Post on 13-Apr-2018
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HR ManualAPPENDICES
INTRODUCTION
THE NEW SBCGT,,,
1. CONDITIONS OF SERVICE
Contract of Employment..
Working hours.Duty Station.
Confidentiality.
2. RECRUITMENT AND SELECTION POLICY
Introduction.
Objecties
!ecruitment "uthorisation #rocedure.$e%ly Created or !estructured #ositions
Employment #rocedureEmployment Interie% #anel...
"ge...
"ppointment.#ersonal Data
Staff &ransfer
Induction..
3. PERFORMANCE MANAGEMENT POLICY
Introduction..Objecties.
!esponsibilities of 'anager(Superisors.
&he #erformance 'anagement #rocess
).*.+ #erformance #lanning ).*., 'onitoring....
).*.) #erformance Summary
).*.* !ecognition..
. TRAINING AND DEVELOPMENT POLICY
*.+ Introduction..*., Objecties
*.) #rocess and Criteria.
!. LEAVE POLICY
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". DICIPLINARY CODE
Introduction..#rocedure and Documentation.
Special Cases
Classification of Offences
-.*.+ "bsenteeism
-.*., Offences related to Control at Work
-.*.) Offences relating to indiscipline or disorderly behaior.-.*.* Offences related to dishonesty.
-.*. Industrial "ction..
-. #enalties-..+ /erbal Warning
-.., !ecorded Warning-..) Seere Warning
-..* 0inal Warning..
-.. Dismissal..-..- Demotion..
-..1 &ransfer
-..2 "lternatie #enalty to Dismissal..
-..3 Dismissal #rocedure.
Disciplinary "ppeal #rocedure
#. GRIEVANCE POLICY
Introduction..Objecties.
#rocedure and 4uideline..
$. TERMINATION OF EMPLOYMENT POLICY
2.+ Introduction...
2., &ermination by $otice.2.) !etirement.
2.* Death of Staff 'ember.
2. Certificate of Serice2.- Discharge 0orm.
%. RETRENCHMENT POLICY
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3.+ Introduction...
3., Objecties.
3.) Consultation..3.* "ssistance from S5C4&
3. !etrenchment #rocedure
1&. COMPENSATION POLICY
11. POLICY FOR TEMPORARY EMPLOYEES
++.+ Introduction
++., "ppointment..
++.,.) &erms of Serice.++.* Short &erm Consultants.
12. HEALTH AND SAFETY POLICY
+,.+ Introduction
+,., Objecties..+,.) Security..
+,.* 0irst "id.
+,. /isitors+,.- Smoking..
+,.1 Emergencies
+,.2 Office Serices
13. STAFF MOVEMENTS
+).+ &ransfers.+)., Out of Station &rael on Official Duty
+).) Oerseas &rips.
+).* &rael "dances.+). !eimbursement of E6penses
1. HIV'AIDS POLICY
+*.+ Introduction.
+*., Objecties
+*.) !ights of #ositie Employees.
1!. SUCCESION PLAN POLICY
+.+ Introduction..
+., Objecties
+.)#rocedure..
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A(()n*+)-
"ppendi6 +7 Contract of Employment"ppendi6 ,7 Employment "uthori8ation 0orm
"ppendi6 )7 Employee #ersonal Data 0orm
"ppendi6 *7 Supply up%ard 0eedback for Employees
"ppendi6 7 Supply up%ard 0eedback for Superisors"ppendi6 -7 Study 9oan "pplication 0orm
"ppendi6 17 Complaint 0orm"ppendi6 27 $otice of Disciplinary :earing
"ppendi6 37 4rieance 0orm
"ppendi6 +;7 0ield &rael and "uthorisation 0orm"ppendi6 ++7 Oerseas &rael 0orm
"ppendi6 +,7 !econcile &rael and !elated costs
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O/ S0u0u)
Ba* Tu-0))-
CEO
0in < "dmin 'gr. =+>
"ccountant =+>
Operations 'gr. =+>
Snr. Credit Officer =+>:uman !esources Officer =+>
"dmin.< "cc. "ss. =,>
Internal "udit
'essenger(Cleaner =+>
Credit Off . Wnk.=)>
Outreach Off.$orth =,>
Outreach Off Coastal =,>
=,>
"dmin. "ssistant. =+>
Credit Office. "ssistant=+>
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1. CONDITIONS OF SERVICE POLICY
1.1 Cn0a0 E(l4)n0
" Contract of Employment stipulating all the conditions of employment shall be signed by all
employees on the first day of employment. See "ppendi6 +.
1.2 W5+n/ Hu-
The workweekcomprises a minimum of *; hours? beginning 'onday and ending 0riday ofeach %eek. &he official %orking hours are form 2h;;am to +1h;;pm %ith one hour brakebet%een +)h;; and +*h;; for lunch. Each employee is re@uired to put in at least eight hoursper day. :o%eer the nature of %ork may re@uire some ariation and e6tension of these times.&he Chief E6ecutie Officer or his(her delegate must approe any deiation fromthese hours. !efer to Section ,1 of the 9abour "ct? +33, ="ct - of +33,>.
1.3 Du04 S0a0+n
Duty station shall be stated in the letter of appointment and any transfer to other field offices
shall be communicated in %riting. &he %orkstation for each member of staff shall be specified
in the letter of appointment. Employees %ill ho%eer be re@uired to report to the S5C4& :eadOffice before proceeding to their place of posting. &hey shall meet their trael costs to :ead
Office %hile S5C4& shall meet the trael costs from :ead Office to the place of posting.
Where the employee is to report straight to their %orkstation? the employee shall meet the
trael costs. &ransfers are fully discussed in the policy for Staff 'oements.
1.3 Cn+*)n0+al+04
"ll information related to S5C4&As operations or future endeaours? shall be treated %ithudmost confidentiality.
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2. RECRUITMENT AND SELECTION POLICY
2.1 In0*u0+n
!ecruitment and Selection aim to search and hire suitable candidate to fill acancies in S5C4&
%ith the ie% to satisfying human resources needs. &he search may be internal and(or e6ternal.
"ny position %ithin S5C4& that become acant %ill be filled? on completion of a re@uisition
form by the immediate superisor. !estructured on ne%ly created positions %ill only beactiated upon approal from the board.
&he success and adaptability of a Company depends upon the recruitment of employees %ho
are fle6ible? adaptable and committed to the success of the S5C4&.
2.2 O67)0+8)-
&his section aims to promote and maintain high standards of professional recruitment practiceby encouraging recruiters to adhere to best practices.
Its purposes are to7
a> Ensure that recruitment is considered an essential part of the human resourceb> Strategy and conse@uently an integral part of the oerall business strategyB
c> Ensure and e6plain best practice for all types of recruitmentB
d> 'aintain professional standards %hether recruits are easy to findB
e> Ensure that e@uality of opportunity is considered an integral part of goodrecruitment practices and procedureB
2.3 R)u+0)n0 Au09+:a0+n P)*u)
Au09+-a0+n
"ll authorisation procedure detailed belo% must be completed prior to the commencement on
any recruitment procedure.
a> #rior to the employment of any employee the Employment "uthorisation 0orm="ppendi6 ,> must be completed.
b> &he employment of all indiiduals for budgeted positions %ithin S5C4& mustbe authorised by the Department :ead and Chief E6ecutie Officer.
c> Employment of #ersonnel to the position of 'anager of Departments %illre@uire the authorisation of the Chief E6ecutie Officer.
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P)*u)
a> &he Department 'anager %ill complete the Employment "uthorisation form.
b> &he Department 'anager is responsible to ensure correct authori8ation
procedures hae been complied %ith.
c> &he Department :ead %ill proide the :uman !esources Officer %ith a fully
authorised Employment "uthority 0orm and instruct commencement of
!ecruitment.
d> &he :uman !esources Officer %ill control that the correct authorisation has
been obtained. When all is in order they shall commence the recruitment
process.
2. N);l4 C)a0)* R)-0u0u)* P-+0+n-
Au09+04 -9all 6) 8)-0)* +n 09) Ba* 0 n-+*) ) "ctiation of a position shall be allo%ed by the submission of an Employment
"uthorisation 0orm by the Department 'anager to the :uman !esources
Officer.
b> Once the need to fill a acancy has been identified? the Department 'anager
%ill submit a motiated recommendation to the 5oard for the actiation of theposition.
c> Internal "dertisements shall be sent ia email or other means to all employeesby the :uman !esources Officer? %hile e6ternal adertisements shall be placed
in specified local ne%spapers.
2.! E(l4)n0 P)*u)
a> &he :uman !esources Officer shall receie all applications for employment and
shall ackno%ledge receipt thereof in %riting. "ll applicants for employmentshall be addressed to the :uman !esources Officer.
b> &he :uman !esources Officer shall sort all applications that meet the minimumappointment re@uirements as adertised? and then for%ard these applications to
the Department 'anager concerned? together %ith a full list of all applications
receied.
