HRP

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SUDAPET co. LTD.

HUMAN RESOURCES POLICIESMANUAL (HRPM)

October 2011

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Minor Version No: o

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Table of ContentsGlossary 9

Document control ... 10

2 Introduction~ 11

2.1 Overview of Sudapet 11

2.2 Vision : 11

2.3 Mission 11

2.4 Shared Values 11

2.5 Human Resources Philosophy 12

2.6 Our people 12

2.7 Sudapet's Organization Structure... 12

2.8 Purpose of the Manual 13

2.9 Effective Date 13

2.10 Governing Law 13

2.11 Custody of the manual 14

2.12 Structure of the Manual 14

2.13 Distribution of the Manual 15

2.14 Amending the Manual 16

2.15 Responsibilities 17

3 Organization Design 18

3.1 Objectives and Core Policies 18

3.2 Operating Policies 19

3.3 Creation and Classification of Functions 19

3.4 Changes and Amendments to the Organization Structure 19

3.5 Grade and Compensation Structure, Job Descriptions 19

3.6 Responsibilities ... ... ... ... ... 20

4 ManpowerPlanning 21

4.1 Objectivesand Core Policies 21

4.2 OperatingPolicies 22

4.3 Types of ManpowerPlans.. : 22

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4.4 Recruitment 22


5 Recruitment 24

5.1 ObjectiyesandCore Policies 24


5.3 EmploymentPhilosophy ;...255.4 Selection 25

5.5 EmploymentOffer 25

5.6 RecruitmentAge. 26

5.7 Hiring of experts 26


6 Induction 27

6.1 ObjectivesandCorePolicies 27


6.3 Elementsof Induction 28

6.4 Nature of induction 28


7 Probation 29



7.3 ProbationPeriod 30

7.4 Terminationduring ProbationPeriod 30


8 Timekeeping 31


8.2 Overtime 31


8.4 Working Hours 32

8.5 Shift Work Hours 32

8.6 RamadanWorking Hours 32

8.7 PrayerTimings 33

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8.8

8.9

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9.1

9.2

9.3

9.4

9.5

9:6

9.7

9.8

9.9

9.10

9.11

9.12

9.13

9.14

9.15

10

10.1

10.2

10.3

10.4

10.5

10.6

10.7

10.8

10.9

10.10

10.11

10.12

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Overtime 33

Responsibilities 33

Leave 34

Object.ives and Core Policies 34

Operating Policies 35

Leave Planning ...... ... ... ..; 35

Leave Encashment and Deferment. 36

CompassionateLeave ... ... 36

Eddah Leave 36

Sick Leave 37

Hajj Leave ... ... ... 37

AccompanimentLeave ... 38

MaternityLeave ... ... ... 38

MarriageLeave 38ExaminationLeave ... 38

Leave WithoutPay / Emergency 38UnauthorizedLeave 39

Responsibilities 39

Compensation and Benefits 40

Objectives and Core Policies 40


Payment of Salaries 42

Salary Date ... 42

Payroll Processing 42

Salary Market Studies ... 42

General Increase and Performance Bonus 42

Cost of Living Allowance ... 43

Housing Allowance 43

Field Allowance 43

Meal Subsidy 43

Scarce Skill Premium Allowance.. 43

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10.13

10.14

10.15

10.16

10.17

11

11.1

11.2

11.3

11.4

11.5

11.6

11.7

11.8

11.9

11.10

12

12.1

12.2

12.3

12.4

12.5

12.6

12.7

12.8

12.9

12.10

12.11

13

13.1

13.2

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Staff Transportation Assistance 44

Mobile Phone Allowance 44

Takaful 44

Medi~alCare 44

Responsibilities 48

Loans ;...49

Objectivesand Core Policies 49

OperatingPolicies 50

SalaryAdvance 50

EmergencyLoan 50

Staff TransportationAssistance 51

Responsibilities 54

HousingLoan ... ... 55

MarriageLoan.. ... 57MaintenanceLoan ... 57

Responsibilities 59

BusinessTraveland BusinessExpense 60


OperatingPolicies 61BusinessTravel 61

Class of Travel 61

Travel Expenses 61

Internal Travel ... ... 63

Business Travel for more than 30 days 63

Business Travel for more than six months 64

Overstaying 64

Business Expenses ... ... 64

Responsibilities 65

Performance Management ... 66



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13.3 Key Performance Indicators 68

13.4 The Assessment Mechanism 69

13.5 Performance Appraisal 69

13.6 Rating ~cale 71

13.7 Bonus & Increments 71

13.8 Promotion ~...71


14 Training and Development 73

14:1 Objectivesand Core Policies 73


14.3 Training Needs Analysis 74

14.4 Training Budget, Calendar, Facilities 75

14.5 Types of Training Programs 75

14.6 Scholarship Program 76

14.7 Professional certification 78

14.8 Salary while on Training 78

14.9 Employees leaving post Training ... 78

14.10 Return On Investment on training 79


15 Succession Planning 80

15.1 Objectives and Core Policies 80


15.3 Succession Plans and Talent Pool 81

15.4 Stages of Succession Planning... 81

15.5 Succession Plans and Sudanization 82


16 Business Code of Conduct and Ethics 83

16.1 Objectives and Core Policies - Code of Conduct 83

16.2 Objectives and Core Policies - Grievance Handling 83

16.3 Objectivesand Core Policies- Staff RelationsandEthics 84

16.4 OperatingPolicies- Code of Conduct 85

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16.7

16.8

16.9

16.10

16.11

16.12

16:13

16.14

16.15

16.16

16.17

16.18

16.19

16.20

17

17.1

17.2

17.3

17.4

17.5

17.6

17.7

17.8

17.9

17.10

17.11

17.12

17.13

17.14

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Penalty Code ... 85

Disciplinary Proceedings 85

Refusal to accept written warnings 86

Employ.ees accused of intentional crimes 86

Salary, Termination and Reinstatement 86

Appeals ~...87

Operating Policies - Grievance Handling 87

Disability and Benefits ... 87

Awareness 88

Safety 88

No Smoking Pol icy 89

Gift Acceptance ... 89

Dress Code 89

Disclosure of Company information 89

Business involvement ... ... 90

Responsibilities 90

Secondment 91


OperatingPolicies ... 92

SecondmentCategories 92

SecondPre requisites...... 92

Duration 92

SalaryAdministration ... ... ... 92

PerformanceAppraisals 93

Training& Development 93

EmploymentTerms. 93

Confidentialityon Secondment 94

DisciplinaryActionand ConflictResolution 94

Return to SubstantiveGrade.. 94

Snapshotof EmployeeEntitlements 94

Responsibilities 96

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SUDAPEr

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18.2

18.3

18.4

18.5

18.6

18.7

18:8

18.9

18.10

18.11

18.12

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End of Services 97



Resign~!ion 98Termination 98

Retirement 98

End of fixed contract period 99

Lack of fitness 99

Death 99

Exit Interview 99

Transportation on Termination... ... 99

End of Service Benefits Calculation and Entitlements 99

Responsibilities ... ... 101

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OIHMAN SUIAfMAN IARRAM

HR & OD MANAGER

SUDAPET

Glossary

The following definitions, key terms and abbreviations are used throughout this manual andare presented here to help the reader of this manual

Base salary Starting salary as per approved salary structurewhich is specified in the contract! letter ofemployment and amended from time to time by -theCompany

Basic salary The base salary plus the cost of living allowance(COLA) excluding other allowances

Eligible dependents Eligible dependents include, the employee's spouse,daughters, sons and the parents

Board of Directors of the CompanyBoard

President&CEO Chief Executive Officer

Company Sudapet Co Ltd

Gross salary Basic salary plus all other allowances

HRC Human Resources Committee

HRD Human Resources Division

Management Management of the Company

MC Management Committee

Total Reward Gross salary plus all supplemental allowances,bonus award and benefits

Assistant President Vice President -

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Document control

The policies and procedures documentation configuration and version are controlled andsubject to change..control framework. The following tabulation provides the control summaryfor this document

1.1.1 Majorversion

This policies manual will be effective from 1 October 2011.

1.1.2 Minorversion

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Version Endorsed By Approved by Effective datechronology

1.0 1 October2011

(q .:.:- % '1v"JA\-tOthman Karram, HR Salah Wahabi, President &Manager CEO

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2 Introduction

2.1 Overview of Sudapet

2.1.1 Sudapet is'a state owned oil and gas company based in Sudan with stakes in anumber of oil and gas companies in Sudan. The Company was formed under themandateof the Ministryof Energyand Mining(MEM),which playsthe role of _

regulator of the oil and gas industry in Sudan. Key activities of the Company aremonitored and controlled by the Oil Exploration and Production Authority, a divisionof MEM.

2.1.2" The Company is committed to operate in a true and fair manner complying with allapplicable laws and regulations.

2.1.3 All the manuals, document the Company's Divisional/Departmental policies andprocedures with the objective of achieving consistent, uniform and fair interpretationat all times.

2.2 Vision

2.2.1 Sudapet's vision is to be "A leading integrated oil and gas company of excellence".

2.3 Mission

2.3.1 Sudapet'smissionis:

2.3.1.1 To find, sustain and add value to oil and gas resources for Sudan

2.3.1.2 To enhance the protection of national interest in the industry

2.3.1.3 To build a capable and competent Sudanese workforce to reach world classstandard

2.3.1.4 To be a socially responsible business entity

2.4 Shared Values

2.4.1 Sudapet's shared values state that "We are loyal, dynamic, united in purpose andalways committed to achieve excellence". -

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2.5 Human Resources Philosophy

2.5.1 We will attract, develop, motivate and retain the people with appropriatecompetencies to provide quality services.

2.5.2 We will recognize contribution and reward performance through equitable andcompetitive remuneration.

2.5.3 We foster team spirit and trust in order to strengthen the partnership betweenmanagement and employees through direct and effective communication.

2.5.4 We believe that the empowerment of line managers and ensuring the availability ofmulti-skilled staff are a clear reflection of a flexible Human Resources approach tosupporting the Company's management.

2.6 Our people

2.6.1 Sudapet will strive to employ Sudanese nationals with appropriate competencies,whenever a vacancy arises. Should the Company be not able to find a Sudanesenational within a reasonable timeframe (six to eight weeks) from the date of thevacancy, the management will source expatriate employees.

2.6.2 Merit is the prime rule and will prevail at all levels and across the Company.

2.6.3 The Company will not permit any job applicant or employee to be placed at adisadvantage by requirements or conditions that have a disproportionately adverseeffect on such individual and which cannot be shown to be relevant to jobrequirements.

2.6.4 The Company is committed to enhancing the skills and competencies of allemployees.

2.7 Sudapet's Organization Structure

2.7.1 Sudapet's organization structure has been designed in order to facilitate theCompany to achieve its vision, mission and shared values and keeping in mind itsHR philosophy and people, The organization structure of Sudapet is divided into thefollowing levels based on size and functions performed:

2.7.1.1

2.7.1.2

2.7.1.3

Divisions, headed by Directors;

Departments, headed by Managers; and

Sections, headed by Section Heads

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2.8 Purpose of the Manual

2.8.1 The purposeof this Policiesand Proceduresmanualis to:

2.8.1.1 Document the policies and procedures of the HRD;

2.8.1.2 Serve as a means for defining and clarifying the responsibilities associatedwith all personnel responsible for performing their relevant activities in all thedivisions I departments;

2.8.1.3 Promote uniformity and consistency in the activities of the divisions Idepartments in Sudapet;

2.8.1".4 Serve as a point of reference for all staff of Sudapet. Provide managementwith a tool to address operational related issues arising in all the divisions Idepartments;

2.8.1.5 Establish procedures to provide management with periodic informationrelating to operations of Sudapet;

2.8.1.6 Identify Key Performance Indicators; and

2.8.1.7 Integrate the various HR operations of the Company and identifyresponsibilities associated with each activity.

2.9 Effective Date

2.9.1 This policiesand procedures manualwillbe effectivefrom 1/10/2011.

2.10Governing Law

2.10.1 This manual is based on the Sudan LabourLawof 1997and the Sudan SocialInsurance Lawfor 1990,as amended from time to time. The provisions of SudanLabour Law will govern any matter not provided for in this manual.

2.10.2 In case of any contradictions between this policy manual and the Labour law, thelater shall prevail.

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2.11 Custody of the manual

2.11.1 The Director of the HR division / department is the soul custodian of the manual andis responsible for ensuring its implementation and update

2.11.2 The holder of this manual at the division/ department level is also responsible of it isimplementation and update

2.11.3 HR will act as interpreter and advisor for line managers.

2.12Structure of the Manual

2.12.1 This manual is divided into subjects and each subject is further subdivided intosections. Under each subject, the relevant sections are systematically grouped todiscuss and document all related issues. The sections covered under the subjectsare as follows:

. Policies relating to the concerned subject;

. The Process flow relating to the subject;

· The relevant procedures as applicable to the concerned subject; and

· Where applicable, the highlights of possible key performance indicators.

2.12.2 Page Layout:The headersectionof the manualhas beendividedas follows:

. Name of the Company;

. Name of the Manual;

. Minor Version Number;

. Authorized By; and

. Initial Date of Issue of the policies and procedures of the relevant subject.

2.12.3 The footer sectionhas beendividedas follows:

. Major Version Number;

. The date of last changes made for that particular subject;

· The date from which the revised policies and procedures for the particularsubject is effectively applicable; and

. Page Number.

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2.12.4 In case of amendments to the this policies and procedures manual the following sub- sections in the footer shall be subject to change:

. Major Version No - to be updatedto reflect the currentversionof the Manualin use

. Last Changedon - The lastdate,when this documentwas changedand

. EffectiveDate- The date from when the new changeswill be applicable _

2.12.5 This manual is a confidentialdocumentof Sudapetand will be underthe custodyofthe relevant division or department manager. All queries and matters relating to adivision / department manual shall be addressed to the concerned division /

. departmentmanager.

2.12.6 The policies and procedures contained in each divisional/departmental manual willbe regarded as mandatory. Any exceptions will be approved in accordance withdelegated authorities observing corporate governance guidelines in place.

2.12.7 Where employees consider that they are unable, for any reason, to comply with theprocedures defined for their areas of responsibility they will refer the matter to theconcerned division / department manager for resolution.

2.13 Distribution of the Manual

2.13.1 Circulation of the division / department policies and procedures manual, andsubsequent updates to the manual, requires approval of the division / departmentmanager and is controlled and monitored by maintenance of a register. Each set ofthe policies and procedures manual is pre numbered and logged in the register.

2.13.2 Distribution of the manual, in whole or part, shall be made only to designateddepartments and employees against a signed policies and procedures manual form.The form contains the following information:

. Date;

. Manualnumber;

. Manualdescription;

. Custodiannameand position;

. Approvalof divisionI departmentmanager;and

. Signaturefor acceptingthe manual. -

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2.13.3 The manual is provided in a format to enable approved updates to be inserted whenrequired. Updates will be distributed to the custodians listed in the policies andprocedures manual register. It will be their responsibility to ensure that the manual isproperly updated in terms of adding new pages, removing superseded pages and

making a~y manual edit changes.

