hr manual formate

7/24/2019 HR Manual Formate

1/57

HR ManualAPPENDICES

INTRODUCTION

THE NEW SBCGT,,,

1. CONDITIONS OF SERVICE

Contract of Employment..

Working hours.Duty Station.

Confidentiality.

2. RECRUITMENT AND SELECTION POLICY

Introduction.

Objecties

!ecruitment "uthorisation #rocedure.$e%ly Created or !estructured #ositions

Employment #rocedureEmployment Interie% #anel...

"ge...

"ppointment.#ersonal Data

Staff &ransfer

Induction..

3. PERFORMANCE MANAGEMENT POLICY

Introduction..Objecties.

!esponsibilities of 'anager(Superisors.

&he #erformance 'anagement #rocess

).*.+ #erformance #lanning ).*., 'onitoring....

).*.) #erformance Summary

).*.* !ecognition..

. TRAINING AND DEVELOPMENT POLICY

*.+ Introduction..*., Objecties

*.) #rocess and Criteria.

!. LEAVE POLICY


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". DICIPLINARY CODE

Introduction..#rocedure and Documentation.

Special Cases

Classification of Offences

-.*.+ "bsenteeism

-.*., Offences related to Control at Work

-.*.) Offences relating to indiscipline or disorderly behaior.-.*.* Offences related to dishonesty.

-.*. Industrial "ction..

-. #enalties-..+ /erbal Warning

-.., !ecorded Warning-..) Seere Warning

-..* 0inal Warning..

-.. Dismissal..-..- Demotion..

-..1 &ransfer

-..2 "lternatie #enalty to Dismissal..

-..3 Dismissal #rocedure.

Disciplinary "ppeal #rocedure

#. GRIEVANCE POLICY

Introduction..Objecties.

#rocedure and 4uideline..

$. TERMINATION OF EMPLOYMENT POLICY

2.+ Introduction...

2., &ermination by $otice.2.) !etirement.

2.* Death of Staff 'ember.

2. Certificate of Serice2.- Discharge 0orm.

%. RETRENCHMENT POLICY


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3.+ Introduction...

3., Objecties.

3.) Consultation..3.* "ssistance from S5C4&

3. !etrenchment #rocedure

1&. COMPENSATION POLICY

11. POLICY FOR TEMPORARY EMPLOYEES

++.+ Introduction

++., "ppointment..

++.,.) &erms of Serice.++.* Short &erm Consultants.

12. HEALTH AND SAFETY POLICY

+,.+ Introduction

+,., Objecties..+,.) Security..

+,.* 0irst "id.

+,. /isitors+,.- Smoking..

+,.1 Emergencies

+,.2 Office Serices

13. STAFF MOVEMENTS

+).+ &ransfers.+)., Out of Station &rael on Official Duty

+).) Oerseas &rips.

+).* &rael "dances.+). !eimbursement of E6penses

1. HIV'AIDS POLICY

+*.+ Introduction.

+*., Objecties

+*.) !ights of #ositie Employees.

1!. SUCCESION PLAN POLICY

+.+ Introduction..

+., Objecties

+.)#rocedure..


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A(()n*+)-

"ppendi6 +7 Contract of Employment"ppendi6 ,7 Employment "uthori8ation 0orm

"ppendi6 )7 Employee #ersonal Data 0orm

"ppendi6 *7 Supply up%ard 0eedback for Employees

"ppendi6 7 Supply up%ard 0eedback for Superisors"ppendi6 -7 Study 9oan "pplication 0orm

"ppendi6 17 Complaint 0orm"ppendi6 27 $otice of Disciplinary :earing

"ppendi6 37 4rieance 0orm

"ppendi6 +;7 0ield &rael and "uthorisation 0orm"ppendi6 ++7 Oerseas &rael 0orm

"ppendi6 +,7 !econcile &rael and !elated costs


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O/ S0u0u)

Ba* Tu-0))-

CEO

0in < "dmin 'gr. =+>

"ccountant =+>

Operations 'gr. =+>

Snr. Credit Officer =+>:uman !esources Officer =+>

"dmin.< "cc. "ss. =,>

Internal "udit

'essenger(Cleaner =+>

Credit Off . Wnk.=)>

Outreach Off.$orth =,>

Outreach Off Coastal =,>

=,>

"dmin. "ssistant. =+>

Credit Office. "ssistant=+>


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1. CONDITIONS OF SERVICE POLICY

1.1 Cn0a0 E(l4)n0

" Contract of Employment stipulating all the conditions of employment shall be signed by all

employees on the first day of employment. See "ppendi6 +.

1.2 W5+n/ Hu-

The workweekcomprises a minimum of *; hours? beginning 'onday and ending 0riday ofeach %eek. &he official %orking hours are form 2h;;am to +1h;;pm %ith one hour brakebet%een +)h;; and +*h;; for lunch. Each employee is re@uired to put in at least eight hoursper day. :o%eer the nature of %ork may re@uire some ariation and e6tension of these times.&he Chief E6ecutie Officer or his(her delegate must approe any deiation fromthese hours. !efer to Section ,1 of the 9abour "ct? +33, ="ct - of +33,>.

1.3 Du04 S0a0+n

Duty station shall be stated in the letter of appointment and any transfer to other field offices

shall be communicated in %riting. &he %orkstation for each member of staff shall be specified

in the letter of appointment. Employees %ill ho%eer be re@uired to report to the S5C4& :eadOffice before proceeding to their place of posting. &hey shall meet their trael costs to :ead

Office %hile S5C4& shall meet the trael costs from :ead Office to the place of posting.

Where the employee is to report straight to their %orkstation? the employee shall meet the

trael costs. &ransfers are fully discussed in the policy for Staff 'oements.

1.3 Cn+*)n0+al+04

"ll information related to S5C4&As operations or future endeaours? shall be treated %ithudmost confidentiality.


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2. RECRUITMENT AND SELECTION POLICY

2.1 In0*u0+n

!ecruitment and Selection aim to search and hire suitable candidate to fill acancies in S5C4&

%ith the ie% to satisfying human resources needs. &he search may be internal and(or e6ternal.

"ny position %ithin S5C4& that become acant %ill be filled? on completion of a re@uisition

form by the immediate superisor. !estructured on ne%ly created positions %ill only beactiated upon approal from the board.

&he success and adaptability of a Company depends upon the recruitment of employees %ho

are fle6ible? adaptable and committed to the success of the S5C4&.

2.2 O67)0+8)-

&his section aims to promote and maintain high standards of professional recruitment practiceby encouraging recruiters to adhere to best practices.

Its purposes are to7

a> Ensure that recruitment is considered an essential part of the human resourceb> Strategy and conse@uently an integral part of the oerall business strategyB

c> Ensure and e6plain best practice for all types of recruitmentB

d> 'aintain professional standards %hether recruits are easy to findB

e> Ensure that e@uality of opportunity is considered an integral part of goodrecruitment practices and procedureB

2.3 R)u+0)n0 Au09+:a0+n P)*u)

Au09+-a0+n

"ll authorisation procedure detailed belo% must be completed prior to the commencement on

any recruitment procedure.

a> #rior to the employment of any employee the Employment "uthorisation 0orm="ppendi6 ,> must be completed.

b> &he employment of all indiiduals for budgeted positions %ithin S5C4& mustbe authorised by the Department :ead and Chief E6ecutie Officer.

c> Employment of #ersonnel to the position of 'anager of Departments %illre@uire the authorisation of the Chief E6ecutie Officer.


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P)*u)

a> &he Department 'anager %ill complete the Employment "uthorisation form.

b> &he Department 'anager is responsible to ensure correct authori8ation

procedures hae been complied %ith.

c> &he Department :ead %ill proide the :uman !esources Officer %ith a fully

authorised Employment "uthority 0orm and instruct commencement of

!ecruitment.

d> &he :uman !esources Officer %ill control that the correct authorisation has

been obtained. When all is in order they shall commence the recruitment

process.

2. N);l4 C)a0)* R)-0u0u)* P-+0+n-

Au09+04 -9all 6) 8)-0)* +n 09) Ba* 0 n-+*) ) "ctiation of a position shall be allo%ed by the submission of an Employment

"uthorisation 0orm by the Department 'anager to the :uman !esources

Officer.

b> Once the need to fill a acancy has been identified? the Department 'anager

%ill submit a motiated recommendation to the 5oard for the actiation of theposition.

c> Internal "dertisements shall be sent ia email or other means to all employeesby the :uman !esources Officer? %hile e6ternal adertisements shall be placed

in specified local ne%spapers.

2.! E(l4)n0 P)*u)

a> &he :uman !esources Officer shall receie all applications for employment and

shall ackno%ledge receipt thereof in %riting. "ll applicants for employmentshall be addressed to the :uman !esources Officer.

b> &he :uman !esources Officer shall sort all applications that meet the minimumappointment re@uirements as adertised? and then for%ard these applications to

the Department 'anager concerned? together %ith a full list of all applications

receied.


