[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"page:\u002Fen-mw\u002Fwork-in-malawi\u002Fcollective-bargaining-agreement\u002Fryall-terms-and-conditions-union-input5-latest":3,"menu:\u002Fen-mw:":166,"sites:htmlblocks":348,"subsites":1547,"cite-subsites":5112,"footer:root":5589,"suggested:root":5677,"cite-footer:root":5681},{"id":4,"slug":5,"title":6,"short_title":7,"intro_text":8,"meta_description":8,"seo_title":8,"path":9,"content_type":10,"locale":11,"edit_url":12,"breadcrumbs":13,"seo":21,"data":29,"children":146,"content_type_view":147,"extra_breadcrumbs":148,"body":150,"body_blocks":161,"related_pages":165},37043,"collective-bargaining-agreement","Collective Bargaining Agreement",null,"","\u002Fen-mw\u002Fwork-in-malawi\u002Fcollective-bargaining-agreement","collective_agreements.collectiveagreementoverview","en_MW","\u002Fcms\u002Fpages\u002F37043\u002Fedit\u002F",[14,17,20],{"title":15,"slug":16},"Malawi","en-mw",{"title":18,"slug":19},"Work in 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follow","website","summary_large_image","2026-04-02T11:45:41.530108+02:00","2026-04-02T11:47:53.351465+02:00",{"cba":30,"clauses":41,"details":144,"translations":145},{"id":31,"uid":32,"url":33,"name":34,"locale":11,"override_title":8,"title":35,"browser_title":36,"browser_description":37,"text":38},"ryall-terms-and-conditions-union-input5-latest","b3df1882-60ac-11f0-9b27-f23c91080f70","https:\u002F\u002Fcobra.wageindicator.org\u002Fcountries\u002Fmalawi\u002Fryall-terms-and-conditions-union-input5-latest\u002Fryall-terms-and-conditions-union-input5-latest\u002F","Ryall Terms and Conditions- union input5 latest ","MWI BLANTYRE HOTELS PLC -","Malawi - MWI BLANTYRE HOTELS PLC -","MWI BLANTYRE HOTELS PLC - - Hospitality, catering, tourism",{"name":39,"data":40},"Ryall Terms and Conditions- union input5 latest .html","\n\u003C!--?xml version=\"1.0\" encoding=\"UTF-8\"?-->\n\n\n  \u003Cmeta http-equiv=\"content-type\" content=\"text\u002Fhtml; charset=UTF-8\">\n  \u003Ctitle>New7\u003C\u002Ftitle>\n  \u003Cmeta name=\"generator\" content=\"Amaya, see http:\u002F\u002Fwww.w3.org\u002FAmaya\u002F\">\n\n\n\n\u003Ch1>BLANTYRE HOTELS PLC TERMS AND CONDITIONS OF SERVICE\u003C\u002Fh1>\n\n\u003Cp>\u003Cstrong>CONDITIONS OF SERVICE\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cdiv class=\"toc\">\n\u003Cul>\n  \u003Cli>\u003Ca href=\"#L265\">1.0 INTRODUCTION\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L295\">2.0 THE COMPANY\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L307\">2.1 Competitive Remuneration\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L319\">2.2 Bribery and Corruption\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L337\">2.3 Safe Working Environment\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L349\">2.4 Conflict of Interest\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L365\">2.5 Confidentiality\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L377\">3.0 DEFINITIONS\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L463\">4.0 ENGAGEMENT AND APPOINTMENT\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L467\">4.1 Pre-engagement Requirements\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L501\">4.2 Medical Examination\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L515\">4.3 Screening and Vetting\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L525\">5.0 INDUCTION\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L545\">5.1 Working Hours\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L565\">5.2 Overtime\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L593\">5.3 Days Off\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L611\">5.4 Meal Breaks\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L627\">5.5 Transfer\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L655\">6.0 REMUNERATION\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L659\">6.1 Salaries and Wages\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L671\">6.2 Annual Pay Review\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L683\">6.3 Performance Bonus\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L691\">6.4 Acting Allowance\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L717\">6.5 Responsibility Allowance\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L737\">6.6 Long Service Award\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L9426\">7.0 TERMINATION OF EMPLOYMENT\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L751\">7.1 Resignation\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L763\">7.2 