2.13.4 The contents of all these manuals are confidential to Sudapet. This manual willalways be kept in a safe place and will not be copied without prior approval of therespective division I department manager. -

2.14Amending the Manual

2.14.1 The successful implementation and maintenance of all the policies and proceduresprimarily depends on the procedures for updating the manual. Periodic reviews shallbe carried out to ensure that all manuals are up to date. It is the responsibility of thehead of the custodian to ensure that this is carried out promptly as and whennecessary.

2.14.2 The manual may require changes on account of any of the following reasons:

· Additional policies I procedures consequent to the Company's changingneeds following introduction of new activities, reporting requirements or thelevel of automation;

. Improvements to existing policies I procedures; and

. Deletions, for example, for superseded activities.

2.14.3 Requestfor Amendment

2.14.3.1 Whenever amendments to the particular division I department policiesand procedures manual are required, the request for amendment form shallbe completed.

2.14.4 The UpdateControl Form

2.14.4.1 The Update Control Form controls the distribution and references of allamended pages.

2.14.5 The UpdateControl Log

2.14.5.1 The update control log is filed along with the manual. This log recordsall the amendments made to the manual. The log shall contain the followinginformation:

. Update number;

. Date of update;

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. Subject reference;

. Section where insertion/amendment is required; and

. Actioned by.

2.14.6 ProcedurE{forAmendingthe Manual

2.14.6.1 Whenever Amendments to policies / procedures are requiredl theoriginating division / department or an employee shall submit a request forAmendment Form to HRD. When a new activity or service is introduced,such a request shall be accompanied by a detailed description of thatactivity or service.

2.14.6.2 On receipt of the form, the custodian will examine the suggestedsolution and determine whether amendments to existing policies /procedures are required. The custodian will prepare suggestedamendments and circulate them to the respective personnel of the division /department.

2.14.6.3 On receiving the comments of the division / department personnel, thecustodian will finalize the amendments for approval by the President / CEO.If the suggested changes involve a change to any existing policy, suchchanges will have to be approved by the Board of Directors. Thereafter, thecustodian will prepare an update control form and dispatch copies of thisform together with the approved procedures to all custodians of the manualin accordance with the custodian list.

2.14.6.4 The custodian of the manual will update the update control log and filethe new procedures in the relevant sections. The superseded sections of theManual will also be filed at the end of the section where the updatedversions have been filed to facilitate comparisons between the updated andthe superseded versions.

2.15 Responsibilities

2.15.1.1 Head of Division/ Department or employee: Initiate the process ofamending the manual.

2.15.1.2 Custodian of the manual: Review the suggested amendments andmaintain the manual control log.

2.15.1.3 President/CEO or Board: Approve the amendment suggested. -

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3 Organization Design

3.1 Objectivesand Core Policies

3.1.1 The organ.ization structure at Sudapet will include logical functional grouping andreporting based on leading organization design principles, vision, mission and valuesof the company and will accordingly be grouped into relevant divisions, department,sections and smaller work groups based on parameters and principles adopted bythe company to ensure the maximum ease of operations, reporting, statutoryrequirements, relevant organizational arrangements between shareholders etc.

3.1.2. The Company will ensure that its organization structure is designed in a manner thatenables the Company to attain its vision, mission and shared values. The companyaims to follow and periodically review its organization structure based on 'goodorganization design principles' that follow guided process for integrating the people,information and technology of an organization. It is used to match the form of theorganization as closely as possible to the purpose(s) the organization seeks toachieve. Through the design process, organizations act to improve the probabilitythat the collective efforts of members will be successful.

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3.2 Operating Policies

3.3 Creation and Classification of Functions

3.3.1 Divisions will be created for each of the core functions applicable to Sudapet and willbe headed' by Directors.

3.3.2 Non-corefunctionswill be classifiedas Departmentsand will be headedby _

Managers. In addition, Departments will be created within each division based on asegregation of major processes within a core function and will be headed byManagers.

3.3.3' Sections will be created for each of the key activities within a department, and will beheaded by Section Heads.

3.3.4 The requirement for any change, amendment or addition to the approvedorganization structure will require a detailed study undertaken by nominated internalemployees / external consultants to support and justify the requirement. The HRDwill drive and facilitate any such initiatives

3.4 Changes and Amendments to the Organization Structure

3.4.1 Changesand amendmentsto the organizationstructurewill be as follows:

3.4.1.1 Any additions, amendments or deletions of Divisions or Departments will beapproved by the Board based on a recommendation from thePresident&CEO

3.4.1.2 Any additions, amendments or deletions of Sections will be approved by thePresident & CEO based on a recommendation from the HRD

3.4.1.3 The Division & Department Managers will initiate the required changes for anew position.

3.5 Grade and Compensation Structure, Job Descriptions

3.5.1.1 The organization will follow a grade and compensation structure based onthe results of a scientific job evaluation exercise. The job evaluation processwill provide the basis for establishing the relative worth of jobs in theCompany and subsequently compensating them.

3.5.1.2 Each position in the Company will have a job description in a standardformat, based on roles, responsibilities and dimensions of the job. Thepurpose of a job description is to acquaint the job holder about the roles &responsibilities and all other requirements of the job.

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3.5.2 Job descriptions will be reviewed at least once every two years or if a significantportion of the job is deemed to have changed (30% or more).

3.5.3 All jobs in the Company will be subject to evaluation and assessment based on therequirements of the Company.

3.5.4 All jobs wiil be re-evaluated at least once every four to five years or when deemednecessary due to organizational changes.


3.6.1.1 HRC: Review all amendments to division, department or section.

3.6.1:2 President/CEO or Board: Approve the amendment to division, department orsection and creation of new position.

3.6.1.3 Head of Division/ Department: Initiate the process of amendment to division,department or section.

3.6.1.4 HRD: Review the creation of all new positions and initiate the process of jobevaluation.

3.6.1.5 Job Evaluation Committee: Carry out job evaluation, as deemed necessaryfrom time to time.

3.6.1.6 Management Committee: Approve job evaluation as carried out from time totime.

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4 Manpower Planning

4.1 Objectivesand Core Policies

4.1.1 It is the Company's policy to ensure an optimum use of manpower in enabling thecompany to achieve its current and future business objectives. This ensures that theCompany has the right number of staff, with the correct mix of competencies at anypoint in time.

4.1.2 The purpose of manpower planning is aimed at putting right number of people, rightkind of people at the right place, right time, doing the right things for which they aresuited for the achievement of goals of the organization. It aims at

4.1.2.1 Analysing the current manpower inventory

4.1.2.2 Making future manpower forecasts

4.1.2.3 Developing employment programmes,4.1.2.4 Design training programmes

4.1.2.5 Addressing Sudanization plans requirements

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4.3 Types of Manpower Plans

4.3.1 In order to operate with optimum number of employees with the right level of skillsand knowtedge the Company will prepare long, medium and short term manpowerplans. This could be done in the following manner (not limited to)

4.3.1.1 Expert Forecasts: This includes informal decisions, formal expert surveys

4.3.1.2 Trend Analysis: Manpower needs can be projected through extrapolation(projecting past trends), indexation (using base year as basis), andstatistical analysis (central tendency measure).

4.3.1.3 Work Load Analysis: It is dependent upon the nature of work load in adepartment, in a branch or in a division.

4.3.1.4 Work Force Analysis: Whenever production and time period has to beanalysed, due allowances have to be made for getting net manpowerrequirements.

4.3.1.5 Other methods: Several Mathematical models, with the aid of computers areused to forecast manpower needs, like budget and planning analysis,regression, new venture analysis.

4.3.2 The long and medium term manpower strategic/ tactical plans will be aligned to thevision and strategy of the Company and will include secondments, deputations andmovements to other partner companies, subsidiaries or joint venture partners thatmay be required as well as the succession plans and strategies of the company.(Sudanization plans). The company shall undertake such an exercise every 3-5years or as deemed fit due to significant changes in the business environment,statutory requirements; other external factors that require a business rethink.

4.3.3 As part of the annual manpower planning exercise, the short term operationalmanpower plan will be prepared which will be detailed with headcounts by section,department and divisions.

4.4 Recruitment

4.4.1 The Company will strive to fill vacancies internally through the development,promotion or transfer of qualified employees and will allow for and facilitate therotation of employees through different jobs for which they are suitable and qualified.

4.4.2 The Company can transfer its employees within the organization or within other jointventure partners etc. or in different geographies within the same organization ifrequired keeping in mind the Company and the employee benefits.

4.4.3 The annual approved manpower plan will be the basis for recruitments.

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4.5.1.1 HRD: HRD will review and approve the short term and long term manpowerplanning.

4.5.1.2 Head of. Division/ Department: Initiate the process of manpower planningincluding the process of internal transfer.

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OTHMAN SUIAIMAN IAUAMHR & 00 MANAGER

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5 Recruitment

5.1 Objectives and Core Policies

5.1.1 It is the policy of the company to ensure that it operates at the optimum staffinglevels and that its staff demonstrates the required skills and attributes. It is also theCompany's policy to fill vacancies with internal candidates who are suitablyexperienced and qualified, where possible. The objective of internal recruitment IStoprovide development and advancement opportunities for existing employees.

5.1.2 It is the company's policy to ensure that Sudanese nationals with the required skillsand attributes are first considered for the vacancies subsequent to which other couldbe considered

5.1.3 It is the Company's policy to regulate and manage the recruitment function such thatit attracts the applicants who possess the right skills, knowledge and experience tothe Company, in the most efficient and cost-effective manner.

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OTHMAJI SULAtMAN IltARRAM~HR & 00 MANAGER

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5.3 Employment Philosophy

5.3.1 The Company will aim to attract the best available talent and select solely on thebasis of the candidate's ability to meet the requirements of the position.

5.3.2 The Companywill striveto employSudanesenationalsfirst with appropriate _

competencies, whenever a vacancy arises. Should the company be unable to find aSudanese national within a reasonable timeframe from the date of the vacancy, thecompany shall source expatriate employees.

5.3.3' The Company may engage a recruitment agency for identifying candidates wherethe position has highly specialized job content and it is difficult to source or theposition needs to be filled immediately.

5.4 Selection

5.4.1 All positions will be announced, interviewed and evaluated by a panel of interviewerswith appropriate technical competence. The HRD will nominate the panel, and othermembers will include relevant division / department managers and in case ofrecruitment of division heads and above, the President & CEO will be a part of thepanel

5.4.2 The HRD shall also conduct assessment center and conduct attitude and aptitudetest during recruitment if required

5.4.3 The HRD will maintain an internal database of all employment applications receivedin the last two to three years and may advertise for certain vacancies if it is unable toobtain the right candidate through internal databases and referrals.,

5.4.4 Employees may be engaged on a temporary or part time basis for a maximum periodof two years, which may be extended up to another two years, in case of posts whichare temporary in nature, posts for which no candidates for regular employment areimmediately available or where the Company has from time to time a need toengage specialists, professionals and consultants to cover the duties of certaincritical posts, and where these posts are such that they cannot be filled by regularincumbents and no satisfactory substitute is available.

5.5 Employment Offer

5.5.1 Successful candidates will be provided with a provisional employment offer, andreference checks and medical examinations have been successfully carried out andcopies of academic qualifications have been received and verified.

5.5.2 The Company will carry out a salary fitment exercise for each candidate beforemaking an offer, considering factors such as the nature of the position, thequalification and experience of the candidate to ensure internal salary equity.

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5.6 Recruitment Age

5.6.1 The minimum age for recruitment by the Company will be18 years and the maximumwill be 55 years. Candidates over 55 years who possess special qualifications maybe considered for employment in specific positions, subject to the prior approval fromthe Presid~nt / CEO.

5.7 Hiring of experts

5.7.1 Sudapet may seek outside assistance/ or advice from experts who may add value tocertain specific assignments.

5.7.2" There should be a written scope of work for the assignment to be carried out by anoutside expert. It should include the duration and deliverables of the assignment.The resume of the proposed expert should be attached as part of the proposal forrecruitment.

5.7.3 Any change in the scope of the assignment or duration of the deliverable will requireseparate approval.

5.7.4 The engagement of external expertise for carrying out Sudapet's business should beapproved by the concerned line manager and HR Manager or as per the authoritymanual deemed appropriate in this case.

5.7.5 The compensation to be paid to experts hired under this policy shall be as follows:

5.7.5.1 Experts hired at a Vice PresidenU Director level: SDG 250 on an hourlybasis.

Experts hired at Manager level: SDG 200 on an hourly basis.

Experts hired at other levels: SDG 100 on an hourly basis.

Non Oil experts shall be hired on a negotiable scale of SDG 100 to SDG 250depending on the level of expertise.


5.7.5.2

5.7.5.3

5.7.5.4

5.8.1.1 HRC: Approve all recruitments that are carried out for the position ofManager and above.

HRD: Carry out study for all requests for hiring of experts.

HRD Manager: Approve all recruitments below the level of Managerincluding the empanelment of recruitment agencies. Recommend hiring ofexperts to PresidenUCEO.

5.8.1.4 Head of Division! Department: Initiate the process of recruitment at alllevels. Initiate the process of hiring of experts.

5.8.1.5 PresidenUCEO: Provide final approval for hiring of experts.

5.8.1.2

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6 Induction


6.1.1 The company will require all new employees to undergo the induction program. Theobjective is to ensure the smooth introduction and socialization of the new employeeto the company and to their new job in order to assist him/ her with becomingproductive in the new role as quickly as possible.

6.1.2 It is the aim of the Company to ensure that staff induction and all joining formalitiesare dealt with in an organized and consistent manner, to enable staff to beintroduced into a new post and working environment quickly, so that they cancontribute effectively as soon as possible. This induction policy, associatedprocedures and guidelines aim to set out general steps for Managers and Staff tofollow during the induction process. It is expected that all Managers and Staff willadhere to this policy.

6.1.3 The Company expects that the implementation of good induction practice byManagers/Supervisors will:

6.1.3.1 Enable new employees to settle into the Company quickly and becomeproductive and efficient members of staff within a short period of time.

6.1.3.2 Ensure that new entrants are highly motivated and that this motivation isreinforced.

6.1.3.3 Assist in reducing staff turnover, lateness, absenteeism and poorperformance generally.

6.1.3.4 Ensure that the employees operate in a safe working environment.

6.1.3.5 Will reduce costs associated with repeated recruitment, training and lostproduction.

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6.3 Elements of Induction

6.3.1 The HRD will coordinate with the relevant divisions / departments to enable newemployees' to be appropriately inducted into the Company and ensure that his/ herjoining formalities are completed in a prompt and smooth manner.

6.3.2 New employees will be introduced to their new workplace and colleagues at theearliest opportunity.

6.3.3 Managers/Supervisors should refer to the Induction Checklist and use it as a basisfor discussion thus ensuring all documentation is complete.

6.3.4 A tour of the workplace will be arranged for the new entrant allowing the Company tobe viewed as a whole and the recruit to see where he/she fits into the organisation.

6.3.5 The new entrant will want to know his/her colleagues and quickly become part of theteam and time should be made for this process. Colleagues should be briefed on thenew entrant's arrival. If possible one of the new entrants colleagues should benominated to ensure that he/she has every assistance in settling in quickly.

