HR Policies & Processes Manual - BTAThrappsrv.bt-at.com/MenaITech/application/hrms/MenaImages/... · DOCUMENT NO.: HR POLICIES & PROCESSES MANUAL HR P& M-01 EFFECTIVE DATE: January

JANUARY 2017

HR Policies & Processes Manual

BT Group (BTG)

HR POLICIES & PROCESSES MANUAL

DOCUMENT NO.: HR P&PM-01 EFFECTIVE DATE: January 2017 REVISION NO.: 0 PAGE NO.: Page 2 of 73 APPROVAL:

Confidential Document /Copyright 2016 BT Group Page 2 of 73

TABLE OF CONTENTS

1. OBJECTIVE ............................................................................................................................................................................................. 5

2. REVISION HISTORY ............................................................................................................................................................................ 5

3. MANUAL MAINTENANCE, REVIEW FREQUENCY AND APPROVAL ..................................................................................... 5

4. MANUAL DISTRIBUTION .................................................................................................................................................................. 5

5. DEFINITIONS ........................................................................................................................................................................................ 6

6. MANPOWER PLANNING POLICIES ................................................................................................................................................ 8

6.1. General Policies. ........................................................................................................................................................................................... 8 6.2. Manpower Planning Inputs: .................................................................................................................................................................... 8 6.3. Manpower Planning Key Activities ....................................................................................................................................................... 8 6.4. Manpower Plan Formulation and Consolidation. ........................................................................................................................... 9 6.5. Planning Period ............................................................................................................................................................................................ 9 6.6. Manpower Plan Contents ......................................................................................................................................................................... 9

7. RECRUITMENT POLICIES ............................................................................................................................................................... 10

7.1. General Policies .......................................................................................................................................................................................... 10 7.2. Recruitment Criteria: ............................................................................................................................................................................... 10 7.3. Nepotism ....................................................................................................................................................................................................... 11 7.4. Request for recruitment: ......................................................................................................................................................................... 11 7.5. Job descriptions and required specification: ................................................................................................................................... 11 7.6. Sourcing: ....................................................................................................................................................................................................... 11 7.7. Screening: ..................................................................................................................................................................................................... 12 7.8. Selection ........................................................................................................................................................................................................ 13 7.9. Interviewing and Testing ....................................................................................................................................................................... 13 7.10. New employee fitment process: ............................................................................................................................................................ 14 7.11. Job Offer:........................................................................................................................................................................................................ 15 7.12. Employment contract: ............................................................................................................................................................................. 15 7.13. Employee Orientation: ............................................................................................................................................................................. 16 7.14. Probation period:....................................................................................................................................................................................... 17

8. COMPENSATION MANAGEMENT POLICIES .............................................................................................................................. 18

8.1. Job Evaluation – Job Grading Classification: .................................................................................................................................. 18 8.2. Job Evaluation – Job Grading Re-Classification: ............................................................................................................................ 18 8.3. Salary Structure: ........................................................................................................................................................................................ 18 8.4. Remuneration: ............................................................................................................................................................................................ 18 8.5. Housing Allowance: .................................................................................................................................................................................. 19 8.6. Transportation Allowance: .................................................................................................................................................................... 19 8.7. Medical Benefits: ........................................................................................................................................................................................ 20 8.8. Ticket Allowance: ...................................................................................................................................................................................... 21 8.9. Business Travel Allowance: ................................................................................................................................................................... 21 8.10. Working hours: ........................................................................................................................................................................................... 24 8.11. Other Allowances: ...................................................................................................................................................................................... 25 8.12. Compensation Survey: ............................................................................................................................................................................. 25 8.13. End of Service Benefits: ........................................................................................................................................................................... 25

9. PAYROLL POLICIES .......................................................................................................................................................................... 27

10. PERFORMANCE MANAGEMENT AND CAREER DEVELOPMENT POLICIES .................................................................... 29

10.1. Performance Management: ................................................................................................................................................................... 29 10.2. Career Development: ................................................................................................................................................................................ 31 10.3. Succession Planning and Identifying Key and Critical Positions: ........................................................................................... 31




11. ANNUAL INCREMENTS AND BONUSES POLICIES ................................................................................................................... 33

11.1. Annual Salary Increments ...................................................................................................................................................................... 33 11.2. Performance Bonuses .............................................................................................................................................................................. 33

12. PROMOTIONS POLICIES ................................................................................................................................................................. 34

13. TRAINING POLICIES ......................................................................................................................................................................... 35

13.1. General Policies .......................................................................................................................................................................................... 35 13.2. Training Needs Assessment: .................................................................................................................................................................. 36 13.3. Prioritization of training requirements: .......................................................................................................................................... 37 13.4. Training, Planning & Budgeting: ........................................................................................................................................................ 37 13.5. Authority and Approval: ......................................................................................................................................................................... 38 13.6. Training Delivery:...................................................................................................................................................................................... 38 13.7. Training Evaluation: ................................................................................................................................................................................ 39 13.8. Trainee Obligations .................................................................................................................................................................................. 40

14. EMPLOYEE TRANSFER POLICIES ................................................................................................................................................. 41

14.1. General policy: ............................................................................................................................................................................................ 41 14.2. Transfer from one position to another: ............................................................................................................................................ 41 14.3. Transfer from one location to another ............................................................................................................................................. 41 14.4. The Employee may request a voluntary transfer provided that he: ...................................................................................... 42

15. END OF SERVICE POLICIES ............................................................................................................................................................ 43

15.1. Resignation .................................................................................................................................................................................................. 43 15.2. Retirement .................................................................................................................................................................................................... 43 15.3. End of contract ........................................................................................................................................................................................... 44 15.4. Employee Termination ............................................................................................................................................................................ 44 15.5. Clearance ...................................................................................................................................................................................................... 45 15.6. Service Certificates .................................................................................................................................................................................... 45

16. DISCIPLINARY ACTIONS POLICIES ............................................................................................................................................. 46

16.1. General Policies .......................................................................................................................................................................................... 46 16.2. Employees’ Violations and Warnings: ............................................................................................................................................... 52 16.3. Personal Appearance & Dress Code .................................................................................................................................................... 53 16.4. Gratuities ...................................................................................................................................................................................................... 54 16.5. Smoking:........................................................................................................................................................................................................ 54 16.6. Drugs and Intoxicants .............................................................................................................................................................................. 54 16.7. Conflict of Interest: .................................................................................................................................................................................... 54 16.8. Business Ethics ............................................................................................................................................................................................ 55 16.9. Harassment .................................................................................................................................................................................................. 56 16.10. Disclosure ................................................................................................................................................................................................ 57

17. GRIEVANCE /COMPLAINTS HANDLING POLICIES ................................................................................................................. 58

17.1. General Policies .......................................................................................................................................................................................... 58 17.2. First Level Hearing .................................................................................................................................................................................... 58 17.3. Second Level Hearing: ............................................................................................................................................................................. 58 17.4. Third Level Hearing: ................................................................................................................................................................................. 58

18. GOVERNMENT RELATIONS POLICIES ........................................................................................................................................ 60

18.1. Final Exit Visa ............................................................................................................................................................................................. 60 18.2. Family Member Addition ........................................................................................................................................................................ 60 18.3. Issuance of Saudization Certificate: ................................................................................................................................................... 60 18.4. Lost /Stolen Residence Permit .............................................................................................................................................................. 61 18.5. New Employee Sponsorship Transfer ................................................................................................................................................ 61 18.6. Previous Employee Release Approval ................................................................................................................................................ 61 18.7. Work /Visit Visa Issuance....................................................................................................................................................................... 62 18.8. Renewal of Residence Permit ................................................................................................................................................................ 62 18.9. Residence Permit Issuance (Iqama) ................................................................................................................................................... 63




18.10. Exit Re-Entry Visa ................................................................................................................................................................................ 63 18.11. General Organization for Social Insurance (GOSI) ................................................................................................................. 63

19. EMPLOYEE FILE POLICIES ............................................................................................................................................................. 65

20. LEAVE MANAGEMENT POLICIES.................................................................................................................................................. 67

20.1. General Guidelines ..................................................................................................................................................................................... 67 20.2. Public Holidays ........................................................................................................................................................................................... 68 20.3. Annual Leave ............................................................................................................................................................................................... 68 20.4. Unpaid Leave ............................................................................................................................................................................................... 70 20.5. Sick leave ....................................................................................................................................................................................................... 70 20.6. Emergency leave: ....................................................................................................................................................................................... 71 20.7. Professional / Educational Leave........................................................................................................................................................ 72 20.8. Examination Leave ................................................................................................................................................................................... 73




1. OBJECTIVE

The purpose of the policies and processes presented below is to establish guidelines and rules for conducting HR activities. The HR policies and processes are the specific principles, bases, guidelines, rules and tasks adopted by BTG to conduct its HR activities and these are in line with Saudi Labor & Workmen Act, relevant Saudi Laws & Regulations, and best business practices.

2. REVISION HISTORY

Date Revision Number Change

Ref Section

1.0 New Policies N/A

2.0 New Processes N/A

3. MANUAL MAINTENANCE, REVIEW FREQUENCY AND APPROVAL

3.1. The manual is structured into a number of sections for ease of review and approval.

3.2. The manual must be reviewed and approved as per the Authority Matrix at regular updates to reflect changes in the business activities of BTG.

4. MANUAL DISTRIBUTION

4.1. The primary copies of the manual are to be maintained by the HR Department.

4.2. An electronic and printed copy of this manual should be maintained securely with the HR Department.

4.3. Copies of this manual should be distributed to HR Employees as relevant and required.

4.4. All HR Employees should be fully aware of the implications of implementing the HR Policies.

4.5. Access to the manual should be granted to all concerned employees.




5. DEFINITIONS

Any definitions listed in the following table apply to this document only with no implied or intended institution-wide use.

BTG Refers to BT Group (BTG)

Candidate Refers to the person being considered for a specific position at BTG.

Date of Hire Refers to the date the employee joins BTG as mentioned in the employment contract.

Employee Refers to the person occupying an official job and regulated by all policies and procedures of BTG.

Employee Orientation

Refers to the period at the start of employment wherein an employee is made aware of the working conditions, rules, and regulations of the BTG.

Employment Refers to the process of recruiting eligible candidates to work at BTG.

Employment Contract

Refers to the contract conducted between BTG and the employee, where the employee agrees on working under BTG management/ supervision in return for an agreed upon financial compensation.

Identification Card Refers to the card containing the employee’s information, such as the name, employee number, department, in addition to the employee’s personal picture.

Iqama Refers to the residence permit for non-Saudi employees issued by the Saudi Arabian Government.

Job Description

Refers to a document that provides the employee with information on the roles, key responsibilities, and specifications for the occupied position, along with reporting relationships and the broad skills and qualifications required for the job. It is a dynamic document, which is subject to change as per requirements.

Medical Test Refers to specific medical tests the employee should undergo as per company and regulatory requirements, to ensure his /her eligibility and ability to work at BTG.

Offer of Employment

Refers to the form provided to the candidate enclosing the position title, grade, department, basic salary, and allowances whose objective is for the candidate to declare his /her acceptance/ rejection within a maximum period starting from the date of providing the offer.




Probationary Period

Refers to the designated period that a newly hired employee has to undergo in order to have a confirmed employment status.

Summer Trainee Refers to students trained by BTG.

DoA Delegation of Authority: is the framework of authority delegation within a BTG organization structure which aims at promoting accountability and internal controls over the authorization and execution of BTG processes.

Performance Review

Is the periodic performance assessment and discussion with the employee to review his /her progress towards meeting his /her annual performance objectives.

Employee Development Plan

The employee development plan provides a framework that includes the employee’s career objectives, short-term development aspirations, and clarifies the specific development requirements.




6. MANPOWER PLANNING POLICIES

6.1. General Policies.

6.1.1. It is the policy of BTG to hire and retain qualified and competent employees which will aid the company in the achievement of current and future business objectives. This is achieved through the proper planning and appropriate estimation of the human resources requirements in terms of quality and quantity of employees to be hired.

6.1.2. Manpower planning is carried out annually as part of the BTG planning process. The Recruiting Officer will coordinate closely with other departments to determine their manpower requirements for the following year and subsequent years as appropriate.

6.2. Manpower Planning Inputs:

6.2.1. Manpower planning is based on the following major qualitative and quantitative inputs:

Change in strategy. Current and expected levels of operation (i.e. Increase in volume of business

handled including new shops to be opened, outsourcing decisions…etc.). Existing employees’ skills, as well as required new skills and competencies. Introduction of new processes and technologies. Updates on the organizational structure. Overall Saudization target and new government regulations. Under-resourced functions, evidenced by high incidence of overtime. Performance and reward management (promotions). Training and development (succession planning, training and career paths). End of service (retirement and termination of contract).

