Docstoc

HR POLICY TEMPLATE

Document Sample
HR POLICY TEMPLATE Powered By Docstoc
					   Human Resources Policies Manual                              Reference: PP/HR/002




          THE HUMAN RESOURCES POLICIES & PROCEDURES MANUAL




Revision No.          PP/HR/002                 Date of Issue       August 2008

 Issued By                                      Approved By

 Signature                                        Signature


                                     Table of Contents




   1
Human Resources Policies Manual                            Reference: PP/HR/002

    1. The Human Resources Policies and Procedures Manual Principles and
       Guidelines
       Pages 5 - 6
       1.1 Applicable Law
       1.2 Guiding Principles and Layout
       1.3 Definitions
       1.4 Administration of the Manual

    2. Employment Rules and Regulations
       Pages 7 - 8
       2.1 Recruitment and Hiring
       2.2 Joining and Repatriation Expenses
       2.3 Resignation
       2.4 Termination of Services
       2.5 Terminal Settlement

    3. Work Schedule
       Page 9
       3.1 Working Hours
       3.2 Time Keeping
       3.3 Overtime

    4. Probation, Induction and Training and Development
       Pages 10 - 13
       4.1 Employee Probation
       4.2 Induction
       4.3 Job Related Training
       4.4 Career Development
       4.5 Emiratisation
       4.6 Career Pathways

    5. Employee Salary and Allowances
       Pages 14 - 19
       5.1 Basic Policy
       5.2 Job Banding
       5.3 Employee Salary and Allowances
       5.4 Basic Salary
       5.5 Salary Reviews
       5.6 Housing Assistance
       5.7 Transportation Allowance
       5.8 Children‟s Education Assistance
       5.9 Living Allowance



    6. Employee Benefits
       Pages 20 - 22
       6.1 Basic Policy


2
Human Resources Policies Manual                              Reference: PP/HR/002

       6.2 Life, Personal Accident and Medical Cover
       6.3 Loans and Salary Advance
       6.4 Business Related Calls
       6.5 Annual Ticket
       6.6 Pension and Retirement Scheme for UAE National Employees
       6.7 End of Service Benefits for Expatriates

    7. Employee Leave
       Pages 23 - 26
       7.1 Annual Vacation
       7.2 Public Holidays
       7.3 Haj Leave
       7.4 Medical Leave
       7.5 Maternity / Paternity Leave
       7.6 Emergency Leave
       7.7 Unpaid Authorised Leave

    8. Employee Business Travel
       Pages 27 - 29
       8.1 General
       8.2 Business Trips
       8.3 Per Diem Allowances & Hotel Standards
       8.4 Other Related Expenses
       8.5 Per Diem Calculation
       8.6 Credit Cards
       8.7 Day Travel within the United Arab Emirates

    9. Performance Management
       Pages 30 - 35
       9.1 Basic Policy
       9.2 Responsibilities
       9.3 Principles of the Performance Management System
       9.4 Individual Objectives
       9.5 Organisational Competencies
       9.6 Performance Appraisal
       9.7 Performance Management Cycle
       9.8 Reward & Recognition

    10. Discipline Policy

       Pages 36 - 40
       10.1 Basic Policy
       10.2 Misconduct
       10.3 Gross Misconduct
       10.4 Disciplinary Process
       10.5 Verbal Warning – Stage 1
       10.6 Written Warning – Stage 2
       10.7 Final Written Warning – Stage 3
       10.8 Dismissal – Stage 4



3
Human Resources Policies Manual                                     Reference: PP/HR/002

        10.9 Authority to Take Disciplinary Action & Records of Disciplinary Action
        10.10 Appeals Against Disciplinary Action

     11. Grievance Policy
        Pages 41 - 42
        11.1 Basic Policy
        11.2 The Grievance Hearing
        11.3 Escalation of the Grievance
        11.4 Additional Support
        11.5 UAE Federal Labour Law

     12. Code of Conduct and Ethics
        Pages 43 - 45
        12.1 Basic Policy
        12.2 Company Gifts
        12.3 Entertainments and Payoffs Offered to Waha Employees
        12.4 Conflicts of Interest
        12.5 Conflicts of Commitment
        12.6 Confidential Information
        12.7 Equal Opportunities
        12.8 Dress Code
        12.9 Smoking
        12.10 Compliance


     Appendices:
        i)    Probation Assessment Form
        ii)   Confirmation of Service Template Letter
        iii) Staff Leave & Travel Request Form
        iv) Leave Return Notification Form
        v)    Duty Request Form
        vi) Training Application Form
        vii) Appraisal Form for Executive Staff
        viii) Appraisal Form for Non-executive Staff
        ix) Competency Dictionary
        x)    Personal Expenses Claim Form
        xi) UAE Federal Labour Law




1.      The Human Resources Policies and Procedures Manual - Principles and
        Guidelines




4
Human Resources Policies Manual                                      Reference: PP/HR/002




1.1 Applicable Law

1.1.1   The Human Resources Policies and Procedures Manual is formulated within the
        laws issued by the Federal Government of the United Arab Emirates (UAE).

1.1.2   Waha Capital (Waha) follows Abu Dhabi Pension Scheme for UAE National
        Employees.

1.1.3   The policies included in this manual are applicable except in cases where the
        Federal Law No. 8 regulating labour regulations or its amendments are more
        favourable to employees.

1.1.4   The Chief Executive Officer (CEO) may from time to time independently or based
        on recommendations from the Management Committee approve in writing
        exceptions to these policies. Such exceptions however shall be of a non-
        recurrent nature, of small economic impact (not exceeding AED.50,000) and
        include reasonable justification.


1.2 Guiding Principles & Layout

1.2.1   This manual serves as a guide on employee related rules and regulations for
        both management and employees.

1.2.2   Waha management is responsible to ensure that the policies and procedures
        stated in this manual are communicated to and followed by all employees.

1.2.3   This manual is divided into different sections each numbered sequentially e.g. 2.
        Employment Rules & Regulations; each section has a number of sub-sections
        e.g. 2.1 Recruitment and Hiring.

1.2.4   The procedures are contained in section 14 of this manual.


1.3 Definitions

1.3.1   Definitions of key terms used throughout the Human Resources Policies and
        Procedures Manual:




               Term                                          Definition
Waha                                         Waha Capital (Holding Company)
CEO                                          Chief Executive Officer Waha Capital
Senior Management Team                       Waha employees holding a „Chief‟ position
                                             in any of the wholly-owned subsidiaries.


5
Human Resources Policies Manual                                     Reference: PP/HR/002

Management Committee                          Committee of 4 members, consisting of the
                                              CEO and 3 members of the Senior
                                              Management Team nominated by the CEO
                                              and approved by the Board of Directors..
Executives                                    Job holders in Band A, B & C
Non-executives                                Job Holders in Band D and below
Eligible Dependents                           Spouse and / or children of the employee
                                              under the age of eighteen (18) that fall
                                              under legal guardianship of employee
Point of Origin                               City or town in the country of citizenship
                                              based on the employee‟s passport
Full Board                                    3 meals per day and laundry service
                                              provided


1.4 Administration of the Manual

1.4.1   This manual is the property of Waha. The Human Resources Manager shall be
        responsible for the distribution of this manual and to maintain a record of all
        copies issued.

1.4.2   The manual should be reviewed and updated as the need arises. The Human
        Resources Manager shall be responsible for recommending modifications,
        obtaining approval of the and updating the manual, including distributed copies.



2.      Employment Rules & Regulations


2.1 Recruitment and Hiring

2.1.1   Employment priority will be given to UAE Nationals. However, if it is not possible
        to source an appropriate UAE National candidate, internal promotions will be
        considered as well as external recruitment of an expatriate.

2.1.2   Recruitment planning should be based on both the long term and annual
        manpower strategy and plan developed by the Human Resources Manager in
        consultation with the Management Committee.

2.1.3   If unplanned job vacancies or immediate recruitment needs occur during the
        course of the year, the concerned manager should initiate an employment
        requisition, detailing the reason for the new position.

2.1.4   The employment requisition is forwarded to the Human Resources Manager who
        shall submit it to the Management Committee for final approval.

2.1.5   Candidates should complete a thorough, fair, valid and reliable selection process
        in order to assess their qualifications, experience and competencies.



6
Human Resources Policies Manual                                     Reference: PP/HR/002

2.1.6   As a minimum, all short listed candidates will be interviewed by the prospective
        manager, the Human Resources Manager and at least one member of the
        Management Committee.

2.1.7   For senior positions, it is recommended that short listed candidates are
        additionally interviewed by all members of the Management Committee.

2.1.8   Candidates for Band A and B positions must also be interviewed and approved
        by at least one member of the Board of Directors.

2.1.9   Additional selection tools may be applied such as psychometric test, in-basket
        exercises, English language tests etc.

