be entitled for a mileage allowance of SDG 500 per month for the use of the vehicle for company work The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs In case an employee wishes to purchase a care of higher value than what is denoted above, he shall still receive 50% of the value of the new car for the type of cars mentioned above The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. An employee can avail of the scheme again after 6 years from the date of purchase of the car In the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding
11.5.1.4 11.5.1.5
11.5.1.6
11.5.1.7
11.5.2 Company Car (Level 2) - All eligible employees shall be entitled to receive from the
company, 30% of the new car's value in the followingmanner;
11.5.2.1
Eligibility - Permanent Sudanese employees who have served a minimum of one year
Int~rnallis~
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HR& 00 MANAGER
SUOAPET
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Authorized by:
Date issued:
NA
NA
Eligible Staff Employees at HO who spend more than 50% of their time outside.. office on office work. His nature of work should require him to be extensively mobile on company activities
The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs The vehicle shall remain mortgaged to the company until loan amount is repaid in full The employee shall repay his share of the car price in 72 equal monthly installments or the remaining retirement period, whichever is earlier, deducted from his monthly salary The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. An employee can avail of the scheme again after 6 years from the date of purchase of the car The employee under this scheme shall be entitled for a mileage allowance of SDG 300 per month for the use of the vehicle for company work In the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding
11.5.2.5
11.5.2.6
11.5.2.7
11.5.3Car Loan - All other employeeswho are not covered under any of the above
schemes can avail of an interestfree car loan only once during his tenure, from the companyfor up to SDG 40,000.
11.5.3.1
11.5.3.2 11.5.3.3 11.5.3.4
Eligibility - Permanent employees who have served at least one year with the company The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs The vehicle shall remain mortgaged to the company until the due loan amount is repaid in full The employee shall repay his share of the car price in 72 equal monthly installments or the remaining retirement period, whichever is earlier, deducted from his monthly salary
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The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. IR the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding
11.5.3.6
11.5.4 Group Transport- All permanentemployeeswho are not covered under any of the above companycar or car loan schemesshall be providedwith a shared transportto and fro from their residence(or nearestpoint)and the office
11.5.4.1
Eligibility - Permanent employees who are not covered under any of the above company car or car loan schemes
11.5.5 Fuel- Fuel will not be providedor costs reimbursedfor the same for anyone. Fuel will be providedonly for the office pool cars
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Abide by the rules 11.6.1.2 HRDReceiveand verify transportassistanceapplicationfrom staff members Add any necessary informationfor decision making, prepare case study and submit recommendationsfor HRC Processagreed deductionin the payrollsystem Take necessaryaction LegalPrepareand obtain parties' signatureson relevantcontracts
.
.
11.6.1.3
. . . .
.
Ensure processingof comprehensiveinsurancedocumentationand follow up insuranceclaims Ensure processing of all mortgage documentation and maintain updated records
Opening and maintenanceof all necessaryaccountsto record all transactions relatedto the schemes
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A: B: C: D:
Purchasing a built up house/ apartment Building a house on a land owned by the employee Purchase a piece of land to build a house Housing maintenance which is provided once in every five years
.
.
Staff on definite contract Staff above 60 years of age Seconded employees working in the joint venture operating companies The loan amount will be equal to sixty months' gross salary or SDG 300,000 whichever is lower. The monthly loan deduction is based on the number of years remaining to reach the age of 60 or 15 years whichever is sooner. The deduction will start 30 days from the date of receiving the loan amount. The following conditions are general guidelines to be used for selecting applicants for loan entitlement:
11.7.3.1
11.7.3.2
11.7.3.3
. .
Length of service in the company Age of the applicant Marital status, married applicants have preference over unmarried applicants Employee's dependants Performance of the employee, this shall be used as a differentiating factor The loan amount will be paid in the following manner:
. . . .
11.7.3.4
In case of purchasing a built up home/apartment, the full amount will be paid once all legal documents related to the property are verified and approved by the company's legal department. The property shall also be inspected by the General Services department. In case of building a house, payment shall be made as per the construction phase based on the recommendation of the assigned engineer. The number of installment payments will not exceed three installments. 1.0
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The loan will be administered by housing loan committee. The loan committee will consist of the following members:
. . .
.
. . .
.
HR Manager- Deputy Chairman of the committee Security Manager, Member TU General Secretary, Member Finance and Accounts Manager, Member GS & PR Manager, Member Legal Advisor, Member Employee Services Section Head, Secretary of the Committee The general provisions governing this loan are as follows:
11.7.4.1
The house to be purchased must be in a registered planned area and the certificate of ownership should have been issued in the name of the seller for sale purposes. This loan is only for purchasing, building or maintenance of a house within Sudan. Providing incorrect information/or data or using the loan amount for other purposes will lead to immediate investigation and may result in dismissal from service without any prejudice to the Company rights to take any other legal actions against the employee. Employees, who have joined from other oil Joint Venture companies, will only be eligible if they have not enjoyed the housing loan before and a certificate is presented to prove that. The Employee will bear the cost of transferring the property in his/her name and any other fees to be paid to the government authorities. The Employee will bear the cost of mortgage as well as mortgage release fees. The maximum time allowed for the completion of registration and mortgage is 90 days from the date of receiving loan. The Employee should submit a bank cheque equal to the amount of the loan as a guarantee. The market value of the house/ flat will be decided by the Company, Le General Services Department. Housing Loan should be fully utilized within a maximum period of six months from the date of its announcement, after which it will no longer be valid.
.
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11.8.1.2
11.9.2 Employees who have received the Housing Loan are eligible for Maintenance Loan
according to the following: 11.9.3 Category A, as defined in this policy, is eligible for this loan after 5 years from the date of purchasing the house or apartment.