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c> &he Department 'anager? in consultation %ith the :uman !esources Officer?

shall dra% up the shortlist of candidates for interie%ing.

d> &he :uman !esources Officer shall inite the short listed candidates for

interie%s? and %ill ultimately make a recommendation to the Chief E6ecutie

Officer for appointment.

e> S5C4& shall bear subsistence and trael and trael e6penses of short listed

candidates from places other than the duty station. " summary of the interie%sshall be prepared by the :uman !esources Officer and kept for record purposes.

f> &he :uman !esources Officer shall ensure that !eference Check on shortlist

candidates is done? an* then the employment offer in consultation %ith thereleant Department 'anager to the selected candidate %hich upon acceptance

shall be follo%ed by an appointment letter signed by the Chief E6ecutie

Officer or his(her delegate. Once the selected candidate has accepted the

employment offer? the :uman !esources Officer shall send regret letters to allthe unsuccessful candidates.

2." E(l4)n0 In0)8+); Pan)l

&he Employment Interie% #anel shall be proided %ith the ground rules of and proceduresfor interie%ing =by the :uman !esources Officer> prior to the actual commencement of

interie%s.

&he #anel shall consist of the follo%ing persons7

a> &he Department 'anager concerned

b> &he :uman !esources Officerc> 0or 'anagement #ositions the CEO as %ell as a selected 5oard 'ember shall

attend

2.# A/)

S5C4& shall? in terms of section *,=b> of the 9abour "ct +33, "ct - of +33,>? not

employ any person under the age of =+-> years.

"pplicants of si6ty =-;> years and older can only be appointed on approal by the Chief

E6ecutie Officer or by the 5oard. Employees so appointed can only be appointed can only

be appointed in a temporary capacity? and such cannot become members of the pension 0und.

2.$ A((+n0)n0

"ll staff %ill be appointed by the S5C4& 5oard of &rustees or as delegated


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Letters of Appointment:&he formal letter of appointment %ill bear the signature of the Chief

E6ecutie Officer or as delegated. &he letter shall re@uire the signature of the appointee before

the appointment is considered effectie.

Job Description:On appointment? an employee shall be gien a job description. &his shall

specify the scope and terms of reference for their position. Each member of staff is e6pected todeote their time and attention to their %ork and not engage in actiities that may conflict %ith

S5C4&As interests or negatiely affect their performance. ob Descriptions shall be reie%ed

yearly.

Probation:"ny appointment made on S5C4& shall be subject to a probation period as

specified in the letter of appointment. One month to%ards the end of the probation period?

employeeAs immediate superisor shall make an appraisal report recommending a confirmationor termination of the employeeAs serices. Where necessary? the probation period may be

e6tended as considered necessary by S5C4&. "n employee %ho is on probation may hae his

appointment terminated at any time %ithout notice. In the eent of such termination? the

employee is paid for the period %orked up to the time of terminationConfirmation of appointment. On recommendation from the immediate superisor? the Chief

E6ecutie Officer shall in %riting? confirm the appointment

Duration of employment:nless other%ise stated? employment for all staff shall be on

permanent basis subject to satisfactory completion of the probation period and aailability offunds.

2.% P)-nal Da0a

On acceptance of an appointment? the ne% staff member is re@uired to complete the Employee

#ersonal Data form =See "ppendi6 )>. $e% employees must also furnish S5C4& %ith a

declaration of dependants? that is spouse and o%n childrenB ne6t of kin and proidephotocopies of certificates and other testimonials.

"ny changes in personal status shall be reported promptly to the :uman !esources Officer bycompleting a fresh #ersonal Data 0orm. Staff records and related correspondence shall be

treated confidentially at all times.

2.11 In*u0+n

"ll ne% staff shall undergo induction training to assist them in the process of becoming

integrated to the institution %ithin the shortest time possible. &he respectie immediatesuperisor in collaboration %ith the :! Officer shall conduct induction training. See checklist

for induction as "nne6ure7


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3. PERFORMANCE MANAGEMENT

3.1 In0*u0+n

Decisions concerning career deelopment? promotion? succession planning and compensationdepend on information proided through effectie performance management. &he ne% S5C4&

%ill therefore ensure that all ne% employees understand the re@uirements of their jobs as %ell

as the e6pected results. &he actual assessment of ho% %ell they hae done %ill be undertakenat the end of each year through a comprehensie appraisal of their performance in relation to

these e6pectations.

3.2 O67)0+8)-

Staff appraisal is often ie%ed as a punitie measure %here most junior staff looks it as a time

%hen their seniors %ould get een %ith them for %hateer reason. S5C4& %ill therefore seek

first to promote a healthy understanding of this process in terms of being an aenue to promotedialogue bet%een staff and management as %ell as a system through %hich specific needs ofstaff are identified and brought into the limelight. Specifically? the appraisal process at S5C4&

%ill be undertaken to7

a> reie% performance of the staff against assigned tasks and responsibility

b> identify the areas of %eaknesses and proide positie feedback to the staff on

their indiidual and team performanceBc> identify the areas of strength in each staff

d> identify staff %ho can be deeloped to take up increased responsibilities

e> identify the staff training needs

f> create a basis for re%arding superior performanceg> plan for the follo%ing year

3.3 R)-(n-+6+l+0+)- Mana/)-'Su()8+--

'anagers(Superisors are responsible for conducting substantie discussions and taking

conclusie performancerelated actions. &hese actions include selecting or

a> deeloping performance plans?

b> communicating outcomes and e6pectations to employees?

c> establishing employeesF deelopment plans?

d> proiding performancerelated feedback to employees at prescribed interals?e> preparing endofcycle summaries?

f> and discussing the summaries %ith employees.

3. T9) P)an) Mana/))n0 P)--=

).*.+ #erformance #lanning).*., 'onitoring


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).*.) #erformance Summary

).*.* !ecognition

3..1 PERFORMANCE PLANNING=

" #erformance #lan is a %ritten document bet%een an employee =or team> and his or hermanager. &he performance plan describes %hat has to be done during the performance cycle?

ho% %ell it has to be done? and ho% the accomplishment %ill be measured. &his part of the

plan is based primarily on the goals of S5C4& and the employeeFs job description

#erformance 'anagement shall be a continuous process %ith the follo%ing timeframes

attached7


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OCTOBE

#erformance Summary from preious yeara> Superisor proides a consolidation of employee accomplishments throughout

the performance cycle? synopsis of formal feedback receied during the

performance cycle? and highlights of deelopmental actiities undertaken duringthe period.

b> Employee proides a selfassessment of accomplishments

=outcomes(e6pectations and deelopmental actiities> completed during theperformance cycle.

Description of "ctual #erformance

'ajor "ccomplishments Identify the most important accomplishments

achieed during this performance cycle that applies directly to you position.

Other "ccomplishments Identify other accomplishments achieed during

this performance cycle.

#erformance #lan jointly deeloped for upcoming yeara> Superisor proides %ork assigned to Department? %ork assigned to employee?

goals(objecties for Department =cascaded do%n from organi8ational goals>?

and any other needs for accomplishment of departments goals(objecties.b> Employee proides o%n objecties for accomplishment of S5C4&(Departments

goals(objecties and indiidual deelopmental needs? if any? for upcoming

performance cycle.c> !e@uired resources to accomplish the assigned %ork and objecties that are

identified %ithin the jointly deeloped performance plan.

DECE!BE

Checkin meeting =!e@uested by employee>

a> Check the performance plan for reasonableness against the plan based on )months e6perience? modify if necessary

b> Employee informs superisor of resource needs? if any? re@uired to accomplish

agreed upon performance plan

E6amples7 Skill setB timeB e@uipment etc.


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AP"L

'id cycle meetinga> 0ormal feedback session

b> Employees proide self assessment to supplement superisorsF assessment

J#L$

a> Employees supply up%ard feedback? through an anonymous automated system?%hich goes directly to the superisor. 0orm to be completed attached as

"nne6ure

b> Superisors supply up%ard feedback to their managers through an automatedsystem? anonymity determined by superisors. 0orm to be completed attached

as "nne6ure

R)


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3..3 PERFORMANCE SUMMARY

&he performance summary is a consolidation? discussion? and ackno%ledgement of employee

accomplishments and effectieness throughout the performance cycle.

a> #roides an assessment of actual achieements based on the outcomes ande6pectations contained in the performance plan.

b> Includes a synopsis of formal feedback receied during the performance cycle.

c> Contains highlights of deelopmental actiities undertaken during the period.

&he performance summary represents the reie% of record for the performance cycle.

Pu(-)=

#erformance summaries a4be used for7

a> Identifying deelopmental needs.

b> Determining compliance %ith the agreed upon performance plan.c> "naly8ing indiidual Gor teamH performance.

d> 5asis for indiidual recognition.

e> 5asis for team ackno%ledgement(recognition.f> " point of consolidation of feedback from the performance cycle.

#erformance summaries a4 n0be used for7

a> 'erit promotion eligibility.

b> !eduction in force.

c> "utomatic triggers for increases to base pay and(or cash a%ards.

F) the performance plan represents a cycle shorter than a year.

b> the performance plan changes significantly during the year.

c> an employee transfers to another job? department? section? team? diision? etc.

d> an employee is on a temporarily for a minimum of 3; days.e> an employeeAs manager transfers to another job %ithin the or leae the S5C4&.

T+) un*) ()an) (lan="n employee must be in his or her current performance plan

for 3; days to receie a performance summary. &his 3;day re@uirement also applies to details.If a performance cycle includes a detail of 3; days or greater? the performance summary for the

performance cycle may include the performance summary for the detail period.