2.1.10 For short-listed candidates whom Waha elects to invite for site visits / interviews,
       Waha will incur the costs associated with the visit such as airline tickets, hotels
       (Full Board) and other incidental expenses.

2.1.11 An employee who has previously left Waha may be re-engaged at the discretion
       of the Management Committee providing he / she has a satisfactory employment
       record.

2.1.12 Waha does not, as a matter of policy, encourage employment of immediate
       relatives.


2.2 Joining and Repatriation Expenses

2.2.1   Employees in job bands A, B, C & D who reside outside of the UAE at the time of
        joining Waha will be entitled to a relocation allowance as follows:



                 Job Band                                 Entitlement in US$

                     A                                           15,000
                     B                                           12,500
                     C                                            7,500
                     D                                            4,000


2.2.2   Employees eligible for the relocation allowance will also be provided one-way
        tickets for self and Eligible Dependents from their country / city of residence at
        the time of joining. These tickets can not be encashed.

2.2.3   Expenses associated with the employee‟s and their eligible dependents
        employment / residence visas will be borne by Waha.

2.2.4   Upon end of service, all expatriate employees and Eligible Dependents under the
        sponsorship of Waha will be entitled to repatriation tickets back to their Point of
        Origin.



7
Human Resources Policies Manual                                         Reference: PP/HR/002


2.2.5   The Point of Origin must be specified on the employment contract and is based
        on the city or town in the country of citizenship based on the employee‟s
        passport.

2.2.6   The class of joining / repatriation tickets will be as per the following table:


                 Job Band                                        Ticket Class

                      A                                           First Class
                 B, C, D & E                                    Business Class
                 F & below                                      Economy Class

2.3 Resignation

2.3.1   When an employee submits a letter of resignation he/she elects to wilfully
terminate their service.
2.3.2 The employee shall submit a resignation to his/her direct manager.
2.3.3 The Human Resources Manager shall conduct an Exit Interview with the
       resigning employee to determine the reason(s) behind his/her resignation.


2.4 Termination

2.4.1 It is the intent and policy of Waha to retain and help develop its employees for
more challenging and responsible positions, however, termination of service may occur
for a variety of reasons such as;

               Separation: termination caused due to physical incapacity (where an
                employee‟s physical condition prevents him / her from carrying out his /
                her work) death or business conditions necessitating a reduction in the
                work force;

               Dismissal: certain issues are regarded by Waha as so serious as to
                warrant summary dismissal (i.e. with or without notice and with or without
                payment of any applicable terminal benefits. These have been explained
                in detail in the section on Code of Conduct & Ethics.

2.4.2   Terminations of Seconded Employees are dealt with in accordance with the
        policies and procedures of their respective parent companies to which all cases
        should be referred.


2.5 Terminal Settlement

2.5.1   Upon termination, the employee, or his / her beneficiaries in the case of death, is
        entitled to a terminal settlement as follows:




8
Human Resources Policies Manual                                       Reference: PP/HR/002

              The basic salary and allowances up to the last day of service. If the
               employee is delayed by the company for termination procedures beyond
               termination date, the company shall provide the employee with the
               regular pay for the additional time involved;

              Payment for earned vacation days that were not utilized when applicable;

              End of Service Benefits (as mentioned in section 6);

              Any other benefits the employee may be entitled to;

              Ex-Gratia payment to the family of a deceased employee. The Ex-Gratia
               payment is a two (2) months salary payment to be made to the
               dependents or next-of-kin of a deceased employee to assist them with
               immediate expenses.




3.      Work Schedule


3.1 Working Hours

3.1.1   Work schedule in Waha is Sunday to Thursday 8.30am – 5.30pm, with a 1 hour
        break for lunch each day.

3.1.2   During the Holy Month of Ramadan, working hours will be reduced to 9.30am –
        3.30pm.

3.1.3   Waha working timings may be adjusted from time to time by the Management
        Committee to meet business requirements.


3.2 Time Keeping

3.2.1   Employees are required to adhere to the official work schedule and are required
        to notify their direct supervisors in the event of absence from work for any
        reason.

3.2.2   Employees are required to use their access cards to enter and exit the office so
        that their attendance is recorded.

3.2.3   Direct supervisors are responsible to ensure the punctuality of their direct reports
        and to track their attendance; frequent repeated unauthorised absence and / or
        lateness may hold the employee subject to disciplinary action.


3.3 Overtime



9
Human Resources Policies Manual                                     Reference: PP/HR/002

3.3.1   Employees in Band G and below, who work in excess of 48 hours per week will
        be eligible to overtime payment as approved by their direct manager,
        administered according to UAE Federal Labour Law.



4.      Probation, Induction and Training & Development


4.1 Employee Probation

4.1.1   Newly hired employees shall be placed on probation for three (3) months at the
        end of which their employment will be confirmed in writing by the CEO upon
        satisfactory performance. The probationary period may be extended up to
        another three (3) months if necessary.

4.1.2   The probationary period will commence from the date the employee reports for
        duty. During this time, the employee or the organization may terminate their
        relationship in accordance with the provisions of the UAE Labour Law, i.e.
        without notice or indemnity.

4.1.3   Each manager is responsible to manage the performance of employees under
        probation, under his/her direct supervision, and screen out marginal performers.
        The concerned manager shall conduct assessment of the employee on a
        monthly basis as well as at the end of the probationary period.

4.1.4   The confirmation / termination of employees in positions in Band C and below
        shall be reviewed by the Management Committee and signed by the CEO.
        However, the confirmation / termination of employees in Band A and B positions
        must also be approved and countersigned by a member of the Board of
        Directors.

4.1.5   As a matter of policy, employees within their probationary period shall not be
        entitled to paid or unpaid annual leave or study leave; employee requests
        regarding any type of leave during the probationary period should be referred to
        the Human Resources Manager in the first instance, who will present the matter
        to the Management Committee for due consideration.


4.2 Induction

4.2.1   It is the responsibility of the employee‟s manager to ensure the work place is
        prepared for the employee on his / her first day of work with Waha. In this respect
        the manager shall coordinate ahead of time with support areas such as Human
        Resources, Administration and Information Technology (IT) to ensure this is
        accomplished.

4.2.2   The Human Resources Manager will ensure all new joining formalities are
        completed efficiently within the employee‟s first week of employments such as




10
Human Resources Policies Manual                                      Reference: PP/HR/002

        notification to payroll, registration of insurances, and orientation to the employee
        handbook, etc.

4.2.3   Waha recognises the importance of ensuring new employees become as
        orientated and familiar to their job function and work area as quickly as possible
        upon joining. It is the responsibility of the employee‟s manager to ensure new
        employees are familiarised and orientated to the specific policies, procedures
        and work practices, both functionally and cross-functionally as necessary.


4.3 Job Related Training

4.3.1   Waha places high importance on the skills and competencies of its employees
        and aims to ensure its employees are as knowledgeable and abreast of new
        technologies / methodologies in their respective areas as possible.

4.3.2   As part of the Waha Performance Management Process, training and
        development needs for all employees are evaluated on a semi-annual basis
        throughout the work year. The manager and employee should discuss the
        employee‟s job-related training and development needs at that time, and the
        manager shall propose and document them (see Appendices - Appraisal Form)
        and forward to the Human Resources Manager for review and approval by the
        Management Committee and incorporation in the annual training plan & budget.

4.3.3   For any other training programmes, the employee should gather relevant
        information including course descriptor, costs, dates, etc and forward this
        information to their direct line manager (or to the HR Coordinator). The manager
        and/or HR Coordinator is then responsible for calculating total costs (including
        travel & per diem), making observations or supporting recommendations if
        appropriate and submitting the request to the Management Committee. Line
        Managers / HR representatives should not at any point express an opinion to the
        employee regards suitability of the training, nor probability of the training being
        approved.

4.3.4   All training requests will be reviewed and if appropriate, approved by the
        Management Committee, who meets on a weekly basis. On receipt of
        Management Committee approval, the employee should complete a Training
        Request Form in order to facilitate documented approvals, course registration,
        payment, associated travel arrangements, etc.


4.4 Career Development

4.4.1   Waha is supportive of professional career development of all employees and as
        such provides support in respect to the allocation of study leave.

4.4.2   Employees may avail of up to 7 days paid study leave per annum providing the
        following criteria are met:
              The employee has successfully completed his/her probationary period;
              The study leave is used to attend seminars, lectures or exams that are
                directly related to the course / qualification they are undertaking;


11
Human Resources Policies Manual                                     Reference: PP/HR/002

              The course / study undertaken by the employee is provided by a
               recognised, high calibre Education Institute as determined by the
               Management Committee;
              The employee‟s direct manager proposes the period of leave to the
               Management Committee for approval;
              Employees submit a leave request form with accompanying supportive
               documentation detailing the purpose of the study leave to the Human
               Resources Manager.


4.5 Emiratisation

4.5.1   Waha is fully committed to the Emiratisation process and the career development
        of its UAE National employees.