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c> &he Department 'anager? in consultation %ith the :uman !esources Officer?
shall dra% up the shortlist of candidates for interie%ing.
d> &he :uman !esources Officer shall inite the short listed candidates for
interie%s? and %ill ultimately make a recommendation to the Chief E6ecutie
Officer for appointment.
e> S5C4& shall bear subsistence and trael and trael e6penses of short listed
candidates from places other than the duty station. " summary of the interie%sshall be prepared by the :uman !esources Officer and kept for record purposes.
f> &he :uman !esources Officer shall ensure that !eference Check on shortlist
candidates is done? an* then the employment offer in consultation %ith thereleant Department 'anager to the selected candidate %hich upon acceptance
shall be follo%ed by an appointment letter signed by the Chief E6ecutie
Officer or his(her delegate. Once the selected candidate has accepted the
employment offer? the :uman !esources Officer shall send regret letters to allthe unsuccessful candidates.
2." E(l4)n0 In0)8+); Pan)l
&he Employment Interie% #anel shall be proided %ith the ground rules of and proceduresfor interie%ing =by the :uman !esources Officer> prior to the actual commencement of
interie%s.
&he #anel shall consist of the follo%ing persons7
a> &he Department 'anager concerned
b> &he :uman !esources Officerc> 0or 'anagement #ositions the CEO as %ell as a selected 5oard 'ember shall
attend
2.# A/)
S5C4& shall? in terms of section *,=b> of the 9abour "ct +33, "ct - of +33,>? not
employ any person under the age of =+-> years.
"pplicants of si6ty =-;> years and older can only be appointed on approal by the Chief
E6ecutie Officer or by the 5oard. Employees so appointed can only be appointed can only
be appointed in a temporary capacity? and such cannot become members of the pension 0und.
2.$ A((+n0)n0
"ll staff %ill be appointed by the S5C4& 5oard of &rustees or as delegated
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Letters of Appointment:&he formal letter of appointment %ill bear the signature of the Chief
E6ecutie Officer or as delegated. &he letter shall re@uire the signature of the appointee before
the appointment is considered effectie.
Job Description:On appointment? an employee shall be gien a job description. &his shall
specify the scope and terms of reference for their position. Each member of staff is e6pected todeote their time and attention to their %ork and not engage in actiities that may conflict %ith
S5C4&As interests or negatiely affect their performance. ob Descriptions shall be reie%ed
yearly.
Probation:"ny appointment made on S5C4& shall be subject to a probation period as
specified in the letter of appointment. One month to%ards the end of the probation period?
employeeAs immediate superisor shall make an appraisal report recommending a confirmationor termination of the employeeAs serices. Where necessary? the probation period may be
e6tended as considered necessary by S5C4&. "n employee %ho is on probation may hae his
appointment terminated at any time %ithout notice. In the eent of such termination? the
employee is paid for the period %orked up to the time of terminationConfirmation of appointment. On recommendation from the immediate superisor? the Chief
E6ecutie Officer shall in %riting? confirm the appointment
Duration of employment:nless other%ise stated? employment for all staff shall be on
permanent basis subject to satisfactory completion of the probation period and aailability offunds.
2.% P)-nal Da0a
On acceptance of an appointment? the ne% staff member is re@uired to complete the Employee
#ersonal Data form =See "ppendi6 )>. $e% employees must also furnish S5C4& %ith a
declaration of dependants? that is spouse and o%n childrenB ne6t of kin and proidephotocopies of certificates and other testimonials.
"ny changes in personal status shall be reported promptly to the :uman !esources Officer bycompleting a fresh #ersonal Data 0orm. Staff records and related correspondence shall be
treated confidentially at all times.
2.11 In*u0+n
"ll ne% staff shall undergo induction training to assist them in the process of becoming
integrated to the institution %ithin the shortest time possible. &he respectie immediatesuperisor in collaboration %ith the :! Officer shall conduct induction training. See checklist
for induction as "nne6ure7
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3. PERFORMANCE MANAGEMENT
3.1 In0*u0+n
Decisions concerning career deelopment? promotion? succession planning and compensationdepend on information proided through effectie performance management. &he ne% S5C4&
%ill therefore ensure that all ne% employees understand the re@uirements of their jobs as %ell
as the e6pected results. &he actual assessment of ho% %ell they hae done %ill be undertakenat the end of each year through a comprehensie appraisal of their performance in relation to
these e6pectations.
3.2 O67)0+8)-
Staff appraisal is often ie%ed as a punitie measure %here most junior staff looks it as a time
%hen their seniors %ould get een %ith them for %hateer reason. S5C4& %ill therefore seek
first to promote a healthy understanding of this process in terms of being an aenue to promotedialogue bet%een staff and management as %ell as a system through %hich specific needs ofstaff are identified and brought into the limelight. Specifically? the appraisal process at S5C4&
%ill be undertaken to7
a> reie% performance of the staff against assigned tasks and responsibility
b> identify the areas of %eaknesses and proide positie feedback to the staff on
their indiidual and team performanceBc> identify the areas of strength in each staff
d> identify staff %ho can be deeloped to take up increased responsibilities
e> identify the staff training needs
f> create a basis for re%arding superior performanceg> plan for the follo%ing year
3.3 R)-(n-+6+l+0+)- Mana/)-'Su()8+--
'anagers(Superisors are responsible for conducting substantie discussions and taking
conclusie performancerelated actions. &hese actions include selecting or
a> deeloping performance plans?
b> communicating outcomes and e6pectations to employees?
c> establishing employeesF deelopment plans?
d> proiding performancerelated feedback to employees at prescribed interals?e> preparing endofcycle summaries?
f> and discussing the summaries %ith employees.
3. T9) P)an) Mana/))n0 P)--=
).*.+ #erformance #lanning).*., 'onitoring
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).*.) #erformance Summary
).*.* !ecognition
3..1 PERFORMANCE PLANNING=
" #erformance #lan is a %ritten document bet%een an employee =or team> and his or hermanager. &he performance plan describes %hat has to be done during the performance cycle?
ho% %ell it has to be done? and ho% the accomplishment %ill be measured. &his part of the
plan is based primarily on the goals of S5C4& and the employeeFs job description
#erformance 'anagement shall be a continuous process %ith the follo%ing timeframes
attached7
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OCTOBE
#erformance Summary from preious yeara> Superisor proides a consolidation of employee accomplishments throughout
the performance cycle? synopsis of formal feedback receied during the
performance cycle? and highlights of deelopmental actiities undertaken duringthe period.
b> Employee proides a selfassessment of accomplishments
=outcomes(e6pectations and deelopmental actiities> completed during theperformance cycle.
Description of "ctual #erformance
'ajor "ccomplishments Identify the most important accomplishments
achieed during this performance cycle that applies directly to you position.
Other "ccomplishments Identify other accomplishments achieed during
this performance cycle.
#erformance #lan jointly deeloped for upcoming yeara> Superisor proides %ork assigned to Department? %ork assigned to employee?
goals(objecties for Department =cascaded do%n from organi8ational goals>?
and any other needs for accomplishment of departments goals(objecties.b> Employee proides o%n objecties for accomplishment of S5C4&(Departments
goals(objecties and indiidual deelopmental needs? if any? for upcoming
performance cycle.c> !e@uired resources to accomplish the assigned %ork and objecties that are
identified %ithin the jointly deeloped performance plan.
DECE!BE
Checkin meeting =!e@uested by employee>
a> Check the performance plan for reasonableness against the plan based on )months e6perience? modify if necessary
b> Employee informs superisor of resource needs? if any? re@uired to accomplish
agreed upon performance plan
E6amples7 Skill setB timeB e@uipment etc.
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AP"L
'id cycle meetinga> 0ormal feedback session
b> Employees proide self assessment to supplement superisorsF assessment
J#L$
a> Employees supply up%ard feedback? through an anonymous automated system?%hich goes directly to the superisor. 0orm to be completed attached as
"nne6ure
b> Superisors supply up%ard feedback to their managers through an automatedsystem? anonymity determined by superisors. 0orm to be completed attached
as "nne6ure
R)
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3..3 PERFORMANCE SUMMARY
&he performance summary is a consolidation? discussion? and ackno%ledgement of employee
accomplishments and effectieness throughout the performance cycle.
a> #roides an assessment of actual achieements based on the outcomes ande6pectations contained in the performance plan.
b> Includes a synopsis of formal feedback receied during the performance cycle.
c> Contains highlights of deelopmental actiities undertaken during the period.
&he performance summary represents the reie% of record for the performance cycle.
Pu(-)=
#erformance summaries a4be used for7
a> Identifying deelopmental needs.
b> Determining compliance %ith the agreed upon performance plan.c> "naly8ing indiidual Gor teamH performance.
d> 5asis for indiidual recognition.
e> 5asis for team ackno%ledgement(recognition.f> " point of consolidation of feedback from the performance cycle.
#erformance summaries a4 n0be used for7
a> 'erit promotion eligibility.
b> !eduction in force.
c> "utomatic triggers for increases to base pay and(or cash a%ards.
F) the performance plan represents a cycle shorter than a year.
b> the performance plan changes significantly during the year.
c> an employee transfers to another job? department? section? team? diision? etc.
d> an employee is on a temporarily for a minimum of 3; days.e> an employeeAs manager transfers to another job %ithin the or leae the S5C4&.
T+) un*) ()an) (lan="n employee must be in his or her current performance plan
for 3; days to receie a performance summary. &his 3;day re@uirement also applies to details.If a performance cycle includes a detail of 3; days or greater? the performance summary for the
performance cycle may include the performance summary for the detail period.