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Du)n0a0+n=" narratie discussion of the indiidual performance compared to the

outcome=s>(e6pectations=s> as spelled out in the performance plan. &he summary is a narratie

describing employee accomplishments of the agreed upon outcomes(e6pectations in theperformance plan. &he relationship of the narratie and the plan represents the employeesF

annual performance reie%.

R)*5))(+n/ )


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. TRAINING AND DEVELOPMENT POLICY

.1 In0*u0+n

S5C4& strongly beliees that a %elltrained and efficient %orkforce is crucial for the

deelopment of any institution. "s such? S5C4& %ill al%ays strie to attract and retainemployees of the highest caliber.

&o achiee this? S5C4& %ill recruit all leels of staff strictly on merit. "fter their engagement?the trust %ill further proide them %ith opportunities to adance skills and professional

e6pertise as %ell as gie them ade@uate e6posure.

.2 O67)0+8)-

&he objecties of the &raining and Deelopment #olicy are to7

a> E6plicitly communicate the commitment of S5C4&As 5oard 'embers? ChiefE6ecutie Officer? and 'anagement to the training and deelopment of all

employees? primarily customised to suit the business philosophy? mission?ision? and 5usiness #lanB

b> Ensure that training and deelopment are offered to employees of S5C4&

c> !ecognise the fact that training and deelopment can only take place %hen

matching resources are properly planned and budgeted for and be utilised

e6clusiely for trainingB

d> ensure that needbased training and deelopment interentions are e@uitably

distributed to all categories of staff and at all leels of S5C4&? %ith particularemphasis on the lo%er ranksB

e> Ensuring e@ual opportunity in training and deelopment %ithin all Departmentof S5C4&.

f> Deelop and maintain a pool of suitably @ualified staff =technical?

administratie and professional> at S5C4&B

g> Ensure that proision is made for understudies to replace $on$amibians at the

e6piry of their contractsB

h> Create an enironment that is conducie to selfdeelopment and career

adancement of staff membersB

i> #roide financial and supportie assistance? %ithin the confines of aailable

financial resources in terms of Study 9oan 0undB


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j> &o contribute to%ards building a national pool of @ualified and skilled

$amibians through the proision of E6change #rogrammes.

.3 P)-- an* C+0)+a

S5C4& %ill as much as is possible handle staff training as an integral part of its institutionaldeelopment. It %ill endeaor to train its staff continuously and impart them %ith ne% skills?

through some of the follo%ing %ays7

%BC&T shall from time to time i'entify trainin( courses) seek fun'in() an' i'entify staff

to atten' such courses) which shall inclu'e e*chan(e +isits to rele+ant successful %!E

or(ani,ations-

%BC&T will also encoura(e staff to pursue further trainin( on their own) which it coul'

also support whene+er there are fun's a+ailable.

Professional staff such as certifie' accountants) economists) bankers) etc) shall be

encoura(e' to atten' functions or(ani,e' by their respecti+e professional bo'ies-

&raining or deelopment programme shall only be offered after a through needs assessment by

the :uman !esources Officer in consultation %ith the Department 'anagers.

S5C4& places a high premium on human resources training and deelopment. :ence?

nominees are obliged to attend courses nominated for and agreed upon. 0ailure by a nominee

to attend a course amounts to misconduct and %ill be dealt %ith in accordance %ith theDisciplinary Code.

In the eent %here a nominee cannot attend a particular course for one or the other reason? such

nominee should inform the :uman !esources Officer in %riting at least fie %orking days

before the commencement of the course through his(her superisor. Shorter notice through thesame procedure shall only apply in the eent of unforeseen circumstances? such as illness?

death? unplanned leae? and the like.

&rainees shall be nominated by their respectie immediate superisors %ith releance to their

#erformance #lan? %hereupon the :uman !esources Officer %ill consider such nominationsfor confirmation? or other%ise.

Employees %ho hae been granted special leae to attend delegations and short courses %ithin

and outside $amibia shall be re@uired to submit brief reports thereon? %ithin fie => %orkingdays upon return? to the :uman !esources Officer through his(her superisor %ho in turn %ill

recommend specific interentions to the Chief E6ecutie Officer.


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An4 0a+n+n/ +*)n0++)* 64 +n*+8+*ual- -9all al- 6) n-+*))*.Where these actiities are

deemed important by S5C4&? an e@uitable selection process of %ho shall attend the course

shall be made and S5C4& shall fully fund the actiity subject to the follo%ing conditions7

&he employee must submit a formal application to his superisorB

&he application shall be for%arded by the superisor? %ith his(her recommendationsand comments to the :ead of DepartmentB

"pproal %ill thereafter hae to be obtained from the :uman !esources Officer

T9) -) determine training and deelopment needs that currently e6ist and projected

future needs thre% ensuring that all employees hae their o%n IndiidualDeelopment #lans %hich is to be deeloped by the immediate Superisor %ith

!eference to #erformance #lansB

b> select and %rite training and deelopment objecties in order to determine andse@uence course contents per employeeB

c> produce and procuresuitable training and deelopment programmesB

d> conduct training and(or coordinate training to be proided by others from

%ithin or outside the S5C4&B

e> Specifically inestigate opportunities for e6change isits %ith local and foreign

institutions inoled in small and medium deelopment or other professional

areas such as 'IS? finance and S'E research %ill be aailable %heneer

possible.

I)*+a0) Su(()8+-?- -9all 6) )-(n-+6l) =

Indiidual Deelopment #lans for all employees under their superision? the releant employee

shall be part of this process.

Obtaining a template from the :! Officer %ho %ill be of assistance during the process.


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5. Leave Policy

"nnual 9eae

"nnual leae is earned at the rate of ); %orkingSick 9eae

'aternity 9eae

9eae %ithout #ayCompassionate and Special 9eae %ith pay

Official holidays

Study 9eae!eligious :olidays

"bsence %ithout notice


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-. DICIPLINARY CODE

".1 In0*u0+n

a> &his document is an e6pression of S5C4&As policy on discipline and a guide to

all company employees.

b> Discipline is a system designed to promote orderly conduct.

c> 0ormal disciplinary action should be the final course of action in rectifying

employee behaiour.

d> Disciplinary action should be supported through inestigation? reasonableeidence of guilt and careful consideration of the circumstances of each case

before formal action is taken.

e> Disciplinary action should al%ays be prompt? fair and firm.

f> While eery attempt has been made to ensure that this Disciplinary Code isapplicable to general disciplinary instances in S5C4&? the re@uirement for use

of discretion %ithin the frame%ork of and in accordance %ith the spirit of the

code may be re@uired.

g> " successful disciplinary system and climate is dependant on the good

judgement? understanding and consistent treatment of the parties inoled in

disciplinary action.

".2 P)*u) an* Du)n0a0+n

".2.1 A0+n -u()8+- ;9)n an all)/)* )n) 9a- 6))n +00)* +- )(0)* 0

9a8) 6))n +00)*

When an offence is alleged to hae been committed? the Superisor concerned %ill inestigate

or hae the matter inestigated? and take any form of the follo%ing actions7

a> Dismiss the caseB

b> Counsel the employeeB

c> 4ie a erbal %arningB

d> 4ie a recorded %arningBe> Initiate a formal disciplinary en@uiryB

".2.2 Inal *+-+(l+na4 a0+n

It is desirable for sound interpersonal relations %ithin S5C4& that Superisor %here possible

resoles disciplinary matters by means of informal disciplinary action. Informal disciplinaryaction can take the form of either a erbal %arning or counselling.


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"n employee found to hae committed an offence of a minor nature should be counselled by

the Superisor? %ithout an entry being made on the employeeAs personal record. &heSuperisor may ho%eer? make a record of the counselling session to allo% for an assessment

of the employeeAs performance record? should this be necessary at the time? and %ith the

employeeAs kno%ledge and understanding thereof? formulate a plan of correctie action.

During the counselling? the Superisor should ensure that the employee is made a%are of the

nature of the offence and the standard of the conduct or performance that %ill be e6pected inthe future.

".2.3 P)*u) al (la+n0-

a> " superisor handling a formal complaint must inestigate the case %ith the

assistance of the :uman !esources Officer? %here possible? and ensure that the

releant sections of the complaint form ="ppendi6 1> are correctly completed

%ithin *2 hours of the offence haing been committed or the superisor haingbeen made a%are of the fact that an offence has been committed.

b> " copy of the complaint form should be passed %ithout delay to the :uman

!esources Officer %ho %ill adise %hether7

c> &he accused should be suspended pending full inestigation =if this has not

already been done>B

d> "dise the superisor on %hether to continue %ith a formal complaint

e> &he Complainant and the accused must proide names of all persons %ho

should be regarded as %itnesses as their statements %ill assist in ensuring a fairhearing of a case. Where possible? should there be %itnesses %ho are non

employees? formal statements should be recorded from them as they may be

inited to attend the disciplinary hearing.

".2. D+-+(l+na4 In "dise and guide all participant on the Disciplinary CodeB

b> Ensure that the code is applied fairly and consistently in all cases =procedurally

and substantiely>B

c> When all documentation pertinent to the matter has been collected? the :uman

!esources Officer shall sere the papers on the accused and(or his(her


23/57

representatie to allo% the employee to fully prepare himself prior to the

hearingB

d> &he :earing Chairperson %ill hear the case %ithin four full %orking days of the

complaint being lodged only %hen further inestigate is re@uired shall this

period be e6tendedB

e> &he :uman !esources Officer %ill be responsible for arranging a suitable enue

and date for the in@uiry? informing all the releant partiesB informing theaccused of his(her rights to representationB informing the accused of his(her

right to appeal against the decision and arranging for all releant statements to

be taken.

f> &he complainant shall be responsible to complete the Complaint form.