6.4 Nature of induction

All new employees will be provided with a proper formal induction programtailored to suit their place in the company Le. fresher, experienced hire, seniormember etc. The following elements would be included in the inductionprogram (refer orientation guide);

6.4.1 An introductorytalk by HRwith the provisionof general information

6.4.1.1 Exchanging any necessary documentation about company information, rules& regulations, policies etc.

6.4.2 Roles & Responsibilities

6.4.3 The HRD will be the key facilitator,driver and organizerof all inductionprograms.The HRD shall arrangefor the tour of the office/site for a new employee,providetheinformationon the generalaspectsincludingthe policies,procedures,rules,regulationsof the company,introducehim to his newsuperiorandteam

6.4.4 The departmentmanagershall be responsiblefor introducingthe newemployeetohis roles & responsibilities,introductionto the team membersand initiateobtainingofall necessaryequipmentand requirementsfor the newemployee -


6.5.5 Induction: HRD is responsible for carrying out the induction process.

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7 Probation


7.1.1 It is the company'spolicyto recruitnewemployeeson probationto closely monitortheir performanceand their adoptionof the organizationculture beforeofferingthempermanentemployment.The aims of the probationpolicy is;

7.1.1.1 To assist the employee to develop his/her career in a manner which is bothpersonally satisfying and consistent with the needs and goals of thecompany.

7.1.1.2 To provide the company with an opportunity to assess the performance andfuture potential of the employee before deciding whether or not to confirmthe appointment.

7.1.1.3 To help identify the employee's training and development needs and provideappropriate development activities to assist in achieving his/her full potential.

7.1.2 An employeeon probationmay be terminatedfrom servicefor consistentpoorperformance.

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7.3 Probation Period

7.3.1 All employees will be on probation for the first 89 days of employment.

7.4 Termination during Probation Period

7.4.1 During the probation period, the Company and the employee will have the right foterminate the employment contract by giving one week's notice.

7.4.2 At the end of the probation period, a confirmation appraisal will be carried out todetermine whether to retain the services of the employee on a permanent basis.


7.5.1.1 HRD: HRD is responsible for initiating the process of probation appraisal.

7.5.1.2 Supervisor: Supervisor will review and provide inputs on the employee'sperformance during probation.

7.5.1.3 Head of Division/ Department: Head of Division/ Department will provide thefinal approval for the probation appraisal.

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8 Timekeeping


8.1.1 It is the policyof the Companyto regulatethe operationalrequirementsin adisciplinedand established manner and to make necessary considerations for workbeyond normal work schedules and exigencies.

8.1.2 The company tries to ensure that no employee is required to work longer than thestandard working hours per week. Any excess time the employee may be asked towork is properly compensated for in accordance with the Law. However, voluntaryovertime will not be compensated.

8.1.3 Each employee is required to observe the Company's working times and adhere tothe established rules. Variations may occur in observing the same due to sickness,annual leave, leave without pay, unauthorized absence/lateness, etc.

8.2 Overtime

8.2.1 The Companyexpects employees to observe office timings and fulfill theirresponsibilities adequately within office hours to maintain a healthy work life balance.Overtime may be only resorted in exceptional situations to meet sudden andimportant exigencies of work with due approval of the relevant authority.

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8.4 WorkingHours

8.4.1 Eligibility-::AIIemployees

8.4.2 The standardworkinghoursperweek for all office basedemployeeswill be 40hours.

8.4.3 The standard working week will consist of five working days and two paid rest days(Friday and Saturday).

8.4.4 One paid hour will be reduced from normal working hours for nursing mothers for aperiod of two years after delivery.

8.4.5 All employees are expected to observe office timings and the company trusts theirintegrity in doing so. The line managers in each function and department managersare expected to observe and ensure and manage employee attendance and timings.The HRD shall take necessary disciplinary action in case of employee misconduct inthis regard and as advised by the department managers

8.4.6 Employees will obtain prior permission from their respective supervisor when arrivinglate or leaving early. Unexcused absence from work including periods of late arrivalor early departure will be penalized in terms of deduction from salary for the period ofabsence.

8.5 Shift Work Hours

8.5.1 Eligibility - Shift employees/ field operations

8.5.2 The nature of certain activities will require employees of the Company to work inshifts. The employees will be required to work on 8 or 12 hours shifts based on thecompany requirements and rules.

8.6 Ramadan Working Hours

8.6.1 Eligibility - Muslim Employees

8.6.2 During the holy month of Ramadan, the working hours will be reduced by one paidhour for Muslims. An hour will be deducted from the close hours at the head officeand in between the shift as appropriate at the field locations. Day workers will not berequired to work in excess of seven hours per working day. Non Muslims will leadnormal working hours. Shift workers whose job involve shift work and distributedworking hours will be required to work for normal hours. -

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8.7 Prayer Timings

8.7.1 Eligibility- Muslim Employees

8.7.2 The Companywill grant employeesreasonabletime off to pray at the appropriatetimes. .

8.8 Overtime

8.8.1 Eligibility - All permanent employees below Executive grades

8.8.2 Authorized hours worked in excess of regular and published work schedules byemployees will be treated as overtime and as prescribed by the labour laws.However, overtime will not be compensated for periods of less than half an hour aday, or exceeding four hours per day or twelve hours a week.

8.8.3 Overtime planning and approval: Line departments need to periodically plan andjustify the required OT for their operation and get it approved in advance form HRD.

8.8.4 Overtime work is not mandated for female employees.

8.8.5 Employees in Executive grades will not be eligible for overtime compensation even ifthey may work extra hours.

8.8.6 Overtime will be calculated at 150% on normal days and 200% on holidays.


8.9.1.1 Employee: Initiate the process for recording attendance and overtime.

8.9.1.2 Head of Divisionl Department: Approve the attendance and overtime for theemployee.

8.9.1.3 Supervisor: Review the daily attendance of the employee.

8.9.1.4 HRD: Review and verify the daily overtime calculation.

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9 Leave


9.1.1 Leave will be granted to employees to provide for annual vacation,sickness/emergency/personal work/rest and recreation. It is mandatory for allemployees to avail of their annual leave in a given year so that they can recreate andinvigorate themselves and come back relaxed and rejuvenated to work. -

9.1.2 The Company will encourage all staff members to avail their annual vacationentitlements fully in the respective year to ensure that the employees get theirdeserved break and enhance productivity.

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9.3 Leave Planning

9.3.1 Each Department will submit by the first of December a leave program for allemployees for the coming year to HRD.

9.3.2 The company will grant annual leave with full pay to all permanent employees.

9.3.3 The concerned Division / Department manager based on work and operationalrequirements can:

9.3.3.1 Grant the whole leave or part of it;

9.3.3.2 Carry forward the leave to the following year

9.3.4 Annual leavewill be grantedon the followingpositionand eligibilitybasis:

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Office based staff

Manager and above - Sudanese 45 calendar days in a year

Section head and comparable jobs - 40 calendar days in a yearSudanese

Below Section heads 35 calendar days in a year

Non Executive and labours 30 calendar days in a year

Expatriate - Family status 45 calendar days in a year

Expatriate - Single status 20 calendar days after 70 days ofemployment

Field based staff (Rotation)

Numberof days 28 workingdays. 28 days leave

Numberof times 6 times in a year

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9.3.5 Leave will be deemed to commence on the first day of absence from work.

9.3.6 Leave granted in the first year of service will be prorated to actual service within thecalendar year.

9.4 Leave E.ncashment and Deferment

9.4.1 All annual leave entitlements should be availed in the same year in which it isearned.

9.4.2 The employee can postpone his /her annual leave, only after obtaining the approvalof the concerned division / department manager, for a period not exceeding:

9.4.2.1 Ten (10) calendar days in case of Managers and above; and

9.4.2.2 Five (5) calendar days in case of Section heads and below.

9.4.3 Any postponement should not be beyond the first quarter of the next year.

9.4.4 In the case of End of service, the employee is eligible for full encashment of leavebalance as of that date.

9.5 Compassionate Leave

9.5.1 Eligibility- All employees

9.5.2 In the eventof death of:

9.5.2.1 A member of the employee's immediate/direct family (including Father!Mother, Spouse, Children, Brother! Sister), leave with pay for sevencalendar days will be given to the employee.

9.5.2.2 A member of the employee's indirect family (including Grand Father! GrandMother, Father! Mother-in-law and Uncle! Aunt), leave with pay for threecalendar days will be given to the employee.

9.5.2.3 The expatriate employee, his wife or any of his children, the Company willbear the cost of transporting the mortal remains to the place of residenceand the cost of passage for an escort person.

9.6 Eddah Leave

9.6.1 Eligibility- All muslim female employees

9.6.1.1 On the deathof the husbandof a Muslimfemaleemployee,she will be givenleave with pay in accordancewith IslamicSharia Law, starting from the dayof deathof her husband.

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9.7 Sick Leave

9.7.1 Eligibility - All employees

9.7.2 An employee's sick leave will require to be certified by a report issued by thespecified.medical authorities

9.7.3 Where an employee who has completed at least three months of continuous service,remuneration will be paid to the employee during his sick leave period for a periodnot exceeding first twelve months, as follows:

9.7.3.1 First three months of sickness: full salary

9.7.3.2 Second three months of sickness: 3/4thsalary

9.7.3.3 Third three months of sickness: 1/2 salary

9.7.3.4 Fourth three months of sickness: 1/4th salary

9.7.3.5 Beyond fourth three months: Without pay

9.7.4 The employee will not be allowed to be on sick leave with reduced pay unless theemployee has exhausted the normal leave.

9.7.5 If the total sick leave entitlements are exhausted, the case will be referred to anexternal medical specialist to decide whether the sick employee is fit and able tocontinue work. Based on the report provided by the medical specialist, the HRC willconsider termination of the employee's service. The employee will not be entitled forsick leave from the date the employee is declared disabled and unfit for service.

9.8 Hajj Leave

9.8.1 Eligibility - All Muslim permanent employees who have completed one yearcontinuous service with the company

9.8.2 Length of leave - eligible employees will be granted 20 paid calendar days, onceduring the period of service with the Company.

9.8.3 The concerned Division / Department will ensure a fair distribution of opportunitiesfor granting Hajj leave to eligible applicants in the Department without disrupting thesmooth running of the company's operation, while giving preference in the followingorder:

9.8.3.1 Employees with longer tenure of service;

9.8.3.2 Where there is no difference in the length of service, the older employee. -


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9.9 Accompaniment Leave

9.9.1 Eligibility - All employees

9.9.2 An employee may be granted leave to accompany family members or directdependants out of Sudan on medical grounds or for any exigency. The duration ofsuch leave will be discussed with and approved by the HRD as deemed reasonable.

9.10Maternity Leave

9.10.1 Eligibility - Permanent married female employees

9.10.2 Female employees will be entitled to maternity leave with full pay for eight weeks.

9.11 Marriage Leave

9.11.1 Eligibility - (One time) Permanent employees due to marry shortly

9.11.2 An employee who has the joined the company unmarried will be granted a marriageleave with pay for seven consecutive days on the occasion of his/her first marriage.

9.12 Examination Leave

9.12.1 Eligibility - Sudanese permanent employees who have completed one year ofservice

9.12.2 Eligible employees who are pursuing a qualification relevant to their job requirementin a public / private educational institution in Sudan or a in case of an examinationoutside Sudan, by a University recognized by the Ministry of Education in Sudan.

9.12.3 Length of leave - The leave duration of leave will be limited to the approvedexamination time issued by the educational institution

9.13Leave Without Pay I Emergency

9.13.1 Eligibility - All permanent employees

9.13.2 Employees will be granted leave without pay under exceptional personalcircumstances (travelling due to exigencies, medical and compassionatecircumstances, personal disadvantages as a result of natural calamities.

9.13.2.1 Salarywill be stoppedfor the periodof leave;

9.13.2.2 Leavemay be grantedup to 90 calendardays;

9.13.2.3 Leave without pay will not be allowed unless the employee hasexhaustedall his leaveand there is a competentrelief/ replacement

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9.14Unauthorized Leave

9.14.1 If the absence of an employee is not covered by any type of the leave mentionedabove or if the employee proceeds on leave without approval or fails to report forduty either on expiry of leave or otherwise, the employee will be deemed to be onunauthorized absence and as such appropriate and necessary disciplinary action willbe takes as per the company's rules and regulations


9.15.1.1 Employee:Initiatethe processfor annual leave,examinationleaveandleavewithout pay.

9.15.1.2 Head of Division/ Department:Approve employee's entitled leaves.Reportto HRDany observedunauthorizedabsence.

9.15.1.3 HRD:Approve leavewithoutpay and all unauthorizedabsence.

9.15.1.4 HRD: Reviewthe leavemanagementprocedure.

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10 Compensation and Benefits

10.1Objectives and Core Policies

10.1.1 It is the Company's policy to have a remuneration and benefits strategy that providesfair, equitable and attractive compensation for its employees, encourages andrewards good performance, attracts individuals of the right caliber, qualificatio~s andexperience for the jobs in the company, provides for a career-based salary structure,is flexible and responsive to moves in the market place and in remuneration bestpractice, and can be managed in a structured and cost-effective manner. Thecompensation strategy shall be aimed to;

10.1.1.1 Attract and retain qualified employees at all levels of responsibility whoperform in a manner that permits the company to achieve its objectives andgoals

10.1.1.2 Reflect the relative value of jobs

10.1.1.3 Establish such pay levels based on timely surveys of pay rates,benefits, and other components of compensation

10.1.1.4 Be externally competitive and internally consistent and fair

10.1.1.5 Provide the flexibility of pay (based upon availability of funds) towardemployees

10.1.1.6 Foster good employee understanding and relationships

10.1.1.7 Comply with all relevant Laws and regulations.

10.1.2 The HRD, in consultation with the HRC, is responsible for remuneration policyformulation and the determination of an appropriate Remuneration Strategy to meetthe needs of the business from time to time. The HRD will also administer theremuneration policy and strategy which is in place at any time.

10.1.3 Development and maintenance of the Compensation Program is the responsibility ofthe HRD. This includes the utilization of appropriate job analysis and job evaluationtechniques in the classification of new positions and in the reclassification of existingpositions. The Human Resources Department is also responsible for determiningthe pay grade assigned to jobs.

10.1.4 In formulating the Company's remuneration strategy, the following factors shall beconsidered at any point in time in order to determine the structure and componentsof employees' remuneration.

-10.1.4.1 Job Grade structure and salary ranges for each grade,

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10.1.4.3

10.1.4.4

10.1.4.2 The Company's "capacity to pay", determined by factors such as thecompany revenue and profit, local market conditions and the labor marketstructure,

Individual employee performance and contribution, and

The Company's needs.

10.1.5 The Company provides a number of allowances and benefits which are intended tohelp the employees maintain their social status and bear the costs incurred by virtueof their services with the Company or to compensate for working conditions.

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10.2Operating Policies

10.3 Payment of Salaries

10.3.1 The Company will pay competitive salaries according to a formal salary scaleconstructed to provide a meaningful salary progression from one grade to the nexthigher one, and a reasonable spread from the minimum to the maximum range foreach grade. For each grade the company has established base salary ranges.

10.4Salary Date

10.4.1 The monthly salary will be due and payable on or before the 25th of each Gregorianmonth through transfer to the bank account chosen by the employee, in the agreedinternational currency for expatriates as per the fixed exchange rate. All payments toSudanese employees will be made in Sudanese Pounds.

10.4.2 All transactions affecting the employee's monthly payment will be recorded in theemployee's Salary Statement / Pay Slip.