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Du)n0a0+n=" narratie discussion of the indiidual performance compared to the
outcome=s>(e6pectations=s> as spelled out in the performance plan. &he summary is a narratie
describing employee accomplishments of the agreed upon outcomes(e6pectations in theperformance plan. &he relationship of the narratie and the plan represents the employeesF
annual performance reie%.
R)*5))(+n/ )
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. TRAINING AND DEVELOPMENT POLICY
.1 In0*u0+n
S5C4& strongly beliees that a %elltrained and efficient %orkforce is crucial for the
deelopment of any institution. "s such? S5C4& %ill al%ays strie to attract and retainemployees of the highest caliber.
&o achiee this? S5C4& %ill recruit all leels of staff strictly on merit. "fter their engagement?the trust %ill further proide them %ith opportunities to adance skills and professional
e6pertise as %ell as gie them ade@uate e6posure.
.2 O67)0+8)-
&he objecties of the &raining and Deelopment #olicy are to7
a> E6plicitly communicate the commitment of S5C4&As 5oard 'embers? ChiefE6ecutie Officer? and 'anagement to the training and deelopment of all
employees? primarily customised to suit the business philosophy? mission?ision? and 5usiness #lanB
b> Ensure that training and deelopment are offered to employees of S5C4&
c> !ecognise the fact that training and deelopment can only take place %hen
matching resources are properly planned and budgeted for and be utilised
e6clusiely for trainingB
d> ensure that needbased training and deelopment interentions are e@uitably
distributed to all categories of staff and at all leels of S5C4&? %ith particularemphasis on the lo%er ranksB
e> Ensuring e@ual opportunity in training and deelopment %ithin all Departmentof S5C4&.
f> Deelop and maintain a pool of suitably @ualified staff =technical?
administratie and professional> at S5C4&B
g> Ensure that proision is made for understudies to replace $on$amibians at the
e6piry of their contractsB
h> Create an enironment that is conducie to selfdeelopment and career
adancement of staff membersB
i> #roide financial and supportie assistance? %ithin the confines of aailable
financial resources in terms of Study 9oan 0undB
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j> &o contribute to%ards building a national pool of @ualified and skilled
$amibians through the proision of E6change #rogrammes.
.3 P)-- an* C+0)+a
S5C4& %ill as much as is possible handle staff training as an integral part of its institutionaldeelopment. It %ill endeaor to train its staff continuously and impart them %ith ne% skills?
through some of the follo%ing %ays7
%BC&T shall from time to time i'entify trainin( courses) seek fun'in() an' i'entify staff
to atten' such courses) which shall inclu'e e*chan(e +isits to rele+ant successful %!E
or(ani,ations-
%BC&T will also encoura(e staff to pursue further trainin( on their own) which it coul'
also support whene+er there are fun's a+ailable.
Professional staff such as certifie' accountants) economists) bankers) etc) shall be
encoura(e' to atten' functions or(ani,e' by their respecti+e professional bo'ies-
&raining or deelopment programme shall only be offered after a through needs assessment by
the :uman !esources Officer in consultation %ith the Department 'anagers.
S5C4& places a high premium on human resources training and deelopment. :ence?
nominees are obliged to attend courses nominated for and agreed upon. 0ailure by a nominee
to attend a course amounts to misconduct and %ill be dealt %ith in accordance %ith theDisciplinary Code.
In the eent %here a nominee cannot attend a particular course for one or the other reason? such
nominee should inform the :uman !esources Officer in %riting at least fie %orking days
before the commencement of the course through his(her superisor. Shorter notice through thesame procedure shall only apply in the eent of unforeseen circumstances? such as illness?
death? unplanned leae? and the like.
&rainees shall be nominated by their respectie immediate superisors %ith releance to their
#erformance #lan? %hereupon the :uman !esources Officer %ill consider such nominationsfor confirmation? or other%ise.
Employees %ho hae been granted special leae to attend delegations and short courses %ithin
and outside $amibia shall be re@uired to submit brief reports thereon? %ithin fie => %orkingdays upon return? to the :uman !esources Officer through his(her superisor %ho in turn %ill
recommend specific interentions to the Chief E6ecutie Officer.
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An4 0a+n+n/ +*)n0++)* 64 +n*+8+*ual- -9all al- 6) n-+*))*.Where these actiities are
deemed important by S5C4&? an e@uitable selection process of %ho shall attend the course
shall be made and S5C4& shall fully fund the actiity subject to the follo%ing conditions7
&he employee must submit a formal application to his superisorB
&he application shall be for%arded by the superisor? %ith his(her recommendationsand comments to the :ead of DepartmentB
"pproal %ill thereafter hae to be obtained from the :uman !esources Officer
T9) -) determine training and deelopment needs that currently e6ist and projected
future needs thre% ensuring that all employees hae their o%n IndiidualDeelopment #lans %hich is to be deeloped by the immediate Superisor %ith
!eference to #erformance #lansB
b> select and %rite training and deelopment objecties in order to determine andse@uence course contents per employeeB
c> produce and procuresuitable training and deelopment programmesB
d> conduct training and(or coordinate training to be proided by others from
%ithin or outside the S5C4&B
e> Specifically inestigate opportunities for e6change isits %ith local and foreign
institutions inoled in small and medium deelopment or other professional
areas such as 'IS? finance and S'E research %ill be aailable %heneer
possible.
I)*+a0) Su(()8+-?- -9all 6) )-(n-+6l) =
Indiidual Deelopment #lans for all employees under their superision? the releant employee
shall be part of this process.
Obtaining a template from the :! Officer %ho %ill be of assistance during the process.
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5. Leave Policy
"nnual 9eae
"nnual leae is earned at the rate of ); %orkingSick 9eae
'aternity 9eae
9eae %ithout #ayCompassionate and Special 9eae %ith pay
Official holidays
Study 9eae!eligious :olidays
"bsence %ithout notice
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-. DICIPLINARY CODE
".1 In0*u0+n
a> &his document is an e6pression of S5C4&As policy on discipline and a guide to
all company employees.
b> Discipline is a system designed to promote orderly conduct.
c> 0ormal disciplinary action should be the final course of action in rectifying
employee behaiour.
d> Disciplinary action should be supported through inestigation? reasonableeidence of guilt and careful consideration of the circumstances of each case
before formal action is taken.
e> Disciplinary action should al%ays be prompt? fair and firm.
f> While eery attempt has been made to ensure that this Disciplinary Code isapplicable to general disciplinary instances in S5C4&? the re@uirement for use
of discretion %ithin the frame%ork of and in accordance %ith the spirit of the
code may be re@uired.
g> " successful disciplinary system and climate is dependant on the good
judgement? understanding and consistent treatment of the parties inoled in
disciplinary action.
".2 P)*u) an* Du)n0a0+n
".2.1 A0+n -u()8+- ;9)n an all)/)* )n) 9a- 6))n +00)* +- )(0)* 0
9a8) 6))n +00)*
When an offence is alleged to hae been committed? the Superisor concerned %ill inestigate
or hae the matter inestigated? and take any form of the follo%ing actions7
a> Dismiss the caseB
b> Counsel the employeeB
c> 4ie a erbal %arningB
d> 4ie a recorded %arningBe> Initiate a formal disciplinary en@uiryB
".2.2 Inal *+-+(l+na4 a0+n
It is desirable for sound interpersonal relations %ithin S5C4& that Superisor %here possible
resoles disciplinary matters by means of informal disciplinary action. Informal disciplinaryaction can take the form of either a erbal %arning or counselling.
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"n employee found to hae committed an offence of a minor nature should be counselled by
the Superisor? %ithout an entry being made on the employeeAs personal record. &heSuperisor may ho%eer? make a record of the counselling session to allo% for an assessment
of the employeeAs performance record? should this be necessary at the time? and %ith the
employeeAs kno%ledge and understanding thereof? formulate a plan of correctie action.
During the counselling? the Superisor should ensure that the employee is made a%are of the
nature of the offence and the standard of the conduct or performance that %ill be e6pected inthe future.
".2.3 P)*u) al (la+n0-
a> " superisor handling a formal complaint must inestigate the case %ith the
assistance of the :uman !esources Officer? %here possible? and ensure that the
releant sections of the complaint form ="ppendi6 1> are correctly completed
%ithin *2 hours of the offence haing been committed or the superisor haingbeen made a%are of the fact that an offence has been committed.
b> " copy of the complaint form should be passed %ithout delay to the :uman
!esources Officer %ho %ill adise %hether7
c> &he accused should be suspended pending full inestigation =if this has not
already been done>B
d> "dise the superisor on %hether to continue %ith a formal complaint
e> &he Complainant and the accused must proide names of all persons %ho
should be regarded as %itnesses as their statements %ill assist in ensuring a fairhearing of a case. Where possible? should there be %itnesses %ho are non
employees? formal statements should be recorded from them as they may be
inited to attend the disciplinary hearing.
".2. D+-+(l+na4 In "dise and guide all participant on the Disciplinary CodeB
b> Ensure that the code is applied fairly and consistently in all cases =procedurally
and substantiely>B
c> When all documentation pertinent to the matter has been collected? the :uman
!esources Officer shall sere the papers on the accused and(or his(her
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representatie to allo% the employee to fully prepare himself prior to the
hearingB
d> &he :earing Chairperson %ill hear the case %ithin four full %orking days of the
complaint being lodged only %hen further inestigate is re@uired shall this
period be e6tendedB
e> &he :uman !esources Officer %ill be responsible for arranging a suitable enue
and date for the in@uiry? informing all the releant partiesB informing theaccused of his(her rights to representationB informing the accused of his(her
right to appeal against the decision and arranging for all releant statements to
be taken.
f> &he complainant shall be responsible to complete the Complaint form.