"ttendance at the In@uiry

&he follo%ing persons must be in attendance at any hearing in@uiry7

a> :earing Chairperson

b> Complainant

c> "lleged Offender =accused>d> !epresentatie of alleged offender =if re@uested by alleged offender>

e> Witness =as> =as and only %hen re@uired for the duration of the

testimony>

f> :uman !esources Officer.

&he :earing(In@uiry

a> &he accused should be gien at least *2 hours notice in adance of the

disciplinary hearing =$otice for Disciplinary hearing see "ppendi6 2>?

indicating the date? time and enue of the hearing. In addition? the responsibleperson conening the hearing should adise the accused of his(her right of

representation.

b> In the eent that the accused alleges that the :earing Chairperson is implicatedin the case and therefore %ill not be unbiased? the accused may re@uest the

appointment of an alternatie :earing Chairperson? giing a full motiation for

such a re@uest. &he decision %hether to appoint another :earing Chairperson ornot rests %ith the :uman !esources Officer. Such re@uests shall ho%eer not

be unreasonable %ithheld.


24/57

Duties and !esponsibilities of the :earing Chairperson

&he :earing Chairperson shall be any employee on the same leel as the direct superisor of

the Complainant? but not the direct superisor.

&he :earing Chairperson should not hae been priileged to any information pertaining to the

in@uiry prior to the in@uiry.

Ideally the Chairperson of a disciplinary in@uiry %ill be re@uired to follo% the guidelines

belo% %hen performing duties of a presiding official7

a> Introduce and identify all present? stipulate the purpose and format of

proceedingsB

b> Ensure that the alleged offender has been gien sufficient notification of thein@uiry? and that he(she has signed and ackno%ledged acceptance thereof.

Ensure that the alleged offender has understood his(her employee rights in thisregardB

c> Establish if %itnesses are present and if so inform the hearing that they %ill bee6cluded from proceedings once they hae led eidence and hae been cross

@uestionedB

d> Should it be established that the accused %as not informed of his right torepresentation or that the %itnesses are not present? the :earing Chairperson

%ill adjourn and reschedule the hearing for a later dateB

e> Should the accused fail to attend the hearing? the :earing Chairperson %ill

establish %hether the accused %as notified of the date? time and enue of the

hearing. It %ill be adisable to renotify all parties to attend the disciplinaryhearing at a later date if notification %as not gienB

f> If the accused fails to attend a disciplinary hearing? the :earing Chairperson

should in %riting adise the accused of the date? time and enue of the hearingand adise him that should he fail to attend? the hearing %ill proceed in his

absenceB

g> Should the accused fail yet again to attend and if no prior notification for his

absence %as gien? he may be deemed to hae %aied his right to attend thehearing. &he :earing Chairperson %ill then decide the case in absentia on the

facts aailable and the accused %ill be informed? in %riting? of the outcomeB


25/57

h> :aing ascertained that the particulars on the complaint form are correct? the

Chairperson %ill inform the accused of the charge=s> against him(her? ascertain

his(her understanding thereof and the accused %ill be asked to plead on thechargesB

i> &he accused should be permitted to make any further pertinent commentsshould he(she %ish to do so =%hether or not he(she has already made a %ritten

statement>B

j> "ccording to the plea entered by the accused? the :earing Chairperson must

erify all facts and allegations by @uestioning the accused? Complainant and any

other parties in order to arrie at a decision. Only information proided in the

case documentation pertaining the charge in @uestion and statements raisedduring the in@uiry %ill be used as facts pertaining to the disciplinary in@uiryB

k> &he :earing Chairperson %ill allo% the accused? %ith his(her representatie? the

opportunity to e6press opinions on the caseB

l> "ll %itnesses should be called to gie eidence and to hae such eidencee6amined by the hearing Chairperson? the Complainant and the accused and(or

the accuserAs representatieB

m> If during the course of the hearing? the :earing Chairperson finds it necessary to

obtain further information? the case should be adjourned to allo% for further

inestigationB

n> If the accused %ishes further eidence to be submitted? this should be allo%ed?

proided that the :earing Chairperson is of the opinion that such further

eidence could be of releanceB

o> Once the :earing Chairperson is of the opinion that he(she has gathered

sufficient eidence surrounding the case? he(she should re@uest any %itness =as>to leae the roomB

p> "t this stage the :earing Chairperson may call for a recess during %hich he(she

may liase %ith the :uman !esources Officer in order to obtain further adiceand informationB

@> &he :earing Chairperson may call a recess at any stage of the proceedings andmay consider any call for a recess by any other party of the in@uiryB

r> Once the :earing Chairperson is satisfied that he(she is in a position to make adecision on the guilt or innocence of the accused? he(she %ill reconene the

in@uiry and inform the accused and his(her representatie of his(her findings.

&he Complainant and :uman !esources Official =%here possible> should be

present %hen the decision of guilt or innocence is informed.


26/57

s> If it is the opinion of the :earing Chairperson that the accused is not guilty? he

%ill inform him accordingly and the finding Jcase dismissedK %ill be entered onthe Complainant form and the employeeAs disciplinary record %ill be cleared of

any reference to the caseB

t> Where an employee is found guilty? the :earing Chairperson %ill then take note

of the offenderAs record of serice? disciplinary record? mitigating and

aggraating circumstances? seriousness of the offence? consistency ofapplication and any other circumstances he(she may deem necessary to

considerB

u> In all cases? current une6pired disciplinary %arnings %ill be taken into account%hen deciding on the appropriate actionB

> Depending on the nature and seriousness of the offence? the %hole of the

employeeAs disciplinary record may be consideredB

%> &he :earing Chairperson %ill then record the penalty on the complaint formand inform the offender of the penalty a%arded in terms of S)0+n".! and the

reasons for arriing at the decision. &he :earing Chairperson %ill inform the

offender of the period for %hich the %arning %ill remain on his(her record as aalid entry. &he :earing Chairperson %ill also inform the offender of his(her

right to appeal in terms of Section -.- of this codeB

6> With regard to correctie action? the :earing Chairperson %ill? in liaison %iththe immediate Superisor? the employee and(or representatie? and the :uman

!esources OfficerB formulate an action plan to address the re@uired change in

behaiour. &he employee %ill be re@uired to assist in this process and makeproposals in this regard. &he aim is to ensure that the process of correcting

unacceptable behaiour is addressed objectiely and amicablyB

y> !e@uest the employee to ackno%ledge the disciplinary action proposed. Should

the employee opt not to sign? a %itness should be re@uested to ackno%ledge that

the details of the in@uiry hae been communicated to the accused.

!ecording of #roceedings

a> It is in the interest of S5C4& and the indiidual that all proen offences andsubse@uent disciplinary action be accurately recorded.

b> &he Chairperson %ill ensure that all other re@uired administratie details on thecomplaint form are completed before for%arding the document to the :uman

!esources Officer for oerall reie% and control.


27/57

c> Statements? Complainant forms and other disciplinary records %ill be retained

by the :uman !esources Officer as these may be re@uired een after an

employee has left S5C4&As serices.

d> &he :uman !esources Officer %ill be responsible for the input of disciplinary

penalties on employeeAs personal files.

".3 S()+al Ca-)-

Su-()n-+n

a> "n employee may be suspended from %ork immediately if he(she has allegedly

committed or is allegedly inoled in any one of the follo%ing offences7

"ssault(attempted assault

Desertion

Sleeping on duty $egligent loss? driing? damage or misuse of company property

"buse of electronic(data facilities

Se6ual :arassment

0ighting

!iotous 5ehaiour

"lcohol and drug offences

Wilful loss? damage or misuse of company property

&heft(nauthorised possession of company property

5reach of &rust

Offences related to dishonesty

Offences related to Industrial "ction

"ny act or omission %hich intentionally endangers the health or safety

of others? or is likely to cause damage to Company property

Interference %ith disciplinary and(or grieance inestigations

"busie or proocatie language =%hen it is likely to cause a

disturbance>

Insubordination =if the situation sho%s signs of getting out of control>

#ersistent refusal to obey instructions.

In certain instances the Superisor %ill recommend that the offender be

remoed from the %ork place pending inestigation of the case. :e(she%ill take immediate steps to report the matter to his(her immediateSuperisor? %ho %ill raise the matter %ith the CEO. Irrespectie of the

outcome? the employee %ill be paid for days he(she %as suspendedB

It is mandatory to liase %ith the :uman !esources Officer prior to

suspending an employee in order to endure that the suspension is

procedurally and substantiely fair.


28/57

P W5 P)an)

Cases inoling substandard or deteriorating %ork performance are to treat differently from

those regarded as transgressions of misconduct.