10.5 Payroll Processing

10.5.1 The payroll processing will be done by HRD every month and forwarded to theFinance Department for review and disbursement. Monthly input for preparation ofpayroll data such as, overtime sheet will be sent by line departments to HRD.

10.6Salary Market Studies

10.6.1 On a periodic basis the HRD may initiate a market survey either internally or byengaging the services of an external consultant to ensure that the compensation andbenefits offered by the Company are competitive and equitable.

10.7 General Increase and Performance Bonus

10.7.1 Eligibility - All national permanent employees

10.7.2 Annual general increase (5% legal increment) is payable in January of each year.

10.7.3 Performance bonus will be based on individual annual performance evaluation .andthe results of the Company performance.

10.7.4 The company will pay Eid bonus equal to one month's gross salary to all permanentnational employees for each Eid (Eid Elfatr and Eid Aladha).

10.7.5 All national employees will be eligible for Leave travel allowance (LTA) equivalentto three months' gross salary. 50% of this allowance is is normally payable at thebeginning of each year, and the remaining 50% will be paid upon cl~aring the leavebalance for the current. If the employee's service terminates during the year, aproportionate amount of the vacation bonus will be recovered from the employee.

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10.7.610.7.4 Employees who are still in the probation period at the 31stof December eachyear; are not eligble for Performance bonus. In case of employees who have joinedthe company before 30thof June, annual performance increment will be treated onpro-rata basis. No increment will be given to employees who join the company from1st of July.

10.8Cost of Living Allowance


10.8.2 The cost of living allowance for all employees is 10% (Ten) of the employee grosssalary.

10.9 Housing Allowance

10.9.1 Eligibility- All national permanent employees

10.9.2 The housing allowance for all employees will be 20% (Twenty) of the employeegross salary.

10.10 Field Allowance

10.10.1 Eligibility - All national employees working in field operations

10.10.2 The company will grant a field allowance to employees who are working atthe operations site. This allowance is 25% (Twenty Five) of the employee grosssalary .

10.11 Meal Subsidy

10.11.1 Eligibility - All permanent office employees

10.11.2 The company provides a subsidized breakfast meal. The employee shouldpay 50 (Fifty) SDG per month as a monthly contribution towards this meal.

10.12Scarce Skill Premium Allowance

10.12.1 Eligibility - Permanent employees in categories identified by the HRD incoordination with the respective Heads of Divisions / Departments at the professionallevels

10.12.2 The scarce skill premium (ranging from 5% to 30% of base salary) will bepaid for categories identified by the HRD in coordination with the respective Heads ofDivisions / Departments at the professional levels with relatively scarce skills to helpthe company attract and retain the resources with scarce skills.

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1O.13Staff Transportation Assistance

10.13.1 The Company will provide transport assistance to its employees (ReferTransportation Assistance sections under Loans)

10.14Mobile' Phone Allowance

10.14.1 The company will provide mobile phones to the President I CEO, VP IPresident's Assistant, Directors, Managers and Section Heads. -

10.15Takaful


10.15.2 The company will provide life and accident insurance cover for its employeesto cover various situations as necessary. The insurance cover will depend on thegrade of the employee.

10.15.3 An ex-gratia payment of US$ 75,000 will be paid on the death of a Sudanesenational to his family members.

10.16Medical Care

10.16.1 Eligibility:

10.16.1.1 All employees and their eligible dependents (parents, wife(s) and directchildren);

10.16.1.2 Official visitors invited by Sudapet, during their official stay in Sudan(Only in case of emergency conditions); and

10.16.1.3 Daughters and sons, who are either not married or covered by otheremployer.

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10.16.2 The Companywill providefree-of-chargemedicalconsultationalongwithprescribedmedicinesfor the employeesand eligibledependentsresiding in Sudan.

10.16.3 The employeesand their eligibledependentswill be providedwith a MedicalCard.

10.16.4 Hospitalizationfacilitiesand specializedtreatmentare extendedthrougharrangementswith hospitalsin Sudan, in normalroomswith an attendantor doubleoccupancyif required.

10.16.5 An employeewho is requiredto leave Sudanfor a short periodon officialbusinessor duty or annual leaveand who faces a medicalemergencyand incursmedicalexpensesduring such a periodmay claim reimbursementof suchexpensesfrom the Company,providedthat all documentsare duly stampedand signed bytreating facility.Chronicdiseasestreatedduringsuchtravel are not reimbursable.

10.16.6 The followingspecialserviceswill be availablefree of charge to thecompany'semployeesand other eligiblepersonsas follows:

10.16.6.1 Medical examinations by General Practitioner or Specialist Doctors;

10.16.6.2 Surgical operations excluding cosmetic surgeries, except for treatmentof occupational injuries or diseases;

10.16.6.3 All surgical operations require prior approval from the CompanyMedical Officer. In such circumstances, a stamped and detailed pro formainvoice should be submitted; along with medical report from the treatinghospital.

10.16.6.4 Full board treatment at hospital including admission in the hospital witha regular rooms (with two beds and an internal toilet);

10.16.6.5 Dental treatment excluding cosmetic procedures, except for treatmentof occupational injuries or illnesses.

10.16.6.6 All kinds of laboratory analysis inside Sudan;

10.16.6.7 Employees and other eligible persons will be provided with periodicvaccinations at the hospital assigned by the company;

10.16.6.8 Prescription of eye glasses is provided every other year with a ceilingof SDG 300 and lenses may be checked and replaced every six months ifneeded.

10.16.7

10.16.7.1

10.16.7.2

10.16.7.3

The followingwill be excludedfrom medicalservices:

Treatment of infertility cases and contraceptive devices;

Cosmetic surgeries except for treatment of occupational injuries;

All cosmetic preparations even if prescribed by physicians;

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10.16.7.4 All types of alternative medicines and procedures like traditionalhealers, acupuncture, hydrotherapy, hypnosis etc.;

10.16.7.5 All types of trial therapeutic procedures;

10.16.7.6 AI,Itypes of replacement prosthesis and procedures like knee joint andhip joint replacement;

10.16.7.7 Organs transplants;

10.16.7.8 The following dental related treatments:

10.16.7.8.1 Implanting of teeth;

10.16.7.8.2 Complete and partial Denture, Crowns and Bridges;

10.16.7.8.3 Orthodontic appliances; and

10.16.7.8.4 All cosmetic procedures like surgical removal of gums as in (gummysmile) or orthognathic (correction of Jaw deformities etc.).

10.16.7.9 Treatment of medical cases resulting from suicide attempts;

10.16.7.10 Unnecessary (repeated) visits to doctors or investigations for the sameconditions;

10.16.7.11 All medical instruments and tools like sphygmomanometers,thermometers, Glucose testing devices, wheel chairs, crutches etc.;

10.16.7.12 Physiotherapy except when prescribed after surgery or due tooccupational injury or illness;

10.16.7.13 Weight adjustment medication and instruments, like medications orinstruments used for treatment of obesity or underweight.

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10.16.8 When an eligible person is sent abroad for consultation and/or treatment for acondition that is beyond the capabilities of local hospitals (this is decided by theHealth Section), all medical and hospital charges will be met by the company up to aceiling of USD 25,000, and a return tickets will be provided to the patient and hisaccompanying escort. Cost of follow up visits or any other expenses for thetreatment of the given case will fall under the ceiling above.

10.16.9 In case of treatment required due to occupational injury or disease, thepolicies and procedures as per QHSE manual will apply.

10.16.10 All Employees will undergo medical checkup at regular intervals or asdeemed necessary or as prescribed by the QHSE policies.

10.16.11 All candidates for employment are required to undergo a pre employmentmedical checkup to meet the standards set by the QHSE department for suchpositions.

10.16.12 The company has the right to conduct medical fitness tests for any givenemployee, based on a recommendation from the HR or the Company Doctor todetermine the status of his fitness to his job, if enough evidences have beenprovided to question his fitness. If he/she is found unfit, then the recommendationwill be raised to the Management for decisions.

10.16.13 An employee whose service with the company is terminated for whateverreasons will undergo a final medical examination prior to his departure. Theemployee may waive his rights to such examinations, in which case such employeewill be made to sign a form releasing the Company of any responsibility for thetreatment of any medical condition that may arise in the future,

10.16.14 For any medical claim that is raised by the employee for reimbursement astamped final invoice with attached prescription is to be submitted.

10.16.15 Surgical operations and admissions out side the panel clinics will require awritten approval of the QHSE and/or HR department.

10.16.16 Sick leaves given at the panel clinics or other clinics should be reported tothe HR /QHSE department immediately.

10.16.17 All medical records are considered as confidential and will be kept in theMedical Unit or HR personal file.

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10.17.1.1 HRD: Manage the monthly payroll for the employees and salarybenchmarkingexerciseas carriedout from time to time.

10.17.1.2 QHSE dept.: Approves the medical claims submitted by employeesand that raised by the contractedhospitals.

10.17.1.3 QHSE department to evaluate the performance of the contractedhospitalsfrom time to time and considerremoval/additionof new hospitals.

Employee:Submitmedicalclaimsto HRD

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11 Loans


11.1.1 The Company will provide interest-free loans to its permanent national employeesbased on certain conditionsto enablethe employeesachievetheir personalobjectiveswhile in employmentwith the Company.

11.1.2 The purpose of extending loans to employees is to enable them to manage theirlifestyle, meet unforeseenexigenciesand procurefor themselvesservicesto easetheir daily living.

11.1.3 The companyprovidesthe followingtypes of loans:

11.1.3.1 Salary Advance.

11.1.3.2 Emergency Loan.

11.1.3.3 Staff Transportation Assistance (Company Car for SeniorManagement, Car Loans, Group Transportation)

11.1.3.4 Housing Loan (provided if an employee has land to build a house on,or a house to renovate)

11.1.3.5 Marriage Loan

11.1.3.6 Maintenance Loan (for the maintenance of the house after 5 yearsfrom the complete/ purchase of the home)

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11.2.1 Loan Conditions

11.2.1.1 Eligibility - All national permanent employees

11.2.1.2 Total Deductions from employees' salaries should not exceed 40% ofmonthly gross salary.

11.2.1.3 The employee will be personally liable to repay the balance of the loanin the event of termination of employment. In the event of an employee'sdeath the remaining loan amount due to the company will be waived off.

11.2.1.4 In any case, elapse time between maintenance loan & housing loanmust not be less than 5 years.

11.2.1.5 An employee cannot avail the same loan twice unless the previousloan is repaid in full.

11.3Salary Advance

11.3.1 Eligibility - All employees are eligible to one month net salary advance, deductiblefrom the same month payroll.

11.3.2 A Salary advance can be availed only twice in a year.

11.3.3 Advances of salary from current earnings may be made to meet particular urgentneeds. The advances will not exceed one month's salary, and will be deducted fromthe salary due for the current month. All salary advances should be claimed beforethe 15thof the month. An employee may also avail of a salary advance if he is due toproceed on leave in the same month.

11.4 Emergency Loan

11.4.1 Eligibility- All nationalpermanentemployees,who have completedat least threeyears of servicewith the company.

11.4.1.1 The Company may allow an employee to take emergency loan of anamount not exceeding six months' gross salary, in case of a sudden seriousevent or situation requiring immediate action e.g. house and or propertydamage due to floods, rains, fire, theft etc, death of employee's direct familymember, or any other cases.

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11.5Staff Transportation Assistance

11.5.1 Company Car (Level 1)- All eligible employees shall be entitled to receive from thecompany,50%of the newcar's value in the followingmanner;

11.5.1.1 Eligibility - Permanent Sudanese employees

11.5.1.2 The employee shall repay his share of the car price in 72 equalmonthly installments, deducted from his monthly salary.

11.5.1.3 The employee under this scheme shall be entitled for a mileageallowance of SDG 500 per month for the use of the vehicle for companywork

11.5.1.4 The employee shall pay for the annual registration fees, insurance, allmaintenance, fuel, repair and related costs

11.5.1.5 In case an employee wishes to purchase a care of higher value thanwhat is denoted above, he shall still receive 50% of the value of the new carfor the type of cars mentioned above

11.5.1.6 The employee under this scheme cannot avail of any other related carscheme, he has to serve the company for at least 2 years post purchase ofthe car or return the residual balance of payment considering thedepreciated value of the car, to the company. An employee can avail of thescheme again after 6 years from the date of purchase of the car

11.5.1.7 In the event of the death of an employee, his dependants will pay backto the company, 50% of the outstanding

11.5.2 Company Car (Level 2) - All eligible employees shall be entitled to receive from thecompany,30%of the newcar's value in the followingmanner;

11.5.2.1 Eligibility - Permanent Sudanese employees who have served aminimumof one year

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Eligible Staff Car Type .

President! CEO, Asst. President ICEO, Camry (full options)Directors

Department Managers Corolla (full options)

Eligible Staff Car Type Company contribution.

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11.5.2.3 The vehicle shall remain mortgaged to the company until loan amountis repaid in full

11.5.2.4 The employee shall repay his share of the car price in 72 equalmonthly installments or the remaining retirement period, whichever is earlier,deducted from his monthly salary

11.5.2.5 The employee under this scheme cannot avail of any other related carscheme, he has to serve the company for at least 2 years post purchase ofthe car or return the residual balance of payment considering thedepreciated value of the car, to the company. An employee can avail of thescheme again after 6 years from the date of purchase of the car

11.5.2.6 The employee under this scheme shall be entitled for a mileageallowance of SDG 300 per month for the use of the vehicle for companywork

11.5.2.7 In the event of the death of an employee, his dependants will pay backto the company, 50% of the outstanding

11.5.3CarLoan- All other employeeswho are not coveredunderany of the aboveschemescan avail of an interestfree car loan onlyonce during his tenure, from thecompanyfor up to SDG40,000.

11.5.3.1 Eligibility - Permanent employees who have served at least one yearwith the company


11.5.3.3 The vehicle shall remain mortgaged to the company until the due loanamount is repaid in full

11.5.3.4 The employee shall repay his share of the car price in 72 equalmonthly installments or the remaining retirement period, whichever is earlier,deducted from his monthly salary

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Eligible Staff Car Type Company contribution

Employees at HO who spend Hundai Accent (Full Company pays 30% ofmore than 50% of their time option) the car valueoutside.. office on office work.His nature of work shouldrequire him to be extensivelymobile on company activities

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11.5.3.5 The employee under this scheme cannot avail of any other related carscheme, he has to serve the company for at least 2 years post purchase ofthe car or return the residual balance of payment considering thedepreciated value of the car, to the company.