"ttendance at the In@uiry
&he follo%ing persons must be in attendance at any hearing in@uiry7
a> :earing Chairperson
b> Complainant
c> "lleged Offender =accused>d> !epresentatie of alleged offender =if re@uested by alleged offender>
e> Witness =as> =as and only %hen re@uired for the duration of the
testimony>
f> :uman !esources Officer.
&he :earing(In@uiry
a> &he accused should be gien at least *2 hours notice in adance of the
disciplinary hearing =$otice for Disciplinary hearing see "ppendi6 2>?
indicating the date? time and enue of the hearing. In addition? the responsibleperson conening the hearing should adise the accused of his(her right of
representation.
b> In the eent that the accused alleges that the :earing Chairperson is implicatedin the case and therefore %ill not be unbiased? the accused may re@uest the
appointment of an alternatie :earing Chairperson? giing a full motiation for
such a re@uest. &he decision %hether to appoint another :earing Chairperson ornot rests %ith the :uman !esources Officer. Such re@uests shall ho%eer not
be unreasonable %ithheld.
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Duties and !esponsibilities of the :earing Chairperson
&he :earing Chairperson shall be any employee on the same leel as the direct superisor of
the Complainant? but not the direct superisor.
&he :earing Chairperson should not hae been priileged to any information pertaining to the
in@uiry prior to the in@uiry.
Ideally the Chairperson of a disciplinary in@uiry %ill be re@uired to follo% the guidelines
belo% %hen performing duties of a presiding official7
a> Introduce and identify all present? stipulate the purpose and format of
proceedingsB
b> Ensure that the alleged offender has been gien sufficient notification of thein@uiry? and that he(she has signed and ackno%ledged acceptance thereof.
Ensure that the alleged offender has understood his(her employee rights in thisregardB
c> Establish if %itnesses are present and if so inform the hearing that they %ill bee6cluded from proceedings once they hae led eidence and hae been cross
@uestionedB
d> Should it be established that the accused %as not informed of his right torepresentation or that the %itnesses are not present? the :earing Chairperson
%ill adjourn and reschedule the hearing for a later dateB
e> Should the accused fail to attend the hearing? the :earing Chairperson %ill
establish %hether the accused %as notified of the date? time and enue of the
hearing. It %ill be adisable to renotify all parties to attend the disciplinaryhearing at a later date if notification %as not gienB
f> If the accused fails to attend a disciplinary hearing? the :earing Chairperson
should in %riting adise the accused of the date? time and enue of the hearingand adise him that should he fail to attend? the hearing %ill proceed in his
absenceB
g> Should the accused fail yet again to attend and if no prior notification for his
absence %as gien? he may be deemed to hae %aied his right to attend thehearing. &he :earing Chairperson %ill then decide the case in absentia on the
facts aailable and the accused %ill be informed? in %riting? of the outcomeB
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h> :aing ascertained that the particulars on the complaint form are correct? the
Chairperson %ill inform the accused of the charge=s> against him(her? ascertain
his(her understanding thereof and the accused %ill be asked to plead on thechargesB
i> &he accused should be permitted to make any further pertinent commentsshould he(she %ish to do so =%hether or not he(she has already made a %ritten
statement>B
j> "ccording to the plea entered by the accused? the :earing Chairperson must
erify all facts and allegations by @uestioning the accused? Complainant and any
other parties in order to arrie at a decision. Only information proided in the
case documentation pertaining the charge in @uestion and statements raisedduring the in@uiry %ill be used as facts pertaining to the disciplinary in@uiryB
k> &he :earing Chairperson %ill allo% the accused? %ith his(her representatie? the
opportunity to e6press opinions on the caseB
l> "ll %itnesses should be called to gie eidence and to hae such eidencee6amined by the hearing Chairperson? the Complainant and the accused and(or
the accuserAs representatieB
m> If during the course of the hearing? the :earing Chairperson finds it necessary to
obtain further information? the case should be adjourned to allo% for further
inestigationB
n> If the accused %ishes further eidence to be submitted? this should be allo%ed?
proided that the :earing Chairperson is of the opinion that such further
eidence could be of releanceB
o> Once the :earing Chairperson is of the opinion that he(she has gathered
sufficient eidence surrounding the case? he(she should re@uest any %itness =as>to leae the roomB
p> "t this stage the :earing Chairperson may call for a recess during %hich he(she
may liase %ith the :uman !esources Officer in order to obtain further adiceand informationB
@> &he :earing Chairperson may call a recess at any stage of the proceedings andmay consider any call for a recess by any other party of the in@uiryB
r> Once the :earing Chairperson is satisfied that he(she is in a position to make adecision on the guilt or innocence of the accused? he(she %ill reconene the
in@uiry and inform the accused and his(her representatie of his(her findings.
&he Complainant and :uman !esources Official =%here possible> should be
present %hen the decision of guilt or innocence is informed.
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s> If it is the opinion of the :earing Chairperson that the accused is not guilty? he
%ill inform him accordingly and the finding Jcase dismissedK %ill be entered onthe Complainant form and the employeeAs disciplinary record %ill be cleared of
any reference to the caseB
t> Where an employee is found guilty? the :earing Chairperson %ill then take note
of the offenderAs record of serice? disciplinary record? mitigating and
aggraating circumstances? seriousness of the offence? consistency ofapplication and any other circumstances he(she may deem necessary to
considerB
u> In all cases? current une6pired disciplinary %arnings %ill be taken into account%hen deciding on the appropriate actionB
> Depending on the nature and seriousness of the offence? the %hole of the
employeeAs disciplinary record may be consideredB
%> &he :earing Chairperson %ill then record the penalty on the complaint formand inform the offender of the penalty a%arded in terms of S)0+n".! and the
reasons for arriing at the decision. &he :earing Chairperson %ill inform the
offender of the period for %hich the %arning %ill remain on his(her record as aalid entry. &he :earing Chairperson %ill also inform the offender of his(her
right to appeal in terms of Section -.- of this codeB
6> With regard to correctie action? the :earing Chairperson %ill? in liaison %iththe immediate Superisor? the employee and(or representatie? and the :uman
!esources OfficerB formulate an action plan to address the re@uired change in
behaiour. &he employee %ill be re@uired to assist in this process and makeproposals in this regard. &he aim is to ensure that the process of correcting
unacceptable behaiour is addressed objectiely and amicablyB
y> !e@uest the employee to ackno%ledge the disciplinary action proposed. Should
the employee opt not to sign? a %itness should be re@uested to ackno%ledge that
the details of the in@uiry hae been communicated to the accused.
!ecording of #roceedings
a> It is in the interest of S5C4& and the indiidual that all proen offences andsubse@uent disciplinary action be accurately recorded.
b> &he Chairperson %ill ensure that all other re@uired administratie details on thecomplaint form are completed before for%arding the document to the :uman
!esources Officer for oerall reie% and control.
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c> Statements? Complainant forms and other disciplinary records %ill be retained
by the :uman !esources Officer as these may be re@uired een after an
employee has left S5C4&As serices.
d> &he :uman !esources Officer %ill be responsible for the input of disciplinary
penalties on employeeAs personal files.
".3 S()+al Ca-)-
Su-()n-+n
a> "n employee may be suspended from %ork immediately if he(she has allegedly
committed or is allegedly inoled in any one of the follo%ing offences7
"ssault(attempted assault
Desertion
Sleeping on duty $egligent loss? driing? damage or misuse of company property
"buse of electronic(data facilities
Se6ual :arassment
0ighting
!iotous 5ehaiour
"lcohol and drug offences
Wilful loss? damage or misuse of company property
&heft(nauthorised possession of company property
5reach of &rust
Offences related to dishonesty
Offences related to Industrial "ction
"ny act or omission %hich intentionally endangers the health or safety
of others? or is likely to cause damage to Company property
Interference %ith disciplinary and(or grieance inestigations
"busie or proocatie language =%hen it is likely to cause a
disturbance>
Insubordination =if the situation sho%s signs of getting out of control>
#ersistent refusal to obey instructions.
In certain instances the Superisor %ill recommend that the offender be
remoed from the %ork place pending inestigation of the case. :e(she%ill take immediate steps to report the matter to his(her immediateSuperisor? %ho %ill raise the matter %ith the CEO. Irrespectie of the
outcome? the employee %ill be paid for days he(she %as suspendedB
It is mandatory to liase %ith the :uman !esources Officer prior to
suspending an employee in order to endure that the suspension is
procedurally and substantiely fair.
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P W5 P)an)
Cases inoling substandard or deteriorating %ork performance are to treat differently from
those regarded as transgressions of misconduct.
