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EMPLOYEE MANUAL
“MINISTOP”
GROUP 6
DENZEL BUCAG
JAN PATRICK CARTAGENA
MARK ALESTAIRE QUEJADA
ISAAC VENZON
FOREWORD
The Standards of Conduct describe the expected actions and behaviors of employees
while conducting Company business.
The policies and procedures outlined in this handbook will be applied at the discretion of
Ministop. Ministop reserves the right to deviate from the policies, procedures, benefits,
and working conditions described in this handbook.
Furthermore, the Company reserves the right to withdraw or change the policies,
procedures, benefits, and working conditions described in this handbook at any time, for
any reason, and without prior notice.
The Company will make every effort to notify employees when an official change in
policy or procedure has been made but employees are responsible for their own up-to-
date knowledge about Company policies, procedures, benefits, and working conditions.
GREETINGS
Dear Employees,
Widget, Inc. would like to welcome you to our family of employees. You are the most
important asset we have. We depend on each employee to provide the best product(s),
service(s) and customer care as possible. This manual will help you understand the
rules and policies which helped get us to where we are today.
The legacy of our company and its continued success make us the most recognized
name in our industry. For years we have made business decisions necessary to ensure
our success. The most recent decision was hiring you, and we are certain we made the
right choice.
Once again, welcome to the company and best wishes of success to you during your
new employment. We hope through our company, you will reach your goals and help us
reach ours.
COMPANY PROFILE
In 2000, Robinsons Retail Holdings, Inc., through a subsidiary, partnered with Japan’s
Ministop Co. Ltd and Mitsubishi Corporation to open one of the leading convenience
store chains in Asia to service the Filipino market.
Ministop takes pride in its ready-to-eat offerings that suit the varied tastes and wants of
Filipinos, such as the best-selling Uncle John’s Fried Chicken. Being the first
convenience store in the country equipped with an in-store kitchen facility, Ministop’s
food selections are served hot and fresh every day.
Seventeen years into the industry, Ministop Philippines has grown into a strong network
of close to 500 stores in key areas of Metro Manila, South Luzon, and Visayas, with
stores located in Cebu, Bacolod, Dumaguete, Roxas and Boracay.
Vision
To be the leader in the convenience store industry preferred by customers in terms of
assortment, price, quality of products and value added services.
Mission
To contribute to the enhancement of communities by providing customers with excellent
service in a clean, safe and friendly environment. At the same time to provide business
opportunities to local entrepreneurs who can be MINISTOP's reliable business partners.
The goal of MINISTOP is to work with franchised store owners in order to create stores
that can earn the trust and support of our customers.
EMPLOYEE HANDBOOK
Employee Terms
Types of Employees
I. Exempt Employee
Exempt employees are not subject to the overtime pay provisions of the
federal Fair Labor Standards Act (FLSA). An exempt employee is one
whose specific job duties and salary meet all of the requirements of the
Department of Labor’s regulations. In general, an exempt employee is one
who is paid on a salary basis at not less than $455 per week who holds an
administrative, professional, or management position. Certain outside
sales persons and a few other job categories are also exempt
1. Internal Recruitment
Hiring teams should determine whether there are internal candidates
who can fill a position. Hiring managers should think whether they have
qualified employees already in mind and recruiters should consult our
company’s succession plan. If they find qualified candidates, they should
contact them directly.
2. External recruitment
External sources of recruitment have to be solicited from outside the
organization. External sources are external to a concern. But it involves lot
of time and money. The external sources of recruitment include -
Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors,
recommendations
3. Job description
A job description will set out how a particular employee will fit into the
organization. It will therefore need to set out the title of the job to whom
the employee is responsible for whom the employee is responsible a
simple description of the role and duties of the employee within the
organization. A job description could be used as a job indicator for
applicants for a job. Alternatively, it could be used as a guideline for an
employee and/or his or her line manager as to his or her role and
responsibility within the organization.
4. Job specification.
A job specification goes beyond a mere description - in addition, it
highlights the mental and physical attributes required of the job holder. For
example, a job specification for a trainee manager's post in a retain
1. Procedure Overview
Documentation
All recruitment and selection documentation not retained in the recruitment
system must be returned to Human Resources for record keeping in
accordance with the Records and Information Management Policy. Each
panel member's formal recruitment and selection documentation will
remain on the vacancy file.
Position descriptions
Shortlisting
Shortlisting must occur as soon as possible after the date on which
applications close.
Panel members should shortlist individually in the first instance. All panel
members are then required to reach a consensus in relation to shortlisting.