11.9.4 Categories B&C, as defined in this policy, is eligible for this loan after 5 years from
date of receiving the last housing loan installment.
11.9.4.1
This loan is provided post the completion or acquisition of a home, and based on maintenance needs thereafter from time to time and as approved by the relevant committee. The loan will be equal 100,000 whichever is lower. to eighteen months' gross salary or SDG
11.9.4.2
11.9.4.3 11.9.4.4
The monthly loan deduction will start from the immediate payroll cycle. The loan should be received within a maximum of one month from the date of its approval after which it will no longer be valid.
11.9.5.1
Employees - will be responsible for providing all the necessary applications, loan documentations, payment of various outstanding, abiding of all relevant rules, regulations and terms & conditions
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HRD - responsible for receiving and verifying all loan related applications and relevant documentation. Process the documentation for Loan Administration Committee approvals. Process all necessary deductions. Legal - prepare and execute any legal contracts or agreements General Services - Processing, applying for permits, registration, insurance, renewals and all related logistical support Finance - disbursement of payments for loans, purchase of vehicles and other related payments based on advice from HRD and other departments.
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11.10.1.1 Employee: Employee will submit the claim for loan processing and adheres with company's policies. 11.10.1.2 ..' Head of Division! Department: Review the eligibility of the employee for the loan. 11.10.1.3 Loan Administration Committee: Verify and approve loan applications by collecting and analyzing market information. Ensure proper documentation and recording of the loan. ~1.10.1.4 Secretary of the Loan Administration Committee: Maintains custody of the loan policy document and responsible for proper safekeeping of the loan documents. 11.10.1.5 HRD: Process loan deductions according to policy and ensure employee file is updated with loan documents. 11.10.1.6 Finance and Accounting Department: Maintain financial records of the loans and guarantees and ensure timely deductions are made from payroll. 11.10.1.7 General Services Department: Monitor development construction stage and advise committee on payment. during
11.10.1.8 Legal Department: Draft contracts and advise on legal issues resulting from the implementation of this policy.
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12.1.2 The purpose of the policy is to ensure that travel rules set clear guidelines
entitlements for all types of travel keeping in mind employee convenience, in terms of quality and security of business trips, the image of the Company, and the employees' expenses budget of the Company 12.1.3 Employees will be covered for normal travel and other expenses incurred for Sudapet's business or training purposes in a manner that is cost effectiveness for the company and the employee's need for quality services and support are met. Travel costs are defined as expenses for transportation, accommodation, meals, laundry, telephone etc. and related items incurred by employees who are travelling for Sudapet's business, training or any other official purpose. 12.1.4 Business travel: The purpose of travel and all related approvals would be the responsibility of the Division/ Department managers. The HRD shall ensure that the employee receives his entitlements and that the travel processes pertaining to availing advances, accounting for the same etc. are followed 12.1.5 Training related Travel/ Others (unplanned exigencies): The HRD shall be responsible for arranging and managing all training and other exigency related travel.
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12.3.1.2
. . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.:5;1!11:::!~~!~..:::::::::::::.:..::::::::::::::.::;.:
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President & CEO, and I First class Asst. President Directors! Managers Others
Business class Economy class
12.5.1.1
Business travel and expenses covered will be based on per diem allowances, according to the following table
n__n_un_uuu_un_
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President
IB
C
All expenses will be covered on actual plus a daily per diem allowance of $ 200 will be paid
0 NA NA
Zone A B C A B C
Per Diem $80 $65 $50 $70 $50 $40 $60 $40 $40
Accommodation Total $250 $200 $200 $250 $200 $200 $250 $200 $200 $330 $265 $250 $320 $250 $240 $310 $240 $240
Others
A B C
Note: Zone A Zone B Japan, UK, Europe, Canada,& Americas China, Australia, Singapore, Malaysia, Hong Kong, S. Korea, Thailand, Brunei, S. Africa, India & Gulf Countries All other countries.
Zone C
12.5.1.2
In situations where a higher grade employee is accompanied by a lower grade employee on the same business travel then the higher per diem rate to cover reimbursement of expenses will apply to the latter as well as higher travel class In case only accommodation is provided by the Company then the normal per diem rates will apply. If the Company provides full boarding and lodging including meals, laundry etc. then the per diem rates paid will be 50%. In case the host company provides full boarding and lodging, the per diems paid again will be 50% Four days travel time with per diem and accommodation allowances are allowed for the following countries I regions:
12.5.1.3
12.5.1.4
.
12.5.1.5
North and South America, Australia, Europe, Japan, China, North Korea, South Korea, Malaysia or any other country of similar distance.
Two days will be provided for all other countries plus one additional day for each onward or outward journey if travel means are not available.
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12.5.1.6
Actual travel time will also be considered in case destination is away from the city of arrival.
12.6lnternal Travel 12.6.1 Internal Travel: For travel inside Sudan where there is no company set up; staff will
be compensated according to Article # 38 (1) of the Sudanese Labor law 1997.
:Eefme.m#i>'iijmniii~\;?::::::
::::::::::::::::::::::::::::::::::::::::::::::/t!h:::::::::::::::J!f:::::::
Middle Management
A B C
Supervisors
A B
C
Others
A B C
I $2000 I $3000
I $2500 I $2000
0 NA NA
12.7.2 In case a duty! training visit includes visiting consecutive sites in different countries! locations then each such case will be treated separately. 12.7.3 All employees on work or training assignments for the above mentioned period will not be entitled to rotational leave. 12.7.4 The employee will not be entitled to leave during the period.