4.5.2   It is the joint responsibility of employee‟s direct manager and the Human
        Resources Manager to develop an Individual Development Plan (IDP) covering
        both short and long term employee development for UAE Nationals.

4.5.3   Human Resources will maintain all IDP records as well as facilitate any
        development activities.

4.5.4   UAE National employees may apply for Continuing Education support from
        Waha; this includes payment by Waha of course and tutorial fees as well as any
        compulsory course materials.

4.5.5   To apply for Continuing Education support, the following criteria must be met:
            The course / qualification is a post graduate certificate / diploma or
               degree that is relevant to the employee‟s career plan as identified in the
               employee‟s IDP;
            The number of hours required to complete the course / study period does
               not have a negative impact on the employee‟s work commitment to Waha
               in respect to maintaining work standards and quality outputs.


4.6 Career Pathways

4.6.1   As the Waha organisation continues to grow and evolve, a number of career
        pathways will become apparent within professional and technical specialist
        areas. At this stage, it is possible to define a career pathway with clear metrics
        and internationally recognised achievement hurdles, for those employed within
        the field of financial analysis.

4.6.2   The Analyst pool will comprise three „levels‟ which are differentiated by skills,
        years of experience and educational qualifications as the Management
        Committee determines upon hire. However, the CFA shall be a determining
        factor in moving up these levels, namely:

              Analyst, who will be required to study CFA Level I & pass the
               examination before moving to Senior Analyst



12
Human Resources Policies Manual                                        Reference: PP/HR/002

              Senior Analyst, who should already possess CFA Level I & will be
               required to study CFA Level II & pass the examination before moving to
               Associate
              Associate, who will already possess CFA Level II & will be required to
               further his/her education by completing either CFA Level III or a part-
               time/executive MBA programme, from a reputable Educational
               Establishment , as approved by the Management Committee.

4.6.3   It is imperative that CFA and/or MBA studies are completed outside normal
        working hours; employee‟s following the Analyst Career Pathway will be
        expected to give their full attention to day to day workload.

4.6.4   Analysts will be entitled to sit each CFA examination twice under the Company‟s
        sponsorship. Should they fail to achieve a pass mark upon the second sitting,
        the Analyst will have a formal performance review meeting with their line
        manager to make recommendations to the Management Committee on the
        Analysts future suitability for the role. As a matter of policy, Analysts recruited by
        Waha will initially operate as part of a „pooled‟ analyst resource in order to ensure
        that they gain project based exposure to each of the different business verticals
        which currently comprise the Waha organisation (Leasing, Land, Maritime and
        Financial Services).



5.      Employee Salary and Allowances



5.1 Basic Policy

5.1.1   The purpose of this policy is to outline the company‟s intentions in terms of
        employee compensation, which is defined as the salary and benefits which an
        employee receives for the work he /she does.

5.1.2   It is the policy of Waha to ensure compensation levels are internally equitable,
        externally competitive and follow a logical structure.

5.2 Job Banding

5.2.1   All jobs are assigned to a job band as per the structure shown in the table below,
        where each Job Band refers to certain Allowances as set out in the next section:




      Executive &                       Job Band                  Senior Management
     Non-executive
                                             A                           Senior
        Executive                            B                         Management
                                             C


13
Human Resources Policies Manual                                      Reference: PP/HR/002

                                            D
                                            E
     Non-executive                          F
                                            G
                                            H


5.3 Employee Salary and Allowances

5.3.1   The monthly salary comprises two components:

              Basic Salary
              Other Allowances

        Detailed descriptions of these components follow hereafter


5.4 Basic Salary

5.4.1   All Waha employees with signed Employment Contracts/Job Offers are entitled
        to receive their salaries, after deductions and credits, paid monthly in arrears.
        This salary shall be payable in the form of a direct transfer into a bank account in
        the United Arab Emirates, of the employee‟s choice.

5.4.2   All Waha employees will be paid in UAE Dirhams.

5.4.3   A calendar year is deemed to consist of 365 days and a month of 30 days,
        unless otherwise specified in the employment contract.


5.5 Salary Reviews

5.5.1   Waha will ensure it remains abreast of market labour rates, locally and
        internationally by obtaining reputable Compensation & Benefits Surveys on a
        regular basis. Employees‟ salary rates will be benchmarked against this data
        and adjustments made as necessary.


5.6 Housing Assistance

5.6.1   Waha provides all employees with „housing assistance‟ which is intended to
        contribute to the cost of accommodation for the employee and their dependents.

5.6.2   Employee eligibility for housing assistance will be as per the Waha HR Policy
        according to employee job band.

5.6.3   Waha provides housing assistance to eligible employees in the form of twelve
        (12) equal monthly payments in arrears, together with the salary.




14
Human Resources Policies Manual                                   Reference: PP/HR/002

5.6.4   Employees may elect to rent or purchase property in Abu Dhabi; the
        tenancy/purchase agreement shall be between the landlord and the employee
        directly.

5.6.5   Employees may request to receive an advance payment equal to 12 months of
        the housing assistance in order to settle their rent obligations.

5.6.6   Employees may elect to request an additional amount, over and above that of
        their annual housing assistance value in order to settle their rent cheque.

5.6.7   The overall amount requested (12 months housing assistance + additional
        amount required) must not exceed 40% of the employees „total cash‟; total cash
        can be defined as basic salary plus all other cash allowances.

5.6.8   At the time of administering the advance payment/rent cheque the employee will
        be required to submit an undertaking to repay the total amount over a period of
        12 months, through monthly debit from their salary.

5.6.9   Should the employee resign they are required to repay any outstanding
        instalments relating to the additional allowance referred to in 5.6 (Housing
        Assistance).

5.6.10 If an employee‟s entitlement changes due to promotion or changes in policy, the
       eligibility of the new housing assistance will start of the 1st day of the month
       following the event.

5.6.11 If the employee is terminated by Waha (for reasons other than gross
       misconduct), the company will take full responsibility for outstanding monthly
       instalments relating to repayment of the rent cheque providing the employee no
       longer resides in the property.

5.6.12 The following table provides a guideline on annual entitlements for housing
       allowance:


                Job Band                           Annual Entitlement in AED.

                  A&B                                         300,000
                   C                                          200,000
                   D                                          120,000
                   E                                          100,000
                   F                                          48,000
                   G                                          24,000
                   H                                           9,000


5.7 Transportation Allowance




15
Human Resources Policies Manual                                      Reference: PP/HR/002

5.7.1   Employee eligibility for transportation allowance will be as per their contract
        entitlement; the following table provides a guideline on monthly entitlements for
        transportation allowance:


                 Job Band                            Monthly Entitlement in AED.

                   A&B                                            5,000
                     C                                            3,000
                     D                                            2,000
                   E to H                                     Not applicable

5.7.2   Waha provides the transportation allowance to eligible employees in the form of
        a monthly payment in arrears together with the basic salary.

5.7.3   Waha as a matter of policy does not provide company cars to employees. The
        transportation allowance is provided in lieu of company cars. Employees may
        elect to purchase a vehicle, in such cases the employee will be directly
        responsible for registering the vehicle in their name, arranging a personal car
        loan if required as well as vehicle maintenance and fuel.


5.8 Children’s Education Assistance

5.8.1   Employee eligibility for children‟s education assistance will be as per their
        employment contract/Job Offer terms and conditions. The following table
        provides a guideline of eligibility.



                 Job Band                             Annual Entitlement in AED.

                 A to E                                 80% of actual school fees
                 F to H                                     Not Applicable
              UAE Nationals                            100% of actual school fees


5.8.2   For the purposes of children‟s education assistance eligible children must be
        from the age of 3 up to the age of 18 years and will be limited to a maximum of 3
        children.

5.8.3   Expatriate employees may elect to school their children outside the United Arab
        Emirates; in such cases reimbursement will be administered as per annual
        entitlement in AED, and will be „capped‟ to reflect the cost of international school
        fees in the UAE.

5.8.4   Costs include term fees inclusive of nursery schools, but exclude optional extra
        tuition fees, uniforms, transport/school bus fees, expenses and discretionary or
        extra-curricular activities.




16
Human Resources Policies Manual                                         Reference: PP/HR/002

5.8.5   For new employees, the amount reimbursed for children‟s education assistance
        will be pro-rated to reflect the portion of the academic year which corresponds
        with the employee‟s date of joining, (academic years may vary slightly according
        to specific schools).

5.8.6   Payment of children‟s education assistance will be on reimbursement basis only.
        These will be paid directly to the employee against production of relevant
        receipts, along with the next salary payment.


5.9 Living Allowance

5.9.1   Waha provides eligible employees with a living allowance in lieu of payment for
        utilities (water & electricity), residence telephone / internet, domestic help fees /
        sponsorship and club membership etc.