Abscondment\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L771\">7.3 Retirement\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L807\">7.4 Labor Disputes\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L823\">7.5 Disciplinary Grounds\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L831\">7.6 Other Reasons\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L839\">7.7 Terminal Dues\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L849\">8.0 REDUNDANCY OR RETRENCHMENT\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L863\">9.0 LEAVE POLICY\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L871\">9.1 Scope\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L879\">9.2 Implementation\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L887\">9.3 Annual Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L943\">9.4 Sick Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L969\">9.5 Payment of Salary during Sickness\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L985\">9.6 Medical Examination\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L997\">9.7 Maternity Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1045\">9.8 Paternity Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1069\">9.9 Compassionate Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1095\">9.10 Study Leave\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1111\">9.11 Special Leave\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1133\">10.0 EMPLOYEE WELFARE\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L1137\">10.1 Group Pension Scheme\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1149\">10.2 Group Life Insurance\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1159\">10.3 Worker’s Compensation and Group Accident\n        Cover\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1167\">10.4 Medical Aid Scheme\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1191\">10.5 Meals\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1215\">10.6 Death Benefits\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1227\">11.0 SALARY ADVANCES AND LOANS\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L1231\">11.1 Emergency Salary Advance\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1243\">11.2Study Loan\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1347\">12.0 TRAVEL AND TRANSPORT\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L1351\">12.1 Traveling Abroad\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1359\">12.2 Travel in Malawi\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1379\">12.3 Transport\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1401\">12.4 Transport Allowance\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1421\">13.0 HEALTH POLICY\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1437\">14.0 SAFETY POLICY\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1469\">15.0 PERFORMANCE MANAGEMENT SYSTEM\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1509\">16.0 STAFF TRAINING AND DEVELOPMENT\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1523\">17.0 CODE OF CONDUCT\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L1535\">17.1 Discipline\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1551\">17.2 Grievances\u003C\u002Fa>\u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1565\">18.0 NOTIFICATIONS OF CHANGES\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1575\">19.0 GARNISHMENT OF WAGES\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1581\">20.0 VISITORS ON THE COMPANY’S PREMISES\u003C\u002Fa>\u003C\u002Fli>\n  \u003Cli>\u003Ca href=\"#L1595\">APPENDICES\u003C\u002Fa>\n    \u003Cul>\n      \u003Cli>\u003Ca href=\"#L1605\">APPENDIX 1 Terms and Conditions of Service\n        Acknowledgement Form\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1653\">APPENDIX 2 CONFIDENTIALITY AGREEMENT\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1683\">APPENDIX 3 BHL RECRUITMENT PROCEDURE\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L1699\">1.Vacancies And Their Notification\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1733\">2.Advertising\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1749\">3.Shortlisting\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1769\">4.Interview\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1805\">5.Interview Reports And Reference Check\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1829\">6.Letter Of Appointment And Acceptance Of\n            Appointment\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1845\">7.Probation\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1879\">APPENDIX 