&he follo%ing guidelines should be considered %hen dealing %ith such cases. "n attempt
should be made to resole alleged poor %ork performance by means of counselling the
indiidual inoled. Where poor the superisor identifies %ork performance? the follo%ingprocedural action should be considered7
a> Inestigate and identify the problem area=s>
b> Communicate this to the indiidual concerned? and jointly agree on the
appropriate plan of action in order to resole the matter. If deemed necessary
and releant? norms should be established by arranging appropriate task lists
and the time duration allo%ed for the completion of each taskB
c> Consideration should be gien to the appointment of a coach or mentor to assistthe employee to improe performanceB
d> "ccurately minute the agreed contents of any agreement put in place andproide the :uman !esources Officer %ith a copy for record keeping purposesB
e> !egular ealuation and follo% up on the agreed plan of action should be madeB
f> Should counseling fail to produce the desired improement? alternatie action
should be considered in liaison %ith the :uman !esources Officer. "lternatie
action could include? but is not limited to? termination of the employmentcontract on the grounds of incapacity? demotion or a transfer to an alternatie
position. &he employee? throughout this process? %ill be entitled to
representation.
".3 O)n)- u0-+*) nal ;5+n/ 9u-
S5C4& reseres the right to take any action it may deem appropriate against employees %hoare? in the opinion of S5C4&? guilty of gross misconduct not merely in their %orking
situations. &his is particularly so %here the nature of the misconduct may affect the
employment relationship %ith any other party. "ctions that directly relate to the nature of thebusiness are also liable for disciplinary action.
Cu0 A0+n-
Where an employee has been criminally charged or legal action has been instituted for an
employment related breach? S5C4& reseres the right to take disciplinary action against the
employee for the alleged offence? in terms of this Code.
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". Cla--++a0+n O)n)-=
Offences are classified into fie major categories.
-.*.+ "bsenteeism-.*., Offences related to Control at Work
-.*.) Offences relating to indiscipline or disorderly behaior
-.*.* Offences related to dishonesty-.*. Industrial "ction
"..1 A6-)n0))-+
"bsenteeism in the disciplinary conte6t means being absent from %ork for an entire %orking
shift? or part thereof? %ithout the e6pressed permission from a direct superisor.
" sanction of dismissal can apply for the first offence of being absent %ithout permissionproided that the employee %as absent for three continuous %orking days %ithout a alid
reason.
a> "bsent %ithout leaeB
b> Desertion7 9eae the %ork place %ithout intending eer to returnB leae %ithouthelp or supportB abandonB leae %ithout authority or permission.
"..2 O)n)- )la0)* 0 Cn0l a0 W5
a@ P T+) ))(+n/ an* )la0)* )n)-
a> !eporting late for %orkb> 9eaing %ork early
c> E6tended or unauthorised breaks during %orking hours
d> #ersistently committing all or any of the aboe.
6@ Sl))(+n/ n *u04
"ny employee %ho is found asleep on duty? %hether or not such an action constitutes a ha8ardto the safety and health of the offender or others or leads to damage to Company property? shall
be deemed guilty of an offence.
@ N)/l+/)n0 L--, D+8+n/, Daa/) M+-u-) C(an4 (()04
a> $egligent loss of Company property7 any act %hereby an employee? throughcarelessness or negligence? loses Company property or is unable to account for
it satisfactorily.
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b> $egligent driingB driing a company o%ned or rented ehicle %ithout due care?
%hether such an act results in an accident or not.
c> $egligent damage to Company property7 any act %hereby an employee through
carelessness or negligence causes or allo%s Company property to become
damaged.
d> 'isuse of Company property7 using Company property for a purpose other than
that for %hich it %as intended.
*@ Un-a0+-a04 W5 P)an)
a> Carelessness7 #erformance of a task or duty %ithout the e6ercise of due care anattention.
b> $egligence7 failure to e6ercise proper care and regard to the manner of
discharging duty to the e6tent that tasks hae to be repeated or e@uipment orpersons are at risk of damage or injury.
c> Inefficiency7 failure to carry out %ork at the re@uired standard or failure to
complete tasks %ithin the gien reasonable time limits? %ithout reasonable
cause. &his includes poor superision.
d> 9oafing7 passing time idly or failing %ithout reasonable cause to complete tasks
set.
"..3 O)n)- R)la0)* 0 In*+-+(l+n) *+-*)l4 6)9a8+.
a@ D+-6)*+)n) an* )la0)* )n)-
a> !efusing to obey an instruction7 deliberate refusal to carry out a la%ful and(or
reasonable instruction gien by a person in authority and %ithin the area of hisjurisdiction.
b> 0ailing to obey an instruction7 failure to obey a la%ful instruction gien by a
person in authority and %ithin the frame%ork of his(her jurisdiction.
c> $onecompliance %ith established procedure ( standing instructions7 failure to
follo% establish procedures.
d> "buse of electronic ( Data facilities7 e6cessie use ( abuse of email and
communication facilitiesB storage and(or transmission of material ofdiscriminatory natureB storage and(or transmission of pornographic materialB
unauthorised monitoring and interception of electronic documentation.
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"..3.1 A6u-) an* )la0)* )n)-
a> A6u-+8) Lan/ua/)=
&he uttering of any %ords or the publication of any %riting e6pressing or sho%ing hatred?
ridicule or contempt for any person or group of persons.
&he offence I more serious %hen it is %holly or mainly because of his(her(their nationality?
race? colour? ethnic origin? se6? marital status? religion? creed? political opinion? social oreconomic status? degree of physical or mental ability? se6ual orientation or culture.
b> In-u6*+na0+n=
Insolence to%ards a superior sho%n by action or %ords.
"..3.2 D+-*)l4 6)9a8+u an* )la0)* )n)-
a> D+-*)l4 6)9a8+u7
Indulging in rough or unruly behaiour or practical jokes %hether or not such behaiour
endangers the safety or health of others or the smooth running of the %ork place.
6@ T9)a0)n+n/ 8+l)n)=
&hreatening to do physical injury to any other person.
c> F+/90+n/7
#hysical contact bet%een t%o or more persons? engaging in or inciting a group of persons toindulge in disorderly behaiour or %ilfully to damage Company property.
*@ R+0u- 6)9a8+u=
nruly behaiour bet%een t%o or more persons? engaging in or inciting a group of persons to
indulge in disorderly behaiour or %ilfully to damage Company property.
e> S)ual Haa--)n07
"ny un%anted or un%elcome se6ual adances? re@uests for se6ual faours and other erbal orphysical conduct of a se6ual nature %hen submission to or rejection of this conduct e6plicitly
or implicitly affects an indiidualAs employment? causes unreasonable interference %ith an
indiidualAs %ork performance or creates an intimidating? hostile or offensie %orkenironment.
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f> D+-++na0+n=
"ny act %hereby an employee discriminates against any other employee or group of employeeson the grounds of nationality? race? colour? ethnic origin? se6? marital status? religion? creed?
political opinion? social or economic status? degree of physical or mental ability? se6ual
orientation or culture.
W+llul l--, *aa/) +-u-) C(an4 (()04
/illful loss: any act %hereby an employee %illfully or deliberately loses or causes Company
property to be lost.
/illful 'ama(e:any act %hereby an employee %illfully or deliberately damages? or allo%s orcauses damage to Company property.
/illful misuse: any act %hereby an employee %illfully or deliberately misuses Company
property.
"..! O)n)- R)la0)* 0 D+-9n)-04
Disciplinary cases inoling the follo%ing offences must be reported to the :uman !esources
Officer.
B+6)4 Cu(0+n
4iing or receiing or attempting to gie or receie any bribe or inducing or attempting toinduce any person to perform any corrupt act.
Fal-) E8+*)n)
Deliberately giing untrue? erroneous or misleading information or testimony %hether
erbally or in %riting.
F/)4 an* u00)+n/
0alsifying or changing any documentation %ith fraudulent intent or attempting to do so.
ttering or attempting to utter fraudulent or false statements or documents.
M+-a(((+a0+n
"pplying or attempting to apply to a %rong use or for any unauthorised purpose? any funds?assets or property belonging to S5C4&.
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T9)0 unau09+-)* (--)--+n C(an4 (()04
Stealing or attempting to deprie S5C4& permanently of its rightful o%nership.
5eing in possession or disposing of Company property %ithout due authorisation.
Fau*
&he unla%ful making of a misrepresentation %ith intent to defraud? %hich causes actual orpotential prejudice to another party.
B)a9 Tu-0
"ctions or conduct of an employee that cause a reasonable suspicion of dishonesty or mistrust
and for %hich there e6ist e6traneous eidence to proe a breakdo%n in the relationship of trust
bet%een the concerned employee and S5C4&. &his %ill include a situation %here the conduct
of the employee has created mistrust? %hich is counterproductie to S5C4&As commercialactiities or to the public interest? thereby making the continued employment relationship an
intolerable one.
"..! In*u-0+al A0+n
In0++*a0+n
"ny act by an employee? %hether by himself or in concert %ith other persons =%hether or not
such other persons are employees of S5C4&>? to intimidate any employee %ith the object ofcompelling him to take part in any strike or other action %hich interferes %ith the normal
operations of S5C4&. Intimidation is an offence een if all the procedures for the settlement
of the industrial disputes and grieances and the 9a% hae been e6hausted.
Sa60a/)
"ny deliberate action by an employee that results in the interference %ith the normal
operations of S5C4& by damaging any machinery? or e@uipment or by interrupting any
supplies of po%er? or serices necessary to the operations.
Ill)/al S0+5)'L5u0-
#articipation in any illegal strike action? lockouts? boycott or any other form of %ork disruptionnot in accordance %ith the applicable statute that constitutions a blatant refusal to %ork.