5.9.2   The living allowance is payable in 12 equal instalments on monthly basis in
        arrears with the basic salary.

5.9.3   The following table provides a guideline of eligibility for the living allowance:



                 Job Band                              Monthly Entitlement in AED.

                   A to C                                          4,000
                      D                                            2,000
                   E to H                                      Not Applicable




6.      Employee Benefits



6.1 Basic Policy

6.1.1   The purpose of this policy is to outline the company‟s intentions in terms of
        employee welfare and benefits entitlements and administration.

6.1.2    It is the policy of Waha to ensure entitlement and administration of employee
        benefits are internally equitable, externally competitive and follow a logical
        structure.


6.2 Life, Personal Accident and Medical Cover

6.2.1   All employees are eligible for life and personal accident insurance stated in their
        employment contract/Job Offer.


17
Human Resources Policies Manual                                       Reference: PP/HR/002


6.2.2   Waha provides comprehensive medical cover for all employees and their Eligible
        Dependents by enrolling them onto the company insurance policy scheme.

6.2.3   The scope of medical cover may vary depending on the insurance provider
        selected by Waha as well as the entitlement stated in the employment
        contract/Job Offer. In general, the following exclusions will not be provided for:

              Cosmetic Treatments
              Fertility Treatments
              Cosmetic dentistry
              Non-prescription / Over the counter medicines
              Dangerous sports
              Selected pre-existing conditions


6.3 Loans and Salary Advance

6.3.1   Waha as a matter of policy does not provide personal loans or salary advances
        to employees.

6.3.2   Should a Non-executive employee require a salary advance for the purpose of
        going on vacation, they should in the first instance inform the Human Resources
        Manager of their request. Approval for the advance will be taken from the
        Management Committee.

6.3.3   At the employee‟s request, the company will provide the employee with an
        addressed salary certificate stating their basic salary and allowances; this is for
        administration purposes and does not serve as a financial undertaking /
        guarantee on the part of the company.


6.4 Business Related Calls

6.4.1   Band A & B employees will be provided with a fully expensed company mobile
        telephone / blackberry & SIM card which is voice enabled for local & international
        call as well as data enabled.

6.4.2   Band C & D employees will have the ability to make business international calls
        from both their desk and mobile phones; however, they will be given a copy of
        relevant service provider invoices at the end of each month and will be required
        to review and sign the invoice after identifying non-business international calls
        which will then be deducted from their monthly salary.

6.4.3   Employees in Bands E to H will have their devices enabled for data and local
        calls only and will not be able to make international calls from their mobile or
        fixed-line devices. Should any employee in Job Band E to H be required to make
        international calls as a routine element of their job role, their line manager should
        send an email to the Human Resources Manager specifying the need for
        international dialling access.



18
Human Resources Policies Manual                                     Reference: PP/HR/002

6.4.4   Employees are encouraged to use company telephones for business calls only
        and make personal calls from their private phones.


6.5 Annual Ticket

6.5.1   All employees are entitled to annual ticket; class of travel & eligibility of
        dependents as specified in their employment contract/Job Offer.

6.5.2   Annual ticket will be administered as a cash allowance, calculated upon the
        current year published IATA rate, to the employee‟s country of origin.

6.5.3   Country of origin is defined as the country of the employee‟s passport/citizenship;
        in the case of dual nationality, country of origin will be agreed at the job offer
        stage, and specified in the employment contract/Job offer.

6.5.4   Typically, the cash allowance will be administered along with the January payroll
        for each calendar year.

6.5.5   For those employees who join during the year, entitlement will be calculated on a
        pro-rata basis according to the percentage of the year worked; the cash
        allowance will be administered upon successful completion of the probationary
        period, along with the next payroll.

6.5.6   Employees who resign or are terminated during the course of the year will be
        required to „pay back‟ ticket allowance on a pro-rata basis, according to the
        number of months worked in the year of resignation/termination.


6.6 Pension and Retirement Scheme for UAE National Employees

6.6.1   In accordance with statutory requirements, all UAE National employees are
        automatically enrolled in the statutory pension scheme of Abu Dhabi which is
        administered through the Abu Dhabi Retirement Pensions and Benefits Fund.

6.6.2   Waha contributes 15% of the employee‟s salary and the employee contributes a
        further 5%.

6.6.3   The end-of-service benefits of UAE National employees, who have completed
        one year of service and who wish to encash their terminal benefits through the
        Abu Dhabi Retirement Pensions and Benefits Fund shall be calculated based on
        the last salary earned at the following rates:
             1.5 month‟s salary for each of the first five (5) years of service
             2 months salary for each of the next five (5) years
             3months salary for the period thereafter

6.6.4   The end-of-service benefits of retired UAE National employees, who have
        completed one year of service, shall be calculated in accordance with the
        provisions of the Abu Dhabi Retirement Pensions and Benefits Fund.




19
Human Resources Policies Manual                                     Reference: PP/HR/002

6.6.5   The benefit entitlement is based on the last basic salary and is calculated at the
        following rates:
              45 days salary for each of the first five (5) years of service
              60 days salary for each of the next five (5) years
              months salary for the period thereafter


6.7 End of Service Benefits for Expatriates

6.7.1   Waha provides an end of service benefit to Expatriates which is an enhanced
        version of the UAE Labour Law, as follows:
             One (1) month‟s salary for each of the first five years
             One and a half (1.5) month‟s salary for each of the next five years
             Two (2) month‟s salary for the period thereafter

6.7.2   Employees will be entitled to end of service benefits, calculated on basic salary,
        in respect of fractions of a year in proportion to the time actually worked,
        provided he / she has completed one year of continuous service.

6.7.3   In accordance with the UAE Federal Labour Law, employees with an unlimited
        duration employment contract, who resign after continuous service of not less
        than one year and not more than three years, shall be entitled to one-third of the
        severance pay referred to in 6.7.1 and 6.7.2.



7.      Employee Leave



7.1 Annual Vacation

7.1.1   Employees are entitled to a minimum of twenty-five (25) working days paid
        holiday each calendar year on a pro-rata basis.

7.1.2   Upon completion of their probation period employees may avail of their current
        calendar leave balances in advance similar to other continuing employees.

7.1.3   As a matter of policy, employees within their probationary period shall not be
        entitled to paid or unpaid annual leave.

7.1.4   Taking into consideration the work requirements and the employees‟ wishes and
        preferences, employees may split their leave during the course of the year.
        Executives will not be permitted to proceed on annual leave exceeding a duration
        of fifteen (15) working days at any one time, unless under unavoidable
        circumstances and after the approval of the Management Committee.

7.1.5   To ensure a smooth leave planning process employees are required to submit
        their tentative leave plans at the beginning of each year to the Human Resources
        Manager.



20
Human Resources Policies Manual                                       Reference: PP/HR/002


7.1.6   Employees must complete an annual leave request form, ensuring their request
        is within his / her outstanding leave balance for the current year. The leave
        request form must be signed by the employee‟s line manager and submitted to
        Human Resources for verification of leave entitlement and balance; then
        forwarded to the CEO for final approval.

7.1.7   Employees will be entitled to their leave pay in advance only if the applied and
        accrued leave entitlement is fifteen (15) days or more.

7.1.8   An employee who fails to report back to work upon the end of his / her approved
        leave shall be considered absent. If the delayed leave is due to circumstances
        beyond the employee‟s control, he/she must inform his/her line manager in
        writing prior to the delay and obtain authorisation. Unauthorised extended leave
        will be deducted from the employee‟s annual leave balance or will be considered
        unpaid if the leave balance is insufficient, additionally the employee will be liable
        to disciplinary action.

7.1.9   Due to unavoidable business circumstances, Waha Management Committee
        may recall an employee from leave or cancel the approved leave. In the case of
        recalled leave, the leave will be re-credited to the employees leave balance. Any
        reasonable non-refundable costs associated with the leave arrangements will be
        reimbursed to the employee against production of supporting receipts.

7.1.10 Employees may carry over a maximum of 5 days unused leave from one leave
       year to the next.

7.1.11 In addition to the above, employees may also encash up to 5 days unused leave
       from one leave year to the next.


7.2 Public Holidays

7.2.1   Employees will be entitled to official leave with full pay if the following occasions
        occur on a normal working day:

              New Year‟s Day (Hegira) – 1 day
              New Year‟s Day (Gregorian) – 1 day
              Prophet‟s Birthday – 1 day
              Ascension of the Prophet – 1 day
              UAE National Day – 1 day
              Eid Al Fitr – 2 days
              Eid Al Adha – 3 days


7.3 Haj Leave

7.3.1   Muslim employees who have completed at least two years of continuous
        employment with Waha are eligible for paid Haj leave for a period of twenty one
        (21) days once during their employment. All travel arrangement and expenses
        will be borne by the employee.