&he follo%ing guidelines should be considered %hen dealing %ith such cases. "n attempt

should be made to resole alleged poor %ork performance by means of counselling the

indiidual inoled. Where poor the superisor identifies %ork performance? the follo%ingprocedural action should be considered7

a> Inestigate and identify the problem area=s>

b> Communicate this to the indiidual concerned? and jointly agree on the

appropriate plan of action in order to resole the matter. If deemed necessary

and releant? norms should be established by arranging appropriate task lists

and the time duration allo%ed for the completion of each taskB

c> Consideration should be gien to the appointment of a coach or mentor to assistthe employee to improe performanceB

d> "ccurately minute the agreed contents of any agreement put in place andproide the :uman !esources Officer %ith a copy for record keeping purposesB

e> !egular ealuation and follo% up on the agreed plan of action should be madeB

f> Should counseling fail to produce the desired improement? alternatie action

should be considered in liaison %ith the :uman !esources Officer. "lternatie

action could include? but is not limited to? termination of the employmentcontract on the grounds of incapacity? demotion or a transfer to an alternatie

position. &he employee? throughout this process? %ill be entitled to

representation.

".3 O)n)- u0-+*) nal ;5+n/ 9u-

S5C4& reseres the right to take any action it may deem appropriate against employees %hoare? in the opinion of S5C4&? guilty of gross misconduct not merely in their %orking

situations. &his is particularly so %here the nature of the misconduct may affect the

employment relationship %ith any other party. "ctions that directly relate to the nature of thebusiness are also liable for disciplinary action.

Cu0 A0+n-

Where an employee has been criminally charged or legal action has been instituted for an

employment related breach? S5C4& reseres the right to take disciplinary action against the

employee for the alleged offence? in terms of this Code.


29/57

". Cla--++a0+n O)n)-=

Offences are classified into fie major categories.

-.*.+ "bsenteeism-.*., Offences related to Control at Work

-.*.) Offences relating to indiscipline or disorderly behaior

-.*.* Offences related to dishonesty-.*. Industrial "ction

"..1 A6-)n0))-+

"bsenteeism in the disciplinary conte6t means being absent from %ork for an entire %orking

shift? or part thereof? %ithout the e6pressed permission from a direct superisor.

" sanction of dismissal can apply for the first offence of being absent %ithout permissionproided that the employee %as absent for three continuous %orking days %ithout a alid

reason.

a> "bsent %ithout leaeB

b> Desertion7 9eae the %ork place %ithout intending eer to returnB leae %ithouthelp or supportB abandonB leae %ithout authority or permission.

"..2 O)n)- )la0)* 0 Cn0l a0 W5

a@ P T+) ))(+n/ an* )la0)* )n)-

a> !eporting late for %orkb> 9eaing %ork early

c> E6tended or unauthorised breaks during %orking hours

d> #ersistently committing all or any of the aboe.

6@ Sl))(+n/ n *u04

"ny employee %ho is found asleep on duty? %hether or not such an action constitutes a ha8ardto the safety and health of the offender or others or leads to damage to Company property? shall

be deemed guilty of an offence.

@ N)/l+/)n0 L--, D+8+n/, Daa/) M+-u-) C(an4 (()04

a> $egligent loss of Company property7 any act %hereby an employee? throughcarelessness or negligence? loses Company property or is unable to account for

it satisfactorily.


30/57

b> $egligent driingB driing a company o%ned or rented ehicle %ithout due care?

%hether such an act results in an accident or not.

c> $egligent damage to Company property7 any act %hereby an employee through

carelessness or negligence causes or allo%s Company property to become

damaged.

d> 'isuse of Company property7 using Company property for a purpose other than

that for %hich it %as intended.

*@ Un-a0+-a04 W5 P)an)

a> Carelessness7 #erformance of a task or duty %ithout the e6ercise of due care anattention.

b> $egligence7 failure to e6ercise proper care and regard to the manner of

discharging duty to the e6tent that tasks hae to be repeated or e@uipment orpersons are at risk of damage or injury.

c> Inefficiency7 failure to carry out %ork at the re@uired standard or failure to

complete tasks %ithin the gien reasonable time limits? %ithout reasonable

cause. &his includes poor superision.

d> 9oafing7 passing time idly or failing %ithout reasonable cause to complete tasks

set.

"..3 O)n)- R)la0)* 0 In*+-+(l+n) *+-*)l4 6)9a8+.

a@ D+-6)*+)n) an* )la0)* )n)-

a> !efusing to obey an instruction7 deliberate refusal to carry out a la%ful and(or

reasonable instruction gien by a person in authority and %ithin the area of hisjurisdiction.

b> 0ailing to obey an instruction7 failure to obey a la%ful instruction gien by a

person in authority and %ithin the frame%ork of his(her jurisdiction.

c> $onecompliance %ith established procedure ( standing instructions7 failure to

follo% establish procedures.

d> "buse of electronic ( Data facilities7 e6cessie use ( abuse of email and

communication facilitiesB storage and(or transmission of material ofdiscriminatory natureB storage and(or transmission of pornographic materialB

unauthorised monitoring and interception of electronic documentation.


31/57

"..3.1 A6u-) an* )la0)* )n)-

a> A6u-+8) Lan/ua/)=

&he uttering of any %ords or the publication of any %riting e6pressing or sho%ing hatred?

ridicule or contempt for any person or group of persons.

&he offence I more serious %hen it is %holly or mainly because of his(her(their nationality?

race? colour? ethnic origin? se6? marital status? religion? creed? political opinion? social oreconomic status? degree of physical or mental ability? se6ual orientation or culture.

b> In-u6*+na0+n=

Insolence to%ards a superior sho%n by action or %ords.

"..3.2 D+-*)l4 6)9a8+u an* )la0)* )n)-

a> D+-*)l4 6)9a8+u7

Indulging in rough or unruly behaiour or practical jokes %hether or not such behaiour

endangers the safety or health of others or the smooth running of the %ork place.

6@ T9)a0)n+n/ 8+l)n)=

&hreatening to do physical injury to any other person.

c> F+/90+n/7

#hysical contact bet%een t%o or more persons? engaging in or inciting a group of persons toindulge in disorderly behaiour or %ilfully to damage Company property.

*@ R+0u- 6)9a8+u=

nruly behaiour bet%een t%o or more persons? engaging in or inciting a group of persons to

indulge in disorderly behaiour or %ilfully to damage Company property.

e> S)ual Haa--)n07

"ny un%anted or un%elcome se6ual adances? re@uests for se6ual faours and other erbal orphysical conduct of a se6ual nature %hen submission to or rejection of this conduct e6plicitly

or implicitly affects an indiidualAs employment? causes unreasonable interference %ith an

indiidualAs %ork performance or creates an intimidating? hostile or offensie %orkenironment.


32/57

f> D+-++na0+n=

"ny act %hereby an employee discriminates against any other employee or group of employeeson the grounds of nationality? race? colour? ethnic origin? se6? marital status? religion? creed?

political opinion? social or economic status? degree of physical or mental ability? se6ual

orientation or culture.

W+llul l--, *aa/) +-u-) C(an4 (()04

/illful loss: any act %hereby an employee %illfully or deliberately loses or causes Company

property to be lost.

/illful 'ama(e:any act %hereby an employee %illfully or deliberately damages? or allo%s orcauses damage to Company property.

/illful misuse: any act %hereby an employee %illfully or deliberately misuses Company

property.

"..! O)n)- R)la0)* 0 D+-9n)-04

Disciplinary cases inoling the follo%ing offences must be reported to the :uman !esources

Officer.

B+6)4 Cu(0+n

4iing or receiing or attempting to gie or receie any bribe or inducing or attempting toinduce any person to perform any corrupt act.

Fal-) E8+*)n)

Deliberately giing untrue? erroneous or misleading information or testimony %hether

erbally or in %riting.

F/)4 an* u00)+n/

0alsifying or changing any documentation %ith fraudulent intent or attempting to do so.

ttering or attempting to utter fraudulent or false statements or documents.

M+-a(((+a0+n

"pplying or attempting to apply to a %rong use or for any unauthorised purpose? any funds?assets or property belonging to S5C4&.


33/57

T9)0 unau09+-)* (--)--+n C(an4 (()04

Stealing or attempting to deprie S5C4& permanently of its rightful o%nership.

5eing in possession or disposing of Company property %ithout due authorisation.

Fau*

&he unla%ful making of a misrepresentation %ith intent to defraud? %hich causes actual orpotential prejudice to another party.

B)a9 Tu-0

"ctions or conduct of an employee that cause a reasonable suspicion of dishonesty or mistrust

and for %hich there e6ist e6traneous eidence to proe a breakdo%n in the relationship of trust

bet%een the concerned employee and S5C4&. &his %ill include a situation %here the conduct

of the employee has created mistrust? %hich is counterproductie to S5C4&As commercialactiities or to the public interest? thereby making the continued employment relationship an

intolerable one.

"..! In*u-0+al A0+n

In0++*a0+n

"ny act by an employee? %hether by himself or in concert %ith other persons =%hether or not

such other persons are employees of S5C4&>? to intimidate any employee %ith the object ofcompelling him to take part in any strike or other action %hich interferes %ith the normal

operations of S5C4&. Intimidation is an offence een if all the procedures for the settlement

of the industrial disputes and grieances and the 9a% hae been e6hausted.

Sa60a/)

"ny deliberate action by an employee that results in the interference %ith the normal

operations of S5C4& by damaging any machinery? or e@uipment or by interrupting any

supplies of po%er? or serices necessary to the operations.

Ill)/al S0+5)'L5u0-

#articipation in any illegal strike action? lockouts? boycott or any other form of %ork disruptionnot in accordance %ith the applicable statute that constitutions a blatant refusal to %ork.

