Company Policies and Procedures Manual

COMPANY POLICIES AND PROCEDURES MANUAL CONTENTS COMPANY POLICIES AND PROCEDURES MANUAL.........................................1 INTRODUCTION ..............................................................................
3 STANDARDS OF BUSINESS CONDUCT ......................................................4 THE COMPANY.....................................................................................4 EMPLOYEES..........................................................................................4 COMMUNITIES......................................................................................4 RESOURCES.........................................................................................4 PERSONAL CONDUCT........................................................................5 GENERAL POLICY ON PERSONAL CONDUCT.........................................5 DRESS CODE POLICY...........................................................................5 PERSONAL COMMUNICATIONS POLICY.................................................5 EMAIL POLICY.......................................................................................5 INTERNET POLICY.................................................................................6 RECRUITMENT POLICY AND PROCESS.....................................................7 OBJECTIVE: ..........................................................................................7 SCOPE: ................................................................................................7 RECRUITMENT QUALITY NORM: ..........................................................7 INTERNAL RECRUITMENT: ...................................................................8 RECRUITMENT SOURCES:....................................................................8 COMPENSATION PROPOSALS, NEGOTIATION AND ISSUING OFFER LETTERS:...............................................................................................8 OFFER LETTER CHECKLIST:..................................................................9 RECRUITMENT CYCLE TIME:.................................................................9 Induction and New Hire Orientation....................................................12 INDUCTION..................................................................................13 POLICY...............................................................................................13 PROCEDURES..................................................................................13 TRAINING....................................................................................14 POLICY...............................................................................................14 TYPES OF TRAINING...........................................................................14 PROCEDURE....................................................................................14 PROBATION..................................................................................17 POLICY...............................................................................................17 PROCEDURE....................................................................................17 QUALITY ASSURANCE POLICY.............................................................18 SMOKING POLICY...........................................................................19 POLICY ON WORKING HOURS.............................................................20 POLICY ON UNAUTHORISED PASSENGERS AND GOODS................................21 DRUG AND ALCOHOL POLICY.............................................................23 DISCIPLINARY POLICY......................................................................24 DRIVER DISCIPLINARY POLICY.............................................................26 NIGHT BAN RESTRICTION POLICY........................................................27 POLICY ON MOBILE PHONES, OTHER DISTRACTIONS AND SEAT BELTS..............28 VEHICLE ACQUISITION AND DISPOSAL POLICY..........................................29
COMPANY POLICIES AND PROCEDURES MANUAL
OCCUPPATIONAL HEALTH AND SAFETY.................................................30 POLICY...............................................................................................30 GROUP PERSONAL ACCIDENT COVER................................................30 INJURY PROCEDURE........................................................................30 PRODUCT SAFETY...........................................................................31 EQUAL EMPLOYMENT OPPORTUNITY (EEO).............................................33 POLICY...............................................................................................33 DISCRIMINATION, SEXUAL HARASSMENT AND BULLYING..................33 PROCEDURE: TO MAKE A COMPLAINT............................................34 PROCEDURE: TO RECEIVE A COMPLAINT........................................34 PROCEDURE: TO INVESTIGATE A COMPLAINT.................................35 POSSIBLE OUTCOMES........................................................................35 LEAVE POLICY...............................................................................37 GENERAL LEAVE POLICY....................................................................37 ANNUAL LEAVE POLICY......................................................................37 SICK LEAVE........................................................................................37 COMPASSIONATE LEAVE....................................................................37 PARENTAL LEAVE POLICY...................................................................38 DURING PARENTAL LEAVE.................................................................38 PERFORMANCE MANAGEMENT............................................................39 POLICY...............................................................................................39 PROCEDURE....................................................................................39 PERFORMANCE IMPROVEMENT............................................................40 POLICY ..............................................................................................40 PROCEDURE....................................................................................40 GRIEVANCES.................................................................................42 POLICY...............................................................................................42 PROCEDURE....................................................................................42 CONFLICT OF INTEREST....................................................................43 POLICY...............................................................................................43 PROCEDURE....................................................................................43 INTELLECTUAL PROPERTY AND SECURITY..............................................45 TERMINATION AND NOTICE................................................................46 ENVIRONMENTAL BEST PRACTICE........................................................48 POLICY...............................................................................................48 PROCEDURE ...................................................................................48 MANAGEMENT OF CHANGE POLICY.......................................................50 MISSION.............................................................................................50 GOAL..................................................................................................50 ACTIVITIES.........................................................................................50 BENEFITS...........................................................................................50 CRITICAL SUCCESS FACTORS.............................................................50 KEY ACTIVITIES..................................................................................50
RWS/AOBL/COMPANY POLICIES AND PROCEDURES OCTOBER 2011 Page 2 of 50
INTRODUCTION The A.O. Basid Limited Company Policies and Procedures Manual provides the policies and procedures for managing and developing staff and sets the expectations for safe fleet operations. It also provides guidelines A.O. Basid Limited will use to administer these policies, with the correct procedure to follow. A.O. Basid Limited will keep Company policies and procedures current and relevant. Therefore, from time to time it will be necessary to modify and amend some sections of the policies and procedures, or to add new procedures. Any suggestions, recommendations or feedback on the policies and procedures specified in this manual are welcome. These policies and procedures apply to all employees.
STANDARDS OF BUSINESS CONDUCT THE COMPANY A.O. Basid Limited is committed to be being one of the premier petroleum marketing companies to that end; the company must continuously achieve superior financial and operating results while adhering to the highest standard s of business conduct. These unwavering expectations provide the foundation for our commitment to those with whom we interact Customer-success depends on our ability to consistently satisfy ever-changing customer preferences. The company pledges to be innovative, while offering high quality products and service at competitive price EMPLOYEES The exceptional quality of the workforce is a valuable competitive edge. To builds on this advantage the company will strive to hire and retain the most qualified people available and maximize their opportunities for success through training and development. The company is committed to maintaining a safe work environment enriched by diversity and characterized by open communication, trust and fair treatment. COMMUNITIES The company pledges to be good corporate citizen in all the places it operates. It will maintain the highest ethical standard, obey all applicable laws and regulations and respect local and national cultures. Above all other objectives, the company is dedicated to running safe and environmentally responsible operations RESOURCES Operation, technological, and human resources will be employed wisely and evaluated regularly. The company will maintain flexibility to adapt to changing conditions, the nature of the business requires a focused, long term approach. The company will consistently strive to improve efficiency and productivity through learning, sharing and implementing best practices. The company will be discipline and selective in evaluating the range of capital investment opportunities available to it. The company will achieve its goals by flawlessly executing its Business Plan and by strictly adhering to these guiding principles along with its more comprehensive standard of business conduct.
______________________________
Abdi Basid Omar
Date: ______________________
Managing Director
PERSONAL CONDUCT GENERAL POLICY ON PERSONAL CONDUCT A.O. Basid Limited expects its employees to maintain a high standard of conduct and work performance to make sure the business maintains its good reputation with customers and suppliers. Good personal conduct contributes to a good work environment for all. This involves all employees:
observing all policies and procedures treating colleagues with courtesy and respect treating customers and clients in a professional manner at all times working safely at all times
DRESS CODE POLICY As a minimum standard, dress should be clean, neat and professional. A.O. Basid Limited reserves the right to request an employee to dress to an appropriate standard as a condition of employment. PERSONAL COMMUNICATIONS POLICY It is expected private phone calls will be kept to reasonable levels. EMAIL POLICY
1. Email facilities are provided for formal business correspondence. 2. Take care to maintain the confidentiality of sensitive information. If emails 3. Limited private use of email is allowed if it doesnt interfere with or distract
from an employees work. However, management has the right to access incoming and outgoing email messages to check if an employees usage or involvement is excessive or inappropriate. 4. Non-essential email, including personal messages, should be deleted regularly from the Sent Items, Inbox and Deleted Items folders to avoid congestion. 5. All emails sent must include the approved business disclaimer. To protect A.O. Basid Limited from the potential effects of the misuse and abuse of email, the following instructions are for all users. need to be preserved, they should be backed up and stored offsite.
1. No material is to be sent as email that is defamatory, in breach of