6.3. Manpower Planning Key Activities

6.3.1. Manpower planning incorporates the following core activities:

The demand analysis activity refers to BTG vision, mission, values, strategic goals, and business objectives.

The demand analysis activity involves determining the future manpower requirements that will enable BTG to achieve its goals.

HR Department should initiate and manage the manpower demand analysis based on best business practice. The outcome of this study is a forecast of the number of employees needed, and their respective work locations, which will enable BTG to




achieve its objectives.

6.4. Manpower Plan Formulation and Consolidation.

6.4.1. The manpower plan will be developed by the HR Department based on approved budget. It includes the action plans and potential programs to address and fulfill the specific needs of the respective departments.

6.4.2. The Recruiting Officer expedites the manpower plan formulation process by providing the necessary that support to the Department Managers.

6.4.3. The Recruiting Officer will develop the annual manpower plan and the HR Incharge will review the manpower plan and the proposed solutions to ensure that the final manpower plan is in line with established policies and procedures.

6.4.4. The approved manpower plan is the basis for recruitment decisions in the forthcoming year and accordingly it assists the HR Department in developing the recruitment budget which is part of the total HR budget.

6.4.5. The approved manpower plan should consider the retirees, train to hire programs, demobilization etc.

6.4.6. The HR Incharge will be responsible for monitoring the implementation of the approved manpower plan.

6.5. Planning Period

6.5.1. Manpower planning must take place annually during BTG’s planning and budgeting process.

6.5.2. The manpower plan covers one year and is operational between January to December of each year.

6.6. Manpower Plan Contents

6.6.1. The annual manpower plan indicates the number of employees required for each department classified by the position title and the requisite skills, competencies, and experience of the required employees.




7. RECRUITMENT POLICIES

7.1. General Policies

7.1.1. Recruitment for vacant positions is based on the budgeted and approved manpower plans or is initiated due to incidental requirements such as unplanned resignation or termination of an employee.

7.1.2. BTG employs applicants who possess the requisite skills, knowledge and experience as per the job description.

7.2. Recruitment Criteria:

7.2.1. The below BTG set of criteria will be adhered to in all recruitment processes:

Internal recruitment candidates who meet the minimum requirements of the vacant position according to the Promotion and Transfer Policy.

Saudi National candidates who meet the minimum requirements of the vacant position.

Non Saudi candidates who are legally residing in the kingdom and meet the minimum requirements of the vacant position

Non Saudi candidates who are non-resident of the Kingdom and meet the minimum requirements of the vacant position.

The minimum age for any employee should be 18 years. Potential candidates have to undergo a compulsory medical test to ensure their

proper medical condition. The potential candidates must meet the educational requirements of a particular job. The potential candidates must meet the requirements of KSA labor law and

regulations. The potential candidate must meet the requirements of the job description. The potential candidate must possess the required experience. The potential candidate must possess the required personality traits and

characteristics required for the job. The potential candidate was not charged with a crime or any other illegal issue at any

time in his /her life. The potential candidate was not terminated in any of his /her previous work

experiences due to ethical or legal issues. The potential candidate is not employed by another Company /Organization and; The potential candidate speaks Arabic and /or English language (s).




7.2.2. Any exception of the above criteria must be approved by the HR Incharge.

7.3. Nepotism

7.3.1. Employees can refer relatives for vacant positions, but they need to satisfy the minimum educational / experience criteria required for the job.

7.3.2. Employees of the same family (siblings) are not allowed to work within the same department.

7.3.3. BTG does not allow a relative to be employed under direct supervision of another relative or vice versa.

7.3.4. BTG does not allow a relative be employed in a position were another relative recommends, reviews or approves his /her overtime, leaves, payroll etc.

7.4. Request for recruitment:

The request for recruitment is initiated by the Concerned Supervisor and authorized by both the Department Manager and the HR Incharge.

7.5. Job descriptions and required specification:

7.5.1. The job description is a very important tool in recruitment as it determines if the candidate possesses the requisite skills and knowledge to meet the job requirements.

7.5.2. The HR Department will coordinate with the Concerned Department Manager to ensure that all positions on BTG Organization Chart have an updated and comprehensive job description.

7.5.3. The HR Department will conduct regular reviews on all job descriptions to ensure that they accurately capture the job accountabilities and responsibilities.

7.6. Sourcing:

7.6.1. The Recruiting Officer considers the following sources to recruit employees:

Internal Recruitment. Skills Inventory Repository / Database. Local & Foreign recruitment agencies. Advertising in local & foreign daily newspapers and magazines. Local and Foreign colleges and universities. Online sources Job fairs




Employee referrals Head Hunting Summer trainees Labor office Human Resource Development Fund

7.6.2. The first choice that the Recruiting Officer considers for filling a vacant position is checking internal sources and skills inventory repository which is a database for storing CVs. If a suitable candidate is not found within the organization, the Recruiting Officer will proceed with identifying recruitment sources from outside the organization.

7.6.3. If the requested position to be filled is not part of the approved Manpower plan, the Recruiting Officer must coordinate with the HR Incharge to obtain the MD approval for such exception.

7.6.4. If the advertisement of the position is required, the Recruiting Officer arranges for the such advertisement of the position. The advertisement should include:

Job title Major job responsibilities Key skills, knowledge, abilities and qualifications Salary range (Optional) Benefits (Optional) Deadline for applying Contact information for applying (i.e. email, fax, etc.)

7.7. Screening:

7.7.1. All applicant CVs will be screened by the Recruiting Officer before shortlisting the candidates to ensure that they meet the requirements of the job description.

7.7.2. After reviewing the CVs of potential candidates, the Recruiting Officer may conduct a telephone call with these candidates to conduct an additional evaluation of the candidate’s qualifications, experience and behavior, as well as their willingness to join BTG.

7.7.3. After the screening activity is concluded, the Recruiting Officer provides the HR Incharge with a shortlist of candidates for his /her review and approval.

7.7.4. After the HR Incharge approval is obtained, the Concerned Department Manager is consulted to confirm the short-listed candidates.




7.7.5. The Recruiting Officer will inform the applicants who are short- listed that they have been short-listed. Otherwise, the HR Incharge will inform them of their rejection through a regret letter.

7.7.6. All candidate CVs that were rejected will be stored in the Skills Inventory / Database for consideration in future recruitment opportunities.

7.8. Selection

7.8.1. The selection process is the process of choosing the most qualified and best-fit candidate(s) to fill a vacant position at BTG.

7.8.2. The selection of a new employee is based on both the interview(s) and test results if applicable.

7.8.3. A certain score is assigned to the results of interviews and tests. The candidate with the highest score will be considered for the position.

7.9. Interviewing and Testing

7.9.1. Interview(s) with the selected candidates will be conducted and documented by the Recruitment Committee.

7.9.2. Interviews are considered as an opportunity to build goodwill between the candidate and BTG, even if the candidate was not hired.

7.9.3. The interview aims to assess as much as possible, the candidate personal aspects; communications, drive, personal objectives, accountability, etc. besides confirming submitted information (credentials & experience).

7.9.4. Throughout the interview session, the Recruitment Committee will discuss with the interviewee his /her current and expected salary. This will support the HR Department in aligning the employee’s salary expectations with BTG job grading and salary structure.

7.9.5. The Recruitment Committee may conduct additional tests to further assess the competencies of the candidate. These tests vary based on the nature of the position.

7.9.6. The following table represents the employees that should be involved in the recruitment committee for hiring employees on different job levels within BTG.




Table of Recruitment Committee Candidate’s

Seniority

Recruitment Committee M

D

GM /C

OO/

CFO

/CHO

DIRE

CTOR

DEPA

RTM

ET

MAN

AGER

SECT

ION

HEAD

UNIT

HEA

D

SUPE

RVIS

OR

STAF

F I

STAF

F II

BOARD OF DIRECTORS X X MANAGING DIRECTOR (MD) X X

GM/ COO /CFO /CHO X X DIRECTOR X X

DEPARTMENT MANAGER X X

CONCERNED MANAGER X X X X HR INCHARGE X X X X X X

RECRUITING OFFICER X X X

7.9.7. If the candidate is not residing in the Kingdom, the Recruitment Committee could either delegate one of its members to conduct the interview overseas or arrange for the candidate travel to the Kingdom to conduct the interview or through an online interview. The decision should be based on the most feasible and economic option.

7.9.8. BTG reimburses the candidates being interviewed with interview related expenses, such as airline tickets, accommodation, and transportation expenses for the trip to the interview location.

7.9.9. The candidates’ interview expenses are controlled and approved by the HR Incharge.

7.10. New employee fitment process:

7.10.1. The grade on which the newly hired employee should be assigned is determined based on the job evaluation exercise conducted by the HR Department.

7.10.2. The compensation levels should be determined based on the grade on which the employee is assigned.

7.10.3. Newly hired employees are fitted at the minimum point of the grade’s salary range unless the evaluation of their qualifications and experience determined that the employee should be given a higher compensation level, hence he should be fitted at a higher point within the same grade.




7.10.4. BTG will pay any expenses related to Visa Processing of its employees and their dependents and will provide the documents required by the Saudi government

7.10.5. In case the employee’s compensation estimate is more than the midpoint of the salary range for the grade, any further increments need to be assessed and approved while ensuring that the employee is not over-qualified for the position.

7.11. Job Offer:

7.11.1. Upon selection and fitment of the qualified candidate, the Recruiting Officer will develop the official offer of employment (“Job Offer”).

7.11.2. All offers of employment must be prepared, reviewed and approved by the HR Incharge.

7.11.3. All offers expire after 30 days, as a maximum, of their issuance dates.

7.11.4. The job offer includes:

Welcoming statement Job title and description Department and location Compensation and benefits Offer validity Local or expat status Other benefits and terms and conditions as deemed necessary Starting date Contact person

7.11.5. All offers of employment are contingent upon:

Completion of the medical examination and the determination by a competent doctor or medical authority that the employee has no illness or abnormality that can affect his /her ability to accomplish tasks;

Successful reference checks; and Successful verification of degrees, certificates, and diplomas.

7.12. Employment contract:

7.12.1. All employees should sign an employment contract detailing the terms and conditions of their employment.




7.12.2. All employment contracts shall be in accordance with the provisions of Saudi Labor Law.

7.12.3. Certain positions are contracted on temporary or part-time basis, if approved by the MD.

7.12.4. Employment contracts are prepared in both English and Arabic languages.

7.12.5. Employment contracts are prepared by the Recruiting Officer, reviewed by the HR Incharge and signed by the CHO.

7.12.6. The Personnel Officer maintains the employment contracts for all employees in their respective personal files.

7.12.7. Once the contract is signed by the candidate, the Recruiting Officer coordinates with the concerned departments (HR, Finance, IT and Administration) regarding the employee's arrival date and accordingly to facilitate the employee on boarding process.

7.12.8. The employment contract is cancelled without notice, indemnity or compensation, if at any time it is discovered that the employee in his /her application claimed a false identity or submitted incorrect information or false documents, subject to the employee’s right to explain his /her actions and present reasons for opposing the termination of the contract.

7.13. Employee Orientation:

7.13.1. All new employees must report to the Recruiting Officer Incharge on the first day of employment to complete all initial paperwork. During this initial visit, new employees will be provided with a general Company orientation and will receive their welcome letter.

7.13.2. The orientation conducted by the Recruiting Officer is meant to familiarize newly hired staff with BTG rules and regulations, followed by a technical orientation conducted by the immediate supervisor. In case of sales /warehouse employees, the orientation is conducted after populating at least 6 employees to attend the orientation.

7.13.3. Sales /warehouse employees join their respective branch /warehouse. In this case, the employee supervisor informs the Recruiting Officer regarding the joining of the employee and provides him with the required employee documents.

7.13.4. In addition, all new employees will receive department induction training designed to familiarize them with their department and job specific information necessary to assist them to settle into their new job. Department induction training represents the first stage of the new employee’s initial job training, and training content will be determined according to the new hire’s job role, his /her competencies and qualifications.




7.13.5. New employees assigned to managerial levels may be subject to an individually tailored orientation program.

7.14. Probation period:

7.14.1. All newly hired employees who are paid on a monthly basis must serve a probation period of (90) days excluding public holidays and sick leaves. All employees, who are not paid on a monthly basis, will serve a probation period of thirty (30) days.

7.14.2. BTG monitors and supports its new employees during their probation period to enable them to achieve the required standards of performance and integrate them with their work teams at the earliest possible opportunity.

7.14.3. The probation period is required to monitor and evaluate the new hire in order to assess his /her performance and decide whether or not he meets BTG standards and accordingly, the employee performance is evaluated at least once during the probation period.