4 PERFORMANCE BONUS POLICY\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L1883\">a)OBJECTIVE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1903\">b)PERFORMANCE ASSESSMENT\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1911\">c)TERMS OF PAYMENT\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L1959\">APPENDIX 5 LONG SERVICE AWARDS\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L1963\">Standard Overview\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L1967\">Full Procedure\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2033\">APPENDIX 6 TERMINAL BENEFITS\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2089\">APPENDIX 7 REDUNDANCY AND RETRENCHMENT\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2145\">APPENDIX 8 HIV\u002FAIDS POLICY\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L2153\">1.PURPOSE\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2217\">APPENDIX 9 COVID 19 AND OTHER INFECTIOUS DISEASES\n        POLICY\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L2225\">1.PURPOSE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2251\">2.REDUCTIONS\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2291\">3.HAZARD ASSESSMENT AND EMPLOYEE\n          PROTECTION\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L6500\">APPENDIX 10 PERFORMANCE SYSTEM MANAGEMENT\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L11751\">Administrative Procedures\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L11753\">Performance Related Disciplinary Action\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2687\">APPENDIX 11HUMAN RESOURCE DEVELOPMENT AND TRAINING\n        POLICY\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L2693\">1.0 INTRODUCTION\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2701\">2.0 PURPOSE OF THE POLICY\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2721\">3.0 PRIORITY RATES\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2865\">3.4STAFF DEVELOPMENT AND TRAINING\n          PROGRAMS\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L2905\">3.5 ELIGIBILITY FOR SELECTION\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L2987\">APPENDIX 12 CODE OF CONDUCT\u003C\u002Fa>\u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L3197\">APPENDIX 13 DISCIPLINARY CODE AND PROCEDURE\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L3201\">1.0.PRELIMINARY\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3233\">2.0.PRINCIPLES OF THE DISCIPLINARY CODE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3265\">3.0.ACTS OF MISCONDUCT\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3269\">GROUP 1 – SUMMARY DISMISSAL\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3405\">GROUP 2 – TERMINATION OF EMPLOYMENT\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3437\">GROUP 3 – FINAL WRITTEN WARNING\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L7227\">GROUP 4 – WRITTEN WARNING\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3637\">GROUP 5 – VERBAL WARNING\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3697\">4.0.SANCTIONS\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3733\">5.0WARNING EXPIRY PERIOD\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3745\">6.0DISCIPLINARY PROCEDURE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3781\">7.0THE DISCIPLINARY COMMITTEE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3885\">8.0THE DISCIPLINARY HEARING PROCEEDINGS\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3961\">DISCIPLINARY STAGES\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3967\">Stage 1 – Counselling\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3979\">Stage 2 – Written Warning\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L3999\">Stage 3 – Final Written Warning by\n          Manager\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4019\">Stage 4 – Termination of Service of\n            Dismissal\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4035\">Stage 5 - Appeals\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4083\">SUSPENSION\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4097\">REASONS FOR SUSPENSION\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4121\">WHEN TO SUSPEND\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n      \u003Cli>\u003Ca href=\"#L4149\">APPENDIX 14 GRIEVANCE PROCEDURE\u003C\u002Fa>\n        \u003Cul>\n          \u003Cli>\u003Ca href=\"#L4157\">1.PURPOSE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4185\">2.STAGES