copyright or business confidentiality, or prejudicial to the good standing of A.O. Basid Limited in the community or to its relationship with staff, customers, suppliers and any other person or business with whom it has a relationship. 2. Email must not contain material that amounts to gossip about colleagues or that could be offensive, demeaning, persistently irritating, threatening, discriminatory, involves the harassment of others or concerns personal relationships. 3. The email records of other persons are not to be accessed except by management (or persons authorised by management) ensuring compliance
with this policy, or by authorised staff who have been requested to attend to a fault, upgrade or similar situation. Access in each case will be limited to the minimum needed for the task. 4. When using email a person must not pretend to be another person or use another persons computer without permission. 5. Excessive private use, including mass mailing, reply to all etc. that are not part of the persons duties, is not permitted. 6. Failure to comply with these instructions is a performance improvement offence and will be investigated. In serious cases, the penalty for breach of policy, or repetition of an offence, may include dismissal. INTERNET POLICY The internet is provided by A.O. Basid Limited for business use. Limited private use is permitted if the private use does not interfere with a persons work and that inappropriate sites are not accessed e.g. pornographic, gambling. Management has the right to access the system to check if private use is excessive or inappropriate. Failure to comply with these instructions is an offence and will be subject to appropriate investigation. In serious cases, the penalty for an offence, or repetition of an offence, may include dismissal. Staff need to be aware that some forms of internet conduct may lead to criminal prosecution.
RECRUITMENT POLICY AND PROCESS OBJECTIVE:
a. b. c.
To streamline the Recruitment process, To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time Also to thrive a strong Employer Branding to attract the best talents available in the Industry
SCOPE: a. Covers all the vacant positions across the functions, levels and hierarchy. b. To enable the Company initiate the hiring process at any point of time during the year, the respective HOD needs to follow the below-mentioned steps
Fill-up a Manpower Requisition Form (MRF) Get the MRF approved by the Managing Director, and
RECRUITMENT QUALITY NORM:
a. People are perceived as the most valuable assets of an organization

and the optimum utilization of the skill, knowledge, attitude, they possess, are directly instrumental to the growth of any organization. function, it should always be ensured that there is no compromise in the quality of people, we hire.
b. Therefore, while recruiting a candidate for any role, position, level,
c. Besides checking the presence of role-specific key competencies and

the behavioral attributes required to perform a job, few basic eligibility criteria should be considered, even before a candidate is called for the Initial rounds of Interviews -
Academic Qualification: Minimum for all positions and there should not be any unjustified gaps in education. Reference check: Reference check is MUST for all recruitments across the country and Management should always ensure that Reference check is done before extending the offer to a selected candidate.
a.
Candidates selected after rounds of tests/Interviews would be asked to provide the names and contact details of at least 3 persons as his/her Professional References, and
b.
Management would contact these references and the comments and the remarks of the referees would be documented and preserved for future records.
c.
Management in some of the critical cases may also carry out an Independent Reference Check with at least 2
referees whom the concerned candidate had worked with in the past. INTERNAL RECRUITMENT:
As a conscious focus of the organization to nurture high potential talents by providing them suitable career growth opportunities within the organization, efforts would always be made to fill in specific vacancies from its existing human resource pool.
The entire process would be done through Internal Job Posting (IJP) and communication including the job profile, candidate profile, eligibility (who can apply), application deadline etc. would be made available by Management
Employees possessing necessary skills, knowledge, and experience matching with those required for the job may apply through the appropriate communication channels as prescribed in the IJP. RECRUITMENT SOURCES:
To ensure a steady in-flow of quality candidates for all the existing vacant positions, with an aim to select the best within a stringent recruitment deadline, Management would always focus to develop a robust database of CVs searched from the following sources:
Existing CV database (Created & Management) Market Intelligence Personal Network Head hunting Vacancy Advertisement in Newspapers
E-Recruitment portals CV d/base access Regular Job posting
Hiring Consultants
COMPENSATION PROPOSALS, NEGOTIATION AND ISSUING OFFER LETTERS: Management prepares the compensation proposals based on the belowmentioned critical attributes and gets those approved in writing by the concerned authorities before extending to the candidates a. b. c. d. e. Academic and Professional qualification of the respective candidates Experience Profile Existing Compensation & benefits Market synergy Internal Role-wise compensation study to maintain the equity
Management extends the proposals to the candidates who get selected after final round of Interviews and negotiates to close those. Once the candidates agree to the proposals and intimate their acceptance, Management sends out the formal offer letter, duly approved and signed by the Managing Director.
OFFER LETTER CHECKLIST: Management should make sure that all the below-listed documents are received and checked thoroughly before issuing the formal offer letters:
a. Approved Manpower Requisition form (MRF) b. Resume (hardcopy) of the candidate c. Interview Assessment sheet (Filled up with specific recommendations d. Reference checks details (documented in the specified format) e. Compensation Proposal (Existing package & the proposed plan, duly
approved by the Managing Director) RECRUITMENT CYCLE TIME: To bring in more dynamism and effectiveness in the recruitment process, Management would follow a specific project deadline of 33 days to hire a new employee. The process specific schedule break-up is mentioned below by the concerned Interviewers)
Phase I
Activities Role Identification, JD, competency mapping & CV Sourcing Initial Management screening/short-listing Organizing the Preliminary Interviews
Time frame 15 days 2 days 4 days 4 days 2 days
II Organizing the Final Interviews De-briefing sessions to take the final decisions III Preparing the Salary Proposal, Negotiate with the selected candidates and offer closure
6 days
Phase I: Pre-Selection
Head of Department MRF
&
Managing Director
Search
Job Description & Candidate Profile (Education, competencies, Attitude etc.) Management
CV Sources Internal CV database Hiring Consultants e-Recruitment portals Newspaper Advertisement Internal Reference Personal Networks Market Intelligence
CV Bank
Phase II: Selection