11.5.3.6 IR the event of the death of an employee, his dependants will pay backto the company, 50% of the outstanding

11.5.4 Group Transport- All permanentemployeeswho are not coveredunder anyof theabove companycar or car loanschemesshall be providedwith a shared transport-to and fro from their residence(or nearestpoint)and the office

11.5.4.1 Eligibility - Permanent employees who are not covered under any ofthe above company car or car loan schemes

11.5.5 Fuel- Fuelwill not be providedor costs reimbursedfor the samefor anyone. Fuelwill be providedonly for the office poolcars

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11.6.1.1 Employees-

. Provideall necessaryinformation

. Pay all fees relatedto the scheme

. Abide by the rules11.6.1.2 HRD-

. Receiveandverify transportassistanceapplicationfrom staff members

. Add any necessary informationfor decision making,prepare case study andsubmit recommendationsfor HRC

. Processagreeddeductionin the payrollsystem

. Take necessaryaction

11.6.1.3 Legal-

. Prepareand obtain parties' signatureson relevantcontracts

. Passcopiesof contractsto HRDand GSD11.6.1.4 GeneralServices-

. Ensure processingof comprehensiveinsurancedocumentationand follow upinsuranceclaims

. Ensure processing of all mortgage documentation and maintain updatedrecords

. Assess the conditionof cars if required11.6.1.5 Finance-

. Openingand maintenanceof all necessaryaccountsto recordall transactionsrelatedto the schemes

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11.7 Housing Loan

11.7.1 The housing loan is meantto be usedfor:

. Category A: Purchasing a built up house/ apartment

. Category B: Building a house on a land owned by the employee

. Category C: Purchase a piece of land to build a house

. Category D: Housing maintenance which is provided once in every five years

11.7.2 Eligibility- All permanentSudaneseemployeeswho have spent at least3 years injoint ventureoil operatingcompaniesor Ministryof Petroleumand one year servicein Sudapet.The concernedemployeeshould havespent at least6 monthsas anemployeeof Sudapet.

11.7.3 The followingstaffs are not coveredby this policy:

. Staff on definite contract

. Staff above 60 years of age

. Seconded employees working in the joint venture operating companies

11.7.3.1 The loan amount will be equal to sixty months' gross salary or SDG300,000 whichever is lower.

11.7.3.2 The monthly loan deduction is based on the number of yearsremaining to reach the age of 60 or 15 years whichever is sooner. Thededuction will start 30 days from the date of receiving the loan amount.

11.7.3.3 The following conditions are general guidelines to be used for selectingapplicants for loan entitlement:

. Length of service in the company

. Age of the applicant

. Marital status, married applicants have preference over unmarried applicants

. Employee's dependants

. Performance of the employee, this shall be used as a differentiating factor

11.7.3.4 The loan amount will be paid in the following manner:

. In case of purchasing a built up home/apartment, the full amount will be paidonce all legal documents related to the property are verified and approved bythe company's legal department. The property shall also be inspected by theGeneral Services department.

. In case of building a house, payment shall be made as per the constructionphase based on the recommendation of the assigned engineer. The numberof installment payments will not exceed three installments.

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11.7.3.5 The loan will be administered by housing loan committee. The loancommittee will consist of the following members:

11.7.4 Director-Engineering,Projectsand Facilities(Chairmanof the committee)

. HR Manager- Deputy Chairman of the committee

. Security Manager, Member

. TU General Secretary, Member

. Finance and Accounts Manager, Member

. GS & PR Manager, Member

. Legal Advisor, Member

. Employee Services Section Head, Secretary of the Committee

11.7.4.1 The general provisions governing this loan are as follows:

. The house to be purchased must be in a registered planned area and thecertificate of ownership should have been issued in the name of the seller forsale purposes.

. This loan is only for purchasing, building or maintenance of a house withinSudan.

. Providing incorrect information/or data or using the loan amount for otherpurposes will lead to immediate investigation and may result in dismissal fromservice without any prejudice to the Company rights to take any other legalactions against the employee.

. Employees, who have joined from other oil Joint Venture companies, will onlybe eligible if they have not enjoyed the housing loan before and a certificate ispresented to prove that.

. The Employee will bear the cost of transferring the property in his/her nameand any other fees to be paid to the government authorities.

. The Employee will bear the cost of mortgage as well as mortgage releasefees.

. The maximum time allowed for the completion of registration and mortgage is90 days from the date of receiving loan.

. The Employee should submit a bank cheque equal to the amount of the loanas a guarantee.

. The market value of the house/ flat will be decided by the Company, LeGeneral Services Department.

. Housing Loan should be fully utilized within a maximum period of six monthsfrom the date of its announcement, after which it will no longer be valid.

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11.8 Marriage Loan

11.8.1Eligibility.~All nationalpermanentemployees(once)

11.8.1.1 The loan amount will be two months' gross salary to be recovered insix months in equal installments. This will be in addition to a one timeamount of SDG 5000 that will be paid to all national employees who plan toget married.

11.8.1.2 The deduction for the loan amount will start one month after the date ofthe marriage.

11.9 Maintenance Loan

11.9.1 Eligibility - All permanent Sudanese employees who have spent at least 3 years injoint venture oil operating companies or Ministry of Petroleum. The concernedemployee should have spent at least 6 months as an employee of Sudapet.

11.9.2 Employees who have received the Housing Loan are eligible for Maintenance Loanaccording to the following:

11.9.3 Category A, as defined in this policy, is eligible for this loan after 5 years from thedate of purchasing the house or apartment.

11.9.4 Categories B&C, as defined in this policy, is eligible for this loan after 5 years fromdate of receiving the last housing loan installment.

11.9.4.1 This loan is provided post the completion or acquisition of a home, andbased on maintenance needs thereafter from time to time and as approvedby the relevant committee.

11.9.4.2 The loan will be equal to eighteen months' gross salary or SDG100,000 whichever is lower.

11.9.4.3 The monthly loan deduction will start from the immediate payroll cycle.

11.9.4.4 The loan should be received within a maximum of one month from the

date of its approval after which it will no longer be valid.

11.9.5 General Roles & Responsibilities

11.9.5.1 Employees - will be responsible for providing all the necessaryapplications, loan documentations, payment of various outstanding, abidingof all relevant rules, regulations and terms & conditions

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11.9.5.2 HRD - responsible for receiving and verifying all loan relatedapplications and relevant documentation. Process the documentation forLoan Administration Committee approvals. Process all necessarydeductions.

11.9.5.3 Legal - prepare and execute any legal contracts or agreements

11.9.5.4 General Services - Processing, applying for permits, registration,insurance, renewals and all related logistical support

11.9.5.5 Finance - disbursement of payments for loans, purchase of vehiclesand other related payments based on advice from HRD and otherdepartments.

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11.10Responsibilities

11.10.1.1 Employee: Employee will submit the claim for loan processing andadheres with company's policies.

11.10.1.2 ..' Head of Division! Department: Review the eligibility of the employee forthe loan.

11.10.1.3 Loan Administration Committee: Verify and approve loan applicationsby collecting and analyzing market information. Ensure properdocumentation and recording of the loan.

~1.10.1.4 Secretary of the Loan Administration Committee: Maintains custody ofthe loan policy document and responsible for proper safekeeping of the loandocuments.

11.10.1.5 HRD: Process loan deductions according to policy and ensureemployee file is updated with loan documents.

11.10.1.6 Finance and Accounting Department: Maintain financial records of theloans and guarantees and ensure timely deductions are made from payroll.

11.10.1.7 General Services Department: Monitor development duringconstruction stage and advise committee on payment.

11.10.1.8 Legal Department: Draft contracts and advise on legal issues resultingfrom the implementation of this policy.

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12 Business Travel and Business Expense


12.1.1 Travel within Sudan and internationally for executives may be necessary from time totime in order to carry out the company's business, for training & developmentpurposes and for other official and related reasons. The business travel policy aimsat ensuring that business and all related official travel is undertaken in an efficient,cost effective manner while ensuring the needs of the employee and his/her comfortsare met.

12.1.2 The purpose of the policy is to ensure that travel rules set clear guidelinesentitlements for all types of travel keeping in mind employee convenience, in termsof quality and security of business trips, the image of the Company, and theemployees' expenses budget of the Company

12.1.3 Employees will be covered for normal travel and other expenses incurred forSudapet's business or training purposes in a manner that is cost effectiveness forthe company and the employee's need for quality services and support are met.Travel costs are defined as expenses for transportation, accommodation, meals,laundry, telephone etc. and related items incurred by employees who are travellingfor Sudapet's business, training or any other official purpose.

12.1.4 Business travel: The purpose of travel and all related approvals would be theresponsibility of the Division/ Department managers. The HRD shall ensure that theemployee receives his entitlements and that the travel processes pertaining toavailing advances, accounting for the same etc. are followed

12.1.5 Training related Travel/ Others (unplanned exigencies): The HRD shall beresponsible for arranging and managing all training and other exigency related travel.

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12.3 Business Travel

12.3.1.1 The Company's policy is to cover employees for business travel(including travel for attending approved training programs) and otherexpenses incurred during the employee's business trips or trainingprograms, including expenses for transportation, accommodation, mealsand related items incurred by employees while traveling on theorganization's business and/or training programs.

12.3.1.2 All businesstrips will be pre-approvedas follows:

. President/CEOapproval is requiredfor all out of country business trips

. The approval of the respective Division Head/ Directors is required alltravelling inside Sudan.

. The trip approval should be documented by completing the businesstravel Form.

12.4Class of Travel

12.4.1.1 The class of travel will be as follows:. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................................................................................................... .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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President & CEO, and I First classAsst. President

Directors! Managers Business class

Economy classOthers

12.5 Travel Expenses

12.5.1.1 Business travel and expenses covered will be based on per diemallowances, accordingto the following table

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President & IACEO andAsst. IBPresident

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Note:

12.5.1.2 In situations where a higher grade employee is accompanied by alower grade employee on the same business travel then the higher per diemrate to cover reimbursement of expenses will apply to the latter as well ashigher travel class

12.5.1.3 In case only accommodation is provided by the Company then thenormal per diem rates will apply. If the Company provides full boarding andlodging including meals, laundry etc. then the per diem rates paid will be50%. In case the host company provides full boarding and lodging, the perdiems paid again will be 50%

12.5.1.4 Four days travel time with per diem and accommodation allowancesare allowed for the following countries I regions:

. North and South America, Australia, Europe, Japan, China, North Korea,South Korea, Malaysia or any other country of similar distance.

12.5.1.5 Two days will be provided for all other countries plus one additionalday for each onward or outward journey if travel means are not available.

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Grade Zone Per Diem Accommodation Total

Middle A $80 $250 $330Division/DepartlJ1ent B $65 $200 $265managers

C $50 $200 $250

Section A $70 $250 $320Heads

B $50 $200 $250

C $40 $200 $240

Others A $60 $250 $310

B $40 $200 $240

C $40 $200 $240

Zone A Japan, UK, Europe, Canada,& Americas

Zone B China, Australia, Singapore, Malaysia, Hong Kong, S. Korea, Thailand,Brunei, S. Africa, India & Gulf Countries

Zone C All other countries.

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12.5.1.6 Actual travel time will also be considered in case destination is awayfrom the city of arrival.

12.6lnternal Travel

12.6.1 Internal Travel: For travel inside Sudan where there is no company set up; staff willbe compensated according to Article # 38 (1) of the Sudanese Labor law 1997.

12.6.2 If a Khartoum based employee is temporarily assigned to a site, he will be entitled toa proportionate field allowance. - Field based employee on official visit to Khartoumwill be compensated by 120 SDD for executives and 80 SDG for non executives.

12.7 Business Travel for more than 30 days

12.7.1 Employees will get their normal entitlements for the first 15 days. Per diems for thenext 15 days will be at half the normalentitlements and post 30 days, the grosssalary (minimum of $ 1500 and a maximum of the amount described in the tablebelow) will be paid

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Middle Management

Others

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C I $2500-

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B I $2500-

C I $2000-

A I $3000-

B I $2500-

C I $2000

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12.7.2 In case a duty! training visit includes visiting consecutive sites in different countries!locations then each such case will be treated separately.

12.7.3 All employees on work or training assignments for the above mentioned period willnot be entitled to rotational leave.

12.7.4 The employee will not be entitled to leave during the period.

12.8Business Travel for more than six months

12.8.1.1 If the duration of the assignment is more than six months, the companywill provide one return ticket of home leave for the employee to visit hisfamily in Sudan. This leave will be for a period of 20 calendar days and willbe initiated when the employee completed four months in the currentassignment. During this leave the employee will not be paid per diemallowance and accommodation allowance.

12.8.1.2 Alternatively, the employee may chose to forego this leave and havethe spouse join in the assignment location. In such cases, the company willprovide one return ticket for the spouse and pay 50% of the applicable perdiem during the stay for 20 days.

12.9 Overstaying

12.9.1.1 In case an employee, for business, is required to stay for more thanthe approved period, the employee will contact his Supervisor orDepartment manager stating reasons and requesting an extension. Ifapproved, the Department manager will send a written note to the HRDepartment

12.9.1.2 On return, the employee will submit authenticated certificates thatjustified the overstay. The HRD will verify all such documents. If thedocuments do not justify overstay or are not convincing then the period ofoverstay will be considered as unauthorized absence. Disciplinary actionswill be initiated for all such unauthorized absence.

12.10 Business Expenses

12.10.1.1 Only employees in the level of Department manager and above arepermitted to incur such expenses on business travel. For employees belowthe level of Department manager prior approval of the Division / Departmentmanager is required to incur such expenses.

12.10.1.2 All business expense claims should clearly identify the name andinstitution of the individuals being entertained and the purpose for theexpense.

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12.11.1.1 Division! Department Secretary: Submit the business travel form for theconcerned employee for processing.

12.11.1.2 HRD: Approve the business travel request and business expenserequests for further processing.

12.11.1.3 Employee: Initiate the process for submitting the claims for businessexpenses.

12.11.1.4 Head of Division! Department or President! CEO: Review and confirmthe eligibility of the employee for business expenses.

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13 Performance Management


13.1.1 Sudapeteperatesin an increasinglycompetitiveenvironmentand the company'songoing successdependson all employeesmakinga strong contribution.To enablethis, all employeesneedclear communicationaboutwhat's expectedof them, alongwith feedbackon howthey are seento be performing. -

13.1.2 It is the Company'spolicyto operateon the principlesof meritocracyand to be aperformanceorientedorganization.The company'sperformancemanagementpolicyaims to apply an effective,transparentand objectivemechanismto ensure:

13.1.2.1 Employees know what is expected of them in terms of task(Objectives) and behavior.

13.1.2.2 Managers know whether the employee's performance is delivering therequiredobjectives.

13.1.2.3 Poor performance is identified and improved.

13.1.2.4 Good performance is recognized and rewarded.

13.1.2.5 Performance management at Sudapet is based on the following:

13.1.2.5.1 All employees have well defined roles & responsibilities

13.1.2.5.2 All employees have their key performance indicators communicated tothem

13.1.2.5.3Performance assessment are based on annual Standards / targets

13.1.2.5.4Rewards are linked to performance

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13.1.3 Employee performance is formally reviewed at least once each year. The purpose ofthe review is to recognize employee contribution and achievements to ensure thattheir objectives are aligned to the department.! division Objectives and identify areasfor development and to construct future plans that reflect the aspirations of theindividual as well as the requirements of the organization. One of the criticalprinciples'supporting the Company's Performance Management process is theimportance of performance feedback. Feedback should be provided on a regularbasis to ensure that employees are clear about how their performance is being.assessed and should be recorded with evidences.

13.1.4 Another key feature of the Performance Management process is that all theobjectives agreed with individual employees relate to the overall objectives of theorganization and the various business units.