7.14.4. The probation period duration must be clearly stated in the employment contract.

7.14.5. The probation period starts on the day the employee commences work.

7.14.6. Promotions, salary increases, and bonuses will not be granted for employees serving their probation period.

7.14.7. The employee will not serve a second probation period throughout his /her employment unless it is for another position within BTG.

7.14.8. All employees will be assessed by their Immediate Supervisors at least ten days before the end of the probationary period in order to determine whether that the employee is recommended for regular employment or not.

7.14.9. Employees serving a probation period can decide to leave BTG without notice.

7.14.10. BTG has the right to cancel or terminate an employee's contract during the probationary period without notice, indemnity or reward.

7.14.11. Upon completion of the probation period and confirming the new hire employment, the employee will acquire the status and privileges of regular employees.

7.14.12. If the employment service is confirmed, then the probationary period will be considered as part of the total employee service period in BTG.




8. COMPENSATION MANAGEMENT POLICIES

8.1. Job Evaluation – Job Grading Classification:

8.1.1. All jobs in BTG are assessed for their relative worth and their grades are allocated based on the results of the BTG evaluation methodology.

8.2. Job Evaluation – Job Grading Re-Classification:

8.2.1. The job evaluation process will be periodically audited to ensure that it is being applied consistently and fairly and that the relative worth of the jobs reflects the duties described in the job description.

8.2.2. In cases where the employee’s job is re-classified to a lower salary grade as a result of job evaluation, the employee’s salary shall not be changed. In these cases, BTG will take every effort to redeploy the employee to a position commensurate with his /her capabilities and salary level.

8.2.3. In cases where the employee’s job is re-classified to a higher salary grade as a result of job evaluation, the employee’s salary shall be changed to match the target position salary.

8.3. Salary Structure:

8.3.1. The salary structure of BTG must be approved by the CHO and MD.

8.3.2. The HR Incharge will periodically review the salary structure of BTG to ensure it is in-line with the salaries offered in the local market and to attract and retain a competent workforce.

8.3.3. The HR conducts a job evaluation exercise for a new (non-existing) job, in consultation with the Concerned Department Manager and the HR Incharge to determine the corresponding job grade and benefits.

8.4. Remuneration:

8.4.1. The purpose of compensation is to reward employees for their professional expertise, knowledge and the value they bring to their jobs.

8.4.2. BTG is committed to provide its employees with fair and competitive compensation & benefits packages comprising of basic salary, housing allowance, transportation allowance, medical benefits, and ticket allowance (for expatriate employees only). Sales personnel are entitled for an additional sales incentives.




8.5. Housing Allowance:

8.5.1. BTG provides its employees with a housing allowance equivalent to 25% of the employees’ monthly basic salary.

8.5.2. Housing allowances are paid on a monthly basis however, in exceptional cases, the CHO has the authority to approve the payment of the housing allowance in advance with repayment plan that is accepted by the employee and complies with relevant governing Articles of Saudi Labor Law and other relevant Company Policies.

8.5.3. BTG provides its employees with housing allowance paid on monthly basis. Nevertheless, the employee may apply for advance housing allowance subject to the following conditions unless approved otherwise by the CHO.

The probationary period is completed successfully if the employee is newly hired, Requested advance housing allowance period does not exceed six (6) months period, Requested advance housing allowance amount does not exceed the employee’s End

of Service entitlements, and A joint approval of both Department Head and HR Incharge is obtained

8.6. Transportation Allowance:

8.6.1. Monthly transportation allowance is paid to employees based on BTG’s compensation and benefit’s structure however, the total monthly transportation allowance should not exceed 10% of the monthly basic salary.

8.6.2. If an Employee is approved to utilize a company-provided car, he will not receive a transportation allowance, instead he will receive a task car.

8.6.3. Task Car is a vehicle provided to employees whose job functions require to utilize such vehicles.

BTG may, at its discretion, provide an employee with a task car based on his job requirements.

Task cars shall be utilized for BTG work only. Task car’s type and size is determined according to the specific work requirements,

car use, requesting department’s budget and CHO approval. Administration Department shall establish, administer and coordinate necessary

insurance, fueling, maintenance and any other requirement. Such arrangements shall be announced to all concerned employees.

Administration Department keeps a file for each task car with all its incurring




expenses, maintenance records and any other related document. Employees are entrusted on their provided task cars. Administration Department

shall instruct such employees with proper use to maintain company property in a clean and presentable condition.

Any damage occurred to any task car due to prove misuse by the employee shall be borne by him unless approved by the concerned Department Head.

During an Annual Leave, the employee must return the task car to the Company till his return.

When provided with a task car, the employee shall not receive transportation allowance. Instead, the company will bear the fuel and maintenance expenses.

8.7. Medical Benefits:

8.7.1. All regular BTG employees are eligible for medical coverage. The class of coverage is based on BTG compensation and benefits matrix.

8.7.2. As a part of its provided non-monetary benefits, BTG provides its employees and their dependents with free required health care and medical treatment.

8.7.3. BTG provides its employees and their approved legal dependents with health insurance in clinics and hospitals approved by health insurance service provider.

8.7.4. Employee’s standard legal dependents are employee’s wife or wives and children under eighteen (18) years old who are residing legally in Saudi Arabia.

8.7.5. Exceptionally to the above, the employee may include to his legal dependents:

Sons over eighteen (18) and less than twenty one (21) years of age if proved to be students.

Single daughters over eighteen (18) years of age if proved to be financially supported by the employee.

8.7.6. Health insurance includes medications as regulated by the agreement with the health insurance service provider.

8.7.7. Health insurance is based on Cooperative Council for Health Insurance (CCHI) document issued by royal decree no. M/10 on 01/05/1420H and relevant procedures.

8.7.8. According to the Policy/Agreement established with the health insurance provider, insurance coverage includes:

Regular illnesses. Dental and Optical illnesses.




Pregnancy and birth for employee’s wife /wives. Medical tests required by Doctors.

8.7.9. Unless were a result of a work injury, the following cases shall not be included in medical coverage:

Sterility, fertility and birth control. Sexually transmitted diseases. Employees‟ children with mental or physical challenges. Dental implants and artificial limbs. Plastic surgery and cosmetics. Weight loss and obesity treatment. Dental beautification and orthodontic.

8.8. Ticket Allowance:

8.8.1 Employees as per Saudi Labor Law and the contract terms & conditions are eligible for tickets which are provided by BTG as follows:

Ticket to join work. Ticket to hometown at the end of the contract. Annual ticket allowance paid on monthly basis or provided with a ticket at company’s

discretion. as per Benefits Matrix.

8.8.2 Physical Annual Tickets cannot be carried forward nor-compensated with cash. In addition, any additional expenses due to changes in destination, class, cancellation, excess luggage and /or otherwise will be borne by the concerned employee.

8.9. Business Travel Allowance:

8.9.1. This policy applies to all regular BTG employees traveling on business away from their work base.

8.9.2. Each department head is responsible of controlling his/her department’s business travel expenses.

8.9.3. All business travel requests must be authorized by the department head and approved by CHO.

8.9.4. Administration Department is responsible for all business trips coordination and preparations.




8.9.5. For Business Travel Per Diem calculation purposes, travel and return days are considered one day only.

8.9.6. Business Travel Per Diem is paid in advance and if needed reconciled according to actual expenses upon return.

8.9.7. BTG provides the employee with daily Business Travel Per Diem based on Employee Grade and travel destination as per benefit matrix table.

8.9.8. Employees are entitled for a business travel allowance that covers daily expenses (e.g. laundry, gasoline, food, business calls etc.) and transportation fees as per benefits Matrix’s.

Benefits Matrix table




8.9.9. Hotels

Priority is for hotels with corporate agreements with BTG where corporate rates are applied.

BTG bears hotel expenses as per benefits matrix. Moreover, BTG will bear hotel expenses arising from using hotel’s business center to

perform company’s business when necessary such as photocopying services, send and receive faxes, internet connection etc., provided its approved by the concerned Department Head.

The employee will bear any charges arising for using any of the hotel’s amenities that has a personal nature and does not serve company’s business. This includes but not limited to room mini-bar, health club & spa, personal phone calls etc.

8.9.10. Car Rental - When necessary and based on the Department Head approval, the employee may rent a car during the business trip where BTG bears its rent, fuel and parking expenses.

Car rental entitlements are according to the following table:




ORGANIZATIONAL LEVEL CAR SIZE MILLEAGE S2 UP TO SH COMPACT /ECONOMY 100 KM /DAY DM, DR & MD MEDIUM 100 KM /DAY

8.10. Working hours:

8.10.1. General Guidelines

All employees are required to attend to work constantly and regularly at the place designated and at the specified times determined by BTG. All employees are required to apply strict adherence to BTG working hours /days stipulated hereunder.

BTG does not approve Flexible Timing Attendance. BTG has the right to adjust working hours /days as per its business and operational

requirements and in accordance with applicable Government Regulations. All concerned employees shall register their attendance in and out thru Access

Control System device at their work location gate or time sheet. For day workers, the basic work week is forty-five (45) hours, scheduled from Sunday

to Thursday, (0830H–1730H), from eight thirty in the morning to five thirty in the evening with one hour break between 1:00pm to 3:00pm..

Warehouses working hours in Western and Central provinces will be from 8:30 am to 5:00 pm with no break time during the working hours.

Eastern province office(s) working hours will be from 8:00 am to 5:00 pm. Warehouses working hours in the Eastern province will be according to projects

working hours in the respective areas. Ladies working hours in all locations will be from 8:30 am to 5:00pm with no break

time during the working hours. For shift workers on a rotating shift pattern, the workweek is dictated by individual

shift patterns which shall not exceed 48 hours per week. Supervisors /Managers are responsible for scheduling their employees work hours considering a one (1) hour break per shift in accordance with the regulations and provisions of this policy.

Friday and Saturday are the Day Offs for all KSA-Based Regular Full-Time employees. Whenever an employee is unable to report to work, he /she should notify his /her

direct supervisor /manager. Irregular attendance is not an acceptable standard of conduct and if an employee

establishes a pattern of repeated absence for any reason, he/she may be subject to disciplinary actions.

Prior to duty time’s end, an employee cannot leave his /her work location without the direct superior’s approval.




Departments must submit any alteration to working patterns to HR Manager, who will consider the revised working patterns and determine if they may be implemented.

During the Holy Month of Ramadan, working hours for Muslim employees only are reduced to six (6) hours per day.

During the Holy Month of Ramadan, Muslim employees only will be paid Overtime when they are required to work more than six (6) hours per day.

8.11. Other Allowances:

Employees maybe provided other allowances as per their employment contracts and the benefits matrix shown above.

8.12. Compensation Survey:

8.12.1. The HR Committee liaises with the concerned market agency /consultant for conducting market salary surveys to obtain the required market pay data. Such data provide information for reviewing the salary structure and is utilized for the benefit of BTG.

8.12.2. Based on the survey findings, the HR Committee reviews the salary structure and in line with market changes, recommends updating BTG salary structure to CHO and MD.

8.12.3. There are specific circumstances that may necessitate a compensation survey and ultimate review, such as:

Changes in inflation and cost of living; Changes in market compensation level and practices especially of BTG competitors;

and Difficulties in hiring and high labor turnover due to compensation related issues.

8.13. End of Service Benefits:

8.13.1. The employee’s end of service benefits is paid to employees in accordance with the Saudi Labor Law and Regulations.

8.13.2. For the purpose of calculating the end of service benefits, the pay is hereby defined as the basic salary plus all other fixed allowances (Housing and transportation) paid on monthly basis. The end of service award does not include any allowance which is variable by nature and /or not paid on monthly basis.

8.13.3. The employee’s end of service benefits are calculated based on the employment start date.




8.13.4. The last salary received will be used as the basis for calculating the employees’ end of service benefits.

8.13.5. If the employee is terminated due to a reason outside article 80 of the Saudi Labor Law, the Service Termination Benefit (STB) is calculated as follows:

Half month pay for each of the first five (5) years of service. One month pay for each continuous year exceeding five (5) years of service.

8.13.6. If the employee resigned, the end of service benefit is calculated as follows:

One third of the STB for each year of service, if the service period is between two (2) and five (5) years.

Two thirds of the STB for each year of service if the service period is between five (5) and ten (10) years.

Full STB for each continuous year exceeding ten (10) years of service. STB is a prorated entitlement.

8.13.7. Before receiving the final settlement, the employee is requested to settle all outstanding dues with BTG through a clearance process and should hand over all assets assigned to him.

8.13.8. Upon the end of the employee’s service, BTG will pay the employee’s wages and settle his/her entitlements within a maximum period of two weeks from the date of the contract expiration. If the employee ends the contract, BTG will settle all his/her entitlements within a period not exceeding two weeks.