Interviews
Interviews are required for all positions (in person, via telephone, video
conference or other online medium). Interviews must be structured in such
a way to enable collection of sufficient evidence to confirm that the
applicant(s) selected have the required skills, experience and motivation
to carry out the Inherent Requirements or duties of the role and also
demonstrate a commitment to the brand and values of the company
Arrange for new hires to obtain staff photos (e.g. for a badge, business card or
online avatar.)
Explain employment agreement terms and make sure new hires sign these
forms. These might include:
Non-disclosure agreement
Non-compete agreement
Confidentiality agreement
Employee invention agreement
Go over what a typical day at the office looks like and mention:
Regular work times
Breaks
Lunch options
Give new hires a copy of your employee handbook and answer questions they
may have.
Lead new hires on an office tour and show them where each department is
located. Also, walk through common areas, like:
Bathroom
Kitchen
Dining area
Balcony
Point out to new hire who to look for when they need assistance with specific
issues. Include:
Their direct manager
Your HR team
Your IT team
Your office manager
Introduce new hires to all teams.
Schedule meetings for new hires with colleagues and team leaders from other
departments.
Show new hires the company’s meeting rooms and explain how they can book
them.
Schedule a team wide meet up to welcome new hires in less formal setting (e.g.
a group lunch or after-hours drinks.)
Assign a work buddy or mentor to assist new hires with onboarding tasks and
questions during first days or weeks.
Workstation setup
In-House Training
on a broad array of topics and professional issues. Often, associations rotate the
location of such events from one city to another. That can make it more convenient for
certain members to attend, depending on the proximity of the conference or seminar.
Associations are well aware of the issues that are most important to their members, and
they tailor programs accordingly. Conferences and seminars also offer opportunities to
meet other members to exchange insight and viewpoints.
Like other training options, however, the cost of travel and lodging can be a significant
interaction with speakers and other people leading the program can be difficult if not
impossible. Plus, topics may be more generic and not relevant to your organization or
business goals.
To circumvent the travel expense issue, you may be able to identify local professional
associations or user groups offering training that could benefit your employees. These
organized and run by training companies. These public seminars usually are held at a
public site, such as a hotel or conference center. Companies that stage these seminars
typically market them through direct mail or advertising.
Recognize, however, that most public seminar offerings are, by necessity, generic.
Similar to large industry conferences, the topics covered don’t necessarily have direct
relevance to your particular company. Another problem: inconsistent quality from one
seminar to the next.
Seminars and workshops offered by universities and business schools are targeted, in
most cases, to middle- and upper-level managers. Typically they cover a wide range of
both theoretical ideas and practical pointers for putting these principles into practice.
Instructors are usually faculty members with a high level of expertise. These kinds of
seminars are a good opportunity for attendees to network and share ideas.
However, courses at the more prestigious schools can take the executive away from the
office for more days than desired. They’re also expensive, in some cases as much as
several thousands of dollars (including room and board) for a course lasting several
days.
MENTOR RELATIONSHIPS
Some skills, such as interpersonal abilities, aren’t easily taught in the classroom or
through online courses. In fact, some skills aren’t taught well in groups at all. Enter
mentor for a new employee can help her acclimate to your work environment, well-
chosen mentors can assist staff at any stage of their careers with longer-term
developmental learning.
In a mentoring role, an employee who excels in a given area — customer service, for
with customers and colleagues or develop additional skills that require more long-term
and individualized attention than a classroom or online course can offer. Mentoring also
helps people build interpersonal, or people, skills.
Mentors also can serve as valuable training facilitators for high-potential employees you
may want to groom to eventually take over key roles in your company. As firms brace
for significant turnover among their most experienced employees due to the eventual
Policies: A
Policies: B
Benefits Options
Benefits Package: Comprehensive Components
Bereavement Leave Policy
Blogging and Social Media Policy Sample
Breaks and Lunch Requirements
Breast Feeding Accommodation Policy
Business Casual Dress Code
Business Casual Dress Code: Manufacturing and Office
Policies: C
Progressive Discipline
Discipline Warning Form: Counseling Record for Disciplinary
Warning
Dress Code: Business Casual
Dress Code: Relaxed, Casual
Dress Code Casual: Manufacturing and Office
Dress Code: Customer Interaction and Trade Shows
Dress Code: Formal, Professional
Dress Code: Letter to Introduce a Dress Code to Employees
Dress Codes: Simple Samples
Dress Codes: Simple Samples for the Workplace
Dress Code: Smart Casual
Drug-free Workplace (Policy Components)
Drug Testing/Screening Policy Development
Policies: E
Gift Policy
Dictionary of Terms: Glossary
Policies: H
Terms of employment are conditions that an employer and employee agree upon for
a job. Terms of employment include an employee's job responsibilities, workdays,
hours, breaks, dress code, vacation and sick days, pay and more. ... Minimum
terms of employment are generally set by state or federal laws.