E6amples of such action include? inter alia? %orktorule7 oertime banB goslo%.

"ny disciplinary matter referred to in this subsection %ill not preclude S5C4& from e6ercising

its common la% rights to terminate the employment contract in the case of illegal industrial

action.


34/57

".! P)nal0+)-

Cla--++a0+n P)nal0+)-=

-..+ /erbal Warning

-.., !ecorded Warning-..) Seere Warning

-..* 0inal Warning

-.. Dismissal

-..- Demotion-..1 &ransfer

-..2 "lternatie #enalty to Dismissal

".!.1 V)6al Wan+n/

"ny superisor may? at any time and at his discretion? reprimand an employee %ithout

completing a complaint form? in %hich case there %ill be no entry made on theemployeeAs disciplinary record. When a erbal %arning if gien? the superisor must

ensure that the employee being reprimanded is made a%are of the e6istence and

function of the Disciplinary Code. " erbal %arning is usually issued %here theoffence is of a minor nature.

".!.2 R)*)* Wan+n/

"pplication7 &his may be gien for a repetition of an offence for %hich an unrecorded

%arning has been gien? or it may be gien for a first offence./alidity #eriod7 &he employee must be informed that the %arning %ill remain in force

for a period of -+ n09-.

".!.3 S)8)) Wan+n/

"pplication7 4ien for a repetition of the same offence or similar offence during a

period %hen a recorded %arning is still in effect? or for a first offence of a more seriousnature.

/alidity #eriod7 &he employee must be informed that the %arning %ill remain in force

for a period of n+n) n09-.

".!. F+nal Wan+n/

"pplication7 4ien for a repetition of the same offence or a similar offence during a

period %hen a seere %arning is still in effect or depending on the nature thereof? for a

first offence of a serious nature. In the case of an employee being found guilty of an

offence of a dissimilar nature %ithin the prescribed period? the hearing official may? athis discretion? issue a comprehensie final %arning on the understanding that if any

offence is committed %ithin the ne6t 12 n09-,it %ill render him liable for dismissal.


35/57

/alidity #eriod7 " final %arning is effectie for a period of t%ele months. &he

employee is adised in %riting by the official hearing the case of the period applicable

and reminded that a repetition of the offence or the committing of any similar serousoffence %ithin the prescribed period %ill render him liable for dismissal. " copy of the

notice shall be for%arded to the :uman !esources Department.

".!.! D+-+--al

"pplication7 Dismissal is the final sanction and should be used7

%hen other forms of disciplinary action hae failedB

%hen an employee on a final %arning commits a serous offenceB

%hen the offence committed is of such a serious nature that it amounts to a

serous breach or repudiation of the employeeAs contractual obligationsB

in cases relating to dishonesty e.g. theft? fraud or corruptionB

in the case of any employee %ho is absent from %ork %ithout permission for

a period of three continuous %orking days or more. In this case theemployee %ill be dismissed in absentia after the third day if no reason forsuch absence is receie. Should the employee return to %ork after he has

already been dismissed? he may re@uest that the case be reopenedL

Once an employee has been dismissed in accordance %ith the procedure contained in

this Code? under no circumstances %ill he be considered for reemployment should he

reapply at a later stage. If it is discoered that a dismissed employee has obtained reemployment %ith S5C4& either inadertently or through deception? his serices %ill be

terminated immediately.

".!." D)0+n

Demotion is not an acceptable correctie action and is therefore? not used as apunishment for a specific offence. It is used only %here the employee is unable to meet

the re@uirements of his present job but is suitable for continued employment in a lo%er

capacity.

".!.# Tan-)

&ransfer is not permitted as a tool for disciplining employees. " transfer shall only be

effectie in terms of S5C4&As Conditions of Employment and Serice. &ransfer? as theresult of the outcome of a disciplinary action? %ill be considered in special

circumstances.

".!.$ Al0)na0+8) P)nal04 0 D+-+--al

" comprehensie final %arning may be considered at the discretion of the :earing

Chairperson as an alternatie penalty to dismissal in instances %here an employee is


36/57

found guilty of an offence of a dissimilar nature to a alid final %arning on his personal

record.

&he sanctioning of a comprehensie final %arning %ill only be considered in

circumstances %arranting correctie action and liaison bet%een the :earing

Chairperson and the :uman !esources Officer is encouraged before such a penalty isimposed.

" comprehensie final %arning %ill be alid for t%ele months from the date of theimposed penalty.

T9) Rl) 09) HR O+)

&he maintenance of %orkplace discipline is strictly a function of line management. :uman

!esources Officer should be aailable to assist line management %here re@uired. "s far aspossible? the :uman !esources Officer should? in consultation %ith the official chairing

hearing? ensure that disciplinary action taken is procedurally and substantiely fair.

&he :uman !esources Officer should be aailable to adise and assist all employees on alldisciplinary matters.

&he :uman !esources Officer must not impose penalties? nor hear appeals in respect of o%nsubordinates or immediate Superisors.

&he :uman !esources Officer is responsible for7

Ensuring that the complaint form properly identifies the offence and is other%ise

correctly completed Ensuring that the alleged offender is a%are of the charges against him(her

Interie%ing and taking statements from the Complainant? accused and any %itness

Inestigating the domestic circumstances of the alleged offender? %hen necessary

Ensuring that all facts are collated marshalled and presented %ithout bias.

"dising the Complainant? accused? %itness =as> and representatie of their roles

and rights

Ensuring that documentation pertaining to the hearing is for%arded to the

appropriate officials

"dising the accused and his representaties of progress made for cases that are

pending or in recess.

&he :uman !esources Officer may at his(her discretion recommend that a concluded

disciplinary case be reopened in instances %here gross noncompliance to the Disciplinary

Code is eident.

T9) Rl) 09) R)()-)n0a0+8)


37/57

"ny employee? against %hom formal disciplinary proceedings are held may at his re@uest? be

accompanied at the initial and any subse@uent hearing by a colleague from the same %orking

section? or in the case of an employee %ho is represented by a properly constituted consultatiecommittee? by a member of such a committee. "n employee %ho is a nion member may be

represented by the appropriate #arttime or 0ulltime Shop Ste%ard? in accordance %ith the

proisions of the !ecognition and #rocedural "greement bet%een S5C4& and nion. 9egalrepresentation or representation by nonCompany persons during internal Company en@uiries

is not permitted.

&he representatie has no right to insist on the employee being accompanied if he does not

%ish itB that is? a representatie %ill attend a disciplinary hearing only at the re@uest of the

employee. :e %ill be inited to comment on the eidence.

&he representatie may ask @uestion and cross@uestion during the disciplinary hearing? but

may not gie eidence during such hearings.

&he representatie may make submissions to the hearing official on the guilt or other%ise ofthe accused prior to the hearing official making his finding. :e may also make submissions to

the hearing officials on the mitigating factors to be considered and on the penalty to beimposed.

Should the representatieAs comments at the hearing be of such a nature as to %arrant reconsideration of certain matters or further inestigations? time should be allo%ed for this and? if

necessary? the en@uiry recessed.

".!.% D+-+--al P)*u)

a> " direct Department 'anager may recommend that an employee be dismissed.

b> 0or the purpose of the dismissal procedure? a direct Department 'anager is

defined as an employee graded Dlo%er or aboe %ho has a superisory link to

the employee concerned.

c> 0ollo%ing a disciplinary hearing outcome being adised to the employee %ho

results in the recommendation for a dismissal and the employee accepts therecommendationB the :earing Official %ill refer the case documentation for

reie% to the releant 'anager for the department concerned.

d> &he releant 'anager %ill endeaor to reie% the case %ithin fortyeighthours(t%o %orking days and endorse or reject the recommendation.

e> If the recommendation for dismissal is endorsed? the hearing official shall referthe recommendation to the :uman !esources Officer %ho %ill reie% the case

%ith the releant :ead of Department.


38/57

f> If the recommendation for dismissal is rejected? the case shall be referred to the

:uman !esources Officer and the original hearing official.

g> &he releant 'anager may sanction the recommendation in %riting? thereby

effecting dismissal? or reject it. If the recommendation is rejected? action 2.-

aboe shall be applied.

h> &he employee shall be notified of the decision erbally by the :earing Official.

If the employee is dismissed? the employee %ill be notified in %riting. &hisnotification shall be signed by the releant E6ecutie Committee 'ember.

i> Eery employee has the right to appeal against a decision to dismiss him(her.

&he appeal procedure %ill apply as outlined in Section 3.

"." D+-+(l+na4 A(()al P)*u)

-.-.+ Eery employee has the right of appeal against any decision %hich inoles any entry

on his(her disciplinary record and %hich may thus affect his future employmentprospects.

-.-., "ny employee %ho %ished to appeal against the outcome of any disciplinary hearingagainst him(he must notify the :uman !esources Officer in %riting %ithin t%o days of

being notified of the outcome of the disciplinary hearing. &he right of appeal must be

based on one or more of the follo%ing appeal grounds.

i Dispute of 4uilt

ii Seerity of #enalty('itigating 0actorsiii #rocedural Inconsistenciesi $e% Eidence

-.-.) "ppeals against /erbal? !ecorded and Seere Warnings in terms of 1.-., =i> and =ii>may be referred to the official at the leel aboe the official %ho originally heard the

case. &he decision of the "ppeal :earing Official shall be final and no further appeal

leel shall be aailable.