12.8.1.2
12.9 Overstaying
12.9.1.1 In case an employee, for business, is required to stay for more than the approved period, the employee will contact his Supervisor or Department manager stating reasons and requesting an extension. If approved, the Department manager will send a written note to the HR Department On return, the employee will submit authenticated certificates that justified the overstay. The HRD will verify all such documents. If the documents do not justify overstay or are not convincing then the period of overstay will be considered as unauthorized absence. Disciplinary actions will be initiated for all such unauthorized absence.
12.9.1.2
12.10.1.2 All business expense claims should clearly identify the name and institution of the individuals being entertained and the purpose for the expense.
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12.11 Responsibilities
12.11.1.1 12.11.1.2
12.11.1.3 12.11.1.4 Division! Department Secretary: Submit the business travel form for the concerned employee for processing. HRD: Approve the business travel request and business expense requests for further processing. Employee: Initiate the process for submitting the claims for business expenses. Head of Division! Department or President! CEO: Review and confirm the eligibility of the employee for business expenses.
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13.1.2.2
Managers know whether the employee's performance is delivering the required objectives. Poor performance is identified and improved. Good performance is recognized and rewarded. Performance management at Sudapet is based on the following:
13.1.2.5.1 All employees have well defined roles & responsibilities 13.1.2.5.2 All employees have their key performance indicators communicated to them 13.1.2.5.3Performance assessment are based on annual Standards / targets 13.1.2.5.4Rewards are linked to performance
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13.1.3 Employee performance is formally reviewed at least once each year. The purpose of the review is to recognize employee contribution and achievements to ensure that their objectives are aligned to the department.! division Objectives and identify areas for development and to construct future plans that reflect the aspirations of the individual as well as the requirements of the organization. One of the critical principles'supporting the Company's Performance Management process is the importance of performance feedback. Feedback should be provided on a regular basis to ensure that employees are clear about how their performance is being. assessed and should be recorded with evidences. 13.1.4 Another key feature of the Performance Management process is that all the objectives agreed with individual employees relate to the overall objectives of the organization and the various business units.
13.1.5 The Company'sPerformanceManagementprocessis designedto: 13.1.5.1 13.1.5.2 13.1.5.3 13.1.5.4 Align individual objectives and key performance indicators (KPls) with business unit and corporate objectives; Provide a basis for objective remuneration decisions including the allocation of increments; Analyze the strengths and weaknesses of the employee's performance in order to identify the training and development needs; Identify the required action for improving the employee performance and/or action to qualify the employee to take up a senior position after series of good performance track record; Ensure all employees receive ongoing feedback about their work performance; Be objective and not influenced by personal associations with the employee or previous appraisals; Enhance communication between managers and employees.
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How well we are doing Ifwe are meeting our goals Ifour customers are satisfied Ifour processes are in statistical control Ifand where improvements are necessary
13.3.3
13.3.3.1 Effectiveness - Process output conforms to requirements. (Are we doing the right things?) 13.3.3.2 Efficiency - Required output at lowest required cost. (Are we doing things right?) 13.3.3.3 13.3.3.4 Quality- Degreeof customerexpectations. Timeliness- Unit of work done correctly and on time.
13.3.3.5 Productivity- Value added by process divided by the value of labour plus capital. 13.3.3.6 13.3.3.7 Safety - Creatingquality and safety culture Self learning - Personal development to improve one's own performanceand competencies.
13.3.3.8 People development- Develop People and motivate them to enhance the performanceof staff.
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13.4.2 The assessmentmechanismshall evaluate; 13.4.2.1 13.4.2.2 13.4.2.3 13.4.2.4 Employee performance against set annual goals or targets Demonstration of skills and competencies against targets Extra contributions if any Employee developmental needs.
13.4.3 The bonus, increment mechanism! calculations should take into consideration only 1, 2 and 3 of article 13.4.2.
Planning: Preparation of the annual business plans at the corporate Preparation of the functional! divisional! departmental annual plans and targets Annual, beginning of the year goal setting with all individuals, preparation of the annual individual performance contracts Coaching: During the year employee counseling, coaching, mentoring (ongoing process) Review! Appraisal Mid and End year appraisals and course correction Preparation requirements of performance development plans and learning
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13.5.3 Performanceappraisalsshall be conductedannuallyfor the following reasons: 13.5.3.1 13.5.3.2 13.5.3.3 13.5.3.4 13.5.3.5 13.5.3.6 13.5.3.7 to MEASURE performance in terms of individual contributions and achievements and reviewing employees' work performance. to DIFFERENTIATE performance based on set bench marking. to IDENTIFY training needs based of the feedback received and helps maintain a skill inventory. to REDEPLOY personnel in terms of rotation, promotions, demotions, transfers and layoffs. to REWARD performance in terms of increments, bonuses and other compensation rewards. to frame a TIME STRATEGY to help managers to propose, act and accomplish work at designated periods of time. to increase MOTIVATION and employee morale.
13.5.4 Performance Appraisal is the responsibility of the supervisory staff at all levels. 13.5.5 The performance of all employees will be evaluated against the requirements of their jobs and in accordance with established work standards! performance measures and job descriptions. 13.5.6 The performance of every employee in the company will be evaluated at least once in a year. The performance cycle and the appraisal timings shall remain the same for all employees irrespective of their joining date. In case an employee has joined less than 6 months from the time of the appraisal cycle, he! she will be appraised in the next cycle
13.5.7 An employee should have spent at least 6 months in the current position in order to
be appraised on performance. When employee is transferred to a new location then the performance appraisal will be conducted by the former location if the period of such transfer is less than 6 months. 13.5.8 In carrying out the appraisal of employees, weightages will be assigned to the performance of the employee, the division! department and the Company based on the level of the employee (Only for Illustration)
Level of Employee
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30 - 40 %
40 - 50 % 70 - 90 %
20 - 30 % -
20 - 30 % 10 - 30%
Performance Rating 5 4 3 2 1
exceeds
Fully meets job requirements Partially meets job requirements Does not meet job requirements
13.6.2 The number of employees graded at higher levels will be restricted to a percentage of employees of the section, with a maximum x% being rated 5 and y% rated 4.