Rest day. Your employer must provide 1 rest day per week. ... For shift workers, the rest
day can be a continuous period of 30 hours.
The essential difference between a salary and wages is that a salaried person is paid a
fixed amount per pay period and a wage earner is paid by the hour. Someone who
is paid a salary is paid a fixed amount in each pay period, with the total of these
fixed payments over a full year summing to the amount of the salary.
Overtime pay is the amount of overtime paid to each employee in a pay period.
Overtime pay is calculated: Hourly pay rate x 1.5 x overtime hours worked. Here is an
example of total pay for an employee who worked 42 hours in a workweek:
Regular pay rate x 40 hours = Regular pay; the bi-weekly pay date is every other Friday
except where noted in bold. Paper work (including direct deposit/banking changes) must
be submitted to Human Resources (HR) by the stated cut-off date in order to be paid on
the pay date. Late paperwork will be paid on the following pay date.
All non-exempt employees who work over 40 hours during a workweek must be paid at
a rate of at least one and one-half times (typically referred to as time and a half) the
employee's regular hourly rate. So, a worker earning $10 per hour, who worked a 50-
hour week would be entitled to 10 overtime hours at $15 per hour.
For these holidays, work done during these days shall be paid 200% of an employee’s
regular pay for the first eight hours or [(Daily Rate +COLA) x 200%]; while work done in
excess of eight hours (overtime), shall be paid an additional 30% of the employee’s
hourly rate or [(Hourly Rate of the basic daily wage x 200% x 130% x number of hours
worked)].
Essentially, your unique facial features are used to verify your identity the same way a
fingerprint scanner would. The Sheets Time Clock Kiosk uses facial recognition to
detect who is clocking in for, and out from, a job. But don't worry! Employees are never
blocked from clocking in or out.
PERSONAL USE OF COMPANY PROPERTY SAMPLE. Employees may use certain
tools and equipment for their own personal use while on our premises. ... While
using Company equipment for your own use, the Company will not be liable for personal
injuries resulting from such use.
Penalty for late attendance. 6. If a public employee comes late to his office, the authority
shall deduct an amount equivalent to his basic pay for one day for each two days of late
attendance.
Absence from work without permission is an act of misconduct. Action should be taken
every time an employee is absent from work without permission and without a
reasonable excuse. When an employee is absent for one or two days without leave, an
employer should require the employee to explain the reason for his absence.
Work schedule is the time basis on which an employee is paid. A work schedule may be
full-time, part-time, or intermittent:
(2) Part-time requires an employee to work less than full-time, but for a specific number
of hours (usually 16-32 per administrative workweek) on a prearranged scheduled tour
of duty.
(3) Intermittent describes service performed without a regularly scheduled tour of duty.
Do:
Be polite
Keep your feet off your desk, and try to keep the surface tidy
If it wasn’t acceptable at your mother’s house, it sure isn’t acceptable at work. If the
thought that propping your hooves on your desk makes you look edgy and cool, you’ve
been watching too many 1980s flicks.
As for keeping your space neat and tidy, there’s a difference between an organized
mess and a cesspit. Allowing empty chip bags, takeout boxes, and Styrofoam cups to
accumulate around you is just disgusting, and if you’re old enough to have a job, you’re
too old to keep a collection of dolls and toys on your desk. Clean it up.
I once worked in an open concept office environment in which the managers would
have impromptu meetings in front of my desk and ended up using the desk top as a
coffee table as they talked. Not only was this horribly disrespectful, but their inane
chatter also distracted me from my work. Be aware of those around you and treat them
with the same courtesy that you’d like extended to you.
In a similar vein, it’s very rude to just grab an item from someone’s desk without asking
if you can use it. If you need to borrow a stapler/ruler/pen from your colleague’s desk,
ask them nicely first, and then return it promptly. Don’t eat anything from a shared fridge
unless you’re the one who put it in there, or if it’s clearly labelled as something that’s
meant to be shared around.
Don’t:
If you have to chew gum at all, please do so with your mouth closed and don’t snap it or
blow bubbles‒you’ll drive your co-workers insane. Be diligent about spitting it out before
meetings or you’ll end up looking either slovenly or juvenile, and those aren’t traits that
any employer wants to see.
Use mugs with obnoxious phrases or slogans on them
This also applies to neckties and T-shirts (yes, programmers: this means you too). If
you’re fond of clothing and accessories that are redolent of sexual innuendo or pop
culture references, indulge in them at home—not work. Coffee mugs shaped like toilet
seats, or those with handles that look like brass knuckles are frowned upon as well, and
for goodness’ sake, skip the animated character tie unless you work for Pixar.
No one needs to hear you having a fight with your partner while they’re trying to work,
nor do they need to hear you braying with laughter if you’re trying to schmooze a client.