21
Human Resources Policies Manual                                      Reference: PP/HR/002


7.3.2   Those employees wishing to take Umrah leave will be required to utilize their
        annual leave balance.


7.4 Medical Leave

7.4.1   In the event of illness and inability to continue work, an employee may be
        granted medical leave as follows:


             Days of Absence                                    Pay Rate

           1st 15 Calendar Days                                  Full pay
               Next 30 Days                                      Half pay
          Any Subsequent Period                                  No pay

7.4.2   In all instances of absence relating to illness, the employee is required to inform
        his/her immediate manager before 9am on the first day of absence.

7.4.3   Short leave, of more than 2 days with pay must be supported by a Doctor‟s or
        hospital certificate.

7.4.4   For medical leave in excess of 5 days, the above certificate must be
        accompanied by a medical report.

7.4.5   Upon return, the employee should complete the „Application for Travel & Leave
        Form‟ (stored in P-Drive, HR 04 folder, HR Forms) and submit the hospital
        certificate and/or medical report (when applicable) to the HR Coordinator.

7.4.6   As a matter of policy the Human Resources Manager will monitor attendance,
        including absence due to sick leave. Should an employee‟s absence develop a
        habitual pattern, the Human Resources Manager will highlight the concern to the
        appropriate manager and the Management Committee for discussion and/or
        further investigation.

7.4.7   In the case of an illness during annual leave, the employee is not entitled to claim
        back leave days.


7.5 Maternity / Paternity Leave

7.5.1   Female employees who have completed twelve (12) months continuous
        employment with Waha are entitled to maternity leave with full pay for a period
        of 45 calendar days, including the period preceding and the period following her
        delivery.

7.5.2   If the employee has not completed 12 months of continuous employment with
        Waha she will be entitled to 45 days maternity leave at half pay.




22
Human Resources Policies Manual                                    Reference: PP/HR/002

7.5.3   Public holidays occurring during maternity leave are considered part of maternity
        leave.

7.5.4   Maternity leave does not prejudice the right of a female employee to annual
        leave.

7.5.5   A female employee nursing her child is entitled to time off not exceeding one
        hour per day during the eighteen (18) months following her delivery.

7.5.6   Male employees are entitled to 5 days paternity leave at the time of the birth of
        their child.


7.6 Emergency Leave

7.6.1   In the event of the death of an immediate family member employees are entitled
        to three (3) days bereavement leave. For the purposes of bereavement leave an
        immediate family member is defined as parents, brother or sister, spouse, child,
        parents-in-law.

7.6.2   Emergency Leave is not granted to employees during periods of annual leave or
        any other scheduled leave.


7.7 Unpaid Authorized Leave

7.7.1   Due to exceptional circumstances, the Management Committee may approve
        leave without pay for a maximum of one (1) month. Unpaid leave periods are not
        taken into consideration when calculating the End of Service benefits or annual
        leave accruals.

7.7.2   An employee‟s request for unpaid authorized leave will only be considered if
        he/she has utilized all of their accrued annual leave.



8.      Employee Business Travel



8.1 General

8.1.1   As part of meeting Waha business objectives, employees will be required to
        proceed on business trips and / or training trips depending on the work
        requirements and individual training and development needs.


8.2 Business Trips




23
Human Resources Policies Manual                                      Reference: PP/HR/002

8.2.1   Business trips are defined as trips carried out by employees to conduct business
        outside Abu Dhabi or their normal place of work.

8.2.2   Training trips are defined as trips carried out by employees in order to improve
        their job performance / competencies. This may include courses, conferences,
        seminars, workshops, forums or any other event for which registration and /or
        attendance fees are paid.

8.2.3   Prior to travel, the employee is required to obtain the required approval in writing
        from his/her line manager and the relevant CEO using the „Duty Request Form‟,
        which should then be forwarded to the Travel Coordinator for necessary travel
        and accommodation arrangements.

8.2.4   The company will endeavour to provide the employee with the most efficient
        method of transport to and from the destination of business travel.

8.2.5   The class of travel authorised for Business Travel is detailed as follows:

         Job Band               From the UAE to Location               Class of Travel
            A               Asia / Americas / Africa /                      First
                            Australia (or more than 8 hrs
                            flying time)
                              All other locations where flying         Business Class
                                    time is 8 hrs or less
           B to E            All locations where flying time is        Business Class
                                     more than 3 hours
                             All locations where flying time is        Economy Class
                                       3 hours or less
         F & below                            All                      Economy Class

8.2.6   For employees other than those in Band A, for business air travel where the flight
        time is 3 hours or less, the class of travel should be Economy Class unless the
        employee is accompanied by a client or business associate, in which case
        Business Class shall apply.

8.3 Per Diem Allowances & Hotel Standards

8.3.1   Employees on Business Travel will be entitled to a per diem allowance to cover
        reasonable out-of-pocket expenses associated with travel such as hotels,
        refreshments / meals and local transportation, personal calls and other
        incidentals.

8.3.2   Where possible, Waha prefer to administer per diem payments along with the
        payroll which immediately follows the business travel. A copy of the approved
        Duty Request Form should be forwarded to the HR Department for purposes of
        payment administration.

8.3.3   However, if an employee prefers to avail of the per diem prior to business travel
        he/she must submit a copy of their approved Duty Request Form to the Finance
        Department for payment administration.



24
Human Resources Policies Manual                                       Reference: PP/HR/002




8.4 Other Related Expenses

8.4.1   Other trip related expenses such as business calls, business entertainment
        (exclusive of alcohol), booking of conference rooms and inter-city transportation
        costs (air / rail / bus) are not included in the above per diem allowance and
        should be claimed for against receipts, using the Expenses Claim form (stored in
        P-drive, HR 04 folder, HR Forms); payment will be administered along with the
        following payroll.

8.4.2   Employers are not permitted to use classes of travel lower than their eligibility for
        any personal benefits.


8.5 Per Diem Calculation

     8.5.1   Per Diem allowances are calculated on the basis of actual number of travel
             days, which includes day of departure and day of arrival except for trips within
             the UAE where it is calculated on the basis of number of nights or for trips
             within the Gulf where it is calculated as one day travel.

     8.5.2   As a matter of policy, when the travelling employee returns to home base on
             an „overnight‟ flight, per diem does not apply; the guiding principle of the per
             diem allowance is to cover costs associated with hotel accommodation, food,
             etc, which does not apply in this instance.

     8.5.3   Employees will be paid a daily allowance as given below to cover cost of local
             transport, hotel accommodation, meals, laundry, visa, airport taxes and other
             incidental expenses.

     8.5.4   When accommodation is provided by a third party, the employee is entitled to
             50% of the normal per diem allowance. Employees attending training
             courses/seminars where the fee includes Full Board and accommodation are
             entitled to 25% of the per diem allowance.

     8.5.5   If the trip extends for more than 30 days in one location, then the total per
             diem allowance for the full trip will be reduced by 50%.

     8.5.6   On all overseas business trips the employee is expected to start and
             complete the trip in the shortest, reasonable period. Travel programmes will
             be approved by the employee‟s line manager before the flights are booked.

     8.5.7   Employees who need to go on business travel within the UAE, which may
             involve a distance of at least 10km from their regular place of work, will be
             entitled to receive a per diem allowance to cover the cost of their transport,
             hotel accommodation, meals, laundry and other incidental expenses,
             providing an overnight stay is involved.

     8.5.8   Per Diem Entitlement:



25
Human Resources Policies Manual                                      Reference: PP/HR/002

                 Job Band                            Per Diem Rate (AED.)
                                                Overseas                UAE
     Chairman, Board, Bands A & B                        3,500                       3,500
                  C                                      3,000                       3,000
                  D                                      2,500                       2,500
                  E                                      2,000                       2,000
                F-H                                      1,500                       1,500


     8.5.9   Employees will receive AED.200 per day for local travel involving a distance
             of at least 100km from their regular place of work, not involving an overnight
             stay.

     8.5.10 No per diem allowances are payable for business trips within Abu Dhabi.


8.6 Credit Cards

8.6.1   The employee will be reimbursed for authorised business related expenses
        charged to his/her personal credit card upon provision of all relevant receipts and
        completion of the Expenses Claim Form.

8.6.2   These should be claimed against receipts, using the Expenses Claim Form
        (stored in P-driver, HR 04 folder, HR Forms); payment will be administered along
        with the following payroll.


8. 7 Day Travel within the United Arab Emirates

8.7.1   The employee shall be reimbursed expenses related to food, transportation or
        petrol and other incidental expenses related to his/her trip.

8.7.2    Hotel accommodation during day travel is not subject to reimbursement.
                     .


9.      Performance Management



9.1 Basic Policy

9.1.1   It is the policy of the company to manage staff performance on an annual basis;
        the purpose of Performance Management is to ensure that:

                A process is in place which identifies and manages people as enablers of
                 company performance against business plan goals and objectives;
                Project Leaders and/or Executives plan their annual performance
                 requirements in line with the company‟s business plan and strategic
                 intent; and


26
Human Resources Policies Manual                                      Reference: PP/HR/002

              Individual performance is aligned and planned according to the
               company‟s business plan and strategic intent.