CVs not short-listed go to CV Database Initial (For Future use) Management RWS/AOBL/COMPANY POLICIES AND PROCEDURES OCTOBER 2011 Page Screening
10 of 50
Short-listed CVs Called for Personal Interviews (Local candidates)
Short-listed CVs
Tel. Interviews (Outstation candidates)
Preliminary Interviews
Short-listed candidates Final Interview (As per the Selection Approving Matrix)
De-briefing & final decision (Interviewers discuss amongst themselves take a final selection decision)
Phase III: Post-Selection
Salary Proposal
Management does Salary Negotiation & Extends the offer Offer Accepted Management closes it & sends out the offer letter
Offer NOT Accepted
Management works out the modified offer, if possible within the band, and tries to pursue & seals the offer
Management does the necessary Reference checks and gets the details documented in specified format
New Hire joins Phase IV: Post-joining

Management creates Employee ID & sends out the New Hire Notice & the Welcome Note
The new hire should submit the following docs: Signed & Accepted copy of the offer letter Photocopy of all the educational/professional certificates RWS/AOBL/COMPANY POLICIES AND PROCEDURES OCTOBER 2011 Page Date of Birth proof 11 of 50 4 passport size photographs e. Medical Fitness Certificate
Induction and New Hire Orientation

Plan the Induction and communicate to all the concerned persons accordingly Hand him over the Induction Manual Take the new hires through the office to all the departments, Introduce them to other Functional leaders, peers, colleagues Finally, Introduce the new hires to the respective Reporting Managers, to start the functional orientations
V.
HR receives the Induction feedback from both the trainer as well as from the new hires & keeps a track of learning & performances of the new hires.
INDUCTION POLICY A.O. Basid Limited will make sure all new employees feel welcome and are ready to start work safely and competently. PROCEDURES Complete an induction plan for each new starter with details of:
Introductions Workplace tour OH&S Procedures and Evacuation Business Overview Whos Who Working Safely Plan Training Plan IT System Orientation Policy and Procedural Requirements
TRAINING POLICY A.O. Basid Limited realizes that staff training is essential for an organization to meet its strategic goals. Our business believes training is a two-way process. We encourage employees to participate and to highlight any gaps in their own skills or knowledge they believe they have. Training includes internal on-the-job training, written instructions such as standard operating procedures, coaching, external training and courses. Safety training takes precedence. This policy gives guidelines on career development within the organization and provides information on how employee skill gaps will be identified, addressed and closed, how facilitators will be selected as well as provide the basis for evaluating training effectiveness TYPES OF TRAINING On the Job Training This is training conducted by skilled associates to provide employees with practical experience required to demonstrate required knowledge, behaviors and skills on the job. It will be conducted on continuous basis until the skill gaps are closed or remedial action taken to deal with such performance gaps. In-house Training Trainings conducted to introduce new operating procedures or management techniques; to change attitudes, increase the level of knowledge, or to develop/sharpen skills. Induction Program This program is for new hire employees and those relocated as result of inter-departmental transfers. Re-induction courses will be rolled out by the General Manager. PROCEDURE Initiating Training Changes in equipment, processes or procedures initiate training, change of employee, refresher course or technology. Also, training is conducted to address skill gaps identified during employee appraisals. Performance and Skill Gap Identification Individuals competencies will be assessed by supervisors against their performance objectives. If non-conformance is noted, and it is determined
that the cause for no-conformance is due to lack of skills, knowledge or appropriate attitudes, an appropriate training program will be identified to address the problem. In assessing training or learning requirement, the following guideline will apply: a. Performance objectives are as agreed upon between the supervisor and the subordinate b. Performance reviews have been conduct to establish the level of performance c. Differences between expected and actual performance are established d. Root cause analysis is carried out to determine the reason for non-performance e. Skill levels are analyzed against job description to determine reason for non-performance f. Gaps are noted and entered in Performance agreement forms
Closing Skill Gaps If, as a result of a training intervention the skill gap is closed, the supervisor will inform the Operations Manager in writing indicating that the skills gap has been satisfactorily closed. If, after training the employee is still deemed not to be competent, a root cause analysis will be done to determine the reason for non-performance and relevant action taken.
Criteria for Selecting Training Providers a. External Trainers External training providers shall be used if,
internal capacity does not exist in certain specialized, technical courses their CVs indicate that they have the necessary expertise and experience to facilitate the program or if, they have been referred by others organization Registered with the Department of Industrial Training (DIT). However, where the skill gap is critical, experienced persons and individual training providers will be hired to conduct the training even though such individuals or firms are not registered with the DIT.
Review of Trainers Performance
After conducting the training, each trainer will be evaluated by the participants using evaluation Form Evaluation of Training Effectiveness Three months after training, the Supervisor will carry out a post-training employee evaluation to determine the extent to which skills learned during training have been applied to perform prescribed tasks effectively and communicate results to the Department Manager.
PROBATION POLICY Probation is a period of review and appraisal to make sure both the business and the employee are satisfied the role is as advertised, and is being performed satisfactorily. Each employee will serve a probationary period of Six (6) Months. After the expiry of probation period, if you are found suitable by the company for the same post or a different post, you will be confirmed in your appointment. However, the probationary period may be extended or shortened at the absolute discretion of the Company. If you are not found suitable for the post, your appointment might get terminated at the discreetness of the company and in case of such termination you will have no right or claim against the company. During the probationary period, this appointment may be terminated by either party giving the other one (1) months notice in writing or one (1) months salary in lieu of notice without assigning any reasons therefore. PROCEDURE
1. Give informal and formal appraisal during the probation period. 2. Give at least one formal appraisal four weeks before the end of probation.
3. At the end of the probation period, complete a final probation appraisal and advise the employee of the result.
QUALITY ASSURANCE POLICY A.O. Basid Limited recognizes that customer satisfaction is of primary importance to its success and will aspire through Strategic Alliance and Partnerships to be the Transporter of Choice for Petroleum Products. Mindful of its responsibility to the internal and external customers, the Company strives to understand their concerns and to merit their business by responding effectively to their needs. Specifically the Companys Quality Assurance Policy is to: Provide high quality delivery services that meet or exceed customer expectations. Furnish delivery and customer services that meet responsible standards of performance, efficiency and courtesy. To identify and manage risks associated with customer products being transported and to provide an appropriate level of product safety. Specify precautions required in handling customer products and take reasonable steps to communicate them to employees. Maintain safe working conditions; provide proper knowledge, training, tools and facilities for employees. Undertake appropriate reviews and evaluations of its operations to measure progress and to ensure compliance with this policy. Recognize and reward excellent performance