8.13.9. The employee is entitled to the full end of service award if he /she leave the work due to a force majeure beyond his /her control.




9. PAYROLL POLICIES

9.1. All changes related to Employees Financials are the sole responsibility of the Human Resources Department.

9.2. Employee’s salary will be calculated starting from the date of hire and should be based on the employee’s contract.

9.3. Expatriate employee’s hire date coming from outside Saudi Arabia is the arrival date to Kingdom.

9.4. In case the date of hire is not the first day of the month, the basic salary and allowances will be calculated on a pro-rata basis of the actual number of days worked to the number of working days of that month.

9.5. The calculation of the basic salary and allowances is based on the Gregorian calendar.

9.6. Salaries are paid in Saudi Arabian Riyals for employees based in KSA.

9.7. BTG will constantly check the accuracy of the payroll and attendance systems in place to ensure that payments to employees are discharged properly and that employee are not over /underpaid.

9.8. All employees will receive salary slips showing components of their salaries and amounts paid after the transfer of their salaries to their bank accounts.

9.9. The Payroll Officer is responsible for preparing employees’ monthly payroll, as well as maintaining all employee payroll information.

9.10. All employees requests for salaries in advance are subject to:

Department Head approval. CHO approval. Any advance request must not exceed one month pay.

9.11. Payroll cutoff date is the 20th day of the month. This will allow:

Sufficient time to calculate, validate and process payroll. Early transfer of funds to employees' accounts. Early closing of the financial accounts.

9.12. Payroll calculation will consider all the earnings, benefits and deductions affecting the payroll of employees.

9.13. Claim based allowances and other compensations are reflected in payroll in the following month.




9.14. The personnel and payroll data are strictly confidential information and will not be made public to unauthorized employees.

9.15. Transactions involving additions /deductions to the employees’ salary will be processed promptly to be reflected in the ongoing month payroll.

9.16. After finalizing payroll preparation including additions /deductions, the payroll sheet is forwarded to the HR Incharge for his review and approval. Then to finance department for posting and payment processing.




10. PERFORMANCE MANAGEMENT AND CAREER DEVELOPMENT POLICIES

10.1. Performance Management:

10.1.1. BTG ensures that Performance Management is an ongoing process of communication between the immediate supervisor and the employee, focusing on achieving objectives of both employee and position. It is a fair, transparent and objective process. An effective performance management process accomplishes the following goals:

Provides direction and clarifies performance expectations. Provides feedback and coaching to the staff members concerning job

performance, both on what has been done, and what needs to be improved. Identifies training and professional development needs. Serves as documentation of performance. Serves as data for human resources decisions (promotions, salary increments,

bonuses, and terminations).

10.1.2. BTG should have a competency dictionary indicating the competencies relevant to each grade and (or) title. These competencies should be assessed as part of BTG performance appraisal system.

10.1.3. BTG performance appraisal system should comprise competency based assessment in addition to assessment based on the pre-defined targets which are agreed upon between the employee and his /her Immediate Supervisor.

10.1.4. BTG adopts a performance management process that includes the following components:

Setting Performance Objectives – Clear performance expectations will be communicated to the employee at the beginning of the performance period. These expectations will help the employee align his /her individual goals to those of the organization.

Coaching – Coaching employees for performance improvement is an integral part of the performance management process at BTG. Coaching may take various forms from observation and informal direction to formal meetings /counseling sessions and written documentations. Coaching occurs on a regular basis.

Performance review–Is the periodic performance assessment and discussion with the employee to review his /her progress towards meeting his /her annual performance objectives.

Defining an employee development plan -Employee development plan provides a framework that includes the employee’s career objectives, short-term development




aspirations, and clarifies the specific development requirements.

10.1.5. The performance review component warrants particular guidelines due to its significance in providing data for critical human resources decisions. Accordingly:

All employees must have their performance reviewed at least once per year. Immediate Supervisors may conduct additional reviews at mid-cycle if needed.

Performance assessment forms will be discussed and signed by both the Immediate Supervisor and the employee. The employee receives a copy of the form, and the other copy will be forwarded to the HR Department for processing.

All performance assessments of staff must be reviewed by the HR Incharge and approved CHO.

10.1.6. The HR Department is responsible for reminding the employees’ Immediate supervisors of performance review dates and provides them with performance assessment forms.

10.1.7. The HR Department must follow up and ensure that each employee receives his /her performance review on a timely basis.

10.1.8. Employees are involved in the annual performance review process upon successful completion of 6 working months after which employees are eligible for any salary increments, bonuses, or promotions.

10.1.9. If an employee worked under the supervision of more than one Supervisor /Manager /Director, feedback will be sought and consolidated from multiple sources and ratings will be prorated in accordance with the time spent with each Supervisor /Manager /Director.

10.1.10. BTG adopts the following performance ratings:

Outstanding Above Average Satisfactory High Satisfactory Unsatisfactory

10.1.11. All employees’ Immediate Supervisors are responsible for:

Setting performance objectives /expectations early in the performance year; Reviewing objectives and performance standards on a bi-annual basis; Finalizing the employee's performance documentation over the twelve month

performance evaluation period; Conducting performance management sessions with the employee and;




Submitting the performance assessment documentation to the HR Department.

10.2. Career Development:

10.2.1. The objective of career development is to develop BTG employees’ knowledge and skills as well as enhancing their experiences to perform their tasks in the most efficient and effective way.

10.2.2. BTG employees will prepare an annual career development plan that will be aligned with their career objectives. The employee Development Plan forms the basis for identifying the training and development needs for each employee. Department Managers are responsible for reviewing, discussing, and approving their employee’s Development Plans.

10.2.3. The career development counselling session will be conducted simultaneously with the annual performance review period.

10.2.4. The Training and Development Section of HR Department is responsible for reviewing employee development plans, and defining ways of implementing employee development plans through proper training.

10.2.5. The Training and Development Section of HR Department will include the employee development plans as part of BTG’s overall training plan and budgets.

10.2.6. The employee Development Plan includes the following:

Career goals and objectives. Short-term goal and objectives. Performance metrics. Areas for development (skills, knowledge, etc.). Required training courses.

10.3. Succession Planning and Identifying Key and Critical Positions:

10.3.1. The HR Incharge in coordination with Department Heads will define the key and critical positions at BTG.

10.3.2. The following criteria should assist Department Heads in identifying the key and critical positions within their departments:

Positions that have a managerial role. Positions that are critical to the business continuity of BTG. Positions which are difficult to find incumbents for; and Positions that require specialty/ unique experience, knowledge and skills.




10.3.3. Identifying Successors:

Successors are nominated by the Concerned Department Head. Two (2) candidates must be identified to serve as successors. One should be an

immediate successor and the second will be a successor on the long-run. Successors criteria include:

Overall performance assessment result of “Satisfactory”; and Satisfies the minimum educational /experience criteria required for the job /

position. The identification of a potential successor does not guarantee automatic promotion

to the targeted position.

10.3.4. Developing Successors:

Each successor will have a detailed individual development plan, jointly developed by the candidate and his /her mentor /coach with input from the Candidate's Supervisor and the HR Incharge which reflects the candidate's development needs.

The successor's individual development plan reflects the managerial, leadership, operational, and other technical development needs.

Individual development plans are very specific on what education, experience, training, targeted behaviors, and skills the successors should possess before he /she becomes ready to assume the responsibilities of the role.

10.3.5. Succession Plans:

A Succession Plan will be prepared and updated on a annual basis, to include: Each current and anticipated key and critical position within BTG and how it can

be filled; and Two potential internal successors for each incumbent.

All approved succession plans must be reviewed and updated by the Concerned Department Head in coordination with the HR Department at least once per year depending on any changes in business objectives and workforce requirements.




11. ANNUAL INCREMENTS AND BONUSES POLICIES

11.1. Annual Salary Increments

11.1.1. The Annual Salary Increments process takes place on an annual basis and will initiate after the completion of performance appraisals in order to recognize good performance.

11.1.2. The annual performance review process will provide the basis for evaluating the employee’s eligibility for any annual salary increment.

11.1.3. Increments are not granted automatically to an employee because he /she has been in a position for a lengthy period of time. An increment must be earned through proven performance.

11.1.4. The overall salary after increment must not exceed the position’s grade salary range. In such cases where the salary might exceed the salary range then the employee’s eligibility for promotion should be considered as per promotion policies.

11.1.5. All salary increments will be reviewed and approved by CHO and MD.

11.1.6. Once the salary increments are approved, the HR Incharge issues an official letter to the employees who received a salary increment indicating their new salary and benefits. The letter should be signed by the CHO.

11.2. Performance Bonuses

11.2.1. Bonuses are intended to serve as a motivational tool to reward BTG top performers.

11.2.2. Bonuses are paid on an annual basis. However in exceptional circumstances an employee may be awarded a bonus payment at any time during the year.

11.2.3. All bonuses are recommended by the Department Heads, authorized by CHO and approved by the MD.

11.2.4. The bonus is paid based on achieving the annual sales /revenue targets of the Company.

11.2.5. BTG performance bonus depends on the following criteria:

Overall company performance /profitability. Employee Performance Rating (Satisfactory High and above); and Impact of employee on BTG achievements.

11.2.6. BTG bonus scheme should be reviewed periodically to ensure its appropriateness and efficiency.




12. PROMOTIONS POLICIES

12.1. Promoting an employee to the next job grade is based on the following criteria:

Vacancy exists as per the manpower plan. Vacancy arises as a replacement of the incumbent. The employee has demonstrated performance rating of “Above Average” or higher in the

last two consecutive years. The employee has the minimum qualifications for the position or has clearly demonstrated the

skills, competencies and abilities to perform the job.

12.2. The annual performance review process provides the basis for evaluating the employee’s readiness for promotion.

12.3. The promotion for below Manager positions is recommended by the Immediate Supervisor, reviewed by the Concerned Department Manager and approved by CHO. On the other hand promotion for Managerial positions is recommended by the Department Manager, authorized by CHO and approved by MD.

12.4. No employee shall be eligible for promotion within the probationary period.

12.5. No employee shall be eligible for two promotions within a one year period.

12.6. On the contrary, no demotion should result in salary reduction of an employee or adversely affect his /her accrued rights.

12.7. Assignments on a temporary basis to a higher job are not being treated as a promotion.

12.8. Upon receiving a promotion, the promoted employee will be eligible for his /her new remuneration and benefits starting from the date of issuing the promotion letter.




13. TRAINING POLICIES


13.1.1. All training and development activities must be related to the job requirements, career development plans, and succession plans of BTG.

13.1.2. Training and development are considered integral to the achievement of BTG’s strategic business goals and accordingly are planned and budgeted for during BTG’s planning and budgeting process.

13.1.3. All employees on training within or outside the Kingdom will maintain their regular pay and benefits during the training period.

13.1.4. The Training Manager /HR Incharge in coordination with the Concerned Department Managers must identify the required training programs (technical and soft skills) that BTG employees could attend. These programs will form BTG training catalogue.

13.1.5. If the employee identified a training program not available in the training catalogue then it should be approved by the Concerned Department Manager, Training Manager and the HR Incharge to ensure that the training program enables the employee to better achieve his /her roles and responsibilities.

13.1.6. An employee on training is not allowed to be absent for any reason except for sickness.

13.1.7. Employees must abide by BTG’s rules and regulations while on training as these employees are considered the ambassadors of BTG and thus should maintain its image and reputation.

13.1.8. In case the employee does not attend the training program or fails to comply with the training program policy, the employee must bear all training expenses. In case of in-house training, the employee will be subject to the appropriate disciplinary actions.

13.1.9. BTG training programs aim to prepare employees for current and potential future positions and /or promotions in particular, such programs would assist the employees in their initiatives towards:

Employee development & succession planning; and Enhancing productivity and performance.

13.1.10. The Training Manager /HR Incharge is responsible for assessing the type of training required by BTG. The type of training includes, but is not limited to:




In-House Training:

a) Orientation Programs: these programs aim to acquaint new employees with the rules, regulations and services of BTG, in addition to the functions and activities of different departments.

b) On the Job Training: involves acquiring new skills, knowledge and experience from achieving the roles and responsibilities of the job.

c) Internal Courses: these courses include short seminars and workshops organized internally.

Local Training: Local training programs are held in Saudi Arabia and decided upon based on the number of attendees and the cost per attendee.

International Training: International training programs are held abroad and aim to develop the employee’s skills and provide him with new knowledge and capabilities.

Management /Leadership Training Programs: These programs are designed to provide Department Managers with appropriate management and leadership skills and competencies. In particular, such programs will enable employees to develop skills and capabilities specific to senior employees.