E6amples of such action include? inter alia? %orktorule7 oertime banB goslo%.
"ny disciplinary matter referred to in this subsection %ill not preclude S5C4& from e6ercising
its common la% rights to terminate the employment contract in the case of illegal industrial
action.
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".! P)nal0+)-
Cla--++a0+n P)nal0+)-=
-..+ /erbal Warning
-.., !ecorded Warning-..) Seere Warning
-..* 0inal Warning
-.. Dismissal
-..- Demotion-..1 &ransfer
-..2 "lternatie #enalty to Dismissal
".!.1 V)6al Wan+n/
"ny superisor may? at any time and at his discretion? reprimand an employee %ithout
completing a complaint form? in %hich case there %ill be no entry made on theemployeeAs disciplinary record. When a erbal %arning if gien? the superisor must
ensure that the employee being reprimanded is made a%are of the e6istence and
function of the Disciplinary Code. " erbal %arning is usually issued %here theoffence is of a minor nature.
".!.2 R)*)* Wan+n/
"pplication7 &his may be gien for a repetition of an offence for %hich an unrecorded
%arning has been gien? or it may be gien for a first offence./alidity #eriod7 &he employee must be informed that the %arning %ill remain in force
for a period of -+ n09-.
".!.3 S)8)) Wan+n/
"pplication7 4ien for a repetition of the same offence or similar offence during a
period %hen a recorded %arning is still in effect? or for a first offence of a more seriousnature.
/alidity #eriod7 &he employee must be informed that the %arning %ill remain in force
for a period of n+n) n09-.
".!. F+nal Wan+n/
"pplication7 4ien for a repetition of the same offence or a similar offence during a
period %hen a seere %arning is still in effect or depending on the nature thereof? for a
first offence of a serious nature. In the case of an employee being found guilty of an
offence of a dissimilar nature %ithin the prescribed period? the hearing official may? athis discretion? issue a comprehensie final %arning on the understanding that if any
offence is committed %ithin the ne6t 12 n09-,it %ill render him liable for dismissal.
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/alidity #eriod7 " final %arning is effectie for a period of t%ele months. &he
employee is adised in %riting by the official hearing the case of the period applicable
and reminded that a repetition of the offence or the committing of any similar serousoffence %ithin the prescribed period %ill render him liable for dismissal. " copy of the
notice shall be for%arded to the :uman !esources Department.
".!.! D+-+--al
"pplication7 Dismissal is the final sanction and should be used7
%hen other forms of disciplinary action hae failedB
%hen an employee on a final %arning commits a serous offenceB
%hen the offence committed is of such a serious nature that it amounts to a
serous breach or repudiation of the employeeAs contractual obligationsB
in cases relating to dishonesty e.g. theft? fraud or corruptionB
in the case of any employee %ho is absent from %ork %ithout permission for
a period of three continuous %orking days or more. In this case theemployee %ill be dismissed in absentia after the third day if no reason forsuch absence is receie. Should the employee return to %ork after he has
already been dismissed? he may re@uest that the case be reopenedL
Once an employee has been dismissed in accordance %ith the procedure contained in
this Code? under no circumstances %ill he be considered for reemployment should he
reapply at a later stage. If it is discoered that a dismissed employee has obtained reemployment %ith S5C4& either inadertently or through deception? his serices %ill be
terminated immediately.
".!." D)0+n
Demotion is not an acceptable correctie action and is therefore? not used as apunishment for a specific offence. It is used only %here the employee is unable to meet
the re@uirements of his present job but is suitable for continued employment in a lo%er
capacity.
".!.# Tan-)
&ransfer is not permitted as a tool for disciplining employees. " transfer shall only be
effectie in terms of S5C4&As Conditions of Employment and Serice. &ransfer? as theresult of the outcome of a disciplinary action? %ill be considered in special
circumstances.
".!.$ Al0)na0+8) P)nal04 0 D+-+--al
" comprehensie final %arning may be considered at the discretion of the :earing
Chairperson as an alternatie penalty to dismissal in instances %here an employee is
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found guilty of an offence of a dissimilar nature to a alid final %arning on his personal
record.
&he sanctioning of a comprehensie final %arning %ill only be considered in
circumstances %arranting correctie action and liaison bet%een the :earing
Chairperson and the :uman !esources Officer is encouraged before such a penalty isimposed.
" comprehensie final %arning %ill be alid for t%ele months from the date of theimposed penalty.
T9) Rl) 09) HR O+)
&he maintenance of %orkplace discipline is strictly a function of line management. :uman
!esources Officer should be aailable to assist line management %here re@uired. "s far aspossible? the :uman !esources Officer should? in consultation %ith the official chairing
hearing? ensure that disciplinary action taken is procedurally and substantiely fair.
&he :uman !esources Officer should be aailable to adise and assist all employees on alldisciplinary matters.
&he :uman !esources Officer must not impose penalties? nor hear appeals in respect of o%nsubordinates or immediate Superisors.
&he :uman !esources Officer is responsible for7
Ensuring that the complaint form properly identifies the offence and is other%ise
correctly completed Ensuring that the alleged offender is a%are of the charges against him(her
Interie%ing and taking statements from the Complainant? accused and any %itness
Inestigating the domestic circumstances of the alleged offender? %hen necessary
Ensuring that all facts are collated marshalled and presented %ithout bias.
"dising the Complainant? accused? %itness =as> and representatie of their roles
and rights
Ensuring that documentation pertaining to the hearing is for%arded to the
appropriate officials
"dising the accused and his representaties of progress made for cases that are
pending or in recess.
&he :uman !esources Officer may at his(her discretion recommend that a concluded
disciplinary case be reopened in instances %here gross noncompliance to the Disciplinary
Code is eident.
T9) Rl) 09) R)()-)n0a0+8)
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"ny employee? against %hom formal disciplinary proceedings are held may at his re@uest? be
accompanied at the initial and any subse@uent hearing by a colleague from the same %orking
section? or in the case of an employee %ho is represented by a properly constituted consultatiecommittee? by a member of such a committee. "n employee %ho is a nion member may be
represented by the appropriate #arttime or 0ulltime Shop Ste%ard? in accordance %ith the
proisions of the !ecognition and #rocedural "greement bet%een S5C4& and nion. 9egalrepresentation or representation by nonCompany persons during internal Company en@uiries
is not permitted.
&he representatie has no right to insist on the employee being accompanied if he does not
%ish itB that is? a representatie %ill attend a disciplinary hearing only at the re@uest of the
employee. :e %ill be inited to comment on the eidence.
&he representatie may ask @uestion and cross@uestion during the disciplinary hearing? but
may not gie eidence during such hearings.
&he representatie may make submissions to the hearing official on the guilt or other%ise ofthe accused prior to the hearing official making his finding. :e may also make submissions to
the hearing officials on the mitigating factors to be considered and on the penalty to beimposed.
Should the representatieAs comments at the hearing be of such a nature as to %arrant reconsideration of certain matters or further inestigations? time should be allo%ed for this and? if
necessary? the en@uiry recessed.
".!.% D+-+--al P)*u)
a> " direct Department 'anager may recommend that an employee be dismissed.
b> 0or the purpose of the dismissal procedure? a direct Department 'anager is
defined as an employee graded Dlo%er or aboe %ho has a superisory link to
the employee concerned.
c> 0ollo%ing a disciplinary hearing outcome being adised to the employee %ho
results in the recommendation for a dismissal and the employee accepts therecommendationB the :earing Official %ill refer the case documentation for
reie% to the releant 'anager for the department concerned.
d> &he releant 'anager %ill endeaor to reie% the case %ithin fortyeighthours(t%o %orking days and endorse or reject the recommendation.
e> If the recommendation for dismissal is endorsed? the hearing official shall referthe recommendation to the :uman !esources Officer %ho %ill reie% the case
%ith the releant :ead of Department.
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f> If the recommendation for dismissal is rejected? the case shall be referred to the
:uman !esources Officer and the original hearing official.
g> &he releant 'anager may sanction the recommendation in %riting? thereby
effecting dismissal? or reject it. If the recommendation is rejected? action 2.-
aboe shall be applied.
h> &he employee shall be notified of the decision erbally by the :earing Official.
If the employee is dismissed? the employee %ill be notified in %riting. &hisnotification shall be signed by the releant E6ecutie Committee 'ember.
i> Eery employee has the right to appeal against a decision to dismiss him(her.
&he appeal procedure %ill apply as outlined in Section 3.
"." D+-+(l+na4 A(()al P)*u)
-.-.+ Eery employee has the right of appeal against any decision %hich inoles any entry
on his(her disciplinary record and %hich may thus affect his future employmentprospects.
-.-., "ny employee %ho %ished to appeal against the outcome of any disciplinary hearingagainst him(he must notify the :uman !esources Officer in %riting %ithin t%o days of
being notified of the outcome of the disciplinary hearing. &he right of appeal must be
based on one or more of the follo%ing appeal grounds.
i Dispute of 4uilt
ii Seerity of #enalty('itigating 0actorsiii #rocedural Inconsistenciesi $e% Eidence
-.-.) "ppeals against /erbal? !ecorded and Seere Warnings in terms of 1.-., =i> and =ii>may be referred to the official at the leel aboe the official %ho originally heard the
case. &he decision of the "ppeal :earing Official shall be final and no further appeal
leel shall be aailable.