SMOKING POLICY A.O. Basid Limited is committed to providing a healthy, comfortable and productive work environment for all employees. All employees are expected to comply with the smoking regulations detailed in this policy: Smoking is prohibited at all times in the following areas: a. Where flammable and combustible gases or vapors exist, areas where chemicals are used, where flammable liquids are stored and where fire or other hazards exist. Where there is potential damage to equipment. On trucks or at any time or place where flammable products are being loaded/offloaded in any manner. At all Oil Terminals/Depots and Customer Locations At the parking bay where the trucks are kept.
b. c.
d. e.
Failure to comply with the above will result in severe disciplinary action and/or immediate dismissal.
POLICY ON WORKING HOURS A.O. Basid Limited is committed towards providing a work environment whereby safety risks associated with fleet operation are identified and managed. The company has defined working hours for vehicle drivers that take into consideration the reduction of effects of driver fatigue. A driver must: a. not drive for more than 5 continuous hours b. have at least a half-hour rest after 5 hours driving, before doing any more driving. Over any 24-hour period, a driver: a. must not spend more than 11 hours driving b. must not spend more than 14 hours on duty c. must have at least nine continuous hours off duty. The company will allow each driver one week off after every 9 weeks working period, in addition to an annual leave of 21 days. Drivers are not allowed to drive vehicles at night without prior preauthorization from the Managing Director or Operations Manager. A.O. Basid Limited will take disciplinary action, including summarily dismissal, against drivers who violate this Policy.
POLICY ON UNAUTHORISED PASSENGERS AND GOODS Drivers should not allow any other person on-board a truck other than the driver mate or any other goods except if authorized by the company. The company will provide accommodation allowance to the driver, while the driver mate will be expected to spend the night in the single bed in the vehicle. The driver mate: Ensures security of the driver in circumstances that would otherwise be dangerous. Ensures security of the vehicle at designated safe stoppage areas during long haul trips. Can get assistance or communicate emergencies where there is lack of proper communication facilities. In-cab passengers will only be authorized in the following cases: A.O. Basid Limited employed driver mate.
A Driver Trainer who is coaching the driver while the truck is in operation. A Driver under training, who is learning by observing a truck in operation. The Operations Manager, while assessing the skills of the Driver.
Drivers are not allowed to carry any other passengers or goods. The companys insurance cover for Goods In transit and Comprehensive/Third Party Insurance does not cover unauthorized passengers and goods. A.O. Basid Limited will take disciplinary action, including summarily dismissal, against drivers who violate this Policy.
DRUG AND ALCOHOL POLICY OBJECTIVES Alcohol reduces the ability to drive safely because it impairs coordination, upsets judgments and leads to longer reaction times. Even a small amount of alcohol upsets the ability of drivers to assess their own performance. A.O. Basid Limiteds is committed to maintaining an alcohol and drug free workplace in support of compliance with the HSE Policy and OSHA 20007. Drivers shall not operate a vehicle while under the influence of alcohol, drugs, narcotics or medication that could impair the operators ability to safely operate the vehicle. SCOPE A.O. Basid Limited believes that in respect of fleet operations, consumption of alcohol or the abuse of illicit drugs or medicines cannot be tolerated. The company also expects any driver that is required to take medication that is recognized as having the potential to affect driving performance to report the matter to management immediately. The company will formally advise directly all sub-contracted personnel. ALCOHOL AND DRUG TESTING Following are the principles of tests in the form of spot checks to assure the D & A Policy are properly implemented. a. Testing of drivers on random basis, with at least 10% of the screened on monthly basis. b. In specific circumstances, such as after an accident or incident, the driver must be tested. c. Testing particular drivers reporting to work with a drinking symptom. d. The screening rate shall be increased after major festival/team buildings events. MEDICINE Drivers should ask for non-drowsy medicine or inform doctor of their profession before they are provided with medicine for normal consultation. Non-compliance with these conditions will result in severe disciplinary action and/or immediate dismissal.
DISCIPLINARY POLICY GENERAL A.O. Basid Limited aims to provide its employees with fair remuneration, worthwhile employment, competitive conditions of service, fringe benefits and safe working conditions. In return it expects a fair days work, acceptable behavior and compliance with the Companys rules and regulations and standards of discipline. All disciplinary action will be carried out in terms of the Employment Law. SCOPE Discipline" refers to any action initiated by the Company to regulate employee conduct within the work environment specifically for the purpose of ensuring safety and maximizing job efficiency and job productivity. Such action could include verbal warning, suspension or even termination, depending on the severity of individual employee behavior. The primary objective of any disciplinary action is to prevent the problem from occurring again and to also let the employee involved know that a change in conduct or performance is required. This policy covers all Company employees. RESPONSIBILITY All employees are expected to adhere to prescribed work rules and perform work in an efficient, safe, productive manner during work hours. Supervisors are responsible for ensuring that employees are made aware of job responsibilities, as well as appropriate work rules. Supervisors are also expected to monitor and enforce compliance with work regulations. Prior to the actual implementation of an employee suspension or discharge, the Operations Manager should be consulted for guidance and clarification of policy to ensure that appropriate processes are followed. PROCEDURES Corrective discipline is normally required when there is an infraction of a Company rule or a Company Policy, or other unsatisfactory performance. The types of disciplinary action to be considered are: a. Supervisory counseling resulting to verbal warning (appropriate in some cases for absenteeism, unsatisfactory job performance, inability to work successfully with coworkers, neglect in caring for Company property, etc.). b. Disciplinary interview resulting to a written or final warning. These warnings are to formally communicate with the employee after the disciplinary interview and they will be retained on the employees personal file for a period of 12 months.