OF PROCEDURE FOR A GRIEVANCE OF A\n            SINGLE EMPLOYEE\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4245\">3.PROCEDURE FOR GRIEVANCE HANDLING OF A GROUP OF\n            EMPLOYEES\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4265\">4.GRIEVANCE CONCERNING AN EMPLOYEE’S IMMEDIATE\n            SUPERVISOR\u003C\u002Fa>\u003C\u002Fli>\n          \u003Cli>\u003Ca href=\"#L4277\">5.ROLES OF PARTICIPANTS IN THE GRIEVANCE\n            PROCEDURE\u003C\u002Fa>\u003C\u002Fli>\n        \u003C\u002Ful>\n      \u003C\u002Fli>\n    \u003C\u002Ful>\n  \u003C\u002Fli>\n\u003C\u002Ful>\n\u003C\u002Fdiv>\n\n\u003Cp>\u003Cstrong>BLANTYRE HOTELS PLC TERMS AND CONDITIONS OF SERVICE\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>CONDITIONS OF SERVICE\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Ch2 id=\"L265\">1.0 INTRODUCTION\u003C\u002Fh2>\n\n\u003Cp>These terms and conditions of service have been prepared in order that you,\nan employee may have an informed understanding of certain company policies,\nprocedures, rules and benefits. They are intended to be used as a reference aid\nfor clarification and consistencies in the implementation of policies,\nprocedures, rules and benefits. Policies contained in these Conditions apply to\nall employees of BHL unless otherwise stated.\u003C\u002Fp>\n\n\u003Cp>Notwithstanding these Conditions, BHL may enter into contracts of employment\nwith individual employees containing special conditions additional to or\nvarying these Conditions. Where any special conditions add to or vary these\nConditions, the special conditions shall apply. In the absence of any special\nconditions, these Conditions shall apply.\u003C\u002Fp>\n\n\u003Cp>These Conditions are not intended to be inclusive and should be read\ntogether with the Marriott Handbook. We encourage you to make enquiries and\nsuggestions regarding these contents to the Human Resource Department for a\ndiscussion and\u002F or clarification.\u003C\u002Fp>\n\n\u003Cp>In addition, the policies, procedures, rules and benefits contained in these\nConditions comply with the Laws of Malawi which prevail over any contrary\nprovision contained in these Conditions.\u003C\u002Fp>\n\n\u003Cp>All changes to the policies, procedures, rules and benefits in these\nConditions can only be made in writing by the Human Resources Department with\nthe approval of the General Manager and in consultation with the Hotels’\nUnion and those changes will be in effect as of the dates published. BHL\nreserves the right to add, remove, or change any policies, procedures, rules\nand benefits in these Conditions and in so doing shall ensure that the Laws of\nMalawi are not contravened with the employees being informed of the changes.\u003C\u002Fp>\n\n\u003Cp>1.1 Citation and Commencement\u003C\u002Fp>\n\n\u003Cp>These Conditions may be cited as the Blantyre Hotels Limited Staff Terms and\nConditions of Service and shall become effective from …………… and\nreplace all previous Terms and Conditions of Service.\u003C\u002Fp>\n\n\u003Cp>These Conditions, except where it is specifically otherwise provided, shall\napply to members who are serving on temporary, probationary, contractual and\npermanent terms. Appendix 1 will be signed by all Staff.\u003C\u002Fp>\n\n\u003Ch2 id=\"L295\">2.0 THE COMPANY\u003C\u002Fh2>\n\n\u003Cp>Blantyre Hotels Plc (BHL) is a company incorporated under the laws of Malawi\nwith an excellent record of accomplishment in the management and operation of\nhotels. BHL owns the Protea Hotel Ryalls and is under Marriott International,\nInc.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-GENEQ_trigger\">BHL is an equal opportunity employer and believes in equal pay for work of\nequal value. The primary objective of recruitment is to secure highest\nstandards of value of professional competence. As such BHL shall uphold the\npolicy of providing equal opportunity of employment and advancement based on\nmerit to all qualified persons and shall not condone any forms of\ndiscrimination.\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Ch3 id=\"L307\">2.1 Competitive Remuneration\u003C\u002Fh3>\n\n\u003Cp>It is the policy of BHL to ensure that remuneration packages are internally\nequitable and externally competitive i.e. with like organizations with the aim\nto attract and retain the best possible employees. Remuneration packages will\nbe applied consistently throughout the organization and will be fair, adequate\nand non-discriminatory.\u003C\u002Fp>\n\n\u003Cp>Most importantly BHL believes in performance driven remuneration in which\nStaff are rewarded for contributions or impact they have on the business.