-.-.* "ppeals against recommendations for 0inal Warnings and Dismissals shall be heard by
the releant E6ecutie Committee member. If the sanction %as originally imposed by a
'anager? the accused may re@uest the Disciplinary !eie% Committee to reie% thecase.
-.-. "ppeals in terms of 1.-., =iii> shall be reie%ed by the :uman !esources Officer mayrefer the case back to the original :earing Official for further inestigation and(or re
hearing? %here after the procedure as per 1.-.) and 1.-.* aboe shall apply.
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-.-.- "ppeals in terms of 1.-., =i> shall be heard by the original hearing Officer and
thereafter in terms of 1.-.) and 1.-.*. &he decision as to %hether the grounds of appeal
constitute ne% eidence shall rest %ith the :uman !esources Officer %ith the employeerepresentatie.
-.-.1 &he employee shall be present at the appeal hearing and shall be entitled to arepresentatie in terms of Section - of the Disciplinary Code? e6cept at the Disciplinary
!eie% Committee leel? %here the procedure as outlined under 1.-.3 and 1.-.+; shall
apply.
-.-.2 &he Disciplinary !eie% Committee shall be chaired by the Operations manager and
shall comprise the :uman !esources Officer and Senior representaties of other
Department. .
-.-.3 When an employee re@uests that his case be referred to the Disciplinary !eie%
Committee for a reie%? he may at the same time re@uest that he or his representatie
be inited to make representation or motiate his grounds of appeal in person. &heDisciplinary !eie% Committee shall ho%eer reie% each case on its o%n merits and
take decisions independently.
-.-.+; &he Disciplinary !eie% Committee shall hae the authority to uphold or reduce a
penalty imposed by the :ead of Department. It %ill also hae the authority to impose amore seere disciplinary action should it be found that the offence committed %arranted
a more seere penalty. &he Disciplinary !eie% Committee may refer a case back to
the :ead of Department or the :uman !esources Officer for rehearing or for further
inestigation.
-.-.++ &he decision of the Disciplinary !eie% Committee %ill be final and should also be
read in conjunction %ith 1.-.+). &he :uman !esources Officer shall inform theemployee of the decision of the Disciplinary !eie% Committee. In addition? the
Chairperson of the Disciplinary !eie% Committee %ill notify the employee of the
decision? in %riting.
-.-.+, Should an appeal against dismissal be successful? the employee %ill be reinstated
retrospectiely to the date on %hich his serices %ere terminated and he %ill be adised
in %riting to return to %ork. &his also applies %here an appeal against a dismissal isreduced to a %arning in terms of 1.-.) =i>.
-.-.+) In the eent of the dismissal being upheld by the Disciplinary !eie% Committee? thedismissal shall be effectie from the date of the employeeAs serices %ere terminated by
the :ead of Department. &he Chairman of the Disciplinary !eie% Committee shall
inform the employee in %riting of the outcome of the CommitteeAs !eie%.
-.-.+* It should be noted that the Disciplinary !eie% Committee? referred to aboe? should
only hae the authority to reie% disciplinary cases that hae been dealt %ith by
'anager.
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Classification of Offences 4uide to Disciplinary "ction
Na0u) O)n) 1-0
O)n)
2n*
O)n)
3*
O)n)
09
O)n
A6-)n0))+-"bsenteeism SW 0W DC
Desertion DC
O)n)- )la0)* 0 n0l a0 ;5
#oor time keeping /W(!W SW 0W DC
Sleeping of duty SW 0W DC
Sleeping on duty !W SW 0W DC
$egligent loss? driing? damage or misuse of Company property !W SW 0W DC
nsatisfactory %ork performance !W SW 0W DC
O)n)- )la0)* 0 In*+-+(l+n) D+-*)l4 6)9a8+u
Disobedience < related offences =general> !W SW DC
"buse and related offences "busie language
Insubordination
SW
SW
0W
0W
DC
DC
D+-*)l4 6)9a8+u an* )la0)* )n)-
Disorderly 5ehaiour 0W DC
&hreatening iolence 0W DC
"ssault(attempted assault 0W DC
0ighting 0W DC
!iotous behaiour 0W DC
Se6ual :arassment 0W DC
Discrimination DC
"lcohol and drug offences
Into6ication %hile on duty 0W DC
Wilful lose? damage or misuse of Company property 0W DC
O)n)- )la0)* 0 *+-9n)-04
5ribery or corruption
0alse eidence
0orgery and uttering
'isappropriation
0raud &heft of ( unauthorised possession of Company property
5reach of &rust
DC
DCDC
DC
DCDCDC
In*u-0+al A0+n
Intimidation
Sabotage
Illegal strike(lockout
0W
DC0W
DC
DC
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&he schedule of sanctions merely proides a guideline and the follo%ing factors shall be
considered %hen arriing at a decision7 Disciplinary record? length of serice? position of
employee? any other mitigating or aggraating circumstances raised at the hearing.
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#. GRIEVANCE POLICY
#.1 In0*u0+n
4rieances may be real or imagined? but in either case? it is essential that the grieance is
brought to light? discussed and the matter resoled to the satisfaction of all concerned. 0ailureto do so %ill only result in the grieance becoming a %orsening source of conflict and
eentually ending in a far more serious problem.
SBCGTregards it important that all itAs employees %ill hae sufficient kno%ledge of such
procedure and easy access to it. &o this effect S5C4& has formulated a grieance procedure?
%hich has as its main objectie the speedy resolution of shop floor grieances and thereby
eliminating possible and unnecessary causes of conflict.
#.2 O67)0+8)-
a> &he 4rieance #rocedure is aimed at resoling %ork related grieances %ithinS5C4& as fairly and as s%iftly as possible. 4rieances are feelings of injustice
or dissatisfaction affecting an employee.
b> &his #rocedure is not used for appeals against disciplinary action. Such are to
be carried out in accordance %ith Disciplinary and "ppeal #rocedure and Code.
c> &his #rocedure is neither used for the resolution of collectie grieances related
to %ages or salaries as these form part of the collectie bargaining system.
d> Employees may lodge grieances %ithout fear of ictimisation.
e> 4rieances should be resoled at the lo%est possible leel %ithin S5C4&.
f> Employees lodging grieances hae the right to be represented by fello%
employee of his(her choice.
g> !ecords %ill be kept of all statements and decisions.
h> "ny nion member acting as a %itness has the right to be accompanied by arepresentatie of his(her choice.
#.3 P)*u) an* Gu+*)l+n)
&he 4rieance #rocedure %ill be implemented as follo%s7
S0)( 1 I)*+a0) Su()+
+. In step + the employee must discuss his grieance %ith his immediate superior or the
latterAs superior in the eent of a grieance against an immediate superior.
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,. &he superior must endeaour to sole the problem %ithin t%o =,> %orking days and
inform the employee.
). Should the employee not be satisfied %ith the outcome? he may proceed to Step ,.
S0)( 2 D)(a0)n0 Mana/)
+. &he employee completes a grieance form %ith all releant details. =See "ppendi6 3>.:e may be assisted by the :uman !esources Officer in completing the form. &he form is
handed to the Department 'anager.
,. &he Department 'anager shall endeaour to sole the problem %ithin t%o =,> %orking
days and inform the employee.
). Should the employee not be satisfied %ith the outcome? he may proceed to step ).
S0)( 3 G+)8an) H)a+n/
+. &he matter is referred to the Chief E6ecutie Officer by handing him the grieance form
together %ith any other further releant %ritten information.
,. &he CEO shall conene a grieance hearing and attempt to resole the matter %ithin a
period of ten =+;> %orking days. :is decision shall be final.
P)*u) 0 6) ll;)* 64 a Gu( E(l4))-
If a grieance to be raised affects not one employee? but a group then a spokesman for the4roup? accompanied =if he so %ishes> by a delegation of not more than ten =+;> of the
employees concerned? should proceed %ith Step , as for an indiidual grieance.
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$. TERMINATION OF EMPLOYMENT POLICY
$.1 In0*u0+n
Subject to the #roisions of the Employment "ct of $amibia? the serices of an employee may
be terminated as hereunder7
$.2 T)+na0+n 64 N0+)
"n employee %ho has gien notice to resign %ill be re@uired to li@uidate all loans %ith
S5C4& =%here applicable> before their last monthAs dues is paid to them.
N0+) P)+*
"t least one %orking day notice of termination of serice %ill be gien during the first
ninterrupted period of four %eeks of employment.
"t least t%ocalendar %eeks notice of termination of serice %ill be gien after the e6piration
of the first four %eeks of uninterrupted employment and before the e6piration of +, months ofemployment.
During the period of the employeeAs probation? either the employee or S5C4& may gie theother party t%o calendar %eeksA %ritten notice =should the employee be a monthly paid
employee> to terminate the contract of employment. &hereafter? such notice periods shall be
e6tended to one month.
"t least one month notice of termination of serice %ill be gien after any uninterrupted period
of employment of +, months or longer.
During the first uninterrupted period of four %eeks of employment notice can be gien on any
%orking day.
&he employeeAs serice %ith S5C4& shall terminate on the day on %hich the notice of
termination of serice e6pires.