c. Disciplinary enquiry which may result to a dismissal. d. Termination on the first offence (appropriate in some cases for theft, physically assaulting another employee, deliberately damaging Company property, illegal use or possession of controlled substances, including alcohol, possession of a weapon, explosive or unauthorized flammable material, etc.) e. In the event of the company conducting an investigation surrounding an employees possible misconduct, the company may suspend the employee on half pay for the duration of investigation. In general, a system of progressive discipline will be used under which the employee is warned, or given disciplinary suspension or probation before resorting to termination. However, Management is not bound by a progressive discipline formula in cases of serious offences and may utilize the system at any step, depending upon the seriousness of the offense. Each supervisor should assure that procedures are applied in a uniform and consistent manner, insofar as is practicable. It is recognized that the precise disciplinary measures used will depend on the total circumstances surrounding the incident, which will rarely, if ever, be the same for separate incidents. Employees have the right to fairness and will be given the opportunity to state their case in all instances. Interviews may be scheduled to record progress made towards achieving the required standard and the relevant warning letter is accordingly endorsed. This is recorded at a final interview, and the relevant warning letter is endorsed. If there is little, or only marginal improvement, then the review period may be extended, or the disciplinary process will advance to the next stage. A written record of discussion should be prepared whenever a supervisor formally counsels an employee on misconduct or unsatisfactory job performance and a copy placed on the personnel file. Counsel/Advise on this policy should be obtained from the Operations Manager.
DRIVER DISCIPLINARY POLICY A.O. Basid Limited will exercise firmness and fairness in dealing with cases of violation as part of an effective Road Transport Safety Program. Depending of Managements evaluation of the level of negligence and violation, the following levels of discipline will specifically be applied for company drivers: SUMMARY DISMISSAL AND/OR CRIMINAL PROSECUTION a. b. c. d. e. f. g. Adulteration of Products Theft of Products Drug and Alcohol Use on Duty Permitting the Driver Mate to Drive Truck Carrying Unauthorized Passengers and Goods Failure to Use Safety Belts Night Driving While Carrying Products
SUSPENSION FROM DUTY PENDING INVESTIGATION a. Careless and Dangerous Driving b. Product Contamination c. Collusion with Others in Dishonest Activities FIRST LETTER OF WARNING First Letter of Warning will advise against recurrence, whilst Final Letter of Warning will advise of dismissal in the case of recurrence and will refer to the First Letter of Warning. a. b. c. d. e. f. g. h. Operating Equipment known to be Defective Non-adherence to Incident Reporting Guidelines Acts of Indiscipline and Insubordination Non-Adherence to HSEQ Procedures Contravening Traffic Rules Delegation of Driver Duties to Driver Mate Failure to use Safety Wear and Uniform Failure to Apply Defensive Driving Skills
These guidelines apply to all Company Drivers and complement the Disciplinary Process in the Personnel Policies and Procedures Manual.
NIGHT BAN RESTRICTION POLICY A.O. Basid Limited is committed to incident and accident free Fleet Operations and ensuring that necessary procedures for Fleet Operations are developed and updated at defined intervals or when changes to the Operating Standards and Environments occur. The Company has adopted the Nigh Ban Restriction Policy on Product Deliveries. Under the policy, the ban of night driving for Product Deliveries is limited to the time interval between 1800 Hours and 0600 Hours. This policy is complemented by the Companys Driver Disciplinary Policy and the Policy on Working Hours, which require Company Drivers not to exceed the maximum driving hours per day and per week. A.O. Basid Limited will not tolerate breach of this policy and non-compliance with these conditions will result in severe disciplinary action and/or immediate dismissal.
POLICY ON MOBILE PHONES, OTHER DISTRACTIONS AND SEAT BELTS USE OF MOBILE PHONES a. Drivers are prohibited from using Mobile Phones while driving Company Vehicles. b. The use of Mobile Phones causes significant distractions during driving, which can be major causes of accidents. c. Use of Mobile Phones including hands free phones is not allowed while the vehicle is in motion. d. Drivers should stop vehicles at safe locations away from traffic to retrieve missed calls, messages and return calls. e. Use of Mobile Phones while driving Company Vehicles will result in summarily dismissal. OTHER DISTRACTIONS a. Drivers should not read, take notes, eat or drink while driving, as these activities distract the driver and increase risk of accidents. b. Drivers should keep cab interiors free of unnecessary items and ensure that all other items including personal effects are properly secured or stowed. USE OF SEAT BELTS a. Seat belts reduce the severity of injuries, consequent suffering and cost incurred from vehicle accidents. b. It is mandatory for Drivers, Driver Mates and Passengers in Company vehicles to use seat belts at all times. c. The Company has fitted seat belts in all Company Vehicles. d. Seat belts must be worn by all vehicle occupants at all times. e. Failure to use seat belts will result in summarily dismissal.
VEHICLE ACQUISITION AND DISPOSAL POLICY PURPOSE A.O. Basid Limited will replace trucks after 8 years of service. The companys vehicle design standards will consider the following: a. Compliance with KS 2180 and other Oil Industry Codes of Practice. b. Compliance with Company guidelines including all safety requirements c. Maximize operating efficiency (maximum cubic meters per hour). This will be achieved by specifying the maximum size and/or carrying capacity of vehicle, limited only by local regulations and by specifying the required on-road, loading and discharge performance. d. Provide trucks and trailers which incur the minimum Whole Life Cost: taking into account the cost benefits of increased carrying capacity through lower tare weights. e. Acquisition of new vehicles that meet or exceed KS 2180 features and incorporate incident prevention as well as incident severity reduction features. INCIDENT PREVENTION FEATURES Incident prevention features directly or indirectly aid in the prevention of incidents. INCIDENT SEVERITY REDUCTION FEATURES Incident severity reduction features reduce the severity of injury and/or damage should an accident occur. VEHICLE DISPOSAL AND REPLACEMENT The Company will depreciate vehicles for eight years and will replace vehicles that are already eight years old, through sale or trade in off the old unit and purchase of a new unit. The Board of Directors will approve the process of procurement and disposal of new and old vehicles respectively and grant the Managing Director authority to proceed with all related business transactions. Where the replacement program cannot be timely implemented, the Managing Director will inform the Board of Directors and seek the Boards adoption of the resolution to delay the vehicle replacement.
OCCUPPATIONAL HEALTH AND SAFETY POLICY A.O. Basid Limited will, as far as practicable, provide a safe work environment for the health, safety and welfare of our employees, contractors, visitors and members of the public who may be affected by our work. All persons responsible for the work activities of other employees are accountable for:
identifying practices and conditions that could injure employees, clients, members of the public or the environment controlling such situations or removing the risk to safety. If unable to control such practices and conditions, report these to their manager making sure workers use personal protective equipment (PPE), training workers to use PPE correctly making sure PPE is maintained and working properly
A.O. Basid Limited demands a positive, proactive attitude and performance with respect to protecting health, safety and the environment by all employees, irrespective of their position. GROUP PERSONAL ACCIDENT COVER All employees are covered by Group Personal Accident Cover for all instances of injuries while at work. INJURY PROCEDURE If there is an injury:
1. The first priority is medical attention. The injured worker or nearest