13.8 Promotion
13.8.1 The eligibility for promotion increment and the progression from one position to a senior position may take place due to the following:
13.8.1.1
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13.8.1.2 The employee is evaluated and found to be qualified to take up the position; 13.8.1.3 The employee is recommendedby the Division! Departmentmanager with necessaryjustification.
13.8.2 Conditionsfor Promotion: 13.8.2.1 13.8.2.2 13.8.2.3 The employee has been employed in the same position in. the Company for at least the last three years; The employee's performance is rated as 5, 4 or 3 for the last two performance rating 3 for the last four years periods; The employee has the potential (After assessment) to fill the senior position and is willing to accept higher responsibilities
13.8.3 The employee being promotedwill moveto the startingsalary of the next grade, providedthat the same is at least one step higherthan the current salary.
13.9 Responsibilities
13.9.1.1
13.9.1.2 13.9.1.3 13.9.1.4 Head of Division! Department: Approve the performance planning process, midterm appraisal and annual appraisal. President! CEO: Provide final approval to the annual appraisal ratings. Supervisor: Appraise the employees on the agreed performance standards. HRD: Initiate the process of performance performance appraisal and annual appraisal. planning, midterm
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14.1.2 The Company realizes that its success and achievements fundamentally lie with the
knowledge, skills, expertise and motivation of its Human Resources. The company considers training as a job requirement and a means towards career path progression, succession planning and skill development. 14.1.3 It is Sudapet's policy to provide career opportunities for its employees in order to meet the needs of the business for the right skills, knowledge and abilities to deliver excellent service and to meet the ambitions and aspirations of its employees. The purpose of training and development at Sudapet is;
14.1.3.1
To ensure that the skills and talents of the employees are constantly upgraded in order to meet the company's objectives and business requirements
14.1.3.2 To help developthe nationalsand ensure effective Sudanizationof the workforce 14.1.3.3 14.1.3.4 14.1.3.5 14.1.3.6 14.1.3.7 14.1.3.8 14.1.3.9
To improve performance To update employees' skills To avoid managerial obsolence To solve organizational problems To orient new employees To prepare for promotions and succession To satisfy personal growth
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14.20perating Policies
14.3 Training Needs Analysis
14.3.1 The Company will carry out a training needs analysis in the following manner, in
addition to the annual detailed exercise to identify the required training for its employees based on the outcome of the annual appraisals and inputs from the Division / Department managers.
14.3.2 Organization wide - These flow from the business objectives that the organization
has mapped out for itself. These would involve training on certain organization wide requirements of new "skills", "attitudes" or "knowledge areas. These are the broad areas that need to be strengthened by the organization as a whole. This would have to be undertaken annually at the beginning of the training cycle by the organization's leadership team and collated by the HR 14.3.2.1 Function wise - These flow from the specific technical/ functional skill or knowledge gaps and may be required for only a small number of people within a functional area. For instance training on a specific software/ technology/ quality system would fall within this category. People development - These are the requirements of professionals at various levels in order to become better and more capable leaders of the future. The key purpose is to prevent management obsolescence and ensure that regular skills in this realm are built up. Management Development Programs, training on communication, etc would fall under this category. This training prepares the organization for the future
14.3.2.2
The Company will conduct training programs or 'graduate develop programs' for young Sudanese nationals to help them qualify for designated functions in the Company. Opportunities for trainees are based on annual training plans and budgets. Such training or internships will be for a maximum period of one year Trainees will be selected based on merit from pool of applicants. Trainees will be paid a stipend of SDG 300 per month. Trainees will be bound by a training agreement. The agreement will not constitute an offer of employment with the company. However, trainees who successfully complete their training program and satisfy the conditions of employment normally required by the company may compete for - the job for which they have been trained. The trainees' performance will be evaluated and reported every three months by direct supervisor in consultation with the training Section - of HRD.
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14.5.3.4 The cost and relevance of the material, course content and the overall cost effectiveness of the program; 14.5.3.5 Training vendor selection shall be on the basis of the;
Reputation, background, credentialsand experience of the service provider The subject matter knowledge Cost of the course and material Quality and credentials of the instructor
.
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14.5.3.6 For all training related travel and expenses, please refer to the chapter on Business Travel 14.5.4All trainingprograms be in accordance will withthe approved trainingbudgetand costeffectiveness.
14.6Scholarship Program
14.6.1Eligibility The employee whohasbeendeclaredasthe bestperformer the in companybasedonthe performance appraisal ystem.If the bestperformer s doesnot meetthe eligibilitycriteriathenthesecondbestperformer eligible.The candidate is shouldhaveat least3years servicein Sudapet. of 14.6.1.1 The employee must meet the program requirements as required by the university! institute. The course identified must be in line with Sudapet's equirements. The normal business operations of the company must not be affected by the absence of the employee.If so replacement will be identified. The employee position upon completion of study must also be identified upfront. At the beginning of each financial year, T&DD will announce the scholarship programs as approved by Sudapet management, based on business needs. The candidates for the scholarship program will be chosen by the selection panel based on the PMS. The selection panel will comprise of the following members:
14.6.1.2
14.6.1.3
14.6.1.4
. . .
T&DD Manager, Head of the Selection Panel Concerned Line Manager, Member Security Manager, Member The program of study shall be defined by the line department taking into consideration; Sudapet's business, competency requirements, budgetary constraints, etc.
14.6.1.5
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14.6.1.6
The following are the usual kind of programs encouraged by the program:
. .