9.1.2   Performance Management encompasses the following components:

              Setting and communication of performance standards;
              Monitoring and evaluating performance contribution and competence
               towards set standards;
              Rewarding and recognizing individual performance; and
              Improving individual performance through training and development
               which is aligned to business requirements.


9.2 Responsibilities

9.2.1   It is the responsibility of the Management Committee to ensure the Performance
        Management System is administered according to the defined standards and to
        ensure all staff remain aware of the Performance Management Policies &
        Procedures.

9.2.2   The Human Resources Manager will provide all staff with an email message to
        prompt formal/informal performance reviews on a quarterly basis.

9.2.3   It is the responsibility of Directors/Managers to communicate to their staff the
        standard of performance required of them as individuals and how this links with
        the company‟s business plan and strategic intent.

9.2.4   It is the responsibility of the Directors/Managers to ensure performance of
        individuals is monitored and evaluated according to the Performance
        Management System Policies & Procedures.

9.2.5   It is the responsibility of the Directors/Managers to ensure individual training and
        development needs are identified in accordance with current job role
        requirements.

9.3 Principles of the Performance Management System

9.3.1   The company‟s strategic intent is “where Waha intends to be” and is represented
        by the five year rolling business plan.

9.3.2   Staff performance has been divided into two essential elements, namely
        „Individual Objectives‟ and „Organisational Competencies‟. Individual Objectives
        is the contribution required of the individual employee to ensure Waha achieves
        its strategic intent. Organisational Competencies are the key skills, knowledge
        and behaviours required of staff.


9.4 Individual Objectives

9.4.1   Individual objectives form 100% of the overall rating for Executive Staff and 50%
        for Non-executive Staff.


27
Human Resources Policies Manual                                    Reference: PP/HR/002


9.4.2   Objectives must meet the SMART principle by being Specific, Measurable,
        Adjustable, Realistic and Time Bound, and are recorded on the Waha Appraisal
        Form.

9.4.3   Individual objectives are normally defined in a discussion between the
        Director/Manager (Evaluator) and the Employee during the annual objective
        setting exercise at the beginning of December each year, or at the start of a new
        project/assignment.

9.4.4   When setting objectives Employee and Evaluator work together to:
           Define accountabilities in relation to job role deliverables;
           Specify expectations as objectives with a specific timeframe for
             completion as well as a performance measure; and
           Assign priorities in the form of weightings to each of the objectives, so
             that the sum total weighting is 100%.

9.4.5   These individual objectives should be reviewed by the Evaluator and the
        Employee on a quarterly basis.

9.4.6   In June the Evaluator should complete the Mid-Year Evaluation Comments
        Column and in December, the End of Year Evaluation Comments and Rating
        Columns.

9.4.7   Employees are encouraged to „self-assess‟ their performance against their
        individual objectives so that they continuously „track‟ their own performance and
        take corrective action throughout the year to ensure achievement of objectives.

9.4.8   Objectives can be modified during the year for justifiable, business driven
        reasons; modifications require approval from the relevant CEO.

9.5 Organisational Competencies

9.5.1   Organisational competencies form 50% of the overall evaluation for Non-
        executive Staff.

9.5.2   Competencies for the Executive Staff will be assessed as part of the appraisal
        process in order to identify developmental needs or strengths; however the
        assessment of the competencies will not affect the overall performance rating.

9.5.3   There are a total of 17 competencies which form the Waha Competency
        Dictionary, namely:
             Analytical Thinking
             Attentive to Detail
             Coaching / Mentoring
             Communication & Interpersonal Skills (executive & non-executive levels)
             Customer Focused
             Flexibility / Adaptability
             Goal Orientation & Management
             Health, Safety & Environmental Awareness
             Negotiation Skills


28
Human Resources Policies Manual                                     Reference: PP/HR/002

              Networking & Relationship Building
              Organising and Follow-up
              Organisation & Business Awareness
              Problem Solving (executive & non-executive level)
              Quality Focused
              Results Oriented
              Self Development & Drive
              Team Work & Dependability

9.5.4   Definitions have been developed against each competency and are to be used
        as a guide for Evaluators to assess individual performance according to set
        competency standards.


9.5.5   In June and December the Evaluator should conduct a formal evaluation of
        employee performance against the competencies, completing the Mid-Year
        Comments Column in June and the End of Year Comments & Rating Columns in
        December.


9.6 Performance Appraisal

9.6.1   The Evaluator must clearly record supporting comments for all competency
        ratings, this is particularly important when ratings are at the lower or higher end
        of the 0 – 3 rating scale.

9.6.2   The Performance Appraisal process accounts for the performance of the
        employee for the 12 months of the appraisal year. Employees are rated
        according to performance towards or, achievement of objectives set at the
        beginning of the year / or throughout the year as new projects arise, according to
        set competency standards.

9.6.3   Performance against objectives and competencies are reviewed as a minimum
        on a quarterly basis. The end of year appraisal is the „formal‟ appraisal. During
        the appraisal assessment, the Evaluator and Employee sit together to:
             Review performance against set objectives and competency standards;
             Discuss areas of strength and/or improvement;
             Review and modify objectives if required (with relevant CEO approval);
             Set new objectives for the coming year (during end of year appraisal);
               and
             Agree on training and development needs.

9.6.4   The rating scale used to evaluate performance against objectives is as follows:
            0 to 0.9 - Significantly Missed Objective
            1 to 1.9 - Narrowly Missed Objective
            2 to 2.9 - Achieved Objective
            3 - Exceeded Objective

9.6.5   The rating scale used to evaluate performance against competencies is as
        follows:
              0 - Significantly Below Set Standard


29
 Human Resources Policies Manual                                     Reference: PP/HR/002

                1 - Marginally Below Set Standard
                - Meets Set Standard
                - Significantly Above Set Standard

 9.6.6   To demonstrate objectivity and fairness Evaluators must support all ratings and
         achievements with comments on the appraisal form. The relevant CEO and/or
         the Human Resources Manager will conduct a quality review of each completed
         appraisal in order to discuss any anomalies in evaluation with the relevant
         Evaluator.

 9.6.7   Appraisal templates are issued electronically to each Employee & relevant
         Evaluator by the Human Resources Manager.
             Employees should „self assess‟ their performance against objectives and
                competencies and record electronically or manually – self assessment is
                encouraged so that employees continuously „track‟ their own performance
                against agreed objectives;
             The Employee then electronically or manually forwards the completed self
                assessment for review to his nominated Evaluator;
             The Evaluator reviews and formally discusses with the Employee –
                agreement on performance rating and development plans is reached and
                recorded;
             In the case of employees based overseas, the discussion and appraisal
                review meeting may take the form of a conference call;
             A hard copy of the completed appraisal form is signed by both the
                Employee and the Evaluator and passed to the relevant CEO for
                review/signature; and
             Refer to the Guidelines Section of the Appraisal Form for additional detail.

 9.6.8   Once the appraisal document has been signed by the Evaluator, the Employee
         and the relevant CEO a copy should be given to the employee and the original
         retained in the employee file.


 9.7 Performance Management Cycle

 9.7.1   The performance management system runs according to an on-going 12 month
         cycle, January to December. The following flowchart identifies the steps and
         timeframes.


 OCTOBER         DECEMBER -           FIRST & THIRD         MID-YEAR         DECEMBER -
                   JANUARY              QUARTER                               JANUARY
 Commence            Individual         Informal reviw     Formal review
  business          objective             of individual      of individual        Formal
 planning &            setting;            performance                           review &
                                                            performance
budget setting        Translating             against                            rating of
                                                                against
  activities       business plan         individual                               annual
                      & strategic                          objectives &
                                        objectives &                           performance
                       intent          competencies       competencies
                   to individual
                    objectives



 30
Human Resources Policies Manual                                     Reference: PP/HR/002

9.8 Reward and Recognition

9.8.1   Allocating reward to employees is an expression of recognition of performance
        contribution and is used as a motivational tool to encourage continued
        contribution and effort.

9.8.2   The Waha reward structure has been designed to support the organisation‟s
        objective of being positioned as an employer of choice in the market place.

9.8.3   The Waha reward policy is designed to meet the following objectives:
            To provide an environment conducive to self-motivation in respect of
              employees continuously improving their performance and contribution;
            To recognise good and excellent performance;
            To meet employees expectations of reward and recognition;
            To ensure teamwork is not jeopardised; and
            To provide a reward mechanism which is transparent and without
              subjectivity.

9.8.4   Individual reward is wholly dependent on the performance of the company;
        therefore, achievement of individual objectives & competency standards does not
        guarantee that the employee will receive a performance based reward.

9.8.5   A Long Term Incentive Plan scheme may be made available to Executive staff at
        the discretion of the Company Board of Directors.