-.-.* "ppeals against recommendations for 0inal Warnings and Dismissals shall be heard by

the releant E6ecutie Committee member. If the sanction %as originally imposed by a

'anager? the accused may re@uest the Disciplinary !eie% Committee to reie% thecase.

-.-. "ppeals in terms of 1.-., =iii> shall be reie%ed by the :uman !esources Officer mayrefer the case back to the original :earing Official for further inestigation and(or re

hearing? %here after the procedure as per 1.-.) and 1.-.* aboe shall apply.


39/57

-.-.- "ppeals in terms of 1.-., =i> shall be heard by the original hearing Officer and

thereafter in terms of 1.-.) and 1.-.*. &he decision as to %hether the grounds of appeal

constitute ne% eidence shall rest %ith the :uman !esources Officer %ith the employeerepresentatie.

-.-.1 &he employee shall be present at the appeal hearing and shall be entitled to arepresentatie in terms of Section - of the Disciplinary Code? e6cept at the Disciplinary

!eie% Committee leel? %here the procedure as outlined under 1.-.3 and 1.-.+; shall

apply.

-.-.2 &he Disciplinary !eie% Committee shall be chaired by the Operations manager and

shall comprise the :uman !esources Officer and Senior representaties of other

Department. .

-.-.3 When an employee re@uests that his case be referred to the Disciplinary !eie%

Committee for a reie%? he may at the same time re@uest that he or his representatie

be inited to make representation or motiate his grounds of appeal in person. &heDisciplinary !eie% Committee shall ho%eer reie% each case on its o%n merits and

take decisions independently.

-.-.+; &he Disciplinary !eie% Committee shall hae the authority to uphold or reduce a

penalty imposed by the :ead of Department. It %ill also hae the authority to impose amore seere disciplinary action should it be found that the offence committed %arranted

a more seere penalty. &he Disciplinary !eie% Committee may refer a case back to

the :ead of Department or the :uman !esources Officer for rehearing or for further

inestigation.

-.-.++ &he decision of the Disciplinary !eie% Committee %ill be final and should also be

read in conjunction %ith 1.-.+). &he :uman !esources Officer shall inform theemployee of the decision of the Disciplinary !eie% Committee. In addition? the

Chairperson of the Disciplinary !eie% Committee %ill notify the employee of the

decision? in %riting.

-.-.+, Should an appeal against dismissal be successful? the employee %ill be reinstated

retrospectiely to the date on %hich his serices %ere terminated and he %ill be adised

in %riting to return to %ork. &his also applies %here an appeal against a dismissal isreduced to a %arning in terms of 1.-.) =i>.

-.-.+) In the eent of the dismissal being upheld by the Disciplinary !eie% Committee? thedismissal shall be effectie from the date of the employeeAs serices %ere terminated by

the :ead of Department. &he Chairman of the Disciplinary !eie% Committee shall

inform the employee in %riting of the outcome of the CommitteeAs !eie%.

-.-.+* It should be noted that the Disciplinary !eie% Committee? referred to aboe? should

only hae the authority to reie% disciplinary cases that hae been dealt %ith by

'anager.


40/57

Classification of Offences 4uide to Disciplinary "ction

Na0u) O)n) 1-0

O)n)

2n*

O)n)

3*

O)n)

09

O)n

A6-)n0))+-"bsenteeism SW 0W DC

Desertion DC

O)n)- )la0)* 0 n0l a0 ;5

#oor time keeping /W(!W SW 0W DC

Sleeping of duty SW 0W DC

Sleeping on duty !W SW 0W DC

$egligent loss? driing? damage or misuse of Company property !W SW 0W DC

nsatisfactory %ork performance !W SW 0W DC

O)n)- )la0)* 0 In*+-+(l+n) D+-*)l4 6)9a8+u

Disobedience < related offences =general> !W SW DC

"buse and related offences "busie language

Insubordination

SW

SW

0W

0W

DC

DC

D+-*)l4 6)9a8+u an* )la0)* )n)-

Disorderly 5ehaiour 0W DC

&hreatening iolence 0W DC

"ssault(attempted assault 0W DC

0ighting 0W DC

!iotous behaiour 0W DC

Se6ual :arassment 0W DC

Discrimination DC

"lcohol and drug offences

Into6ication %hile on duty 0W DC

Wilful lose? damage or misuse of Company property 0W DC

O)n)- )la0)* 0 *+-9n)-04

5ribery or corruption

0alse eidence

0orgery and uttering

'isappropriation

0raud &heft of ( unauthorised possession of Company property

5reach of &rust

DC

DCDC

DC

DCDCDC

In*u-0+al A0+n

Intimidation

Sabotage

Illegal strike(lockout

0W

DC0W

DC

DC


41/57

&he schedule of sanctions merely proides a guideline and the follo%ing factors shall be

considered %hen arriing at a decision7 Disciplinary record? length of serice? position of

employee? any other mitigating or aggraating circumstances raised at the hearing.


42/57

#. GRIEVANCE POLICY

#.1 In0*u0+n

4rieances may be real or imagined? but in either case? it is essential that the grieance is

brought to light? discussed and the matter resoled to the satisfaction of all concerned. 0ailureto do so %ill only result in the grieance becoming a %orsening source of conflict and

eentually ending in a far more serious problem.

SBCGTregards it important that all itAs employees %ill hae sufficient kno%ledge of such

procedure and easy access to it. &o this effect S5C4& has formulated a grieance procedure?

%hich has as its main objectie the speedy resolution of shop floor grieances and thereby

eliminating possible and unnecessary causes of conflict.

#.2 O67)0+8)-

a> &he 4rieance #rocedure is aimed at resoling %ork related grieances %ithinS5C4& as fairly and as s%iftly as possible. 4rieances are feelings of injustice

or dissatisfaction affecting an employee.

b> &his #rocedure is not used for appeals against disciplinary action. Such are to

be carried out in accordance %ith Disciplinary and "ppeal #rocedure and Code.

c> &his #rocedure is neither used for the resolution of collectie grieances related

to %ages or salaries as these form part of the collectie bargaining system.

d> Employees may lodge grieances %ithout fear of ictimisation.

e> 4rieances should be resoled at the lo%est possible leel %ithin S5C4&.

f> Employees lodging grieances hae the right to be represented by fello%

employee of his(her choice.

g> !ecords %ill be kept of all statements and decisions.

h> "ny nion member acting as a %itness has the right to be accompanied by arepresentatie of his(her choice.

#.3 P)*u) an* Gu+*)l+n)

&he 4rieance #rocedure %ill be implemented as follo%s7

S0)( 1 I)*+a0) Su()+

+. In step + the employee must discuss his grieance %ith his immediate superior or the

latterAs superior in the eent of a grieance against an immediate superior.


43/57

,. &he superior must endeaour to sole the problem %ithin t%o =,> %orking days and

inform the employee.

). Should the employee not be satisfied %ith the outcome? he may proceed to Step ,.

S0)( 2 D)(a0)n0 Mana/)

+. &he employee completes a grieance form %ith all releant details. =See "ppendi6 3>.:e may be assisted by the :uman !esources Officer in completing the form. &he form is

handed to the Department 'anager.

,. &he Department 'anager shall endeaour to sole the problem %ithin t%o =,> %orking

days and inform the employee.

). Should the employee not be satisfied %ith the outcome? he may proceed to step ).

S0)( 3 G+)8an) H)a+n/

+. &he matter is referred to the Chief E6ecutie Officer by handing him the grieance form

together %ith any other further releant %ritten information.

,. &he CEO shall conene a grieance hearing and attempt to resole the matter %ithin a

period of ten =+;> %orking days. :is decision shall be final.

P)*u) 0 6) ll;)* 64 a Gu( E(l4))-

If a grieance to be raised affects not one employee? but a group then a spokesman for the4roup? accompanied =if he so %ishes> by a delegation of not more than ten =+;> of the

employees concerned? should proceed %ith Step , as for an indiidual grieance.


44/57

$. TERMINATION OF EMPLOYMENT POLICY

$.1 In0*u0+n

Subject to the #roisions of the Employment "ct of $amibia? the serices of an employee may

be terminated as hereunder7

$.2 T)+na0+n 64 N0+)

"n employee %ho has gien notice to resign %ill be re@uired to li@uidate all loans %ith

S5C4& =%here applicable> before their last monthAs dues is paid to them.

N0+) P)+*

"t least one %orking day notice of termination of serice %ill be gien during the first

ninterrupted period of four %eeks of employment.

"t least t%ocalendar %eeks notice of termination of serice %ill be gien after the e6piration

of the first four %eeks of uninterrupted employment and before the e6piration of +, months ofemployment.

During the period of the employeeAs probation? either the employee or S5C4& may gie theother party t%o calendar %eeksA %ritten notice =should the employee be a monthly paid

employee> to terminate the contract of employment. &hereafter? such notice periods shall be

e6tended to one month.

"t least one month notice of termination of serice %ill be gien after any uninterrupted period

of employment of +, months or longer.

During the first uninterrupted period of four %eeks of employment notice can be gien on any

%orking day.

&he employeeAs serice %ith S5C4& shall terminate on the day on %hich the notice of

termination of serice e6pires.

"fter the e6piration of the first four %eeks of uninterrupted employment and before thee6piration of +, months of employment.