Graduate degree program (Masters Degree): One master degree program in an intemationally recognised institution marked top 10 b the education directory of respective country. Doctoral studies: The program will be approved by the President! CEO ba.sed on recommendation of Program Approval Committee. The program shall be with a recognized institution in Sudan, or overseas ranked top 10 by education directory of respectivecountry. Undergraduate studies: Sponsorship for an undergraduate degree program with the University of Technology Petronas (UTP), as well as collaboration eith University of Khartoum and Sudan University for Sience and Technology, departments of Engineering and Geosiences to identify top 3 students in each year. The financial assistance for the programmes mentioned above are paid as follows:
14.6.1.7
Graduate degree program (Masters Degree): The tuition fees for the program will be borne by the company. The employee will be paid an additional one month's salary as well as the normal monthly salary and benefits at the time of admission. Doctoral studies: The program will be carried out in Sudan. Therefore the company will bear the cost of tuition and the normal salary and benefits of the employee. Undergraduate studies: The company will bear the cost of tuition and living expenses as per official estimates submitted by the University. The program content! syllabus shall be approved by the Program Approval Committee (PAC). The PAC shall be responsible for the verification and recommendation of the program taking into consideration Sudapet's needs and employee's benefit. The members of the PAC shall be the following:
.
.
14.6.1.8
14.6.1.9
. . . . .
Manager of Research & Development,Chairman of PAC Manager of T&DD, Secretary of the committee Director of Exploration & Production, Member Respective line Department manager,of Member The general provisions of the scholarship program are as follows: The company has the right to terminate any scholarship program as and when it sees it necessary.
14.6.1.10
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An employee on a scholarship program is not allowed to take employment (gainful or otherwise) during the course of study. Violation of the rule will lead to automatic dismissal from the services of the company. Employees are expected to behave in a manner that will not harm the image of Sudapet and Sudan. The employee on the program should sign an agreement to continue employment with Sudapet for at least 3 years after graduation from the scholarship program. If, for any reason, the employee cannot continue for the whole period, then he/she shall pay the cost of course fees proportionate to the period he has failed to complete. Students are not allowed to change the institution and/or the program of study. Students are not allowed to seek/acquire any financial assistance from any other party.
. .
14.7.1.2
14.9.1.1
For a training period attended by an employee for a minimum of 6 months he has to serve the company for at least 2 years
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For periods of training attended beyond 6 months, the tenure would be that the trainee will serve 3 years for a 1st degree;2 years for a master's degree; 1 year for attachment and cross-posting programs; and 6 months for leade.rship development programs.
14.9.2 The company will carry out an evaluation of the course after the completion of training by each employee to evaluate the quality of the training content and the service provider.
14.10.2 The T&DD shall monitor the employee and obtain reports on his performance in a periodic manner (every 3 months as well as annually as a part of his performance development plan) in specific areas that he has attended training in, such feedback will be obtained from his department manager or! and supervisor to observe the changes in the learning curve of the employee and the value added by his as a result of training provided
14.11 Responsibilities
14.11.1
T&DD: Initiate the process for Graduate Development Program, Training Needs Analysis, Training and Development budget, Training Arrangement and Training Evaluation. Shortlists candidates for Graduate Development Program in coordination with line manager. Manages the training program and issue training certificates. Attract and shortlist candidates and manage the program in coordination with concerned authorities. HRC: Approve the training and development budget.
14.11.2
14.11.3 Head of Division! Department: Prepare the annual requirement of trainees for the T&DD. Review the training evaluation documents for the employee concerned.
14.11.4
Security Department: Issue ID cards and entry cards for the selected trainees.
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15 Succession Planning 15.1 Objectives and Core Policies 15.1.1 It is Sudapet'spolicy to have in place a successionplanningmechanismto address
the needs for critical backupand individualdevelopmentin any job categoryto ensure the continuedcultivationof leadershipand intellectualtalent, and to m~nage the critically importantknowledgeassets of the Company.The successionplanning policy at Sudapetshall also considerthe company'sefforts at nationalization.The cornerstoneof the company'ssuccessionplanningpolicy is to recruit Sudanese citizen at all levels and preparethem for leadership/critical/technical roles. 15.1.2 Sudapetwill have in placeformal successionplanningin order to: 15.1.2.1 15.1.2.2 15.1.2.3 15.1.2.4 15.1.2.5 15.1.2.6 15.1.2.7 Address Nationalization/ Sudanization philosophy of placing nationals at all levels and all critical/leadership roles Identify replacement needs as a means of targeting necessary training, employee education and employee development; Identify high-potential employees capable of rapid advancement to positions of higher responsibility than those they presently occupy; Increase the talent pool of promotable employees; Improve employee morale; Cope with the effects of voluntary separation; Compliment the manpower plans. The manpower plans should taken into consideration succession strategies
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Sudapet CO. Ltd. Human Resources Policies 15.2 Operating Policies 15.3Succession Plans and Talent Pool
15.3.1 The Company will have in place a succession plan for key job incumbents in critical
roles ana within each section, division and department. The succession plan shall also address retirement and nationalization issues. 15.3.2 The Company will identify the following short and long-term succession plans! successors (talent pool) for key and critical roles and detail their development plans to meet the requirements of those roles.
15.3.3 Where a number of positions of similar require similar competencies and skills, the
Company will identify a 'pool' of successors for these positions. 15.3.4 Succession plans will not automatically entitle employees to positions, promotions, or transfers.
HRD, in coordination with line departments, will identify critical roles in each function where planned replacement is
Role identification; essential. The HRD should record the functional requirements, competencies requirement, proficiency requirements, and criticality levels of such roles.