\u003C\u002Fp>\n\n\u003Ch3 id=\"L319\">2.2 Bribery and Corruption\u003C\u002Fh3>\n\n\u003Cp>Employees are prohibited from participating in any fraudulent acts against\nBHL or any other entity. BHL is committed to the highest possible standards of\nopenness, transparency and accountability in all its operations and promotes a\nculture of honesty. Employees must also be alert for occurrences of fraud, be\naware that unusual transactions or behaviors could be indications of fraud, and\nreport potential cases of fraud.\u003C\u002Fp>\n\n\u003Cp>Employees must neither give nor accept any gift of such significance that\nsuch acceptance or giving could cause or give the appearance of BHL granting or\nreceiving favor. Guidance of what constitutes a gift is as indicated separately\nin the Gifts Policy as advised by the Human Resources Department.\u003C\u002Fp>\n\n\u003Ch3 id=\"L337\">2.3 Safe Working Environment\u003C\u002Fh3>\n\n\u003Cp>BHL recognizes and accepts its responsibility as an employer to provide\nhealthy and safe place to work. Promotion of high standard of safety awareness\namong its employees shall be prioritized.\u003C\u002Fp>\n\n\u003Cp>BHL also believes that employees must exercise personal responsibility to\ntake reasonable care of their own health and safety and that of their\ncolleagues. Thus, BHL shall conduct its activities as to prevent harming the\nhealth of its employees and works on the basic principle that accidents and\ninjuries can be prevented.\u003C\u002Fp>\n\n\u003Ch3 id=\"L349\">2.4 Conflict of Interest\u003C\u002Fh3>\n\n\u003Cp>An employee shall not during normal working hours, except during annual\nleave days, directly or indirectly engage in any business or occupation other\nthan normal duties assigned to the employee by BHL.\u003C\u002Fp>\n\n\u003Cp>An employee and\u002For spouse shall not engage in any private business, trade or\ncommercial activity where it is or may be deemed to be directly in competition\nwith BHL. Provided that an employee and\u002For spouse may engage in a private\nbusiness, trade or commercial activity with prior written approval from the\nGeneral Manager so long as the employee is discharging his duties and the\nbusiness or trade or commercial activity is not in direct completion with\nBHL.\u003C\u002Fp>\n\n\u003Cp>It shall be the duty of every employee to describe to BHL in writing any\nprivate business, trade or commercial activity which, in the employee’s\nreasonable estimation, has the potential to raise conflict of interest\nallegations. An employee and\u002For his spouse or any of his close relatives shall\nnot supply or sell any goods or services for his benefit to BHL without first\nobtaining consent from the General Manager.\u003C\u002Fp>\n\n\u003Ch3 id=\"L365\">2.5 Confidentiality\u003C\u002Fh3>\n\n\u003Cp>Employees shall observe strict secrecy, respecting all transactions and\naffairs of BHL, its subsidiary companies, its clients, its associate companies,\nand other employees. In this case BHL shall expect employees to observe the\nstrictest secrecy for all information acquired in the course of employment.\nEmployees shall not communicate any information made available to them or which\nmay come to their notice as employees of BHL. Non-compliance with this code of\nconduct shall be cause for disciplinary action. Copy of Confidentiality\nAgreement Form is presented in Appendix 2\u003C\u002Fp>\n\n\u003Cp>Similarly, BHL will not divulge any details of employees’ personal file to\na third-party including Banks, Building Societies etc without prior authority\nfrom employee unless where a request to divulge such information is from a duly\nauthorized government institution.\u003C\u002Fp>\n\n\u003Ch2 id=\"L377\">3.0 DEFINITIONS\u003C\u002Fh2>\n\n\u003Cp>In the interpretations of these Terms and Conditions of Service the\nfollowing definitions shall apply:\u003C\u002Fp>\n\n\u003Cp>a)Abscondment shall mean any absence from duty without permission. Any\nemployee who absconds shall be deemed to have abandoned his post and shall be\nliable to disciplinary action;\u003C\u002Fp>\n\n\u003Cp>b)BHL shall mean Blantyre Hotels Plc;\u003C\u002Fp>\n\n\u003Cp>c)Board shall mean the Board of Directors of the Blantyre Hotels Plc;\u003C\u002Fp>\n\n\u003Cp>d)Company shall mean Blantyre Hotels Plc (BHL);\u003C\u002Fp>\n\n\u003Cp>e)Effective date refers to the date on which management shall declare that\nthe Terms and Conditions of Service will take effect;\u003C\u002Fp>\n\n\u003Cp>Employee shall mean