&o be gien on or before the usual payday and shall run from the day after such payday.

"fter any uninterrupted period of employment of +, months or longer to be gien on or

before the first day of a month and shall run from such first day.

" period of notice gien by either party in terms of the aboe may not run concurrently %ith

annual leae?

sick leae or maternity leae.


45/57

"n employee %ho has gien notice to resign %ill be re@uired to li@uidate all loans %ith

S5C4& =%here applicable> before their last monthAs dues is paid to them.

&he aforementioned stipulations may be deiated from only %hen there are compelling

reasons for doing so and the superisor concerned to that effect makes arecommendation.

$.3 R)0+))n0

"ge7 &he normal retirement age shall be -; years. "n e6tension of appointment beyond this

age re@uires authority form the 5oard of &rustees.

'edical grounds7 S5C4& may? on the basis of a medical opinion form a @ualified medical

practitioner? call upon an employee to retire on medical grounds.

$. D)a09 S0a )6)

In the eent of the death of a staff member? S5C4& shall notify the labour office in theprescribed form

"ll %ages and teminal benefits due shall be paid to the ne6t of kin? as specified in the #ersonalData 0orm.

S5C4& %ill assist the family by consulting %ith the Social Security Commission and the

#ension Institution %ith a ie% to meeting part of the burial costs of the deceased S5C4& staffmember

$.! C)0++a0) S)8+)

Certificate of Serice shall be issued to each staff member eery fie years of successful

serice or upon resignationon re@uest. &his certificate is neither a reference nor a statement ofthe staff performance.

In addition to the Certificate of Serice the CEO may therefore authori8e the issuance of any

other testimonials

$." D+-9a/) F

"ll employees leaing S5C4& employment %ill be re@uired to submit duly filled discharge

form ="ppendi6 > to the 0inance and "dministration Department before their dues is paid tothem.


46/57

3. RETRENCHMENT POLICY

%.1 In0*u0+n

S5C4& may terminate a staff memberAs appointment after giing a t%o monthAs notice? if

there are insufficient funds to carry for%ard the program or %hen the program comes to an endor no other assignment is aailable.

&he employee shall be entitled to her(his terminal benefits plus any other compensationproided for by the 9abour "ct section on !etrenchment Sec...S5C4& stries to

proide guidelines for handling all retrenchments sensitiely? understanding the psychological

and social effects? as %ell as the industrial relations implications. It intends to ensure that a

uniform procedure is utilised throughout S5C4&.

&ermination of employment due to retrenchment must be handled strictly according to the

stipulations contained in #art /I of eh 9abour "c? +33, ="ct - of +33,>? or as other%ise

mutually agreed upon bet%een S5C4& and the recognised &rade nion. S5C4&As'"$"4'E$& or its delegate shall only grant approal for such serice termination

%.2 O67)0+8)-

S5C4& is committed to full employment for all its employees at all times. :o%eer? in theeent of unforeseen economic and changes to S5C4&? certain employees may become

redundant and need to be retrenched. In the unlikely eent of this occurring? the follo%ing

%ill apply7

a. "ll possible costsaing measures to aoid the retrenchment %ill be considered.

b. !etrenched employees %ill be paid out according to salary and length ofserice? subject to the 9abour "ct of +33,.

c. With the aim of maintaining the principles of e@uity and fairness %ithin theboundaries of reasonability and legal constrains? the follo%ing alternaties to

retrenchments are to be e6plored7

Introduction of an embargo on recruitment.

&he cessation of oertime.

&he redeployment of staff =%ith training? if releant and practical>

up%ards?

side%ays and do%n%ards.

&he option of oluntary early retirement.


47/57

M9ayingoffM of employees? %here such employeesF serices are

suspended for

a specified time? during %hich their fringe benefits continue? and their

serice is regarded as continuous? but they do not receie anyremuneration. &his step %ill obiously only be taken if S5C4& can

guarantee their jobs after the specified period has e6pired.

&he implementation of retrenchment on a 9I0O =last in? first out> basis? e6cept

%here there is a need to retain specialist skills.

" possible reduction in remuneration.

%.3 Cn-ul0a0+n

a> "lthough retrenchment and redundancy falls largely %ithin the scope ofmanagerial prerogatie? there is a re@uirement that full and formal consultations%ith affected employees be held prior to the decision to retrench being taken.

"ction to this e6tent is set out in the follo%ing paragraphs.

b> Should S5C4& beliee that a reduction in the number of its staff members may

be necessary? it shall gie all staff members %ho may be affected and their

!egistered &rade nions? one monthFs %ritten notice to the effect thatretrenchment is a possibility as %ell as inform them that alternaties %ill be

considered. &he notice %ill e6plain7

&he reasons for the proposed reduction in staff.

&he timing.

&he method of selection of employees for retrenchment.

&he alternaties that hae been? or are being consideredB and the reasons

if these alternaties are regarded as impractical.

5oth the categories and number of staff members %ho may be affected.

c> S5C4& and affected staff members? and(or their internal representaties? %ill

hold a meeting %ithin one %eek to endeaour to discuss suitable alternaties to

retrenchment e.g. other costsaing mechanisms? transfers to other diisions(

offices? early retirement. In addition? the selection criteria %ill usually focus onthe retention of necessary skills and attributes. :o%eer? other principles? such

as 9I0O =last in? first out> may also be applied. If necessary? follo%upmeetings to discuss suitable alternaties( selection criteria %ill be held before

S5C4& makes its final decision. Once the redundancies hae been finalised?

the management of S5C4& must ensure that unaffected employees areinformed of decisions(consultations through a uniform brief? %hich %ill be

issued by the :uman !esources Department.


48/57

%. A--+-0an) SBCGT

S5C4& %ill endeaor to assist employees %ho are retrenched as far as possible? including thefollo%ing7

a> Where applicable? S5C4& uses job placement firms to assist indiiduals infinding a ne% job.

b> Where nonapplicable? indiiduals %ill receie orientation in job search? inresume %riting? interie%ing and telephone skills.

c> #roiding a Certificate of Serice.

d> If an employee is able to find alternatie employment before the date of

retrenchment? S5C4& may be prepared to release the employee earlier to take

up such employment should the employee so desire? %ith no loss of benefits.

e> Where applicable? proide Social Security contributorFs card? and assist

retrenched employees to obtain their Social Security benefits.

f> &he Department 'anager %ill allo% time off to attend interie%s for

prospectie employment opportunities? proided permission shall not beunreasonably %ithheld.

In determining %ho %ill be affected by the reduction in force? management must satisfy itself

that its actions are consistent %ith all applicable la%s? particularly those prohibitingdiscrimination. "n employeeFs eligibility for future employment %ill be considered as

openings arise.

%.! R)0)n9)n0 P)*u)-

a> Identify %hich positions are to be eliminatedB donAt target indiiduals? as it%ould constitute an unfair labour practice.

b> "fter making the decision about the e6tent of the reduction in %orkforce?

consult all key members of management? the consultatie committee or anyother representatie structures of the employees? including !egistered &rade

nions.

c> #roide proof for the necessity of retrenchment and sho% that all other

alternaties hae been considered.

d> "gree on retrenchment packages %ith the concerned stakeholders.

e> "pply the criteria to select retrenches. 9et 'anagers ealuate the people in

targeted positions against set criteria. If there are multiple incumbents for the


49/57

position(s that is(are to be eliminated or consolidated? all employees %ithin the

same job classification or sphere of %ork must be compared %ith each other

based on the applicable criteria.

f> pper management %ill reie% the selection of people to guard against

indiidual biases.

g> Conduct statistical analysis to determine %hether the retrenchments %ill hae a

negatie impact on e@uity targets.

h> 5rief 'anagement and employee representaties of proposed list.

i> Decide on the final list.

j> $otify the concerned employees and managers

k> #repare forms and pay.

l> #roide the necessary assistance to those retrenched.

m> "n employeeFs serice %ill only be terminated if found guilty of an offence?

confirmed by a disciplinary hearing and %hen becoming redundantconse@uential to reorganisation and not being absorbable in another department

of S5C4&.

1&. C()n-a0+n

Salary

#rocedures for #ayment of Salary and Salary "dancesDeductions

5onus System

Oertime

5enefits:ousing "llo%ance

#ension fund

'edical "id

Social Security"cting "llo%ance


50/57

11. POLICY FOR TEMPORARY EMPLOYEES

11.1 In0*u0+n

&emporary staffs are arious persons %ho fill onetime positions established to undertake a

particular piece of %ork or assist %ith a particular administratie matter? %hose skills %ill notbe needed by S5C4& on a continuing basis

&his category includes parttime? casual %orkers and shortterm consultants.

11.2 A((+n0)n0

"ppointment of temporary staff shall be effected by signing of a contract specifying terms andcondition of the employment? the duration and the remuneration thereof.

&he CEO on the recommendation of the department managers shall hire temporary employees.

&emporary staff shall not be entitled to any other benefits or oertime.

11.3 T)- S)8+)

&emporary employees shall enter into a contract %ith S5C4&? %hich shall specify the terms of

reference? duration of the assignment and fee. &he contract shall also hae disclaimers from

S5C4& regarding insurance? medical and other benefits. It shall place the onus of reporting

income to the ta6 authorities on the temporary staff.

&he contract %ill not be alid unless signed by

hr manual formate

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