9.8.6   Training and career development opportunities, over and above those agreed
        during the appraisal meeting may be awarded to employees who demonstrate
        exceptional potential in terms of a specialised area of skill or knowledge or other
        business related matter. ? delete in light of training & career pathway section

9.8.7   It is the responsibility of Evaluators to provide their subordinates with „on-the-
        spot‟ feedback, particularly in relation to a job well done. Recognition and praise
        for such behaviours will have the effect of raising morale and motivating the
        team.

9.8.8   All matters relating to formal/monetary reward are at the discretion of the
        Company Board of Directors.


10.     Disciplinary Policy


10.1 Basic Policy

10.1.1 The purpose of this policy is to outline the company‟s expectations concerning
       acceptable conduct and discipline of Waha employees.

10.1.2 The company expects employees to perform their work to the best of their ability
       and to conduct themselves in a manner which would reflect and enhance the
       company‟s image and reputation.


31
Human Resources Policies Manual                                      Reference: PP/HR/002


10.1.3 It is expected that the line manager will be able to deal with routine disciplinary
       matters, however serious breaches of conduct may need the intervention of
       higher levels of authority and all acts suggesting dishonesty, immorality or any
       other action which might lead to an employee‟s dismissal must be referred to the
       Management Committee.

10.1.4 Disciplinary action will depend upon the seriousness of the offence and the
       degree of culpability of the employee; all penalties, including employment
       separation will be authorized by the Management Committee.

10.1.5 Management will take immediate action on discovery of any action of
       misconduct by an employee and associated disciplinary action for this act will be
       administered promptly.


10.2 Misconduct

10.2    Misconduct shall include, but not be limited to the following:

                Participating or influencing the purchase of good or services from any
                 company in which that employee has a direct or indirect financial
                 interest;
                Divulging confidential information concerning the company‟s activities
                 without the approval of the relevant CEO;
                Using confidential information about the company for personal gain;
                Accepting personal gifts which are clearly designed to incentivise a
                 favourable response or action, without seeking prior approval;
                Threatening or intimidating colleagues;
                Unauthorised removal of company records or release of confidential
                 information;
                Performance against job role deliverables which is below an acceptable
                 standard;
                Unauthorised absence;
                Excessive absenteeism or abusing flexible working hours;
                Insubordination;
                An illegal conduct or activity.

10.3 Gross Misconduct

10.3.1 Gross misconduct shall include, but not be limited to the following:
           Assault or any other serious acts of sexual, racial or other harassment;
           Violent behaviour or fighting at work;
           Dishonesty;
           Disloyalty or breach of confidentiality;
           Knowingly falsifying company documents or expenses claims;
           Knowingly falsifying nationality documents or submitting forged
             documents or certificates;
           Contravention of the company‟s IT Security Guidelines;




32
Human Resources Policies Manual                                     Reference: PP/HR/002

              Performance against job role deliverables which is significantly below an
               acceptable standard and has not improved despite having received a
               formal written warning;
              Unauthorised disposal of the company‟s goods or property;
              Wilful damage to the property of the company or a colleague;
              Behaviour likely to damage the image or interests of the company;
              Theft or attempted theft;
              Blatant or repeated insubordination or wilful refusal to comply with an
               instruction;
              Being under the influence of alcohol or narcotics in the office;
              Unauthorised absence for two uninterrupted days.

10.3.2 A single act of misconduct will not normally justify dismissal. However, under the
       concept of repeated misconduct this act, when added to others may result in
       dismissal.


10.4 Disciplinary Process

10.4.1 The disciplinary process will be conducted by the Management Committee.

10.4.2 The disciplinary process will normally apply where an employee‟s level of
       conduct and performance has fallen below the expected standard.

10.4.3 Minor faults will be dealt with informally by way of discussion or consultation, but
       where the matter is more serious the stages of the formal process will be
       followed.

10.4.4 There are four stages in the process. The Management Committee reserves the
       right to initiate the process at any stage, or to jump stages, depending upon the
       seriousness of the conduct/performance.


10.5 Verbal Warning – Stage One

10.5.1 In cases of unsatisfactory performance or misconduct, an employee will initially
       be given a formal verbal warning by the employee‟s direct manager in the
       presence of the HR manager.

10.5.2 A note of the verbal warning will be entered on the employee‟s personal file and
       a copy provided to the employee by the HR manager.


10.6 Written Warning – Stage Two

10.6.1 In the event of a more serious event, or further misconduct or a failure to meet
       the required standards of work performance, the employee will normally be given
       a written warning. This will contain:
            Details of the offence or failure in performance;
            Details of the required improvement in performance;
            Time scale for achievement;


33
Human Resources Policies Manual                                    Reference: PP/HR/002

              Any assistance to be given;
              A note of any explanation by the employee;
              A reminder that further misconduct or failure to improve work
               performance will lead to further disciplinary action and may lead to
               dismissal.

10.6.2 A copy of this written warning will be kept on the employee‟s personal file. The
       employee will be asked to sign a copy of the warning as acknowledgement of
       receiving it.

10.6.3 In the event of more serious or further misconduct or failure to improve standards
       of work performance, or if the misconduct or poor performance is sufficiently
       serious to warrant only one written warning but insufficiently serious to justify
       dismissal, a final written warning will be given to the employee and the
       Management Committee shall be informed by the HR manager.


10.7 Final Written Warning – Stage Three

10.7.1 It will contain the same particulars as Stage Two - Written Warning.

10.7.2 A copy of this written warning will be kept on the employee‟s personal file. The
       employee will be asked to sign a copy of the warning as acknowledgement of
       receiving it.

10.7.3 If conduct or performance remains unsatisfactory, and the employee still fails to
       reach prescribed standards, dismissal will normally result.

10.7.4 The employee will be provided, as soon as is reasonably practicable, with written
       confirmation of the dismissal and the date on which employment will terminate.


10.8 Dismissal – Stage Four

10.8.1 Employees may be accompanied at a disciplinary meeting and at any appeal and
       it is the employee‟s responsibility to secure attendance of such a companion.

10.8.2 The companion shall have the right to decline to attend; in such instance, the
       disciplinary meeting will go ahead as originally planned.

10.8.3 A companion is defined as a person who is suitably qualified to make a relevant
       contribution to the proceedings; a colleague, family member or spouse should
       not be selected as a companion.

10.8.4 If the employee‟s choice of companion is not available for the meeting, the
       Company will try to rearrange the meeting to take place within five days of the
       original meeting date.

10.8.5 Employees will receive advance notification of the disciplinary meeting and will
       be told of actions which could result.



34
Human Resources Policies Manual                                   Reference: PP/HR/002

10.8.6 At each stage of the process, the employee will be informed of the nature of the
       complaint against him/her and shall have an opportunity to state his/her case
       before a decision is taken.

10.8.7 No disciplinary action will be taken against an employee until the matter has
       been fully investigated and the Management Committee has considered any
       explanation given by the employee.


10.9 Authority to Take Disciplinary Action and the Records of Disciplinary Action

10.9.1 At Stages One & Two of the process, disciplinary action may be taken by the
       employee‟s immediate manager.

10.9.2 At Stages Three & Four of the process, disciplinary action may only be taken or
       sanctioned by the Management Committee.

10.9.3 The Human Resources Manager should maintain direct control of all disciplinary
       records. A copy of all records must be placed on the employee‟s personal file.

10.9.4 All warnings will remain on the employee‟s personal file indefinitely, but will
       normally be disregarded for disciplinary purposes after the following periods:
            Verbal Warning – 3 months
            Written Warning – 6 months
            Final Written Warning – 12 months

10.9.5 The time periods may be extended if appropriate, taking into account the nature
       of the offence.

10.9.6 The time period will commence from the date of the letter confirming the warning,
       even though any specified time for improvement may have expired.


10.10 Appeals Against Disciplinary Action

10.10.1         At any stage of the process, including dismissal, an employee has the
       right to appeal against the disciplinary decision.

10.10.2       The employee should inform the Management Committee in writing,
       within five working days of the notification of the disciplinary decision. All
       appeals will be heard as quickly as possible.

10.10.3      The appeal will be heard by a quorum of the Management Committee and
       the Human Resources Manager; the decision of the appeal hearing will be final.

10.10.4       An appeal against dismissal shall be conducted as a re-hearing.

10.10.5        If an appeal against dismissal is successful, the employee will be
       reinstated and full payment made for the period between dismissal and
       reinstatement.



35
Human Resources Policies Manual                                       Reference: PP/HR/002

10.10.6        Any disputes regarding the provisions of this Policy will ultimately be
       referred to the Management Committee. A final decision will be made after
       consideration of the issue and the implications involved.



11.    Grievance Policy


11.1 Basic Policy

11.1.1 The purpose of this policy is to outline the company‟s intentions in terms of
       employee grievances and the process employees may follow concerning their
       grievance.