colleague should contact one of A.O. Basid Limiteds first aiders. For a serious injury also call an ambulance. 2. Any employee who is injured on the job, experiences a safety incident or a near miss, must report the incident to their manager. 3. The manager must write and submit to Management an Incident or Near Miss Report. 4. This standard report must include: employees name and job details time and date of injury exact location the injury/incident occurred how the injury/incident happened details of the injury/illness and the part/s of the body injured names of any witnesses name of the person entering details in the Register date the employer was notified
5. A.O. Basid Limited will let the injured employee know in writing that
Management has received notification of any injury or illness.
PRODUCT SAFETY It is A.O. Basid Limiteds policy to Identify and manage risks associated with its products and not sell products when it is not possible ,through proper design, procedures and practices, to provide an appropriate level of safety for people and the environment Specify precautions required in handling transporting using and disposing of its products and take reasonable steps to communicate them to employees, customer and others who might be affected Comply with all applicable laws and regulation and apply responsible standards where laws and regulation do not exist Work with government agencies and others as appropriate ,to develop responsible laws ,regulations and standard based on sound science and consideration of risk Include identification and control of potentially adverse health safety and environmental effects as priority consideration in the planning and development of products Undertake appropriate reviews and evaluations of its operations to measure progress and to ensure compliance with this policy
EQUAL EMPLOYMENT OPPORTUNITY (EEO) POLICY This policy applies to all staff and covers all work-related functions and activities including external training courses sponsored by A.O. Basid Limited. It also applies for all recruitment, selection and promotion decisions. The objective of A.O. Basid Limiteds Equal Opportunity Policy is to improve business success by: attracting and retaining the best possible employees providing a safe, respectful and flexible work environment delivering our services in a safe, respectful and reasonably flexible way
DISCRIMINATION, SEXUAL HARASSMENT AND BULLYING A.O. Basid Limited is committed to providing a workplace free from discrimination, sexual harassment and bullying. Behaviour that constitutes discrimination, sexual harassment or bullying will not be tolerated and will lead to action being taken, which may include dismissal. For the purposes of this policy, the following definitions apply: Discrimination: Direct discrimination occurs when someone is treated unfavourably because of a personal characteristic that is protected under Victorian law. Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact on certain people. For example a minimum height requirement of 6 foot for a particular job might be applied equally to men and women, but would indirectly discriminate on the basis of sex, as women tend to be shorter than men. Sexual harassment includes unwelcome conduct of a sexual nature in circumstances in which it could reasonably be expected to make a person feel offended, humiliated or intimidated reasonable person, having regard to all the circumstances, would have anticipated that the person harassed would be offended, humiliated or intimidated. Workplace bullying may include behaviour that is directed toward an employee, or group of employees, that creates a risk to health and safety e.g. physical and/or verbal abuse, excluding or isolating individuals; or giving impossible tasks. A.O. Basid Limited provides equal opportunity in employment to people without discrimination based on a personal characteristic protected under the Employment Law 2007. Personal characteristic include:
age breastfeeding disability employment activity gender identity marital status parental status personal association with someone having any of these characteristics physical features political activity/belief pregnancy race religious activity/belief sex sexual orientation
Any employee found to have contravened this policy will be subject to disciplinary action, which may include dismissal as outlined in the complaint procedure below. Employees must report any behaviour that constitutes sexual harassment, bullying or discrimination to their manager. Employees will not be victimised or treated unfairly for raising an issue or making a complaint. PROCEDURE: TO MAKE A COMPLAINT If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should follow this procedure.
1. Tell the offender the behaviour is offensive, unwelcome, and against
business policy and should stop (only if you feel comfortable enough to approach them directly, otherwise speak to your manager). Keep a written record of the incident(s). 2. If the unwelcome behaviour continues, contact your supervisor or manager for support. 3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact the Managing Director. Employees should feel confident that any complaint they make is to be treated as confidential as far as possible. PROCEDURE: TO RECEIVE A COMPLAINT When a manager receives a complaint or becomes aware of an incident that may contravene A.O. Basid Limiteds EEO Policies, they should follow this procedure.
1. Listen to the complaint seriously and treat the complaint confidentially.