- The
15.4.1.2
Successor identification and gap analysis; - based on factors such as qualifications, certifications, skills, age, experience, past performance appraisal records, training, requirements of the critical position etc. the HRD should in accordance with the department manager, identify a pool of talent for each critical position. The HRD should conduct a gap analysis of critical position requirements versus capabilities (technical competencies) and required behaviours (core set of leadership competencies) demonstrated by individuals to ascertain developmental requirements for the identified talent pool Planning, Tracking and review; - The HRD in accordance with the department managers and the individuals should prepare specific individual development and knowledge transfer plans and monitor the same in the course of the future.
15.4.1.3
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Development strategies - based on the potential of the successors, the nature and urgency of developmental plans can be specified. Le. recruitment or accelerated development plan etc. Development strategies prepared by the HRD in accordance with the department managers for succe$sors could include (not limited to);
.
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Planned on the job training Mentoring or coaching Technical skills training, formalleadersip development Role acting Projects Acting capacities Others
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15.5.1.1
15.5.1.2
Identify immediate such roles Long term strategy critical roles in the future.
for such
15.6 Responsibilities
15.6.1.1
15.6.1.2 15.6.1.3 HRC: Approve the process of role identification and planning and development. identification, successor
HRD: Initiate the process of succession planning. Head of Division/ Department: Review the progress of succession planning program.
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16 Business Code of Conduct and Ethics 16.1 Objectives and Core Policies - Code of Conduct
16.1.1 It is Sudgpet's policy that all employees conform to the Company's policies, rules
and behavioral standards in order to maintain a healthy, positive and a congenial workplace so as to provide the highest possible standard of service to the company's customer. Employees who contravene these policies, rules and standards of behaviour will be subject to disciplinary action as laid down in the company's policies & procedures and as prescribed by the Sudan Labour Law. 16.1.2 The level of corrective action will depend on the specific of the nature of the contravention, the conduct of the employee concerned and the impact of the contravention on other company employees and the Company as a whole. 16.1.3 It is Sudapet's policy that its employees behave at all times in a manner which upholds and enhances the image and reputation of the Company.
16.1.4 It is essential that Sudapet's employees do nothing which conflicts with the interests
of the Company, or anything which could be construed as being in conflict.
Provide a formalized means of expressing dissatisfaction; Take corrective measures in a rational and objective way; Maintain a conducive work environment; Ensure a sense of fair play and justice to all the employees; Enable speedy settlement of grievances.
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16.2.2 It is the responsibility of each employee to be fully aware of the policies of the
Company. The purpose of the grievance procedure is to ensure that, as far as possible, grievances are dealt with and resolved informally through discussion between the aggrieved employee and their line manager. Grievances are concerns, problems or complaints raised by an employee and must be made in writing. However, before using the grievance procedure it is expected that an employee will try to resolve their complaint informally if at all possible. The formal stage of the procedure should only be used when the informal stage has failed to resolve the issue or is not making progress at reasonable speed.
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16.5.1.3
Determining their rights and obligations; Ensuring employees are treated in a consistent and an impartial manner; Ensuring corrective action taken is according to the disciplinary Procedures laid down.
The penalty code sets out the list of conducts which constitute a breach of code and prescribes permissible action.
16.6.1.2
16.6.1.3
16.6.1.4
16.6.1.5
16.6.1.6
All disciplinary actions will be recommended by by the Disciplinary Board. The Disciplinary Board will be nominated by the HRC. Before referring any case to the Disciplinary Board,. the HRD shall initiate the investigation and set up a relevant inquiry committee if required for the case.
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All members of the Disciplinary Board will be of the same or of a higher grade than the accused employee. The Disciplinary Board will have the right to recommend on penalties including financial penalties in accordance with the relevant law.
16.9.1.2
. .
16.9.1.3
Termination of services with the company Finalization and disposal of employee's account with the company consistent with any instructions issued by the court
In the event that the employee is found not guilty in a final judgment of the court, the CEO will normally take the following action:
return to duty
Authorizethe paymentof full salary and allowancesfor any period spent in jail or suspensionfrom work in connectionwith the case
Authorize reimbursement connected with the case to employee of legal expenses directly
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16.10Appeals
16.10.1.1
If an employee is not satisfied with the fairness of the action taken following an alleged offence, the employee can raise the matter through the COrllpany's grievance procedures. However, such appeals are restricted to cases not involving the decision of summary dismissal.
- Grievance
Handling
16.11.1.1 If an employee has any concerns regarding his employment, it is the aim of the company that it is resolved fairly and promptly. The purpose of the grievance redressal Procedures is to ensure that employees have opportunities to discuss their concerns and to find a mutually agreeable solution. The grievance redressal Procedures may be used to appeal against any disciplinary action taken by the organization apart from instances of summary dismissal of an employee.
16.11.1.2
The time limits suggested in the Procedures may be varied, by mutual agreement, to allow further investigation of a problem or because of work commitments.
16.11.1.3 Several instances can be resolved quickly through informal discussion. The first step towards resolving an employee's concern should be to approach the immediate superior or the person to whom an employee is normally responsible. That person should consult the HRD in order to find a solution. The company expects to resolve most concerns in such a manner. 16.11.1.4 If an informal discussion has been attempted, but has failed to bring about a satisfactory solution, a formal procedure should be used. The procedure has the following three stages 16.11.1.5 The decisions of the jury in the final stage of escalation will be final and binding on the accused
16.12.1.1 16.12.1.2
First Six Months- Full Pay Next Six Months- Half pay, after using his annualva~ationaccrued
16.12.1.3 After One Year - One-thirdpay until recoveryor permanentdisabilityis determinedby a medicalcommitteeapprovedby the management.
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Should the authorized medical facility declare an employee to be permanently disabled to perform his work either totally or partially, his services may be terminated. The employee will then be entitled to Termination Benefits and a Workmen's Compensation if the disability is established to be less than 15 percent of perman~nt total disability.