11.1.2 It is Waha‟s policy to encourage communication between employees and their
       managers to ensure that questions and problems arising during the course of
       employment can be aired and where possible, resolved quickly and to the
       satisfaction of all concerned.


11.2 The Grievance Hearing

11.2.1 Assuming an informal discussion has not resolved the matter; all individual
       grievances should in the first instance be raised with the direct manager. This is
       the Grievance Hearing.

11.2.2 The Manager should indicate to the employee what follow-up action he/she
       intends to take (if any) and within what timescale.

11.2.3 The Manager should also report back to the employee on what action has been
       or will be taken to attempt to settle the grievance, as appropriate.

11.2.4 It is in the interests of both employees and the Company that the grievances are
       dealt with promptly. Wherever possible, the grievance should be discussed and
       a response communicated to the employee, preferably in writing, within seven
       working days of the grievance being raised.


11.3 Escalation of the Grievance

11.3.1 If the grievance is not satisfactorily resolved within the stated timescale, or if the
       employee is dissatisfied with the action taken, the issue may be raised, in writing
       within five working days to the Management Committee.

11.3.2 The Management Committee is responsible for resolving complaints/disciplinary
       issues; appeals against management decisions; appraisal disagreements, etc.


11.4 Additional Support


36
Human Resources Policies Manual                                     Reference: PP/HR/002


11.4.1 At any stage of the grievance process, the Human Resources Manager will be
       available to discuss the grievance should either the employee or manager wish.
11.4.2 Employees may be accompanied at any stage of the grievance process. It is the
       employee‟s responsibility to secure the attendance of such a companion, and
       they shall have the right to decline to attend.


11.5 UAE Federal Labour Law

11.5.1 None of the above shall be construed in a way so as to dilute or deny the right of
       employees under the Laws of the United Arab Emirates, nor their right to take a
       case to official bodies appointed by the Ministry of Labour, for the purpose of
       hearing and resolving employee/employer disputes.




12.    Code of Conduct and Ethics


12.1 Basic Policy

12.1.1 The intent of this policy is that each employee will conduct Waha‟s business by
       maintaining the highest ethical standards, level of integrity, conduct and
       compliance with all applicable laws in a manner that excludes considerations of
       personal advantage or gain.


12.2 Company Gifts

12.2.1 Gifts, favours and certificates may be given to others at Waha‟s expense, if they
       meet any or all of the following criteria:
            The party to whom it is given are in business with Waha ;
            They are consistent with professional and generally accepted ethical
               practices and standards and are not in violation of applicable laws;
            They are of sufficiently limited value in a form that will not be construed as
               a bribe or payoff;
            Public disclosure of the facts will not embarrass Waha, its management
               or its employees.


12.3 Entertainments and Payoffs offered to Waha Employees

12.3.1 Waha employees shall not seek or accept for themselves or others, any gifts,
       favours, entertainment, payments, nor shall they seek of accept personal loans
       other than conventional loans at market rates from lending institutions or any
       persons or business organisation that do or seek to do business with Waha or is
       a competitor of Waha.




37
Human Resources Policies Manual                                       Reference: PP/HR/002

12.3.2 Use of vendor‟s facilities such as cars, vacation homes etc. by Waha employees
       or families for personal use is prohibited.

12.3.3 It is not permissible to accept a gift in cash or cash equivalent such as stocks or
       other forms of marketable securities of any amount.

12.3.4 Employees should not accept gifts from those under their supervision of more
       than (AED.1,000).


12.4 Conflicts of Interest

12.4.1 Waha employees should avoid any situation which involves, or may involve a
       conflict between their personal interest and the interest of Waha.
12.4.2 Each employee shall make prompt and full disclosure in writing to their manager
       and the Management Committee of any potential situation which may involve a
       conflict of interest. Such conflicts include and are not limited to:
           Ownership by associate or by a member of their family of a significant
               interest in any outside enterprise which does or seeks to do business with
               or is a competitor of Waha;
           Acting as a broker, finder, go-between or otherwise for the benefit of self
               or a third party in transaction involving or potentially involving Waha or its
               interests; or
           Any arrangements or circumstances, including family or other personal
               relationships which might dissuade the employee from acting in the best
               interest of Waha.


12.5 Conflicts of Commitment

12.5.1 All employees of Waha are expected to devote their primary professional loyalty,
       time and efforts to serve Waha and its associated companies. At the same time,
       Waha management recognises that its members may engage in outside
       professional work and to the extent these activities serve Waha‟s interests, as
       well as those of the participant.

12.5.2 Waha‟s Management Committee approves such involvement provided that no
       more than 20% of the employee‟s total professional effort is directed to outside
       work; potential conflicts of commitment must be disclosed to the Management
       Committee.

12.5.3 WFS Manual has a section regards trading shares/disclosure etc?


12.6 Confidential Information

12.6.1   The disclosure or unauthorised use of any confidential information, data on
         decisions, plans or any other information which might be contrary to the interest
         of Waha without prior authorisation, is strictly prohibited and will subject an
         employee to disciplinary action up to and including immediate discharge.



38
Human Resources Policies Manual                                      Reference: PP/HR/002

12.6.2    No employee shall discuss with a competitor or any third party acting for a
          competitor, or otherwise furnish to or accept from a competitor or any third party
          acting for a competitor, information on any subject as to which an understanding
          with the competitor is prohibited unless, in the opinion of Waha Management
          Committee, such discussions or transmittal of information would not harm
          Waha‟s interests.


12.7 Equal Opportunities

12.7.1 Waha is committed to providing a working environment which reflects diversity
       and provides equal opportunities for all, irrespective of ethnicity, religion gender
       or age.
12.7.2 The principles and practices associated with maintaining am equal opportunities
       environment apply to all aspects of employment with Waha, namely recruitment,
       promotion, remuneration, training, work assignments and disciplinary actions.


12.8 Dress Code

12.8.1 Waha employees represent the image of the company and therefore shall be
       well groomed and professionally attired at all times.

12.8.2 Employees should wear Arab National dress, or for males a business shirt and
       tie – jacket is optional, or for females blouse and skirt/trousers or business suit.

12.8.3 In respect to the culture and religion of the UAE, employees should be modestly
       dressed by avoiding tight fitting and revealing clothing.


12.9 Smoking

12.9.1 In the interest of employee health and safety Waha discourages employees from
       smoking in office areas.


12.10 Compliance

12.10.1     Any violation of this policy will subject the employee to administrative
            disciplinary action or immediate discharge. Any employee having knowledge
            of any violation of this policy shall promptly report such violation to the
            appropriate level of management.

12.10.2     All employees holding managerial positions of Waha are responsible for
            compliance in their area of responsibility.

12.10.3     When questions arise concerning any aspect of this policy, please contact the
            Human Resources Manager.




39
Human Resources Policies Manual                                       Reference: PP/HR/002

13.    Resignation and Termination



13.1 Resignation

13.1.1 When an employee submits a letter of resignation he/she elects to wilfully
       terminate their service.

13.1.2 The employee shall submit a resignation to his/her direct manager.

13.1.3 The Human Resources Manager shall conduct an Exit Interview with the
       resigning employee to determine the reason(s) behind his/her resignation.


13.2 Termination

13.2.1 It is the intent and policy of Waha to retain and help develop its employees for
       more challenging and responsible positions, however, termination of service
       may occur for a variety of reasons such as;

              Separation: termination caused due to physical incapacity (where an
               employee‟s physical condition prevents him / her from carrying out his /
               her work) death or business conditions necessitating a reduction in the
               work force;

              Dismissal: certain issues are regarded by Waha as so serious as to
               warrant summary dismissal (i.e. with or without notice and with or without
               payment of any applicable terminal benefits. These have been explained
               in detail in the section on Code of Conduct & Ethics.

13.2.2 Terminations of Seconded Employees are dealt with in accordance with the
       policies and procedures of their respective parent companies to which all cases
       should be referred.


13.3 Terminal Settlement

13.3.1 Upon termination, the employee, or his / her beneficiaries in the case of death, is
       entitled to a terminal settlement as follows:

              The basic salary and allowances up to the last day of service. If the
               employee is delayed by the company for termination procedures beyond
               termination date, the company shall provide the employee with the
               regular pay for the additional time involved;

              Payment for earned vacation days that were not utilized when applicable;

              End of Service Benefits (as mentioned in section 6);




40
Human Resources Policies Manual                                     Reference: PP/HR/002

             Any other benefits the employee may be entitled to;

             Ex-Gratia payment to the family of a deceased employee. The Ex-Gratia
              payment is a two (2) months salary payment to be made to the
              dependents or next-of-kin of a deceased employee to assist them with
              immediate expenses.




41

				
DOCUMENT INFO
Shared By:
Stats:
views:196
posted:6/30/2011
language:English
pages:41
Description: HR POLICY , LONG FORMAT