Allow the complainant to bring another person to the interview if they choose to.
2. Ask the complainant for the full story, including what happened, step by 3. Take notes, using the complainants own words. 4. Ask the complainant to check your notes to ensure your record of the
conversation is accurate. 5. Explain and agree on the next action with the complainant. 6. If investigation is not requested (and the manager is satisfied that the conduct complained is not in breach of A.O. Basid Limiteds EEO policies) then the manager should: act promptly maintain confidentiality pass any notes on to the managers manager step.
If an investigation is requested or is appropriate, follow the next procedure. PROCEDURE: TO INVESTIGATE A COMPLAINT When a manager investigates a complaint, they should follow this procedure. 1. Do not assume guilt. 2. Advise on the potential outcomes of the investigation if the allegations are substantiated. 3. Interview all directly concerned, separately. 4. Interview witnesses, separately. 5. Keep records of interviews and the investigation. 6. Interview the alleged harasser, separately and confidentially and let the alleged harasser know exactly of what they are being accused. Give them a chance to respond to the accusation. Make it clear they do not have to answer any questions; however, the manager will still make a decision regardless. 7. Listen carefully and record details. 8. Ensure confidentiality, minimise disclosure. 9. Decide on appropriate action based on investigation and evidence collected. 10. Check to ensure the action meets the needs of the complainant and A.O. Basid Limited. 11. If resolution is not immediately possible, refer the complainant to the Managing Director. 12. Discuss any outcomes affecting the complainant with them to make sure where appropriate you meet their needs. POSSIBLE OUTCOMES If after investigation management finds the complaint is justified, management will discuss with the complainant the appropriate outcomes which may include:
disciplinary action to be taken against the perpetrator (counselling, warning or dismissal) staff training additional training for the perpetrator or all staff, as appropriate counselling for the complainant
an apology (the particulars of such an apology to be agreed between all involved)
LEAVE POLICY GENERAL LEAVE POLICY All employees are entitled to leave in accordance with the relevant awards or agreements and statutory provisions. Where the entitlements or practices in this document conflict, the applicable award, workplace agreement, employment contract or employment law takes precedence. All planned leave has to be mutually agreed, and take into account workloads and the employees needs. Leave must be approved in advance, except when the employee cannot anticipate the absence. Any documents regarding leave will be kept on the employees personnel file. ANNUAL LEAVE POLICY Each employee is entitled to a minimum of 21 days annual leave a year. Leave entitlements are calculated from the date they started work and accrue in accordance month by month. Annual leave counts towards continuous service. Applications for annual leave need to be lodged 2 weeks in advance. An employee is expected to take accrued annual leave for business close down periods. A.O. Basid Limited will decide on a case-by-case basis whether it will agree with an employee to cash out annual leave as permitted by the Employment Law. In some circumstances, leave in advance of what leave has accrued may be approved. This is conditional on the employee agreeing to the business deducting any advance in the event of termination, or to the employee accepting leave without pay. SICK LEAVE An employee is entitled to a minimum of 18 days of personal/carers leave every 12 months which can all be taken as carers leave if required. Paid personal leave accrues at the rate of 1.5 days per month of service and is cumulative. An employee should notify his/her manager as soon as possible if they are unable to attend work due to illness or injury. Management, at its discretion, may request evidence such as a medical certificate showing that the employee was entitled to take personal leave during the relevant period. COMPASSIONATE LEAVE Compassionate leave is paid leave taken by an employee to spend time with a family member/member of the employees household, who has a personal illness, or injury, that poses a serious threat to his/her life, or after the death of a family member/member of the employees household. Each employee is entitled to a period of five days paid compassionate leave for each occasion where a family member has died, or the employee needs to
spend time with a seriously ill family member. Additional unpaid leave maybe granted at management discretion. PARENTAL LEAVE POLICY Male employees are entitled to 2 weeks paid paternity leave following the birth of a child in the family and he may, in agreement with the manager, take some or all of that leave at the same time. DURING PARENTAL LEAVE Even though the employee is on leave, they will continue to be protected against discrimination as an employee. A.O. Basid Limited respects that some employees do not want any contact while on leave, and others do. The manager should discuss with the employee what sort of communication the employee would like while on leave, and record this agreement. While an employee is on parental leave, A.O. Basid Limited will ensure that the employee is considered and kept informed of significant changes that may occur in the business.
PERFORMANCE MANAGEMENT POLICY The purpose of performance management is to improve performance. It is an ongoing process. It should include informal and formal review. We encourage a two-way process, that is, employees can also give management feedback on performance. All employees will undergo a formal performance review with their immediate managers at least 4 times a year. PROCEDURE 1. The manager and the employee agree on the date for a performance appraisal meeting to allow time to prepare. 2. The manager and employee will meet and openly and constructively discuss performance over the period. 3. The manager and the employee will agree any objectives and outcomes for the next appraisal period. 4. Training and development will be considered as part of the process. 5. Notes should be taken of the meeting and copies kept. 6. Outside of this formal process, employees are encouraged to raise any issues they have when they arise.
PERFORMANCE IMPROVEMENT POLICY Where warranted A.O. Basid Limited will use improvement processes to improve performance. Should such improvement processes be unsuccessful in improving an employees performance, A.O. Basid Limited may decide to end an employees employment. Depending on the circumstances, performance improvement action may include verbal or written warnings, counselling or retraining. A.O. Basid Limited requires a minimum standard of conduct and performance which will be made clear to employees in management appraisals. If an employee does not meet this standard, A.O. Basid Limited will take appropriate corrective action, such as training. Formal performance improvement procedures will generally only start when other corrective action fails. If an employee deliberately breaches business policy or procedure, or engages in misconduct, A.O. Basid Limited may start improvement procedures, or, in cases of serious misconduct or breach of policy, may dismiss an employee. Each employee must understand their responsibilities, be counselled and given the opportunity to reach the standards expected of them. A.O. Basid Limited will give an employee the opportunity to defend themselves before management takes further action. PROCEDURE
1. A.O. Basid Limited will advise the employee of any shortfall in their
performance, and give them an opportunity to respond. 2. Once they respond, the manager will consider their response and decide if performance improvement action should be taken. A.O. Basid Limited will provide support such as training where appropriate. 3. If the employee is given a verbal warning, the manager should make a note of it, date it and sign it. 4. The manager will advise the employee in clear terms what they see as the performance problem or the unacceptable conduct. To highlight the deficiency they should use specific examples, and refer to the correct policy or procedure. 5. The manager will allow the employee to respond before making a decision and consider the employees responses. The employee may have a support person present at such meetings. 6. The manager will decide if more action is needed. 7. If a written warning is to follow, the manager is to: document it and give the employee a copy give the employee the opportunity (and their support person the opportunity) to sign the warning keep a copy on file 8. The warning must clearly define: the deficiency a clear explanation of the expected standard by when the employee needs to achieve it
how the business will help the employee achieve the improvement required consequences of failing to improve 9. The manager concerned will keep a record of all meetings, training and/or coaching given and a summary of discussions, and put a copy on the employees personnel file. This should include date, location and time of discussion. 10. They will continue to support the employee and note the support they give, for example, training or counselling. 11. If the employees performance or conduct doesnt improve, the manager will give the employee a final written warning. This document needs to warn the employee in clear terms that A.O. Basid Limited will terminate their employment if there is not enough improvement, and a sustained improvement in, their performance. Note: some circumstances justify going straight to a second or final warning.