13.1.5 The Company'sPerformanceManagementprocessis designedto:

13.1.5.1 Align individual objectives and key performance indicators (KPls) withbusiness unit and corporate objectives;

13.1.5.2 Provide a basis for objective remuneration decisions including theallocation of increments;

13.1.5.3 Analyze the strengths and weaknesses of the employee's performancein order to identify the training and development needs;

13.1.5.4 Identify the required action for improving the employee performanceand/or action to qualify the employee to take up a senior position after seriesof good performance track record;

13.1.5.5 Ensure all employees receive ongoing feedback about their workperformance;

13.1.5.6 Be objective and not influenced by personal associations with theemployee or previous appraisals;

13.1.5.7 Enhance communication between managers and employees.

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13.3 Key Performance Indicators

13.3.1 Eligibility? All permanent employees who have completed at least 6 months.

13.3.2 Each employee shall have their key performance indicator or performancemeasures and objectives! tasks assigned duly communicated to them. Perform~ncemeasures quantitatively tell us something important about our services and theprocesses. They let us know actual accomplishment of objectives! tasks against settargets. This will then give an indication to the employees:

13.3.2.1

13.3.2.2

13.3.2.3

13.3.2.4

13.3.2.5

How well we are doing

Ifwe are meeting our goalsIfour customers are satisfied

Ifour processes are in statistical control

Ifand where improvements are necessary

13.3.3 The performance measures should be specifics in the following possible areas;

13.3.3.1 Effectiveness - Process output conforms to requirements. (Are wedoing the right

things?)

13.3.3.2 Efficiency - Required output at lowest required cost. (Are we doingthings right?)

13.3.3.3 Quality- Degreeof customerexpectations.

13.3.3.4 Timeliness- Unitof work donecorrectlyand on time.

13.3.3.5 Productivity- Value added by process divided by the value of labourplus capital.

13.3.3.6 Safety - Creatingqualityand safetyculture

13.3.3.7 Self learning - Personal development to improve one's ownperformanceand competencies.

13.3.3.8 People development- DevelopPeople and motivate them to enhancethe performanceof staff. -

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13.4The Assessment Mechanism

13.4.1 The assessmentmechanismof the companyshould includethe following;

13.4.1.1 An individual shall have an opportunity to provide feedback on his ownperformance through discussion review session between appraiser andappraisee

13.4.1.2 His immediate superior shall provide feedback on his performance.

13.4.1.3 His department manager shall provide feedback as well.

13.4.1.4 All assessments will have to go through a moderation committee thatcan include the President & CEO , Functional ! Divisional Heads and theHRD for managers and above and the Division Heads and the HRD for allother positions

13.4.2 The assessmentmechanismshall evaluate;

13.4.2.1

13.4.2.2

13.4.2.3

13.4.2.4

Employee performance against set annual goals or targets

Demonstration of skills and competencies against targets

Extra contributions if any

Employee developmental needs.

13.4.3 The bonus, increment mechanism! calculations should take into consideration only 1,2 and 3 of article 13.4.2.

13.5 Performance Appraisal

13.5.1 Eligibility - All permanent employees who have completed at least 6 months

13.5.2 The performance cycle is an ongoing process and consists of the following mainactivities:

13.5.2.1 Planning: Preparation of the annual business plans at the corporatelevel

13.5.2.2 Preparation of the functional! divisional! departmental annual plans andtargets

13.5.2.3 Annual, beginning of the year goal setting with all individuals,preparation of the annual individual performance contracts

13.5.2.4 Coaching: During the year employee counseling, coaching, mentoring(ongoing process)

13.5.2.5 Review! Appraisal Mid and End year appraisals and course correction

13.5.2.6 Preparation of performance development plans and learningrequirements

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13.5.2.7 Preparation of increments, bonuses, promotions

13.5.3 Performanceappraisalsshall be conductedannuallyfor the followingreasons:

13.5.3.1 to MEASURE performance in terms of individual contributions andachievements and reviewing employees' work performance.

13.5.3.2 to DIFFERENTIATE performance based on set bench marking.

13.5.3.3 to IDENTIFY training needs based of the feedback received and helpsmaintain a skill inventory.

13.5.3.4 to REDEPLOY personnel in terms of rotation, promotions, demotions,transfers and layoffs.

13.5.3.5 to REWARD performance in terms of increments, bonuses and othercompensation rewards.

13.5.3.6 to frame a TIME STRATEGY to help managers to propose, act andaccomplish work at designated periods of time.

13.5.3.7 to increase MOTIVATION and employee morale.

13.5.4 Performance Appraisal is the responsibility of the supervisory staff at all levels.

13.5.5 The performance of all employees will be evaluated against the requirements of theirjobs and in accordance with established work standards! performance measures andjob descriptions.

13.5.6 The performance of every employee in the company will be evaluated at least oncein a year. The performance cycle and the appraisal timings shall remain the same forall employees irrespective of their joining date. In case an employee has joined lessthan 6 months from the time of the appraisal cycle, he! she will be appraised in thenext cycle

13.5.7 An employee should have spent at least 6 months in the current position in order tobe appraised on performance. When employee is transferred to a new location thenthe performance appraisal will be conducted by the former location if the period ofsuch transfer is less than 6 months.

13.5.8 In carrying out the appraisal of employees, weightages will be assigned to theperformance of the employee, the division! department and the Company based onthe level of the employee

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13.6 Rating Scale

13.6.1 Employees will be appraised using a five point rating system considering the aboveperformance weights, as follows:

13.6.2 The number of employees graded at higher levels will be restricted to a percentageof employees of the section, with a maximum x% being rated 5 and y% rated 4.

13.7Bonus & Increments

13.7.1 Employees may be eligible for increments and bonuses based on their performancerating, in accordance with the guidelines below:

13.7.2 A specific project team may be eligible for a project bonus based on an evaluation ofthe performance of the team on the project. -

13.8 Promotion

13.8.1 The eligibility for promotion increment and the progression from one position to asenior position may take place due to the following:

13.8.1.1 Availability of senior vacant position;


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Executive& 20 - 30 % 30 - 40 % 30 - 40 %SeniorManagement

Middle.;' 40 - 50 % 20 - 30 % 20 - 30 %

Management

Officers& Other 70 - 90 % - 10- 30%Staff

Performance DescriptionRating

5 Outstanding (Far exceeds jobrequirements)

4 Substantially exceeds jobrequirements

3 Fully meets job requirements

2 Partially meets job requirements

1 Does not meet job requirements

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13.8.1.2 The employee is evaluated and found to be qualified to take up theposition;

13.8.1.3 The employee is recommendedby the Division! Departmentmanagerwith necessaryjustification.

13.8.2 Conditionsfor Promotion:

13.8.2.1 The employee has been employed in the same position in. theCompany for at least the last three years;

13.8.2.2 The employee's performance is rated as 5, 4 or 3 for the last twoperformance rating 3 for the last four years periods;

13.8.2.3 The employee has the potential (After assessment) to fill the seniorposition and is willing to accept higher responsibilities

13.8.3 The employeebeing promotedwill moveto the startingsalaryof the nextgrade,providedthat the same is at leastone step higherthan the currentsalary.


13.9.1.1 Head of Division! Department: Approve the performance planningprocess, midterm appraisal and annual appraisal.

13.9.1.2 President! CEO: Provide final approval to the annual appraisal ratings.

13.9.1.3 Supervisor: Appraise the employees on the agreed performancestandards.

13.9.1.4 HRD: Initiate the process of performance planning, midtermperformance appraisal and annual appraisal.

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14 Training and Development


14.1.1 It is Sudapet's policy to maintain a comprehensive system of formal and informaltraining and development in order to enable employees to perform their dutieseffectively and to a high standard, to equip them for further development to cater forchanging business needs, to support employees career aspirations and ambitionsand to ensure that adequate numbers of skilled staff are available at all times tomeet the ongoing needs of the business.

14.1.2 The Company realizes that its success and achievements fundamentally lie with theknowledge, skills, expertise and motivation of its Human Resources. The companyconsiders training as a job requirement and a means towards career pathprogression, succession planning and skill development.

14.1.3 It is Sudapet's policy to provide career opportunities for its employees in order tomeet the needs of the business for the right skills, knowledge and abilities to deliverexcellent service and to meet the ambitions and aspirations of its employees. Thepurpose of training and development at Sudapet is;

14.1.3.1 To ensure that the skills and talents of the employees are constantlyupgraded in order to meet the company's objectives and businessrequirements

14.1.3.2 To help developthe nationalsand ensureeffectiveSudanizationof theworkforce

14.1.3.3

14.1.3.4

14.1.3.5

14.1.3.6

14.1.3.7

14.1.3.8

14.1.3.9

To improve performance

To update employees' skills

To avoid managerial obsolence

To solve organizational problems

To orient new employees

To prepare for promotions and succession

To satisfy personal growth

14.1.4Trainingand developmentat Sudapet is dividedinto two main areas-

14.1.4.1 Technical and related (concepts of technology) Conceptual skills -these include job knowledge, methods and technologies that are a must forthe successful completion of jobs

14.1.4.2 Behavioral I organizational skills - these 'soft' skills are required tofacilitate completion of job in the most appropriate manner and in anenvironment and culture promoted by the organization

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14.20perating Policies

14.3Training Needs Analysis

14.3.1 The Company will carry out a training needs analysis in the following manner, inaddition to the annual detailed exercise to identify the required training for itsemployees based on the outcome of the annual appraisals and inputs from theDivision / Department managers.

14.3.2 Organization wide - These flow from the business objectives that the organizationhas mapped out for itself. These would involve training on certain organization widerequirements of new "skills", "attitudes" or "knowledge areas. These are the broadareas that need to be strengthened by the organization as a whole. This would haveto be undertaken annually at the beginningof the training cycle by the organization'sleadership team and collated by the HR

14.3.2.1 Function wise - These flow from the specific technical/ functional skill orknowledge gaps and may be required for only a small number of peoplewithin a functional area. For instance training on a specific software/technology/ quality system would fall within this category.

14.3.2.2 People development - These are the requirements of professionals atvarious levels in order to become better and more capable leaders of thefuture. The key purpose is to prevent management obsolescence andensure that regular skills in this realm are built up. ManagementDevelopment Programs, training on communication, etc would fall underthis category. This training prepares the organization for the future

14.3.2.3 Graduate Development Program/ Training for Young Sudanese-

. The Company will conduct training programs or 'graduate develop programs'for young Sudanese nationals to help them qualify for designated functions inthe Company. Opportunities for trainees are based on annual training plansand budgets. Such training or internships will be for a maximum period of oneyear

. Trainees will be selected based on merit from pool of applicants.

. Trainees will be paid a stipend of SDG 300 per month.

. Trainees will be bound by a training agreement. The agreement will notconstitute an offer of employment with the company. However, trainees whosuccessfully complete their training program and satisfy the conditions ofemployment normally required by the company may compete for - the job forwhich they have been trained.

. The trainees' performance will be evaluated and reported every three monthsby direct supervisor in consultation with the training Section - of HRD.

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14.5.3.4 The cost and relevance of the material, course content and the overallcost effectiveness of the program;

14.5.3.5 Training vendor selectionshall be on the basis of the;

. Reputation, background,credentialsand experienceof the service provider

. The subject matter knowledge

. Cost of the course and material

. Quality and credentials of the instructor

14.5.3.6 For all training related travel and expenses, please refer to the chapteron Business Travel

14.5.4All trainingprogramswill be in accordancewiththeapprovedtrainingbudgetandcosteffectiveness.

14.6Scholarship Program

14.6.1Eligibility- Theemployeewhohasbeendeclaredasthe bestperformerin thecompanybasedonthe performanceappraisalsystem.If the bestperformerdoesnotmeettheeligibilitycriteriathenthesecondbestperformeris eligible.Thecandidateshouldhaveat least3yearsof serviceinSudapet.

14.6.1.1 The employee must meet the program requirements as required by theuniversity! institute. The course identified must be in line with Sudapet'sequirements.

14.6.1.2 The normal business operations of the company must not be affectedby the absence of the employee.If so replacement will be identified. Theemployee position upon completion of study must also be identified upfront.

14.6.1.3 At the beginning of each financial year, T&DD will announce thescholarship programs as approved by Sudapet management, based onbusiness needs.

14.6.1.4 The candidates for the scholarship program will be chosen by theselection panel based on the PMS. The selection panel will comprise of thefollowing members:

. T&DD Manager, Head of the Selection Panel

. Concerned Line Manager, Member

. Security Manager, Member

14.6.1.5 The program of study shall be defined by the line department takinginto consideration; Sudapet's business, competency requirements,budgetary constraints, etc.

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14.6.1.6 The following are the usual kind of programs encouraged by theprogram:

. Graduate degree program (Masters Degree): One master degree program inan intemationally recognised institution marked top 10 b the educationdirectory of respective country.

. Doctoral studies: The program will be approved by the President! CEO ba.sedon recommendation of Program Approval Committee. The program shall bewith a recognized institution in Sudan, or overseas ranked top 10 byeducation directory of respectivecountry.

. Undergraduate studies: Sponsorship for an undergraduate degree programwith the University of Technology Petronas (UTP), as well as collaborationeith University of Khartoum and Sudan University for Sience and Technology,departments of Engineeringand Geosiences to identify top 3 students in eachyear.

14.6.1.7 The financial assistance for the programmes mentioned above arepaid as follows:

. Graduate degree program (Masters Degree):The tuition fees for the programwill be borne by the company. The employee will be paid an additional onemonth's salary as well as the normal monthly salary and benefits at the timeof admission.

. Doctoral studies: The program will be carried out in Sudan. Therefore thecompany will bear the cost of tuition and the normal salary and benefits of theemployee.

. Undergraduate studies: The company will bear the cost of tuition and livingexpenses as per official estimatessubmitted by the University.

14.6.1.8 The program content! syllabus shall be approved by the ProgramApproval Committee (PAC). The PAC shall be responsible for theverification and recommendation of the program taking into considerationSudapet's needs and employee's benefit.

14.6.1.9 The members of the PAC shall be the following:

. Manager of Research& Development,Chairmanof PAC

. Manager of T&DD, Secretaryof the committee

. Director of Exploration& Production,Member

. Respective line Department manager,of Member

14.6.1.10 The general provisionsof the scholarshipprogram are as follows:

. The company has the right to terminate any scholarship program as andwhen it sees it necessary.

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. An employee on a scholarship program is not allowed to take employment(gainful or otherwise) during the course of study. Violation of the rule will leadto automatic dismissal from the servicesof the company.

. Employees are expected to behave in a manner that will not harm the imageof Sudapet and Sudan.

. The employee on the program should sign an agreement to continueemployment with Sudapet for at least 3 years after graduation from thescholarship program. If, for any reason, the employee cannot continue for thewhole period, then he/she shall pay the cost of course fees proportionate tothe period he has failed to complete.

. Students are not allowed to change the institution and/or the program ofstudy.

. Students are not allowed to seek/acquire any financial assistance from anyother party.

14.7 Professional certification

14.7.1.1 The company encourages its staff to obtain relevant professionalcertifications. The company will pay the fees for professional certificationonce the employee has successfully completed the course and gained thecertification.

14.7.1.2 An employee should obtain written approval from his line manager andT&DD Manager before taking admission for a professional course leading tocertification or qualification. Such approval should be taken if the employeewishes the company to reimburse the fees upon successful completion andcertification.

14.8Salary while on Training

14.8.1 Employees on training will continueto receive their salary. In case of overseastraining, salaries and allowances will be credited to the employee's bank account inSudan.