"fter the e6piration of the first four %eeks of uninterrupted employment and before thee6piration of +, months of employment.
&o be gien on or before the usual payday and shall run from the day after such payday.
"fter any uninterrupted period of employment of +, months or longer to be gien on or
before the first day of a month and shall run from such first day.
" period of notice gien by either party in terms of the aboe may not run concurrently %ith
annual leae?
sick leae or maternity leae.
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"n employee %ho has gien notice to resign %ill be re@uired to li@uidate all loans %ith
S5C4& =%here applicable> before their last monthAs dues is paid to them.
&he aforementioned stipulations may be deiated from only %hen there are compelling
reasons for doing so and the superisor concerned to that effect makes arecommendation.
$.3 R)0+))n0
"ge7 &he normal retirement age shall be -; years. "n e6tension of appointment beyond this
age re@uires authority form the 5oard of &rustees.
'edical grounds7 S5C4& may? on the basis of a medical opinion form a @ualified medical
practitioner? call upon an employee to retire on medical grounds.
$. D)a09 S0a )6)
In the eent of the death of a staff member? S5C4& shall notify the labour office in theprescribed form
"ll %ages and teminal benefits due shall be paid to the ne6t of kin? as specified in the #ersonalData 0orm.
S5C4& %ill assist the family by consulting %ith the Social Security Commission and the
#ension Institution %ith a ie% to meeting part of the burial costs of the deceased S5C4& staffmember
$.! C)0++a0) S)8+)
Certificate of Serice shall be issued to each staff member eery fie years of successful
serice or upon resignationon re@uest. &his certificate is neither a reference nor a statement ofthe staff performance.
In addition to the Certificate of Serice the CEO may therefore authori8e the issuance of any
other testimonials
$." D+-9a/) F
"ll employees leaing S5C4& employment %ill be re@uired to submit duly filled discharge
form ="ppendi6 > to the 0inance and "dministration Department before their dues is paid tothem.
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3. RETRENCHMENT POLICY
%.1 In0*u0+n
S5C4& may terminate a staff memberAs appointment after giing a t%o monthAs notice? if
there are insufficient funds to carry for%ard the program or %hen the program comes to an endor no other assignment is aailable.
&he employee shall be entitled to her(his terminal benefits plus any other compensationproided for by the 9abour "ct section on !etrenchment Sec...S5C4& stries to
proide guidelines for handling all retrenchments sensitiely? understanding the psychological
and social effects? as %ell as the industrial relations implications. It intends to ensure that a
uniform procedure is utilised throughout S5C4&.
&ermination of employment due to retrenchment must be handled strictly according to the
stipulations contained in #art /I of eh 9abour "c? +33, ="ct - of +33,>? or as other%ise
mutually agreed upon bet%een S5C4& and the recognised &rade nion. S5C4&As'"$"4'E$& or its delegate shall only grant approal for such serice termination
%.2 O67)0+8)-
S5C4& is committed to full employment for all its employees at all times. :o%eer? in theeent of unforeseen economic and changes to S5C4&? certain employees may become
redundant and need to be retrenched. In the unlikely eent of this occurring? the follo%ing
%ill apply7
a. "ll possible costsaing measures to aoid the retrenchment %ill be considered.
b. !etrenched employees %ill be paid out according to salary and length ofserice? subject to the 9abour "ct of +33,.
c. With the aim of maintaining the principles of e@uity and fairness %ithin theboundaries of reasonability and legal constrains? the follo%ing alternaties to
retrenchments are to be e6plored7
Introduction of an embargo on recruitment.
&he cessation of oertime.
&he redeployment of staff =%ith training? if releant and practical>
up%ards?
side%ays and do%n%ards.
&he option of oluntary early retirement.
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M9ayingoffM of employees? %here such employeesF serices are
suspended for
a specified time? during %hich their fringe benefits continue? and their
serice is regarded as continuous? but they do not receie anyremuneration. &his step %ill obiously only be taken if S5C4& can
guarantee their jobs after the specified period has e6pired.
&he implementation of retrenchment on a 9I0O =last in? first out> basis? e6cept
%here there is a need to retain specialist skills.
" possible reduction in remuneration.
%.3 Cn-ul0a0+n
a> "lthough retrenchment and redundancy falls largely %ithin the scope ofmanagerial prerogatie? there is a re@uirement that full and formal consultations%ith affected employees be held prior to the decision to retrench being taken.
"ction to this e6tent is set out in the follo%ing paragraphs.
b> Should S5C4& beliee that a reduction in the number of its staff members may
be necessary? it shall gie all staff members %ho may be affected and their
!egistered &rade nions? one monthFs %ritten notice to the effect thatretrenchment is a possibility as %ell as inform them that alternaties %ill be
considered. &he notice %ill e6plain7
&he reasons for the proposed reduction in staff.
&he timing.
&he method of selection of employees for retrenchment.
&he alternaties that hae been? or are being consideredB and the reasons
if these alternaties are regarded as impractical.
5oth the categories and number of staff members %ho may be affected.
c> S5C4& and affected staff members? and(or their internal representaties? %ill
hold a meeting %ithin one %eek to endeaour to discuss suitable alternaties to
retrenchment e.g. other costsaing mechanisms? transfers to other diisions(
offices? early retirement. In addition? the selection criteria %ill usually focus onthe retention of necessary skills and attributes. :o%eer? other principles? such
as 9I0O =last in? first out> may also be applied. If necessary? follo%upmeetings to discuss suitable alternaties( selection criteria %ill be held before
S5C4& makes its final decision. Once the redundancies hae been finalised?
the management of S5C4& must ensure that unaffected employees areinformed of decisions(consultations through a uniform brief? %hich %ill be
issued by the :uman !esources Department.
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%. A--+-0an) SBCGT
S5C4& %ill endeaor to assist employees %ho are retrenched as far as possible? including thefollo%ing7
a> Where applicable? S5C4& uses job placement firms to assist indiiduals infinding a ne% job.
b> Where nonapplicable? indiiduals %ill receie orientation in job search? inresume %riting? interie%ing and telephone skills.
c> #roiding a Certificate of Serice.
d> If an employee is able to find alternatie employment before the date of
retrenchment? S5C4& may be prepared to release the employee earlier to take
up such employment should the employee so desire? %ith no loss of benefits.
e> Where applicable? proide Social Security contributorFs card? and assist
retrenched employees to obtain their Social Security benefits.
f> &he Department 'anager %ill allo% time off to attend interie%s for
prospectie employment opportunities? proided permission shall not beunreasonably %ithheld.
In determining %ho %ill be affected by the reduction in force? management must satisfy itself
that its actions are consistent %ith all applicable la%s? particularly those prohibitingdiscrimination. "n employeeFs eligibility for future employment %ill be considered as
openings arise.
%.! R)0)n9)n0 P)*u)-
a> Identify %hich positions are to be eliminatedB donAt target indiiduals? as it%ould constitute an unfair labour practice.
b> "fter making the decision about the e6tent of the reduction in %orkforce?
consult all key members of management? the consultatie committee or anyother representatie structures of the employees? including !egistered &rade
nions.
c> #roide proof for the necessity of retrenchment and sho% that all other
alternaties hae been considered.
d> "gree on retrenchment packages %ith the concerned stakeholders.
e> "pply the criteria to select retrenches. 9et 'anagers ealuate the people in
targeted positions against set criteria. If there are multiple incumbents for the
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position(s that is(are to be eliminated or consolidated? all employees %ithin the
same job classification or sphere of %ork must be compared %ith each other
based on the applicable criteria.
f> pper management %ill reie% the selection of people to guard against
indiidual biases.
g> Conduct statistical analysis to determine %hether the retrenchments %ill hae a
negatie impact on e@uity targets.
h> 5rief 'anagement and employee representaties of proposed list.
i> Decide on the final list.
j> $otify the concerned employees and managers
k> #repare forms and pay.
l> #roide the necessary assistance to those retrenched.
m> "n employeeFs serice %ill only be terminated if found guilty of an offence?
confirmed by a disciplinary hearing and %hen becoming redundantconse@uential to reorganisation and not being absorbable in another department
of S5C4&.
1&. C()n-a0+n
Salary
#rocedures for #ayment of Salary and Salary "dancesDeductions
5onus System
Oertime
5enefits:ousing "llo%ance
#ension fund
'edical "id
Social Security"cting "llo%ance
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11. POLICY FOR TEMPORARY EMPLOYEES
11.1 In0*u0+n
&emporary staffs are arious persons %ho fill onetime positions established to undertake a
particular piece of %ork or assist %ith a particular administratie matter? %hose skills %ill notbe needed by S5C4& on a continuing basis
&his category includes parttime? casual %orkers and shortterm consultants.
11.2 A((+n0)n0
"ppointment of temporary staff shall be effected by signing of a contract specifying terms andcondition of the employment? the duration and the remuneration thereof.
&he CEO on the recommendation of the department managers shall hire temporary employees.
&emporary staff shall not be entitled to any other benefits or oertime.
11.3 T)- S)8+)
&emporary employees shall enter into a contract %ith S5C4&? %hich shall specify the terms of
reference? duration of the assignment and fee. &he contract shall also hae disclaimers from
S5C4& regarding insurance? medical and other benefits. It shall place the onus of reporting
income to the ta6 authorities on the temporary staff.
&he contract %ill not be alid unless signed by