Professional training programs include topics related to technical skills. Competency Based Training and Development Programs: A competency based

training and development program includes training on topics related to behavioral and technical competencies.

Job rotation or swapping enables employees to cultivate the broader business perspective and gain new skills. Rotating into different job positions, whether for a different post within one's functional area or to a different Department altogether, provides employees with diverse job experiences and first-hand knowledge of business problems and challenges. Job rotation also helps employees break down functional barriers and stereotypes and build networks within BTG.

13.2. Training Needs Assessment:

13.2.1. Assessing training needs is done by identifying the critical set of skills and knowledge that employees in each of BTG’s Departments require.

13.2.2. A formal Training Needs Assessment (TNA) exercise will be conducted once per year. This TNA will be the baseline for all training requirements and priorities.

13.2.3. The annual TNA will be completed prior to the annual budgeting process to allow Department Managers to make adequate financial provisions for planned training and development activities.




13.2.4. The HR Incharge will allocate the cost estimates for each planned training and developmental activity which allows BTG to develop the training budget which will be included as part of the HR department budget.

13.2.5. There are different inputs for identifying training requirements and opportunities, the primary inputs are:

Performance Appraisal Results. Succession Planning Recommendations. Requests for Promotion. Business (Ad-hoc) Requirements: training will be required in the following events:

Department objectives require targeted training.

Changes in the strategy and objectives of BTG.

Changes in procedures /regulations affecting BTG’s initiatives and activities.

New product, technology, process, material, or equipment to be introduced.

13.3. Prioritization of training requirements:

13.3.1. Prioritizing training requirements are based on the following factors:

Employee’s degree of proficiency in the area he will be trained on. Level of impact on business. Alignment with departmental objectives. Frequency of performing tasks that are based on the knowledge to be obtained after

attending the training.

13.4. Training, Planning & Budgeting:

13.4.1. Training Plan is developed based on the TNA by the Training Manager /HR Incharge in coordination with all BTG Departments. The Training Plan identifies the schedule and type of training to be offered as well as the cost of such training.

13.4.2. The training plan identifies training requirements based on behavioral, technical and managerial training programs.

13.4.3. The training plan indicates the various training programs to be conducted defining the objectives and topics to be covered, in addition to defining the expected results of each training program.




13.4.4. The training plan should be reviewed by the HR Incharge to ensure that it is aligned with BTG strategy and enables its employees to achieve their goals and objectives.

13.4.5. Based on the training plan, the Training Manager /HR Incharge will prepare a training budget that estimates the following:

Trainer cost; Trainee cost; Certification cost; Facilities cost; Board and lodging cost; Travel cost; Licensing cost; and Cost of developing training material, stationary etc.

13.4.6. The training budget should be prepared by the HR Incharge and approved by CHO to be

included as part of the HR department budget.

13.5. Authority and Approval:

13.5.1. All training and development expenditure must adhere to the approved annual operating budgets.

13.6. Training Delivery:

13.6.1. The Training Manager /HR Incharge must confirm a training commencement date to the trainee’s Immediate Supervisor prior to implementing the training.

13.6.2. The Immediate Supervisor of the trainee must be aware of the training commencement date and ensure that the trainee’s job commitments are accomplished prior to commencing the training.

13.6.3. The Training Manager /HR Incharge coordinates with the Personnel Officer to conduct a briefing course with the trainee prior to the commencement of training. The briefing course will familiarize the trainees with:

Practical arrangements (i.e. Venue, timing, duration, trainer background etc..); Training objectives; Program contents; and Training evaluation criteria.




13.6.4. Any employee who attended training will be considered as a potential in-house trainer in the area that he was trained on whenever possible depending on the subject.

13.6.5. Training travel expenses will be paid to employees in accordance with BTG’s business travel allowances policy.

13.6.6. A record of the training programs that BTG employees enrolled in will be maintained by the Training Manager /HR Incharge to ensure monitoring expenditure from the training budget.

13.6.7. Every employee who receives any kind of training must submit to his /her Immediate Supervisor a report upon commencing work that summarizes the knowledge that he has attained. The trainee should also specify how the new ideas / information can be applied to his/her job and to BTG.

13.7. Training Evaluation:

13.7.1. Both in-house and external training must be evaluated by the trainee once the training course or program is completed.

13.7.2. All aspects of the training course must be evaluated by the trainee; this includes evaluating the following:

Trainer’s / training provider knowledge and information. Ability of the trainer /training provider. Content relevance and accuracy. Clarity of objectives, whether objectives were met or not. Use and effectiveness of visual aids. Venue set-up. Opportunity to practice skills learned. Opportunity to ask questions. Relevance of material to the individual's job. Content difficulty.

13.7.3. Periodical evaluation reports must be prepared by the Training Manager /HR Incharge on the progress of training plans and programs, recommending improvements, indicating problems and the solutions to these problems.

13.7.4. The Training Manager /HR Incharge is responsible to update the training database which indicates the names of the employees who attended the training, the training program attended and the duration of the training.




13.7.5. The HR Incharge is responsible for preparing and forwarding a training status report every 3 months to the CHO to familiarize him with all training related evaluation.

13.8. Trainee Obligations

13.8.1. All BTG’s employees must abide by the following:

Continuing their service with BTG for at least two (2) years after the date of the training if the training was conducted outside BTG otherwise, the employee will bear total or part of the total cost of the training program; and

Fulfilling training requirements, maintaining timely attendance, and participating actively during training sessions.

13.8.2. Any misconduct /violation of BTG’s regulations during the training program will be governed by the applicable disciplinary actions.

13.8.3. In case of international training, BTG employees must respect the traditions and norms of the host country and abide by its laws and regulations.




14. EMPLOYEE TRANSFER POLICIES

14.1. General policy:

14.1.1. The Concerned Department Manager request the employee transfer which specifies the reasons for transfer, period of transfer, and all other related information.

14.1.2. The HR Department will review, initiate and process such request.

14.1.3. BTG may only with the employee’s written acceptance, transfer an employee from his /her original workplace to another place that entails a change in his /her place of residence or job duties and responsibilities.

14.2. Transfer from one position to another:

14.2.1. This involves transferring the employee to another position within the same grade level without any change to his /her salary. This includes cases of employees' transfer within the same department

14.2.2. The employee being considered for transfer must meet the requirements of the new position for the transfer process to commence.

14.3. Transfer from one location to another

14.3.1. This involves moving the employee to another work base area that is at least (100) KM away from his /her current work base area, either on the same position or a different one within the same grade level without any change to his /her salary.

14.3.2. Employees who will be transferred upon BTG request to another region, location or town which is at least (100) KM away from the employee’s current location are entitled to receive the below indicated relocation allowance which cover the cost of shipping the personal belongings to the new location.

Relocation Allowance Table

Single Employee Married Employee

maximum SR 5000 maximum of SR 10000

14.3.3. If the employee is being transferred to a new location which is (300) KM away from the

employee’s current location then BTG provides the relocating employee with tickets for himself, his wife and all of his dependent children.




14.3.4. BTG provides its employees who are being transferred to a new location based on BTG needs with temporary accommodation as follows:

Single Employee Married Employee

(1) One Week Accommodation (2) Two Weeks Accommodation

14.4. The Employee may request a voluntary transfer provided that he:

Meets the requirements of the new budgeted and approved position. Has been in his /her current position for a minimum period of 1 year. Has a performance appraisal rating of “Satisfactory high” and above.




15. END OF SERVICE POLICIES

15.1. Resignation

15.1.1. All resigning employees will serve the notice period indicated in their contracts upon submitting the resignation.

15.1.2. During the 3 months’ probation period, the employee can resign without serving the notice period.

15.1.3. Once an employee submits his /her resignation, it is the responsibility of the Immediate Supervisor to perform the following:

Handover the existing tasks and other job duties & responsibilities of the resigning employee to a replacement assigned by the department head.

Cease assigning duties and new tasks to the resigning employee. Closely monitor the progress of the Handover process.

15.1.4. Upon acceptance of the employee resignation, an Exit Interview will be conducted for all employees by the HR Incharge or someone he delegates if outside BTG head office. The exit interview aims at determining the reasons behind the resignation decision.

15.2. Retirement

15.2.1. The Recruiting Officer identifies the employees to be retired during the fiscal year as part of the manpower planning process and informs the HR Incharge of the retirement of these employees.

15.2.2. The HR Incharge in coordination with the Concerned Department Manager and the CHO decide on whether the service of the retiring employee should be extended.

15.2.3. The normal retiring age for all BTG employees is the age of 60 based on the Gregorian calendar.

15.2.4. The extension of the employee service for a maximum of five (5) years beyond the retirement age could be authorized by the CHO. This policy is to be used for exceptional situations and is based on the health ability of the employee and the fact that there is a scarcity of competent staff that can accomplish the roles and responsibilities of the retiring employee.




15.3. End of contract

15.3.1. The Recruiting Officer identifies the employees whose contracts will expire during the fiscal year as part of the manpower planning process and informs the HR Incharge of the end of contract date of these employees.

15.3.2. The HR Incharge in coordination with the Concerned Department Manager and the approval of the CHO decides on whether to renew the contract of the employee.

15.3.3. Personnel Officer will notify those employees, 30 days prior to the expiration of the employment contracts or as per the agreed upon notice period indicated in the contract of employment.

15.4. Employee Termination

15.4.1. Inlight of Article (80), of Saudi Labor Law, BTG reserves the right to terminate the employment contract of its employees, without notice and compensation, under the following circumstances:

If, during or by reason of the work, the worker assaults the employer, the manager in-charge or any of his superiors.

If the worker fails to perform his essential obligations arising from the work contract, or to obey legitimate orders, or if, in spite of written warnings, he deliberately fails to observe the instructions related to the safety of work and workers as may be posted by the employer in a prominent place.

If it is established that the worker has committed a misconduct or an act infringing on honesty or integrity.

If the worker deliberately commits any act or default with the intent to cause material loss to the employer, provided that the latter shall report the incident to the appropriate authorities within twenty-four hours from being aware of such occurrence.

If the worker resorts to forgery in order to obtain the job. If the worker is hired on probation. If the worker is absent without valid reason for more than twenty days in one year or

for more than ten consecutive days, provided that the dismissal be preceded by a written warning from the employer to the worker if the latter is absent for ten days in the first case and for five days in the second.

If the worker unlawfully takes advantage of his position for personal gain. If the worker discloses work- related industrial or commercial secrets.




15.4.2. Before a decision is made to terminate an employee, the Concerned Department Manager must fully justify the reasons behind such an action provided that it is finally approved by the CHO.

15.4.3. A final exit visa may be prepared for expatriate employee after a period of 3 months upon termination if the employee was not able to secure another job opportunity and transfer his /her sponsorship to another employer.

15.4.4. The HR Incharge should inform in writing the employee being terminated about the following points:

Reasons for the employment termination decision. Employment termination date.

15.5. Clearance

15.5.1. All departing employees will conduct the clearance process to ensure that they handed over all BTG belongings which are under their official custody and settled all their dues prior to leaving BTG.

15.5.2. The HR Incharge ensures that all departing employees settled their dues and handed over all BTG belongings prior to leaving BTG.

15.5.3. BTG can deduct any work-related debt due from the employee’s entitlements.

15.6. Service Certificates

15.6.1. BTG will issue service certificates to employees upon ending their services. The service certificates confirm the employee's duration of employment and the last position held.

15.6.2. The service certificate is granted to the employee after all dues are settled and clearance certificate is signed.

15.6.3. BTG reserves the right to inform third parties, including clients or contractors, of the departure of an employee directly or through advertisements in newspapers.




16. DISCIPLINARY ACTIONS POLICIES


16.1.1. BTG disciplinary policies and procedures are open, fair, and fully compliant with the provisions of the labor law, and consistent with sound business practices.

16.1.2. Where the disciplinary action is necessary, each case is treated in a consistent, fair and effective manner.

16.1.3. Disciplinary actions will be taken as a result of violating Saudi Labor Law, BTG policies and procedures and established behavioral standards. These standards include but are not limited to:

The employee devotes his /her full attention to the duties assigned to him. He does not accept any work responsibility, paid or unpaid, outside of BTG.

The employee conducts himself /herself in a manner appropriate to his /her position in BTG and ensure that his /her actions do not blemish the reputation of BTG at any time.

Every employee maintains office decorum, use proper language, show respect to his /her supervisors and colleagues, and refrain from verbal abuse of any kind at any time. Violations of similar nature will be dealt with as per BTG’s disciplinary actions.

Every employee protects the confidentiality of all information that he /she obtains during the course of their work, at any time during or after leaving BTG.

The employee maintains the image of BTG by maintaining his /her own image and by acting as a representative of the company.