GRIEVANCES POLICY A.O. Basid Limited supports the right of every employee to lodge a grievance with their manager if they believe a decision, behaviour or action affecting their employment is unfair. An employee may raise a grievance about any performance improvement action taken against them. We aim to resolve problems and grievances promptly and as close to the source as possible. When necessary, A.O. Basid Limited will escalate a grievance to the next higher level of authority for more discussion and resolution, and continue escalating it to the level above until it is resolved. Managers will do their utmost to action grievances objectively, discreetly and promptly. Be aware that grievances that are misconceived, vexatious, and lacking substance may result in disciplinary action being taken against the employee lodging the grievance. PROCEDURE 1. The employee should try to resolve the grievance as close to the source as possible. This can be informal and verbal. At this stage, every possible effort should be made to settle a grievance before the formal grievance process starts. If the matter still cant be resolved, the process continues and becomes formal. 2. To start the formal grievance the complainants must fully describe their grievance in writing, with dates and locations wherever possible and how they have already tried to settle the grievance. 3. The person(s) against whom the grievance/complaint is made should be given the full details of the allegation(s) against them. They should have the opportunity and a reasonable time to respond before the process continues. 4. If the grievance still cannot be resolved, refer the matter to the most senior manager for consideration and a final decision. A grievance taken to this level must be in writing from the employee.
CONFLICT OF INTEREST POLICY Conflict of interest arises whenever the personal, professional or business interests of an employee are potentially at odds with the best interests of A.O. Basid Limited. All employees are required to act in good faith towards A.O. Basid Limited. Employees need to be aware of the potential for a conflict of interest to arise and should always act in the best interests of A.O. Basid Limited. As individuals, employees may have private interests that from time to time conflict, or appear to conflict, with their employment with A.O. Basid Limited. Employees should aim to avoid being put in a situation where there may be a conflict between the interests of A.O. Basid Limited and their own personal or professional interests, or those of relatives or friends. Where such a conflict occurs (or is perceived to occur), the interests of A.O. Basid Limited will be balanced against the interests of the staff member and, unless exceptional circumstances exist, resolved in favour of A.O. Basid Limited. It is impossible to define all potential areas of conflict of interest. If an employee is in doubt if a conflict exists, they should raise the matter with their manager. PROCEDURE Employees must:
declare any potential, actual or perceived conflicts of interest that exist on becoming employed by A.O. Basid Limited to management declare any potential, actual or perceived conflicts of interest that arise or are likely to arise during employment by A.O. Basid Limited to management avoid being placed in a situation where there is potential, actual or perceived conflict of interest if at all possible
If an employee declares such an interest, A.O. Basid Limited will review the potential areas of conflict with the employee and mutually agree on practical arrangements to resolve the situation. Employees must disclose any other employment that might cause a conflict of interest with A.O. Basid Limited to their manager. Where there are external involvements that do not represent a conflict of interest, these must not affect performance or attendance whilst working at A.O. Basid Limited. If such involvement does affect performance or attendance it will be considered a conflict of interest. Employees must not set up or engage in private business or undertake other employment in direct or indirect competition with A.O. Basid Limited using knowledge and/or materials gained during the course of employment with A.O. Basid Limited.
Engaging in other business interests during work hours will result in strong performance improvement action. Failure to declare a potential, actual or perceived conflict of interest or to take remedial action agreed with A.O. Basid Limited, in a timely manner, may result in performance improvement proceedings including dismissal.
INTELLECTUAL PROPERTY AND SECURITY All intellectual property developed by employees during their employment with A.O. Basid Limited, including discoveries or inventions made in the performance of their duties related in any way to the business of A.O. Basid Limited, will remain the property of A.O. Basid Limited. Employees may be given access to confidential information, data, business property, keys to premises or any other business related property/information in the performance of their duties. This must be protected and used only in the interests of A.O. Basid Limited. Employees must not:
disclose or use any part of any confidential information outside of the performance of their duties and in the interests of A.O. Basid Limited; or authorise or be involved in the improper use or disclosure of confidential information; during or after their employment without the Employer's written consent, other than as required by law.
Confidential information includes any information in any form relating to A.O. Basid Limited and clients or businesses, which is not in the public domain. Employees must act in good faith towards A.O. Basid Limited and must prevent (or if impractical, report) the unauthorized disclosure of any confidential information. Failure to comply with this policy may result in performance improvement proceedings including dismissal, and A.O. Basid Limited may also pursue monetary damages or other remedies.
TERMINATION AND NOTICE During the probationary period, either party may terminate the contract by giving two (2) weeks notice or the equivalent of two (2) week's salary in lieu of notice. Upon confirmation of your employment, either party may terminate the contract by giving one (1) months notice or one (1) month's salary in lieu of notice. The Company reserves the right not to give any reasons for termination. The Company, however, has the right to give immediate notice before terminating your services if you are guilty of misdemeanour, misconduct, negligence or breach of any of the terms of this Letter of Appointment. Upon the termination of your employment you shall return to the Company all documents, records, items and materials in your possession or custody belonging to the Company or its clients and you shall not retain any copies (including electronic or soft copies) thereof. During your notice period, you shall handover all documents and materials relating to your work and ensure a smooth transition of your duties and responsibilities. If you fail to complete the handover during the notice period, the Company shall be fully entitled to require and compel you to stay two (2) more weeks after the notice period has ended to complete the hand over.
ENVIRONMENTAL BEST PRACTICE POLICY A.O. Basid Limited will comply with all local and national laws and regulations on: disposing of hazardous waste, trade waste (i.e. waste added to the sewer) and waste water safe handling, storage and transport of hazardous waste and petroleum products land use air pollution and carbon emissions
PROCEDURE A.O. Basid Limited will set targets each year to increase energy and water efficiency, and seek opportunities for reducing and recycling waste. To do this, we will: General publish monthly energy and water use on the staff notice board including savings made, and report on greenhouse gas emissions give preference to maintenance and other contractors using green products
Energy
buy electrical and lighting systems rated as energy efficient use green energy where feasible, either in part or whole
Water buy appliances rated as water efficient
Waste investigate ways to reduce consumption or recycle waste
MANAGEMENT OF CHANGE POLICY MISSION Coordinate and control all changes to fleet operations to minimize adverse impacts fleet operations. GOAL Ensure that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of Changerelated incidents upon service quality, and consequently to improve the dayto-day fleet operations of the company. ACTIVITIES Procedures, Equipment and Personnel Changes BENEFITS a. Better alignment of fleet operations to business requirements b. Increased visibility and communication on changes to fleet operations c. Improved risk assessment d. Reduced adversely impact of changes on fleet operations and on Transport Contracts e. Improved problem management through the use of valuable management information CRITICAL SUCCESS FACTORS a. Controlling Changes b. Making Quick And Accurate Changes Based On Fleet Operations Priorities c. Protecting Services When Making Changes KEY ACTIVITIES The key activities for this process are: a. Accept Changes b. Prioritize and classify changes c. Approval of Changes d. Implementation and post implementation reviews of changes

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COMPANY POLICIES AND PROCEDURES MANUAL CONTENTS COMPANY POLICIES AND PROCEDURES MANUAL.........................................1 INTRODUCTION ..............................................................................

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Abdi Basid Omar

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1. No material is to be sent as email that is defamatory, in breach of

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RECRUITMENT POLICY AND PROCESS OBJECTIVE:

RECRUITMENT QUALITY NORM:

a. People are perceived as the most valuable assets of an organization

b. Therefore, while recruiting a candidate for any role, position, level,

c. Besides checking the presence of role-specific key competencies and

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E-Recruitment portals CV d/base access Regular Job posting

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Time frame 15 days 2 days 4 days 4 days 2 days

Phase II: Selection

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Short-listed CVs Called for Personal Interviews (Local candidates)

Phase III: Post-Selection

New Hire joins Phase IV: Post-joining

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Induction and New Hire Orientation

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Review of Trainers Performance

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