14.9 Employees leaving post Training

14.9.1 Employees who are sent on training will be required to undertake a declaration thatthey will serve the organization for an appropriatetenure (see below) for such aperiod as deemed appropriate based on the cost and length of the training, upon thecompletion of the training course or pay back to the company the cost incurred.

14.9.1.1 For a training period attended by an employee for a minimum of 6months he has to serve the company for at least 2 years

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14.9.1.2 For periods of training attended beyond 6 months, the tenure would bethat the trainee will serve 3 years for a 1st degree;2 years for a master'sdegree; 1 year for attachment and cross-posting programs; and 6 months for

leade.rship development programs.

14.9.2 The company will carry out an evaluation of the course after the completion oftraining by each employee to evaluatethe quality of the training content and theservice provider.

14.10Return On Investment on training

14.10.1 The T&DD will record the evidenceof skills demonstrated by an employee forall the training programs he will be sent for, immediately prior to sending him forthose programs. Such evidence shall be based on his annual performancedevelopment plans, annual appraisals as well as feedback from the departmentmanagers

14.10.2 The T&DD shall monitor the employee and obtain reports on his performancein a periodic manner (every 3 months as well as annually as a part of hisperformance development plan) in specific areas that he has attended training in,such feedback will be obtained from his department manager or! and supervisor toobserve the changes in the learning curve of the employee and the value added byhis as a result of training provided


14.11.1 T&DD: Initiate the process for Graduate Development Program, TrainingNeeds Analysis, Training and Developmentbudget, Training Arrangement andTraining Evaluation. Shortlists candidatesfor Graduate Development Program incoordination with line manager. Manages the training program and issue trainingcertificates. Attract and shortlist candidates and manage the program in coordinationwith concerned authorities.

14.11.2 HRC: Approve the training and development budget.

14.11.3 Head of Division! Department:Prepare the annual requirement of trainees forthe T&DD. Reviewthe training evaluation documents for the employee concerned.

14.11.4 Security Department: Issue ID cards and entry cards for the selectedtrainees.

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15 Succession Planning


15.1.1 It is Sudapet'spolicyto havein place a successionplanningmechanismto addressthe needsfor critical backupand individualdevelopmentin any job categorytoensure the continuedcultivationof leadershipand intellectualtalent, and to m~nagethe critically importantknowledgeassetsof the Company.The successionplanningpolicy at Sudapetshall also considerthe company'sefforts at nationalization.Thecornerstoneof the company'ssuccessionplanningpolicy is to recruit Sudanesecitizenat all levels and preparethemfor leadership/critical/technical roles.

15.1.2 Sudapetwill have in placeformal successionplanningin order to:

15.1.2.1 Address Nationalization/ Sudanization philosophy of placing nationalsat all levels and all critical/leadership roles

15.1.2.2 Identify replacement needs as a means of targeting necessary training,employee education and employee development;

15.1.2.3 Identify high-potential employees capable of rapid advancement topositions of higher responsibility than those they presently occupy;

15.1.2.4 Increase the talent pool of promotable employees;

15.1.2.5 Improve employee morale;

15.1.2.6 Cope with the effects of voluntary separation;

15.1.2.7 Compliment the manpower plans. The manpower plans should takeninto consideration succession strategies

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15.3Succession Plans and Talent Pool

15.3.1 The Company will have in place a succession plan for key job incumbents in criticalroles ana within each section, division and department. The succession plan shallalso address retirement and nationalization issues.

15.3.2 The Company will identify the following short and long-term succession plans!successors (talent pool) for key and critical roles and detail their development plansto meet the requirements of those roles.

15.3.2.1

15.3.2.2

15.3.2.3

Immediate

Short term

Long term (especially focusing on nationalization)

15.3.3 Where a number of positions of similar require similar competencies and skills, theCompany will identify a 'pool' of successors for these positions.

15.3.4 Succession plans will not automatically entitle employees to positions, promotions, ortransfers.

15.4Stages of Succession Planning

15.4.1 Succession Planning will comprise of four stages:

15.4.1.1 Role identification; - The HRD, in coordination with line departments,will identify critical roles in each function where planned replacement isessential. The HRD should record the functional requirements,competencies requirement, proficiency requirements, and criticality levels ofsuch roles.

15.4.1.2 Successor identification and gap analysis; - based on factors such asqualifications, certifications, skills, age, experience, past performanceappraisal records, training, requirements of the critical position etc. the HRDshould in accordance with the department manager, identify a pool of talentfor each critical position. The HRD should conduct a gap analysis of criticalposition requirements versus capabilities (technical competencies) andrequired behaviours (core set of leadership competencies) demonstrated byindividuals to ascertain developmental requirements for the identified talentpool

15.4.1.3 Planning, Tracking and review; - The HRD in accordance with thedepartment managers and the individuals should prepare specific individualdevelopment and knowledge transfer plans and monitor the same in thecourse of the future.

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15.4.1.4 Development strategies - based on the potential of the successors,the nature and urgency of developmental plans can be specified. Le.recruitment or accelerated development plan etc. Development strategiesprepared by the HRD in accordance with the department managers forsucce$sors could include (not limited to);

. Planned on the job training

. Mentoring or coaching

. Technical skills training, formalleadersip development

. Role acting

. Projects

. Acting capacities

. Others

15.5Succession Plans and Sudanization

15.5.1 The Company shall lay a special emphasis on its sudanization efforts and planningsuccession especially for key and critical roles currently occupied by expatriateemployees. The HRD shall identify such critical positions and in accordance with thedepartment managers and the chief executive, prepare plans to;

15.5.1.1 Identify immediate or short term succession plans and strategies forsuch roles

15.5.1.2 Long term strategy to identify and groom nationals to occupy suchcritical roles in the future.


15.6.1.1 HRC: Approve the process of role identification, successoridentification and planning and development.

15.6.1.2 HRD: Initiate the process of succession planning.

15.6.1.3 Head of Division/ Department: Review the progress of successionplanning program.

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16 Business Code of Conduct and Ethics

16.1Objectives and Core Policies - Code of Conduct

16.1.1 It is Sudgpet's policy that all employees conform to the Company's policies, rulesand behavioral standards in order to maintain a healthy, positive and a congenialworkplace so as to provide the highest possible standard of service to the company'scustomer. Employees who contravene these policies, rules and standards of -behaviour will be subject to disciplinary action as laid down in the company's policies& procedures and as prescribed by the Sudan Labour Law.

16.1.2 The level of corrective action will depend on the specific of the nature of thecontravention, the conduct of the employee concerned and the impact of thecontravention on other company employees and the Company as a whole.

16.1.3 It is Sudapet's policy that its employees behave at all times in a manner whichupholds and enhances the image and reputation of the Company.

16.1.4 It is essential that Sudapet's employees do nothing which conflicts with the interestsof the Company, or anything which could be construed as being in conflict.

16.2 Objectives and Core Policies - Grievance Handling

16.2.1 It is the policy of Sudapet to encourage and maintain a cordial, healthy and a friendlywork environment and to undertake immediate measures to address employeegrievances in order to:

16.2.1.1

16.2.1.2

16.2.1.3

16.2.1.4

16.2.1.5

Provide a formalized means of expressing dissatisfaction;

Take corrective measures in a rational and objective way;

Maintain a conducive work environment;

Ensure a sense of fair play and justice to all the employees;

Enable speedy settlement of grievances.

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16.2.2 It is the responsibility of each employee to be fully aware of the policies of theCompany. The purpose of the grievance procedure is to ensure that, as far aspossible, grievances are dealt with and resolved informally through discussionbetween the aggrieved employee and their line manager. Grievances are concerns,problems or complaints raised by an employee and must be made in writing.However, before using the grievance procedure it is expected that an employee willtry to resolve their complaint informally if at all possible. The formal stage of theprocedure should only be used when the informal stage has failed to resolve theissue or is not making progress at reasonable speed.

16.3Objectives and Core Policies - Staff Relations and Ethics

16.3.1 It is the policy of the company to maintain harmonious staff relations at all times andto ensure that all employees interests as provided by the statutory provisions and thepolicies of the company are provided and protected.

16.3.2 It is the policy of the company to encourage, regulate and ensure the fair,transparent conduct of business transactions and that its employees conform to therules, regulations and standards set by the company

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16.40perating Policies - Code of Conduct

16.5 Penalty Code

16.5.1.1 The company adheres to a Penalty Code in compliance with therelevant law.

16.5.1.2 The purpose of operating the penalty code is to assist both themanagement and employees in:

. Determining their rights and obligations;

. Ensuring employees are treated in a consistent and an impartialmanner;

. Ensuring corrective action taken is according to the disciplinaryProcedures laid down.

16.5.1.3 The penalty code sets out the list of conducts which constitute abreach of code and prescribes permissible action.

16.6 Disciplinary Proceedings

16.6.1.1 The penalty code provides for many of the listed offences with anascending series of penalties which are designed to make an employeeaware that his offence is regarded as serious, and at the same time to givehim the opportunity of correcting his conduct.

16.6.1.2 The maintenance of discipline is the responsibility of supervisors whoshould take action in the event of any violation of disciplinary standards inaccordance with the disciplinary code.

16.6.1.3 In all cases where disciplinary action is taken, all the facts must beestablished and the employee given an opportunity of stating his case. Thepossibility of misunderstandings arising from language difficulties must betaken into consideration. The HRD must be involved in any formaldisciplinary action taken by the company. The advice of HRD should besought and no termination may be affected as a disciplinary measurewithout the approval of the Disciplinary Board.

16.6.1.4 A written record of all circumstances and interviews must bemaintained in all cases involving disciplinary procedures.

16.6.1.5 All disciplinary actions will be recommended by by the DisciplinaryBoard. The Disciplinary Board will be nominated by the HRC.

16.6.1.6 Before referring any case to the Disciplinary Board,. the HRD shallinitiate the investigation and set up a relevant inquiry committee if requiredfor the case.

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16.6.1.7 All members of the Disciplinary Board will be of the same or of a highergrade than the accused employee. The Disciplinary Board will have the rightto recommend on penalties including financial penalties in accordance withthe relevant law.

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16.7 Refus'al to accept written warnings

16.7.1.1 After investigation of the alleged misconduct if the line managerdecides to issue a written warning to the employee and the employee doesnot accept the written warning, then the HRD will make an entry of theemployee's refusal to accept the warning will be made in the record ofproceedings and be a witness to the same.

16.8Employees accused of intentional crimes

16.8.1.1 In case where an employee is accused of intentional crimes in mattersrelating to their work with the Company, the employee will be entirelyresponsible for arranging and paying for their own legal defense.

16.9Salary, Termination and Reinstatement

16.9.1.1 Salary and allowances will cease for any period spent in jail during theinvestigation of the case or suspension from work ordered by the PublicProsecution.

16.9.1.2 In the event that the employee is found guilty in a final judgment by thecourt, the President I CEO will immediately review the case and issueinstructions for:

. Termination of services with the company

. Finalization and disposal of employee's account with the companyconsistent with any instructions issued by the court

16.9.1.3 In the event that the employee is found not guilty in a final judgment ofthe court, the CEO will normally take the following action:

. Authorize the employee's return to duty

. Authorizethe paymentof full salaryand allowancesfor any period spentin jail or suspensionfrom work in connectionwith the case

. Authorize reimbursement to employee of legal expenses directlyconnected with the case .

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16.10Appeals

16.10.1.1 If an employee is not satisfied with the fairness of the action takenfollowing an alleged offence, the employee can raise the matter through theCOrllpany's grievance procedures. However, such appeals are restricted tocases not involving the decision of summary dismissal.

16.11 Operating Policies - Grievance Handling

16.11.1.1 If an employee has any concerns regarding his employment, it is theaim of the company that it is resolved fairly and promptly. The purpose ofthe grievance redressal Procedures is to ensure that employees haveopportunities to discuss their concerns and to find a mutually agreeablesolution. The grievance redressal Procedures may be used to appealagainst any disciplinary action taken by the organization apart frominstances of summary dismissal of an employee.

16.11.1.2 The time limits suggested in the Procedures may be varied, by mutualagreement, to allow further investigation of a problem or because of workcommitments.

16.11.1.3 Several instances can be resolved quickly through informal discussion.The first step towards resolving an employee's concern should be toapproach the immediate superior or the person to whom an employee isnormally responsible. That person should consult the HRD in order to find asolution. The company expects to resolve most concerns in such a manner.

16.11.1.4 If an informal discussion has been attempted, but has failed to bringabout a satisfactory solution, a formal procedure should be used. Theprocedure has the following three stages

16.11.1.5 The decisions of the jury in the final stage of escalation will be final andbinding on the accused

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16.12Disability and Benefits

16.12.1 An employee, who is temporarily disabled as a result of an industrial injury oroccupational disease as confirmed by a medical report from the authorized medicalfacility, will be entitled to receive industrial disability benefits from the Company:

16.12.1.1 FirstSix Months- Full Pay

16.12.1.2 Next Six Months- Half pay,after usinghis annualva~ationaccrued

16.12.1.3 After One Year - One-thirdpay until recoveryor permanentdisabilityisdeterminedby a medicalcommitteeapprovedby the management.

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16.12.2 Should the authorized medical facility declare an employee to bepermanently disabled to perform his work either totally or partially, his services maybe terminated. The employee will then be entitled to Termination Benefits and aWorkmen's Compensation if the disability is established to be less than 15 percent of

perman~nt total disability.

16.13Awareness

16.13.1 It is the responsibility of each employee to be fully aware of the policies of thecompany. An employee handbook will be provided to each employee uponcommencement of service with the company. For details on Policies andProcedures, references should be made to the Human Resources Policies andProcedures Manual.

16.14Safety

16.14.1 It is the intention of the company to safeguard its employees, its propertiesand the public through the promotion and maintenance of an aggressive programdesigned to prevent unplanned and unwanted occurrences which interfere withnormal operations.

16.14.2 The company shall pay attention not only to circumstances, which have inpast led to injuries, fire or damage to equipment and products, but also to potentialcircumstances likely to produce such undesirable events.

16.14.3 Safety is the responsibility of both supervisors and employees but eachSupervisor shall oversee the safety of his subordinates, company equipment andproducts, by administering approved preventive rules and regulations. EachDepartment manager or his authorized representative shall assist and cater withimmediate Supervisors to put safety measures in place.

16.14.4 Supervisors must instruct all employees to report immediately any accident,whether minor or major. All accidents must be investigated promptly by theSupervisor and the 'Supervisor's Report of Accident Investigation will be forwardeddirectly to the Health, Safety and Environment section. Health, Safety andEnvironment team shall prepare and put in action a clear and effective Health, Safetyand Environment Procedures Manual.

16.14.5 The company has a core interest in the health and safety of all employees.The concerned departments are firmly committed to translating this interest intoeffective action with full regard to statutory laws, ministerial decrees and thecompany's QHSE Policy. Although the responsibility for implementation of safeworking practices rests with management, every employee is required to treat safetyas subject of utmost importance and to ensure that all governing safety rules andregulations and operating Procedures, formulated to prevent accidents and maintainhealthy safe places of work, are followed. -

-16.14.6 Safety rules and regulations require every employee to:

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16.14.6.1 Carry out all instructions for safety from hazards and preventionfrom industrial illnesses.