Shared office spaces like lofts were likely dreamed up by someone from the seventh
circle of hell, but those horrible environments are made even more intolerable when
people don’t respect the fact that they aren’t the only ones there.
If the person across the room glares at you when you’re on a call, you’re too damned
loud. Either lower your voice or step out into the hall.
Even in offices where everyone is pretty laid back and relaxed, a certain level of grace
and courtesy is always appreciated. Do try to maintain a respectable appearance,
especially if clients ever stop by to visit, treat others as you’d like them to treat you, and
everyone should be able to play nicely together.
COMPENSATION AND BENEFITS
Overtime work means any work performed by the employee beyond his regular
eight working hours for which he is paid twenty five percent or more of his regular
basic pay.
Employee rendering overtime work must seek prior approval from concerned
Department Head or Manager.
Holiday work means any work performed by the employee on any regular/legal or
specified non-working holidays.
Rest Day Work means working during scheduled rest day as required by the
Company.
The Company observes all regular/legal holidays, however, due to the nature of
its business, Mall personnel are required by the Company to work on these
Holidays.
On Special Holidays, the Company maintains regular working hours, and pays
holiday premium, as provided by law, to all employees who report for work. The
policy however, of ‘No Work, No Pay’ applies to those who failed to report on
Special Holidays.
WORKED WORKED
TYPE OF OVERTIME PERFORMED FOR 8 PERFORMED IN
HRS EXCESS OF 8 HRS
+100% OF DAILY
BASIC RATE OF 100% +30% OF THE
5. REGULAR/LEGAL OR A TOTAL OF 200% HOURLY RATE OF
HOLIDAY FALLING AND +30% THEREOF 260% OR A TOTAL OF
ON RESTDAY OR A TOTAL OF 260% 338%
NIGHT DIFFERENTIAL
Night Differential refers to the additional compensation of not less than 10% of the
regular basic for each hour of work and is given to those who worked from 10:00 p.m. to
6:00 a.m.
LEAVES
Management recognizes the need for its employees to take time out and rest once in a
while to replenish their worn out energies and/or to give them time to recuperate from
sickness without loss of remuneration. Thus, the benefits of Vacation and Sick Leaves.
1. Vacation Leave
Employees who have completed at least one year regular service are entitled
to15 day vacation leave credits every year. An employee must have worked at
least 250 days in one fiscal year to be granted 15 day vacation leave credits.
Those who have less than 1 year of service and have not completed at least 250
working days shall only entitled to proportionate VL credits.
2. Sick Leave
Employees who have completed at least one year regular service are entitled to
15 day sick leave credits every year.
Employees who have completed at least one year regular service are entitled
to15 day vacation leave credits every year. An employee must have worked at
least 250 days in one fiscal year to be granted 15 day vacation leave credits.
Those who have less than 1 year of service and have not completed at least 250
working days shall only entitled to proportionate SL credits. Sick Leaves may not
be used in lieu of an employee’s VL. Sick leave credits are non-cumulative but
may be convertible to cash at the end of the fiscal year if unused.
Medical Subsidy
The Company provides assistance in the form of annual medical subsidy given to
all regular employees.
Uniforms
All regular Rank & File and Supervisory employees are entitled to 3 sets of
uniforms issued in the 1st quarter of each year.
Any regular employee may join the Company’s Bereavement Fund Program. On
the occasion of the death of a husband, wife, parent, or child, corresponding
amount is extended as bereavement Fund Program members.
Statutory Benefits
1. SSS Benefits
a. Maternity Benefits
female employees are members of the Social Security System and may
qualify for maternity benefits.
The benefit amounts to 100 percent of her average daily salary credit and
is payable for 60 days for normal delivery.
This paid in the form of daily cash allowance to a member who is unable
to work due to sickness and injury provided he has paid at least 3 monthly
contributions during the 12 month period before the semester of sickness
and injury. The member must have exhausted his current Company’s sick
leave credits to be entitled to this benefit.
The benefit amounts to 90% of his average daily salary credit and is
granted for 120 days of confinement in one calendar year. Another 120
days may be availed the next year on account of the same illness,
however, if the illness persist after 240 days, the sickness becomes
disability claim.\
Paternity Leave
The HDMF covers all SSS and GSIS members earning P4000 and above
monthly. It aims to provide its members with adequate housing through
an effective savings scheme.
1. Savings
2. Short term loan
3. Housing loan
4. Livelihood loan benefits
13th month pay shall mean one twelfth of the basic gross salary of an employee
within a calendar year.
An employee who has resigned or whose services were terminated at any time
before the time for payment of the 13th month pay is entitled to this monetary
benefit in proportion to the length during the year, reckoned from the time he
started working during the calendar year up to the time of his resignation or
termination from the service.