16.1.4. All BTG employees must be aware of the standards of conduct and the consequences that may arise if these standards are not adhered to.

16.1.5. The HR Incharge is the only authorized to impose penalties described herein the policy.

16.1.6. The penalty imposed will be in proportion to the type and extent of the violation committed by the employee.

16.1.7. No disciplinary action will be taken against any employee until he receives a written notice of what he /she is accused of, an investigation of the violation is conducted, the employee defense is obtained and all findings are recorded in a file that is kept in the employee personal file. A verbal investigation is conducted when minor violations occur.

16.1.8. The employee is given the chance to defend himself while explaining the circumstances under which the violation took place.




16.1.9. In case the employee is not present at the place of work, the notification will be sent to his /her registered mail address shown in his /her personal file.

16.1.10. In case the employee refused to accept the notification, two (2) witnesses must attest the notification.

16.1.11. Only one (1) penalty can be imposed on the employee for a single violation.

16.1.12. No penalty will be imposed on the employee unless BTG is fully convinced that the employee has actually committed an act that justified imposing such a penalty.

16.1.13. The employee will not be penalized for a violation he has committed outside the place of work, unless the violation is directly related to BTG.

16.1.14. The following is a table of violations and penalties that merely complements but does not replace penalties stated in Saudi Labour Law:




KIND OF CONTRAVENTION

DEGREE OF PENALTY REMARKS 1st

Time 2nd

Time 3rd

Time 4th

Time

Contraventions in respect to time keeping Bad time keeping: if worker is late for a period of 15 minutes to up to 30 minutes without permission or a reasonable excuse.

Verbal warning

Written warning

25% deduction from the daily

basic salary


basic salary If the contravention is repeated after six months from the date of the previous contravention, which is of the same nature, the contravention shall be treated like the first one

Bad time keeping: if worker is late for more than 30 minutes up to 60 minutes without permission or a reasonable excuse.

Written warning


basic salary

deduction of one day from the daily basic

salary

deduction of 2 days from

the daily basic salary

Bad time keeping: if worker is late for a period that exceeds one hour (60 minutes) without permission or a reasonable excuse.

Written warning


salary





Abstention from work without permission or a reasonable excuse.


salary


salary

deduction of a day and a

half from the daily basic

salary



The worker shall be given a written warning, when penalized for the commission of the 4th contravention, indicating that he shall be dismissed if he commits the same contravention again.

Leaving the work place before the working hours without permission or reasonable excuse.

25% deduction of


deduction of half a day

from the daily basic salary

deduction of one day from


deduction of one day and a half from


If the contravention is repeated after six months from the date of the previous contravention, which is of the same nature, the contravention shall be treated like the first one.

Grievance contains false accusations

Written warning

deduction of one day from the

daily basic salary

deduction of one day and a half from the

daily basic salary

deduction of 2 days and a half from the

daily basic salary

If the contravention is repeated after 6 months from the date of the previous contravention and the previous contravention is of the same nature, the employee may be dismissed of his /her duties at BTG.




KIND OF CONTRAVENTION DEGREE OF PENALTY

REMARKS First Time

2nd Time

3rd Time

4rt Time

Contraventions in respect to work-organization Reception of visitors at the place of

work without the permission of management

Verbal warning

10% deduction

of the daily basic salary

15% deduction of


25% deduction of


If the contravention is

repeated after six months from the date of the

previous contravention, which is of

the same nature, the contravention shall be

treated like the first one.

Eating untimely during working hours or

at unsuitable place in the work area Verbal

warning

10% deduction


15% deduction of the daily basic salary

25% deduction of


Sleeping during working hours Written warning

10% deduction





Sleeping on the job where continuous alertness is required


from the daily

basic salary


daily basic salary

Deduction of 2 days from




Loitering around during the working hours without permission or

justification

10% deduction of


25% deduction






Manipulation and falsification in attendance and time records

25% deduction of


deduction of half a day from the daily

basic salary


salary



Disobeying or disregarding work related regulations and instructions already

displayed in bulletin boards

25% deduction of



basic salary


salary



Incitement to violate work orders and written instructions



deduction of 3 days from the

daily basic salary



Termination with EOSB

Smoking in non-smoking areas


daily basic salary


daily basic salary




Negligence or carelessness resulting in substantial material loss or exposing

employee life for danger


daily basic salary


daily basic salary




Using Company tools, machines or materials for personal purposes

Written Warning

10% deduction








First Time

2nd Time

3rd Time

4th Time

If the contravention is repeated after six months have passed from the date of the previous contravention, which is of the same nature, the contravention shall be treated like the first one.

Unlawful intervention in any action not in the competence or not assigned to him

deduction of half a day from the

daily basic salary


daily basic salary





If the contravention is repeated after six months from the date

of the previous contravention, which is of the

same nature, the contravention shall be treated

like the first one.

Exiting from the non- authorized exit

place Written Warning

10% deduction


15% deduction of


25% deduction of


Misuse of Company’s machinery and equipment and lack of care of maintaining

them or advising management of any defects

deduction of half a day from the

daily basic salary


daily basic salary





Reading newspapers or magazines in the work place during working hours

20% deduction of


deduction of half a

day from the

daily basic salary

deduction of one day




Tear and damage of the management announcements


daily basic salary


daily basic salary





of the previous contravention, which is of the same nature, the

contravention shall be treated like the first one.

Negligence in the performance of assigned work

Written warning

Written warning

Dismissal Warning


Allowing an unauthorized person to use Company housing and facilities.

Written warning

25% deduction






Deliberate interference with the work of others.

Written Warning


daily basic salary





Disobeying orders related to work 25%

deduction of the daily

basic salary


basic salary


salary



Working for others with or without wage during the working and non-working

hours of BTG without permission Written Warning


daily basic salary

Deprivation of the annual increment


Deliberate misuse of machines, cars, tools and utilities




daily basic salary



Deprivation of the annual

increment





REMARKS First Time

2nd Time

3rd Time

4th Time

Contraventions in respect to employee’s behavior

Fighting with Superiors and colleagues and causing disorder in the work place


daily basic salary


daily basic salary






of the previous contravention, which is of the same nature, the

contravention shall be treated like the first one.

Feigning illness


daily basic salary


daily basic salary





Refusing to undergo medical check ups


daily basic salary


daily basic salary





Disregarding Company safety and security regulations related to the work place

50% deduction of



daily basic salary





Writing on Company walls or posting advertisements

Written Warning

10% deduction



50% deduction of


Refusing security checks and inspection when deemed necessary

25% deduction of


50% deduction



salary



Collecting aid or donation for other parties without taking permission from the HR

Department and Concerned Department Managers

Written Warning

10% deduction



50% deduction of


Non delivery of the money collected for the Company within the appointed time

without any justification




daily basic salary




Refrain from wearing clothing and equipment scheduled for prevention and

safety Written Warning


daily basic salary





Intimidating other employees


daily basic salary


daily basic salary









REMARKS First Time

2nd Time

3rd Time

4th Time

Divulging " Confidential" information

related to Company to other employees or outside parties

Termination without EOSB, Compensation or Notice

- Inciting other employees to riot or

restraining them from performing their assigned work

Termination without EOSB, Compensation or Notice

Committing an act affecting honesty or honor Termination without EOSB, Compensation or Notice

If the contravention is repeated after six months

from the date of the previous contravention, which is of the

same nature, the contravention shall be

treated like the first one.

Attributing to others serious mistakes or misbehavior

50% deduction



daily basic salary





Fighting with others resulting in damages to employees and BTG properties


daily basic salary


daily basic salary

termination with EOSB Notify the concerned Police or

other authority if needed

16.2. Employees’ Violations and Warnings:

16.2.1. BTG will not take any action or issue any warnings after 30 days have passed since BTG discovered that the employee committed the violation.

16.2.2. Employees are encouraged to voice grievances for any action taken against them through the grievance /complaint handling processes.

16.2.3. Warnings, deduction related matters, and any other actions caused as a result of employee violations will be approved as follows:

All disciplinary actions for employees below Department Managers are to be approved by the HR Incharge.

All disciplinary actions for Department Managers and above are to be approved by the CHO and MD.




16.3. Personal Appearance & Dress Code

16.3.1. All BTG employees must adhere to the assigned dressing code, grooming, and cleanliness standards which contribute to the morale of all employees and reflects the proper image of BTG.

16.3.2. All BTG employees must abide by the following personal appearance and dress code guidelines:

Proper Thobe, Shimagh, Ekal, or Ghotra with adequate shoes or neat slippers. Proper belt, shirt, and trousers with adequate shiny shoes. Neatly combed hair. Neatly trimmed or fully shaved beard. Use of fragrance in proper amounts is permitted to take into consideration avoiding

strong fragrances. Avoid offensive body odor and ensure proper personal hygiene at all times. Avoid intense or out of the ordinary colors at all times. Female employee can wear a shirt and business pants or knee-length skirts. All attire

must be neat, clean and pressed

16.3.3. On Casual Dress Day (Thursday), employees can wear shirts or t-shirts with jeans and sports shoes.

16.3.4. Unacceptable Attire, Employees failing to meet dress code standards will be asked to leave the work place and fulfill dress code requirements. If the employee continued to violate dress code guidelines, further disciplinary actions will be taken.

Please note that the following are considered unacceptable attires:

Shorts Mini skirts Ripped, soiled, patched or stained clothing Clothing with vulgar language Exposed tops Open-toes shoes or sandals Sweat or stretch pants Low waist pants. Excessively short, tight or revealing clothing. Visible piercing (for men), body art or tattoos above the neck.




16.3.5. Employees who disregard the above mentioned personal appearance and dress code guidelines will be subject to the disciplinary actions stated in the table above.

16.4. Gratuities

16.4.1. Employees may only accept unsolicited gifts with a value not exceeding SAR 100, on a non-cash nature (e.g. calendars, mugs, and similar gifts of a token nature). It must be communicated to the Department Manager concerned and the HR Incharge.

16.5. Smoking:

16.5.1. Smoking is strictly prohibited in all offices and corridors of BTG.

16.5.2. All staff must observe instructions and BTG’s directives regarding smoking.

16.6. Drugs and Intoxicants

16.6.1. Any employee found to be under the influence of drugs or intoxicants will be subject to immediate termination from BTG.

16.6.2. Any employee involved in the sale of illegal or intoxicant drugs will be subject to termination from BTG.

16.7. Conflict of Interest:

16.7.1. All BTG employees are required to avoid both conflicts of interest and situations which appear to have conflicts of interest.

16.7.2. Employees must not have a direct /indirect personal interest in BTG’s business and operations to ensure their objectivity.

16.7.3. Employees are prohibited from dealing /influencing the dealing with a party in which they have direct or indirect personal financial interest.

16.7.4. BTG will not, in any circumstance, accept that any of its employees conduct any practice that could possibly conflict with BTG interest, specifically the following practices:

Establishing or running a private business during the employment period in BTG.

Engaging in businesses or employment by another company or individual with or without pay.

Accepting payment, commissions, and gifts from clients or from suppliers or any third party associated with providing ordinary or extraordinary practices, or services.

Making public all or any of the BTG confidential information.




16.7.5. All employees must avoid conflicts of interest. In the case where an apparent conflict of

interest develops, employees must disclose the facts promptly to their Immediate Supervisor or their Department Manager who will then contact the HR Incharge regarding the proper action to take.

16.7.6. BTG employees must not use the company’s facilities and properties, or working time to promote interests other than those of BTG.

16.7.7. Employees are not allowed to stay at BTG’s facilities beyond the official working hours without notifying the concerned Department Manager.

16.7.8. BTG employees must not disclose or use any confidential information gained in the course of employment with BTG for their own personal profit or advantage.

16.7.9. Employees who do not adhere to the conflict of interest policy will be subject to disciplinary actions as stated in the table above.

16.8. Business Ethics

16.8.1. It is BTG’s policy to conduct all operations in accordance with the highest business and ethical standards. Each employee is personally responsible for abiding by this policy.

16.8.2. False entries are not allowed in any records of BTG.

16.8.3. Records must be maintained at the highest level of integrity. Any instance of falsification will be dealt with strictly.

16.8.4. All employees of BTG must abide by the laws of the Kingdom of Saudi Arabia when conducting their work.

16.8.5. All employees must show concern for the society and its traditions in due course of business.

16.8.6. All employees must treat each other with professionalism, respect, and courtesy.

16.8.7. Any information concerning any company that BTG deals with is considered highly confidential and must not be communicated to third parties.

16.8.8. All employees must abide by the following Business Ethics guidelines:

Return copy machine and printer settings to their default settings after changing them.

Replace paper in the copy machine and printer paper trays when they are empty. Retrieve print jobs in a timely manner and be sure to collect all pages.