16.13Awareness 16.13.1 It is the responsibility of each employee to be fully aware of the policies of the company. An employee handbook will be provided to each employee upon commencement of service with the company. For details on Policies and Procedures, references should be made to the Human Resources Policies and Procedures Manual.
16.14Safety
16.14.1
It is the intention of the company to safeguard its employees, its properties and the public through the promotion and maintenance of an aggressive program designed to prevent unplanned and unwanted occurrences which interfere with normal operations.
16.14.2
The company shall pay attention not only to circumstances, which have in past led to injuries, fire or damage to equipment and products, but also to potential circumstances likely to produce such undesirable events.
16.14.3 Safety is the responsibility of both supervisors and employees but each Supervisor shall oversee the safety of his subordinates, company equipment and products, by administering approved preventive rules and regulations. Each Department manager or his authorized representative shall assist and cater with immediate Supervisors to put safety measures in place. 16.14.4 Supervisors must instruct all employees to report immediately any accident, whether minor or major. All accidents must be investigated promptly by the Supervisor and the 'Supervisor's Report of Accident Investigation will be forwarded directly to the Health, Safety and Environment section. Health, Safety and Environment team shall prepare and put in action a clear and effective Health, Safety and Environment Procedures Manual. 16.14.5 The company has a core interest in the health and safety of all employees. The concerned departments are firmly committed to translating this interest into effective action with full regard to statutory laws, ministerial decrees and the company's QHSE Policy. Although the responsibility for implementation of safe working practices rests with management, every employee is required to treat safety as subject of utmost importance and to ensure that all governing safety rules and regulations and operating Procedures, formulated to prevent accidents and maintain healthy safe places of work, are followed. Safety rules and regulations require every employee to:
16.14.6
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Carry out all instructions for safety from hazards and prevention from industrial illnesses.
16.14.6.2 Refrain from performing any act that may hinder the execution of these orders. 16.14.6.3 .', Refrain from creating any hazard that will endanger him and others or jeopardize company's personnel, property or operations. 16.14.6.4 Use protective devices and clothing provided by the company, where appropriate. 16.14.7 Will full disregardof safety requirements,or any deliberateviolationof the safety policy and regulationscould leadto terminationfrom company'sservices. Employeesare therefore urgedto familiarizethemselveswith safety rules and regulations. 16.15No Smoking Policy
16.15.1 The organizationcarriesa clear non-smokingpolicy. All areas within the organizationare non-smokingareas.
16.16Gift Acceptance
16.16.1
It is the policy of the organization that no gifts from customer or supplier during the course of business are permitted and such act by the customer or supplier should be reported immediately to his/her superior.
16.18Disclosure
of Company
information
16.18.1.1
The release of any information concerning the Company's operations must be handled through official company channels. To this end, all requests for such information, whether from the press news agencies, other organizations or private individuals should be directed to the Public Relations Department which will arrange to respond as deemed necessary.
16.18.1.2 All employees share the responsibility of preserving the confidentiality of the company's data and information during and after their service with the Company.
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16.18.1.3 Employees will not, except otherwise required by duty, divulge, disclose or reveal to any person, the company's non-public information, such as operation processes, dealings concerning the company's business or affairs, or of customers entrusted upon the Company, or other information made ..known to the employee during the term of employment with the company.
16.19Business involvement
16.19.1.1
Except with the prior approval of the President / CEO or the Board, no employee will engage in any other business if there is a conflict or undertake to act Board of Directors or Directors of another company or entity. Such approvals will be granted on a case by case basis.
16.20Responsibilities
16.20.1.1 16.20.1.2 16.20.1.3 16.20.1.4
Disciplinary Board and PresidenU CEO: Approve the final corrective action suggested for an employee. Grievance committee: Approve the solution to the grievance provided. Employee: Initiate the grievance redressal process. Head of Division/ Department: Initiate the process for corrective actions and review any grievance raised by an employee.
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17 Secondment
17.1.2 The Companywill second its employeesto its subsidiaries,operatingcompaniesand joint ventures (Host Company)in order to:
17.1.2.1 17.1.2.2
17.1.2.3 17.1.2.4 17.1.2.5
Develop its employees' skills; Provide additional means of advancing career paths; Add to the skills base of the Company; Build or develop strong working relationships with the business entities; Protect the overall interests of the Company in its business ventures.
17.1.3 The Company,the Host Companyand (the employeeof required)will sign a SecondmentAgreementgoverningthe terms and conditionsof each secondment.
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Policies Categories
17.3 Secondment
17.3.1.1
In case of Subsidiaries, employees will be considered f9r the secondment to the grades of Senior, Section Head, Manager and General Manager; In case of Operating Companies, employees will be considered for the secondment to the grades of Manager, General Manager and Vice President; In case of Joint Ventures, employees will be considered for the secondment to the grades of Senior, Section Head, Manager and General Manager.
17.3.1.2
17.3.1.3
17.5 Duration
17.5.1 The duration and each term of secondment will be mutually agreed by the employee
and the company.
17.6Salary Administration
17.6.1 The seconded employees will remain staff of the Company and will be retained on
the payroll of the Company. The Company will be responsible for transferring the monthly salary and all applicable allowances to the employee and for ensuring social insurance, taxation and zakat requirements relating to the employee are complied with. 17.6.2 The seconded employee will continue to be eligible for the current compensation and benefits at the Company.