16.14.6.2 Refrain from performing any act that may hinder the execution ofthese orders.

16.14.6.3 .', Refrain from creating any hazard that will endanger him and othersor jeopardize company's personnel, property or operations.

16.14.6.4 Use protective devices and clothing provided by the company,where appropriate.

16.14.7 Will full disregardof safety requirements,or any deliberateviolationof thesafety policy and regulationscould leadto terminationfrom company'sservices.Employeesare therefore urgedto familiarizethemselveswith safety rules andregulations.

16.15No Smoking Policy

16.15.1 The organizationcarriesa clear non-smokingpolicy. All areaswithintheorganizationare non-smokingareas.

16.16Gift Acceptance

16.16.1 It is the policy of the organization that no gifts from customer or supplierduring the course of business are permitted and such act by the customer or suppliershould be reported immediately to his/her superior.

16.17Dress Code

16.17.1 All employees are expected to dress in a formal attire that upholds the shariaphilosophy and culture of the company and the country. Jeans, T shirts, slippers,sandals and other casual wear are not allowed.

16.18Disclosure of Company information

16.18.1.1 The release of any information concerning the Company's operationsmust be handled through official company channels. To this end, allrequests for such information, whether from the press news agencies, otherorganizations or private individuals should be directed to the PublicRelations Department which will arrange to respond as deemed necessary.

16.18.1.2 All employees share the responsibility of preserving the confidentialityof the company's data and information during and after their service with theCompany.

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16.18.1.3 Employees will not, except otherwise required by duty, divulge,disclose or reveal to any person, the company's non-public information,such as operation processes, dealings concerning the company's businessor affairs, or of customers entrusted upon the Company, or other informationmade ..known to the employee during the term of employment with thecompany.

16.19Business involvement

16.19.1.1 Except with the prior approval of the President / CEO or the Board, noemployee will engage in any other business if there is a conflict or undertaketo act Board of Directors or Directors of another company or entity. Suchapprovals will be granted on a case by case basis.


16.20.1.1 Disciplinary Board and PresidenU CEO: Approve the final correctiveaction suggested for an employee.

Grievance committee: Approve the solution to the grievance provided.

Employee: Initiate the grievance redressal process.

Head of Division/ Department: Initiate the process for corrective actionsand review any grievance raised by an employee.

16.20.1.2

16.20.1.3

16.20.1.4

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17 Secondment


17.1.1 It is the policy of the company to second or depute its employees to other operatingcompanies, joint ventures, share holding companies and partners and to receivesuch secondments from them in order to meet the companies operationalrequirements for relevant skills set and to provide a platform for the company toensure its employees are exposed to greater learning opportunities, are groomedand their career advancement is met.

17.1.2 The Companywill second its employeesto its subsidiaries,operatingcompaniesandjoint ventures (Host Company)in order to:

17.1.2.1 Develop its employees' skills;

17.1.2.2 Provide additional means of advancing career paths;

17.1.2.3 Add to the skills base of the Company;

17.1.2.4 Build or develop strong working relationships with the businessentities;

17.1.2.5 Protect the overall interests of the Company in its business ventures.

17.1.3 The Company,the HostCompanyand (the employeeof required)will sign aSecondmentAgreementgoverningthe terms and conditionsof each secondment.

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17.20perating Policies

17.3 Secondment Categories

17.3.1The Companywill consideremployeeswithin definedgrades/ positionsforsecondmentbasedon the natureof the relationshipwith the entity,as follows:

17.3.1.1 In case of Subsidiaries, employees will be considered f9r thesecondment to the grades of Senior, Section Head, Manager and GeneralManager;

17.3.1.2 In case of Operating Companies, employees will be considered for thesecondment to the grades of Manager, General Manager and VicePresident;

17.3.1.3 In case of Joint Ventures, employees will be considered for thesecondment to the grades of Senior, Section Head, Manager and GeneralManager.

17.4Second Pre requisites

17.4.1 An employee will have to have been a permanent employee prior to beingconsidered for secondment. All secondment shall take into consideration theperformance of an employee for the last 2 years (rating of 4 and above), his skill andexperience as relevant for the secondment role.

17.5 Duration

17.5.1 The duration and each term of secondment will be mutually agreed by the employeeand the company.

17.6Salary Administration

17.6.1 The seconded employees will remain staff of the Company and will be retained onthe payroll of the Company. The Company will be responsible for transferring themonthly salary and all applicable allowances to the employee and for ensuring socialinsurance, taxation and zakat requirements relating to the employee are compliedwith.

17.6.2 The seconded employee will continue to be eligible for the current compensation andbenefits at the Company. -

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17.6.3 In addition, the Company may provide an allowance of 30% of the monthly grosssalary or as agreed in the secondment agreement (not applicable for new hires), forthe secondment computed based on factors including the level of the employee, theperiod of secondment and the compensation and benefits offered to employees ofthe Host Company. However, any such extra allowance provided during secondmentcannot be claimed by the employee once the secondment is over nor can he claim ahigher grade (if that was the case during secondment) once he is back to his regularrole.

17.6.4 The seconded employee will remain an employee of the Sudapet and will still beconsidered for remuneration reviews that occur during the term of the secondment.

17.7 Performance Appraisals

17.7.1 The seconded employee will be entitled to performance and remuneration reviewsas set out in the terms of employment with the Company. The employee will beappraised through the Sudapet appraisal mechanism.

17.7.2 All seconded employee shall receive their annual increments and bonuses based onthe policies and as prescribed by the parent company, unless it is otherwise agreedin the secondment contract. (All JV, project based commissions, bonuses etc. asspecifically agreed for certain positions between Sudapet and the host companyshall be paid accordingly).

17.7.3 All promotions will be affected based on the performance appraisals, once theemployee has successfully completed his secondment, however, for long termsecondments, employees may be promoted in Host Companies for Sudapetpositions based on their annual appraisals.

17.8Training & Development

17.8.1 The seconded employee will continue to be eligible for training and developmentopportunities in accordance with the development objectives of the employee andthe Company. The employee's ongoing! future training plans, requirement andcalendar shall be discussed and notified to the host company. The employee as apart of his learning and development and to fulfill his duties at the secondedcompany, may undertake training at the host company.

17.9 Employment Terms

17.9.1 During the term of the secondment the employee will abide by the requirements setout in the codes of conduct, policies, procedures and practices of both the Companyand the Host Company as applicable and as agreed in the secondment contract.

17.9.2 The seconded employee will follow the working hours of the Host Company duringthe period of secondment as well as all the relevant rules, procedures, standards,statutes of the host company including those related to fires, risks, health, safety.

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17.9.3 The seconded employee will continue to accrue leave in accordance with the termsof employment with the parent Company. The secondee should inform the hostcompany of annual leave plans. In case of an unforseen long leave or sickness theparent company shall provide a temporary replacement for the secondee's absence.

17.9.4 An employee's employment status (at the parent company) at the time of thecommencement of his secondment shall not be altered till his secondment period isover. There should be no interruptions to an employee's secondment assignment. Alltransfers shall take place once the employee has successfully completed his .secondment tenure. Similarly employees on secondment cannot apply or be eligiblefor internal recruitment.

17.10Confidentiality on Secondment

17.10.1 Depending upon the nature of the secondment! role an employee may berequired to sign a confidentiality/ non disclosure agreement with the host! parentcompany

17.11 Disciplinary Action and Conflict Resolution

17.11.1 The resolution of any issue relating to the management of the employeeincluding disciplinary action (in consultation with the host company) and grievanceprocedures, pay conditions, pension, sick leave etc. remain the responsibility of theparent company.

17.12Return to Substantive Grade

17.12.1 Upon return from the secondment an employee will revert to his currentsubstantive grade and pay (as subjected to reviews from time to time). The HRDshall be responsible for reorienting the employee to his role and the organization andshall contact his 2 months prior to the completion of his secondment to makearrangement for is return.

17.13Snapshot of Employee Entitlements

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AREAS SUDAPET HOST COMPANY

Work Hours, Fire, Follow host companysafety, health rules

Holidays Follow approved holidays

Leave As applicable. To provide Inform host company ofhost with replacement in case leave entitlement and plansof long absence orunauthorized leave

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AREAS SUDAPET HOST COMPANY

Salary & Allowances, As applicable (paid an any (If agreed In secondment

statutory deductions extra secondment allowance agreement)or as agreed in agreement)

Perks, perquisites, As applicable (Perks - If any extended bybenefits, increments, host - health club, transportbonuses etc.)

Overtime As per the rules of the hostcompany. Payment terms

equal to parent company ormore whichever is better

Appraisals As applicable Can be subject to host

appraisal based on which hecan be assessed at parent

Promotion Post secondment once the

employee has successfullycompleted his secondment,however, for long term

secondments, employees maybe promoted m Host

Companies for Sudapetpositions based on their

annual appraisals

Training As applicable To be conveyed to host.Secondee can avail of

training at host company ifthe host company fees thenecessity .

Disciplinary action Primary responsibility Host to cooperate with parentand jointly agree

Loans Can avail as per parentcompany policies

Business Travel for As per the entitlements of thehost company host company or otherwise

agreed

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17.14Responsi bilities

17.14.1.1 Employee: Inform relevant authorities at Host Company for issuesgoverning employment! secondment.

HRC: Approve the selection of an employee for secondment.

HRD Manager at Sudapet: Responsible for all issues governing theemployment! secondment as brought to notice by the HRD of the HostCompany.

17.14.1.4 Supervisor at Host Company: Responsible for the well being of theemployee at the Host Company.

Head of Division! Department: Approve the application of an employeefor a secondment opportunity.

17.14.1.2

17.14.1.3

17.14.1.5

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18 End of Services


18.1.1 The term "Separation" pertains to disengagement of employee from the organizationeither by resignation, death, termination or retirement.

18.1.2 The Company's end of service policy is based on the principle that manpower"bemaintained at a level consistent with efficient operation, highest ethical standardsand sound Personnel Administration within the framework of existing employmentcontracts, best industry practices and the provisions of applicable laws.

18.1.3 Employees leaving the company will be treated with dignity and fairness so that theycontinue to be good ambassadors. The company will ensure that the relevantformalities are completed within minimum time frame and with maximum ease.

18.1.4 The company will endeavor to minimize involuntary redundancies through properplanning and training.

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18.3 Resignation

18.3.1 An employee wishing to tender his resignation from the company's service must doso in writlng addressed to the Division / Department manager.

18.3.2 Resignations tendered by an employee will not be accepted by the company incases where the employee has been provided with a specialized training of .significant expense and the employee as part of the contract for the particulartraining is bound to serve a stipulated time in the company (unless he pays thecompany for the expenses incurred and as mentioned in his contract), or where aprocess of disciplinary action has been initiated against the employee.

18.3.3 In instances where the resignation is not accepted and the employee does not reportfor duty, the company will forfeit payment of full and final settlement and other end ofservice benefit withhold the service certificate and initiate legal proceedings, asappropriate.

18.3.4 Depending on the terms of their contract of employment, employees are normallyrequired to provide one month notice for resignation. In some circumstances,however, the company may be prepared to waive its right to insist on the full noticeperiod to be provided.

18.4 Termination

18.4.1 At least two weeks before the completion of the probation period, the Departmentmanager concerned must decide in consultation with the Supervisor whether thenew employee is suitable or not. Where the employee is judged unsuitable, theDepartment manager will advise the HRD, based on which the HRD will arrange fornecessary action.

18.4.2 Employees terminated at the Company's initiative under the notice clause areofficially terminated by payment of money in lieu of their notice period as mentionedin their contract. The date of the termination will be communicated to the employeeand it will be the end of the business hours of that particular day. The Company willpay the employee who is made redundant, all the rights, benefits and compensationequal to six months' salary.

18.5 Retirement

18.5.1 Employees will be released from service upon reaching 60 years of age. Foroperational reasons, extension of service may be considered for a period up to butnot exceeding a total of five years, on obtaining the approval of the relevantgovernment authorities and the extension will be on a yearly basis.

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18.6 End of fixed contract period

18.6.1 The contract of employment provides that the contract may be extended for a furtherperiod, beyond the initial period, by written agreement between the parties madethree months prior to the expiry date. Where the Company wishes not to renew thecontract, the employee will be informed directly by the concerned Supervisor and theHR Operations Officer.

18.7 lack of fitness

18.7.1 If the employee has been declared medically unfit and approved by the appropriatemedical authority for further services or unfit to perform the full duties of hisdesignated job, his case will be referred to the President & CEO to considertermination of his service by notification with immediate effect after obtainingapproval of Labor Office.

18.8 Death

18.8.1 The HRD will be informed of the death early as possible, and will, if necessary,inform the relatives, the Head of the Division / Department, and the LegalDepartment and make arrangements in liaison with the relatives and with the PublicRelation Department for such matters as the burial, religious ceremonies,repatriation of the body, etc., as appropriate. In the case of married male employees,the procedures for emergency assistance to widows will be initiated.

18.8.2 The concerned Head of Division / Department will initiate termination arrangementswith effect from the date of death.

18.9 Exit Interview

18.9.1 It is the company's policy to conduct exit interviews for all employees leaving theservices of the company voluntarily. The exit interview provides opportunity for theorganization to improve based on the feedback provided.

18.10Transportation on Termination

18.10.1 The company will provide a one way passage for an expatriate employee andhis family to his country of residence provided that the employee has completed thefull period of service specified in the contract, the employee resigned in accordancewith the terms of the agreement, or the company has terminated the employee'sservices other than summary dismissal.

- 18.11End of Service Benefits Calculation and Entitlements

. 18.11.1 End of service benefits are payable to employees leaving. the Company'sservice and will be based on the company policies. This will be in addition to theprovisions of the Social Insurance Law.

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18.11.2 Female employees who resign from company employment through reason ofmarriage, are entitled to full terminal benefits, provided the marriage takes placewithin six months of leaving the company.

18.11.3 Depending on the terms of their contract of employment, employees arenormally.required to provide one month notice for resignation. In somecircumstances, however, the company may be prepared to waive its right to insist onthe full notice period to be provided.

18.11.4 The decision of whether to waive off the notice period will be proposed by theDepartment manager and will be approved by the HRD.

18.11.5 Where termination is at the Company's option (other than summary dismissalunder the Disciplinary Code), end of service benefit entitlements are determined bythe employee's gross salary and service. A minimum of one year of continuousservice is required to qualify for payment of full end of service benefit on termination.The benefit is calculated for Sudanese nationals based on the following:

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Service period End of service benefit (Gratuity) per year ofservice

Less than one year of service None

1 year and up to 2 years One month gross salary for each completed yearof service or pro rata for number of days

Above 2 years and up to 3 Two months for each completed year of serviceyears or pro rata for number of days

Above 3 years and up to 6 Two and half months for each completed year ofyears service or pro rata for number of days

Above 6 years Three months for each completed year ofservice or pro rata for number of days

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18.12.1.1 HRD Manager: Approve the resignation of the employee afterdiscussing with the employee the reasons for resignation.

18.12.1.2 President! CEO: Approve the resignation for all employees in the levelof Section Head and above.

18.12.1.3 Head of Division! Department: Approve or reject the resignationsubmitted by an employee.

18.12.1.4 HRD: Conduct exit interview and ensure compliance with theresignation procedure.

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