Be prompt when using the manual feed on the printer. Keep the area around the copy machine and printers organized. Be careful not to take or discard others' print jobs or faxes when collecting own

papers/faxes. Avoid public accusations or criticisms of other employees. Address such issues

privately with those involved or the Supervisor. Minimize unscheduled interruptions of other employees while they are working. Be conscious of voice pitch, and try to decrease voice when talking on the phone

or to others in open areas to avoid disrupting others. Keep socializing to a minimum. Try not to block walkways. Refrain from using inappropriate language. Monitor the volume of the voice mail or the speakerphone.

16.9. Harassment

16.9.1. BTG is committed to creating and maintaining an environment where all employees can work and learn in an atmosphere free of all forms of harassment, exploitation, or intimidation. Every member of BTG must know that the Company strongly opposes harassment, and that such behavior is prohibited both by local laws and by BTG’s policies.

16.9.2. An employee is considered engage in harassment if he intentionally:

Harms or intimidates another employee by malicious conduct; Subjects another employee to offensive physical contact; Interferes with or damages the property of another employee without permission or

a reasonable ground to believe that permission has been granted; and Subjects another employee to alarm by threatening to inflict physical injury or to

cause damage to the property of that employee.

16.9.3. BTG prohibits any form of harassment based on race, colour, sex, religion, sect, national origin, age, physical or mental disability and is committed to provide a work environment that fosters mutual respect and working relationship free of harassment by or toward an employee, supplier or consultant. Harassment should be construed as any inappropriate conduct that has the effect of:

Creating an intimidating, hostile, or offensive work environment; unreasonably interfering with an individual’s work performance; or Affecting an individual’s employment opportunity.




16.9.4. Forms of harassment include, but are not limited to, unwelcome verbal or physical advances and sexually, racially, or otherwise derogatory or discriminatory materials, statements, or remarks. Employees who believe they have been subjected to harassment should immediately report the incident to their line manager, higher management, or Human Resources Department.

16.9.5. Any employee, who is aware of harassment and condones it, by action or inaction, is subject to disciplinary actions.

16.9.6. BTG will respond promptly and effectively to reports of harassment, and will take appropriate and severe actions against employees that violate this policy.

16.10. Disclosure

16.10.1. Disclosure of information concerning present or former employees and clients to persons presently employed by BTG or to persons outside the company will be handled with the utmost discretion on a need-to-know basis.




17. GRIEVANCE /COMPLAINTS HANDLING POLICIES


17.1.1. BTG ensure handling and resolving employees’ grievances /complaints in a structured and consistent manner to facilitate creating a working environment of fairness and equality between all employees.

17.1.2. Employees will not suffer from any unfair treatment because they presented a grievance or complaint under the provisions of this policy.

17.1.3. Employees are encouraged to voice grievances /complaints through the complaint /grievance handling procedures. The objective should be to resolve the problems at the earliest stage.

17.1.4. Management will take severe actions against the employee if the grievance /complaint contain false accusations or are defamatory to BTG, the employee’s supervisors, or colleagues.

17.2. First Level Hearing

17.2.1. The employee initiates his /her own grievance /complaint (A written grievance /complaint needs to be submitted to the Personnel Officer for discussion).

17.2.2. The Personnel Officer conducts an investigation with the employee and any other concerned employees and then reply to the employee regarding the grievance /complaint within one (1) week maximum (The reply might be verbal or written, as appropriate).

17.3. Second Level Hearing:

17.3.1. If the matter was not satisfactorily addressed at the Personnel Officer level, then the employee has the right to appeal to the HR Incharge who will attempt to resolve the grievance /complaint within one(1) week maximum..

17.3.2. If the matter is not satisfactorily resolved at the HR Incharge level, then the employee has the right to seek the assistance of the CHO.

17.4. Third Level Hearing:

17.4.1. On submission of a written grievance /complaint by the employee, the CHO will notify the Concerned Department Manager that there is a pending grievance /complaint by an employee.




17.4.2. The CHO will schedule a meeting for all the parties involved to resolve the matter. At the meeting, the CHO, as a neutral mediator, will seek a solution which is acceptable to all parties.

17.4.3. The employee and /or his /her Immediate Supervisor have the right to bring in other employees within BTG as witnesses.

17.4.4. The CHO has five (5) working days after the meeting to respond in writing to the grievance /complaint.




18. GOVERNMENT RELATIONS POLICIES

18.1. Final Exit Visa

18.1.1. BTG will ensure a speedy process of issuing the final exit visa since it might enable BTG to acquire a better position in Netaqat program. This enhanced position will enable BTG to sponsor new employees, obtain work visas for Saudized jobs etc.

18.1.2. The Expeditor obtains the stamped final exit certificate from the governmental authorities after the employee departure.

18.1.3. All terminated or resigned employees that departed from the country will be cleared from BTG’s records in the Passports Authority, Labour Office and GOSI within thirty (30) days from the date of departure.

18.2. Family Member Addition

18.2.1. The concerned employee shall provide all necessary information required for his family member addition.

18.2.2. All fees required for the addition of the family members will be paid by BTG and based on the employee contract.

18.2.3. The Government Relations Supervisor is responsible for ensuring the eligibility of the employee to sponsor his family members as per the employee’s profession on his Iqama.

18.2.4. The Personnel Officer will maintain a copy of the residence permit in the concerned employee’s file.

18.3. Issuance of Saudization Certificate:

18.3.1. BTG aims to polarize and domesticate Saudi competencies and give them priority in recruitment.

18.3.2. BTG aims to keep Saudi employees with asteriated performance.

18.3.3. BTG aims to maintain the Silver /Green status in Netaqat program to facilitate all of its governmental transactions. Maintaining such status is directly linked to the Saudization percentage in BTG.




18.4. Lost /Stolen Residence Permit

18.4.1. The concerned employee should inform the local authority through a written report in case he loses his residence permit or it got stolen.

18.4.2. The employee is required to publish an announcement in the newspapers indicating losing his Iqama.

18.4.3. All fees required for publishing lost residence permit announcement in the newspapers are to be paid by the concerned employee.

18.4.4. The concerned employee will be charged with all required fees for issuing his replacement residence permit.

18.5. New Employee Sponsorship Transfer

18.5.1. Sponsorship transfer expenses for all employees joining BTG are covered by BTG at a maximum of SR 2000, remaining amount if any, shall be covered by the employee concerned.

18.5.2. Any locally hired employee must provide a letter of sponsorship transfer approval (release), signed and formally authenticated, from the current sponsor to complete the hiring process at BTG if the company from which the employee is transferred is in the green or silver status as per Netaqat program and BTG is in the green or silver status.

18.5.3. Any locally hired employee can be transferred under the sponsorship of BTG without any approvals from the current sponsor if the current sponsor is in the yellow status as per Netaqat program and haven’t moved to the green or silver status within the grace period, while BTG is in the green or silver status.

18.5.4. Any locally hired employee can be transferred under the sponsorship of BTG without any approvals from the current sponsor if the current sponsor is in the red status as per Netaqat program and BTG is in the green or silver status.

18.5.5. New employee sponsorship will be transferred within a maximum period of three (3) months (probation period).

18.6. Previous Employee Release Approval

18.6.1. All terminated or resigned employees that transferred to other sponsors must be cleared from BTG’s records in the passports authority, Labour Office and GOSI within thirty (30) days of the transfer date.




18.6.2. Under the new Netaqat program, BTG should maintain the green or silver status to be able to control the sponsorship status of its employees.

18.7. Work /Visit Visa Issuance

18.7.1. The Expeditor handles all work visa requests. He starts the visa issuance transactions as requested once a new hire (expatriate) is approved for employment.

18.7.2. The Expeditor handles all visit visa requests. Visit visas are issued for guests visiting BTG for work-related purposes.

18.7.3. BTG coordinates all the necessary arrangements to obtain residence and business visas for all employees (including their family members) on a permanent basis pending BTG status in Netaqat program.

18.7.4. The Expeditor informs the expatriate employee of the visa number and provides him with all the required documents in order to follow up with the Saudi Arabian Embassy or the respective visa issuing office in his country.

18.8. Renewal of Residence Permit

18.8.1. The renewal of the residence permit depends on the BTG status in Netaqat as follows:

Status is green or silver then renewing Iqamas will be facilitated. Status is yellow then the Iqama can be renewed if the employee did not spend six (6)

years in KSA otherwise the employee will be granted a grace period to either transfer his Iqama or proceed to the final exit.

Status is red then BTG will not be able to renew its employees’ Iqamas.

18.8.2. The Government Relations Supervisor will continuously update a list of employee(s) who are entitled for residence permit renewal at least three (3) months prior to the Iqama(s) expiry dates.

18.8.3. All residence permits and passports must be reviewed for validity on a monthly basis and each residence permit approaching expiry within three months will be put up for renewal.

18.8.4. BTG will pay the required fees for residence permit renewal for all expatriate employees in addition to late fees and penalties if BTG is responsible for the delay.

18.8.5. The Personnel Officer maintains a copy of the renewed employees’ residence permit in the concerned employees’ file.

18.8.6. Passport renewal is handled by the employee himself /herself.




18.9. Residence Permit Issuance (Iqama)

18.9.1. The availability of residence permits is subject to the Saudi Labour Law, government policies and BTG status in Netaqat program.

18.9.2. Residence permits are processed and completed by the Expeditor to guarantee a legal presence for employees.

18.9.3. BTG pays the required fees for all government related employment issues required for the employee to commence work.

18.9.4. BTG ensures enrolling the employee in BTG medical insurance scheme and issuing the employee labor card prior to issuing the employee residence permit.

18.9.5. BTG pays the medical examination fees required for new employees prior to joining BTG.

18.10. Exit Re-Entry Visa

18.10.1. The Expeditor will obtain the exit re-entry visa, according to Labour law, for every expatriate employee who is aiming to travel from Saudi Arabia for personal or business related purposes.

18.10.2. Single exit re-entry visas are conducted without any approvals however; multi-entry exit re-entry visas must be approved before issuing such type of visa.

18.10.3. BTG will pay the required fees for Exit Re-entry Visas for the employee’s annual leave and business trips.

18.11. General Organization for Social Insurance (GOSI)

18.11.1. The Saudi Arabian Social Insurance Law provides annuity, death, and disability benefits to eligible participants.

18.11.2. BTG’s computation of social insurance is in accordance with the concerned rules and requirements of GOSI, which are:

Saudis: BTG contributes eleven (11) % of the Saudi employee’s monthly salary (basic and housing allowance), two (2) % of which covers work related injuries and the remaining nine (9) % is utilized for retirement benefits. In addition, the Saudi employee contributes by nine (9) %. In total, twenty (20) % of the Saudi employee’s salary is paid to GOSI; nine (9) % by the employee himself and eleven (11) % by BTG.

Non-Saudis: BTG contributes two (2) % of the employee’s monthly salary (basic and




housing allowance) on behalf of its non-Saudi employee to cover work related injuries.

18.11.3. BTG shall, for all of its employees, calculate and deduct the GOSI contributions as part of the payroll processing.

18.11.4. The Payroll Officer /Accountant are responsible for processing GOSI contributions, as well as administering and monitoring GOSI records in conjunction with the Finance Department.

18.11.5. BTG is required to update its GOSI records thus adding or deleting employees on a monthly basis.

18.11.6. BTG is required to update its GOSI records thus updating its employee salaries on an annual basis.




19. EMPLOYEE FILE POLICIES

19.1. Each employee in BTG is assigned a number. This number will be used as the employee personnel file number when the personnel file is created.

19.2. The Personnel Officer is responsible for maintaining employees’ personnel files in accordance with legal requirements and BTG policies and procedures. The employee’s personnel file includes the following information:

Employee application form Academic certificates Recommendation letters Employee CV and photos Employee employment contract Employee payroll information Copies of employee identification card or passport Copies of employee direct dependents’ identification cards or passports, if any Warning letters, if any Annual leave requests Performance evaluations Salary adjustments Career development plans Training history Medical Exam Results Other information as deemed necessary by BTG

19.3. The employees’ personnel information will be maintained in a database as a backup to the original file in case the original file was lost. Access to the system should be governed by password levels to permit only authorized employees to view, edit or delete any information in the system.

19.4. Employees’ personnel files will be maintained in a safe, fire-proof cabinet or room with restricted access.

19.5. Due to the personnel files’ confidentiality, the HR Incharge is the only responsible authority to approve any access to these files.

19.6. The Personnel Officer will ensure that only authorized employee’s access employee files.

19.7. The Personnel Officer will accompany employees accessing employee files to ensure that confidential documents are not lost or copied.