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17.6.3 In addition, the Company may provide an allowance of 30% of the monthly gross
salary or as agreed in the secondment agreement (not applicable for new hires), for the secondment computed based on factors including the level of the employee, the period of secondment and the compensation and benefits offered to employees of the Host Company. However, any such extra allowance provided during secondment cannot be claimed by the employee once the secondment is over nor can he claim a higher grade (if that was the case during secondment) once he is back to his regular role. 17.6.4 The seconded employee will remain an employee of the Sudapet and will still be considered for remuneration reviews that occur during the term of the secondment.
17.7.2 All seconded employee shall receive their annual increments and bonuses based on
the policies and as prescribed by the parent company, unless it is otherwise agreed in the secondment contract. (All JV, project based commissions, bonuses etc. as specifically agreed for certain positions between Sudapet and the host company shall be paid accordingly). 17.7.3 All promotions will be affected based on the performance appraisals, once the employee has successfully completed his secondment, however, for long term secondments, employees may be promoted in Host Companies for Sudapet positions based on their annual appraisals.
17.9.2 The seconded employee will follow the working hours of the Host Company during
the period of secondment as well as all the relevant rules, procedures, standards, statutes of the host company including those related to fires, risks, health, safety.
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17.9.3 The seconded employee will continue to accrue leave in accordance with the terms of employment with the parent Company. The secondee should inform the host company of annual leave plans. In case of an unforseen long leave or sickness the parent company shall provide a temporary replacement for the secondee's absence. 17.9.4 An employee's employment status (at the parent company) at the time of the commencement of his secondment shall not be altered till his secondment period is over. There should be no interruptions to an employee's secondment assignment. All transfers shall take place once the employee has successfully completed his . secondment tenure. Similarly employees on secondment cannot apply or be eligible for internal recruitment.
17.10Confidentiality 17.10.1
on Secondment
Depending upon the nature of the secondment! role an employee may be required to sign a confidentiality/ non disclosure agreement with the host! parent company
17.13Snapshot AREAS
of Employee Entitlements SUDAPET HOST COMPANY Follow host company Follow approved holidays As applicable. To provide Inform host company of host with replacement in case leave entitlement and plans of absence or long unauthorized leave
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SUDAPET
HOST COMPANY
As applicable (paid an any (If agreed In secondment extra secondment allowance agreement) or as agreed in agreement) (Perks etc.) As per the rules of the host company. Payment terms equal to parent company or more whichever is better As applicable Can be subject to host appraisal based on which he can be assessed at parent
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Appraisals
Promotion
Post secondment once the employee has successfully completed his secondment, however, for long term secondments, employees may Host m be promoted for Sudapet Companies based on their positions annual appraisals As applicable To be conveyed to host. Secondee can avail of training at host company if the host company fees the necessity . Host to cooperate with parent and jointly agree parent As per the entitlements of the host company or otherwise agreed
Training
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17.14.1.4
17.14.1.5
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18.4 Termination
18.4.1 At least two weeks before the completion of the probation period, the Department
manager concerned must decide in consultation with the Supervisor whether the new employee is suitable or not. Where the employee is judged unsuitable, the Department manager will advise the HRD, based on which the HRD will arrange for necessary action. 18.4.2 Employees terminated at the Company's initiative under the notice clause are officially terminated by payment of money in lieu of their notice period as mentioned in their contract. The date of the termination will be communicated to the employee and it will be the end of the business hours of that particular day. The Company will pay the employee who is made redundant, all the rights, benefits and compensation equal to six months' salary.
18.5 Retirement
18.5.1 Employees will be released from service upon reaching 60 years of age. For
operational reasons, extension of service may be considered for a period up to but not exceeding a total of five years, on obtaining the approval of the relevant government authorities and the extension will be on a yearly basis.
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18.8 Death
18.8.1 The HRD will be informed of the death early as possible, and will, if necessary,
inform the relatives, the Head of the Division / Department, and the Legal Department and make arrangements in liaison with the relatives and with the Public Relation Department for such matters as the burial, religious ceremonies, repatriation of the body, etc., as appropriate. In the case of married male employees, the procedures for emergency assistance to widows will be initiated. 18.8.2 The concerned Head of Division / Department will initiate termination arrangements with effect from the date of death.
18.10Transportation on Termination
18.10.1
The company will provide a one way passage for an expatriate employee and his family to his country of residence provided that the employee has completed the full period of service specified in the contract, the employee resigned in accordance with the terms of the agreement, or the company has terminated the employee's services other than summary dismissal.
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Female employees who resign from company employment through reason of marriage, are entitled to full terminal benefits, provided the marriage takes place within six months of leaving the company. Depending on the terms of their contract of employment, employees are normally.required to provide one month notice for resignation. In some circumstances, however, the company may be prepared to waive its right to insist on the full notice period to be provided. The decision of whether to waive off the notice period will be proposed by the Department manager and will be approved by the HRD.
18.11.3
18.11.4 18.11.5
Where termination is at the Company's option (other than summary dismissal under the Disciplinary Code), end of service benefit entitlements are determined by the employee's gross salary and service. A minimum of one year of continuous service is required to qualify for payment of full end of service benefit on termination. The benefit is calculated for Sudanese nationals based on the following: Service period End of service benefit (Gratuity) per year of service None One month gross salary for each completed year of service or pro rata for number of days Two months for each completed year of service or pro rata for number of days Two and half months for each completed year of service or pro rata for number of days Three months for each completed service or pro rata for number of days year of
Above 2 years and up to 3 years Above 3 years and up to 6 years Above 6 years
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18.12Responsibilities
18.12.1.1
18.12.1.2 18.12.1.3 18.12.1.4 HRD Manager: Approve the resignation of the employee discussing with the employee the reasons for resignation. after
President! CEO: Approve the resignation for all employees in the level of Section Head and above. Head of Division! Department: Approve or reject the resignation submitted by an employee. HRD: Conduct exit interview resignation procedure. and ensure compliance with the
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