19.8. The Personnel Officer maintains a log to record access to employee files indicating which employee accessed which file(s).

19.9. BTG employees must immediately inform the Personnel Officer of any changes to their home addresses, telephone numbers, mail addresses, bank accounts, changes in personal status, etc. to ensure that their file is updated.

19.10. The Personnel Officer is responsible for maintaining and updating employee’s personal file accurately throughout their employment period.




20. LEAVE MANAGEMENT POLICIES

20.1. General Guidelines

20.1.1. This Policy covers all recognized leave types; Annual, Sick, Emergency, Education, Marriage, Maternity and Unpaid.

20.1.2. The employee shall not work with or without pay for any other company /business during any type of leave. If proved otherwise, BTG has the right to stop and /or retrieve annual leave payment in addition to further disciplinary actions.

20.1.3. Any non-Saudi employee traveling abroad on any type of leave must submit his/her Iqama (Saudi Residence Permit) to Government Relations Department (GR). The employee shall receive his /her Iqama back upon return to work.

20.1.4. If the employee exceeds the approved leave duration, the concerned Department Head and HR Incharge shall decide to apply either of the following:

Consider exceeded days as an unexcused absence and consequently deduct them from the employee’s leave balance. If such deduction is not applicable, salary deduction shall apply.

In addition to the above, further disciplinary actions shall apply in line with the approved Disciplinary Action Table.

20.1.5. The total leave duration shall be considered as unexcused absence and processed accordingly if:

The employee fails to provide an authorized medical report to support his /her need for a sick leave.

The employee chooses to leave for an emergency leave without obtaining the required approval.

The employee fails to provide supporting documents to justify his/her need for any of marriage, emergency or education leave.

Proved that the employee had not taken examination(s) while he is on an education leave.

20.1.6. All leaves transactions shall be reported to HR Department for necessary processing.

20.1.7. BTG has the right to request supporting documents proving the employee’s need for an emergency, education, marriage or unpaid leave.




20.2. Public Holidays

20.2.1. BTG grants the following official public holidays with full pay.

Eid Al-Fitr Eid Al-Adha KSA National Day

20.2.2. The HR Department will announce the details concerning the start and the end dates of the public holidays.

20.3. Annual Leave

20.3.1. The leave is a contractual right as specified in the employment contract. However, leave entitlements are directly related to the operating requirements of BTG and, therefore, must be scheduled according to those requirements.

20.3.2. Employees must submit their annual leave request to their Immediate Supervisor /Concerned Department Manager four (4) weeks minimum prior to the leave.

20.3.3. Employees are eligible for a fully paid leave as stipulated in their contract. They are allowed to split their annual leave into phases as specified in their contract according to their work requirements and based on the approval of the Concerned Department Manager.

20.3.4. Public holidays falling within the annual leave period are not considered as part of the annual leave.

20.3.5. In the event that an employee’s service with BTG ends, the employee is entitled to receive monetary compensation for the accumulated unused vacation days for the period of untaken vacation of unused leave entitlements. The employee final pay settlement will be adjusted accordingly.

20.3.6. If an employee, for unavoidable reasons, fails to return from the leave on time, then he must notify (in writing) his /her Immediate Supervisor of the delay instantly and inform them of the expected date of his /her return.

20.3.7. The employee must notify HR Department about his /her return from leave as appropriate with a copy to Immediate Supervisor.

20.3.8. An employee who returns late from a scheduled leave period without a valid reason will be subject to disciplinary actions.




20.3.9. If the employee is requested to interrupt his /her leave to resume duty, he /she will be reimbursed for the transportation costs and any other actual costs he /she incurred during this recall subject to providing the supporting documents. The employee leave entitlement will be deferred.

20.3.10. It is mandatory for all BTG employees take their Annual Leave.

20.3.11. Employees should not be allowed to carry more than ten (10) working days every year. However for those employees who currently have vacation balances exceeding the above mentioned working days, HR will coordinate with their respective department heads to utilize such leave days balances based on an agreed schedule.

20.3.12. If an employee was not able to enjoy his annual leave days during a specific year due to work commitments, a period of extension starting from January up to March 31 of the next following year, will be provided to allow the employee to utilize his annual leave days, in light of article 20.3.11.

20.3.13. The Employee is entitled for a paid annual leave as per the benefits matrix indicated earlier in this manual.

20.3.14. The employee may not receive cash in lieu of his /her annual leave days during the service period.

20.3.15. BTG has the discretion to schedule employees’ annual leaves to ensure smooth operations and work requirements fulfillment in which case, employees are notified of their annual leave schedule thirty (30) days in advance.

20.3.16. Department heads have the sole authority of approving /disapproving any annual leave request and coordinating their employees’ annual leave schedules.

20.3.17. Prior to the annual leave, the employee is required to make necessary arrangements to handover all work tasks to his /her substituting personnel. Such handover shall be under the direct superior’s supervision.

20.3.18. If the employee’s annual leave would disrupt smooth work operations and /or work requirements fulfillment, BTG may at its discretion postpone the leave for ninety (90) days maximum and if further postponement is required, the employee’s written consent must be obtained.

20.3.19. The employee is not entitled for annual leave payment in lieu thereof if Employment Contract is terminated during the probationary period.

20.3.20. If an employee’s Employment Contract is terminated prior to his /her annual leave entitlement, annual leave payment calculation shall be pro rata the actual worked days.




20.3.21. No employee is allowed to have a negative annual leave balance, unless both HR Incharge and concerned Department Head, determine that the term of service with the company is sufficient to justify such case.

20.4. Unpaid Leave

20.4.1. Unpaid leave can be taken only if, an exceptional approval is obtain from the MD, the employee has been in service for two(2) years minimum and no annual leave balance is available.

20.4.2. Unpaid leave shall not exceed three (3) months maximum and it shall be subject to the approval of both Department Head and CHO.

20.4.3. During unpaid leave, employee’s salary and salary related benefits should cease until employee’s return from leave.

20.4.4. No Annual Leave credit will accrue while an employee is on Unpaid Leave.

20.4.5. The duration of unpaid leave shall be exempted from End of Service Award calculation and service duration.

20.5. Sick leave

20.5.1. If an employee is sick, injured or for any reason unable to work, he must ensure that his /her Immediate Supervisor is informed of the situation as soon as possible.

20.5.2. For any period of absence an employee is required to forward a medical report to the HR Department.

20.5.3. An employee, whose illness has been proven, is eligible for a paid sick leave as follows:

Up to thirty (30) calendar days of absence per contract year with full pay for absence from work due to an accident or sickness.

Up to an additional sixty (60) calendar days of such absence per contract year with three-quarters pay.

Up to an additional thirty (30) calendar days of such absence per contract year without pay.

In case the employee sickness extends for more than one hundred twenty (120) days, the employee will be referred to a medical committee which will decide if the employee is fit to continue his /her service with BTG.

If the employee sustained an occupational injury or illness, he /she shall be compensated by the General Organization for Social Insurance (GOSI).




The employee may add to his /her sick leave, additional days from his /her annual leave days, in light of the above mention Annual Leave Policy.

20.5.4. If the employee becomes ill during his /her annual leave which forced him /her to extend his /her leave, he /she must submit an attested Medical Report from the concerned official authorities including a detailed description of the illness, date of sickness and the granted sick leave. If the HR Department is not convinced of the submitted Medical Report, the extension may be accepted as part of his /her accrued or unpaid leave.

20.5.5. BTG recognizes medical reports issued by hospitals /medical centers that are associated with Medical Insurance Provider’s Policy.

20.5.6. Any absent employee due to medical /health reasons must provide HR Department with a medical report from a recognized hospital /medical center.

20.5.7. If an employee is sick with a contagious disease, he /she is restricted from reporting to work until decided by an authorized hospital /medical center that he /she is totally cured and such disease may not infect other employees.

20.5.8. If an employee is sick during a business travel, he/she is considered in a sick leave as long as supporting medical reports are provided.

20.6. Emergency leave:

20.6.1. Emergency leave is not accumulative and unused emergency leave for any year shall not be compensated nor forwarded to the following contractual year.

20.6.2. Emergency leave may not be availed together with any other type of leave except day offs. However, if day offs fall within that leave, they will be considered part of it.

20.6.3. The employee shall submit to his /her superior the necessary documentation proving the occurrence of such emergency upon returning to work. Department head shall report the emergency leave to HR for further necessary action along with the submitted documentations.

20.6.4. All emergency leaves are paid in light of their respective Policies hereunder:

20.6.5. New Birth: Three (3) days emergency leave for the male employee in the case of a new childbirth.

20.6.6. Death: Five (5) days emergency leave in the case of death of any of the employee’s first degree relatives: mother, father, wife, siblings or any of the employee’s children, or




20.6.7. Fifteen (15) days emergency leave in case of death of the female employee’s husband according to Saudi Labor Law Policies.

20.6.8. In case of death of the husband, a Muslim Female employee is entitled for the religious mourning period of four months and ten days. She is also entitled for half of her wage according to Saudi Labor Law policies. The non-Muslim female employee is entitled for mourning period of 15 days with full pay.

20.6.9. Marriage Leave. Upon an employee’s marriage, a paid leave for a period of five (5) days and is applicable for one marriage only during the employee’s service period.

20.6.10. Maternity Leave.

Upon providing BTG with the probable date of delivery, the female employee is entitled for four (4) weeks immediately preceding the expected date of delivery and the six (6) weeks immediately subsequent to the actual date of delivery. The probable date of delivery shall be determined by an authorized hospital /medical center that is associated with Medical Insurance Provider’s Policy. The female employee has the right to extend her leave for a period of one more month without pay.

In case of female employee delivering a sick child or with special needs which requires certain and constant attention, the said employee has the right to extend her vacation for one more month with full pay subsequent to maternity leave date and also she has the right to extend her vacation for one more month without pay.

If a female employee fails to return to work after the expiration of the approved maternity leave, her employment status shall be reconsidered unless excused by both Department Head and CHO.

20.6.11. Hajj: Muslim employees will be entitled to a paid leave of Ten (10) days in addition to the public holiday, if they wish to perform Hajj. The employee is entitled for this leave only once during his /her employment at BTG, provided that he /she has been in service for not less than two(2) continuous years.

20.6.12. Patient Accompaniment: If an employee’s eligible dependent requires medical treatment within or outside the Kingdom, the employee may be granted a paid leave of up to five (5) working days per year to accompany the dependent during the treatment.

20.7. Professional / Educational Leave

20.7.1. BTG encourages all staff to attend relevant conferences and Retail related educational programs inside and outside the Kingdom in order to improve their skills, professional knowledge and to provide maximum quality service to BTG clients.




20.7.2. Professional /Educational Leave is a privilege as stipulated in the employment contract. The provision of such leave is at the sole discretion of BTG and will be in accordance with this policy and its underlying procedures.

20.7.3. All expenses and airfares regarding the educational leave will be handled by the employee. The employee is required to submit a certificate of attendance upon his /her return.

20.7.4. Each employee is eligible for five (5) working days Professional /Educational leave per contractual year which has to be reviewed and approved by the Concerned Department Manager and CHO. Such educational leave is granted in addition to the normal annual leave.

20.7.5. Professional /Educational Leave may be taken in conjunction with earned vacation and public holidays, if work schedule permits.

20.7.6. Each employee must submit the Professional /Educational Leave Request at least 4 weeks prior to the scheduled departure. A formal request detailing the course, its location and duration along with the appropriate attachments and supporting documents must accompany the Professional /Educational Leave Request.

20.8. Examination Leave

20.8.1. An employee who is pursuing his /her studies at an educational institute or university and is required to sit for an examination will be granted a leave with full pay for the actual number of days of the examination. If the employee will repeat the exam then he will not be entitled to the examination leave.

20.8.2. Furthermore, an employee should submit the following documents to gain his /her leave:

Certificate of enrollment at the educational institution. Evidence of attendance for all days of the examination (to be submitted after

returning from the exam).

20.8.3. The employee is required to submit the examination leave request at least 15 days prior to the examination date.

20.8.4. Unless approved by both of the concerned Department Head and HR Incharge, if proved that the employee had not taken the examination, the leave shall be considered unexcused absence and consequently deducted from the employee’s regular leave balance. If not applicable, salary deduction will be applied.

End of HR Policies & Processes Manual

Prepared by Fayez Saadeh Edited by: Rolly Viernes Garais Reviewed by: Talal Alaidaroos Reviewed by: Khaled Sultan Approved by; Hatim Mouminah

Documents

HR Policies & Processes Manual - BTAThrappsrv.bt-at.com/MenaITech/application/hrms/MenaImages/... · DOCUMENT NO.: HR POLICIES & PROCESSES MANUAL HR P& M-01 EFFECTIVE DATE: January