a person who offers his services under an oral or\nwritten contract of employment, whether express or implied\u003C\u002Fp>\n\n\u003Cp>f)General Manager shall mean the General Manager or Chief Executive Officer\nof BHL or such officer acting in that capacity;\u003C\u002Fp>\n\n\u003Cp>g)Leave shall mean a recognized and authorized period of absence;\u003C\u002Fp>\n\n\u003Cp>h)Performance bonus shall mean money paid to an employee at the end of the\nyear above his monthly salary as a token of appreciation for the contribution\nmade by the employee in the overall profitability of BHL for the year in\nquestion as measured by the performance appraisal exercise and other set\nprocedures within the Company;\u003C\u002Fp>\n\n\u003Cp>i)Permanent Staff shall mean staff members that have been engaged for an\nindefinite period of time after satisfactorily completing a period of probation\nand have been notified of this fact in writing;\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-contracttrial\">j)Probationary Period shall mean such a period as determined by the company\nfor employees to serve prior to being considered for permanent and\u002For contract\nservice but shall not exceed 12 months;\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>k)Redundancy shall mean reduction of positions as a result of a number of\nfactors including restructuring due to economic down trend or due to\noperational, structural or technical reasons.;\u003C\u002Fp>\n\n\u003Cp>l)Retrenchment shall mean reduction of the workforce due to economic\ndownturn or other operation requirements;\u003C\u002Fp>\n\n\u003Cp>m)Subsidiary shall mean any operation of BHL including Ryalls Hotel;\u003C\u002Fp>\n\n\u003Cp>n)Transfer shall mean being moved from one subsidiary or unit or department\nto another either on the same grade or on promotion;\u003C\u002Fp>\n\n\u003Cp>o)The use of the masculine gender shall where the context so admits include\nthe use of feminine and vice versa;\u003C\u002Fp>\n\n\u003Cp>p)The use of singular shall where the context admits include the use of the\nplural or vice versa;\u003C\u002Fp>\n\n\u003Cp>q)The words employee and Staff shall be used interchangeably.\u003C\u002Fp>\n\n\u003Ch2 id=\"L463\">4.0 ENGAGEMENT AND APPOINTMENT\u003C\u002Fh2>\n\n\u003Ch3 id=\"L467\">4.1 Pre-engagement Requirements\u003C\u002Fh3>\n\n\u003Cp>a)All prospective employees are required to:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Complete an application letter;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Attend an interview;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Submit copies of their Curriculum Vitae and\ncertificates to the interviewer;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Provide reference details where necessary;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Undergo a medical examination, including drug\ntesting, if required;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•Undergo police clearance if required.\u003C\u002Fp>\n\n\u003Cp>All employees will be engaged in accordance with the laid down and approved\nRecruitment Procedure as outlined in Appendix 3\u003C\u002Fp>\n\n\u003Cp>b)A standard letter of appointment shall be obligatory for the appointment\nof all Staff and shall be issued in triplicate with employee returning two\nsigned copies to BHL. By accepting the employment offer, the Staff member is\naccepting to abide by the Terms and Conditions of Service;\u003C\u002Fp>\n\n\u003Cp>c)While employment offer shall provide the key elements of the Terms and\nConditions of Service, the employee is encouraged to read and understand the\nTerms and Conditions of service.\u003C\u002Fp>\n\n\u003Ch3 id=\"L501\">4.2 Medical Examination\u003C\u002Fh3>\n\n\u003Cp>a)BHL reserves the right to demand a medical re-examination to any employee\nwho is persistently absent due to illness at any time and at any place, and\nsuch employee shall submit to such examination;\u003C\u002Fp>\n\n\u003Cp>b)All employees working in the Operations Department are obliged to undergo\nperiodical medical assessments as provided for under the Laws of Malawi.\u003C\u002Fp>\n\n\u003Ch3 id=\"L515\">4.3 Screening and Vetting\u003C\u002Fh3>\n\n\u003Cp>To protect the interests of employees and guests as well as the reputation\nof the company, BHL shall apply rigorous background screening and vetting\ntechniques when selecting people for employment.\u003C\u002Fp>\n\n\u003Ch2 id=\"L525\">5.0 INDUCTION\u003C\u002Fh2>\n\n\u003Cp>An induction program will be carried out for all new employees. This will be\norganized by the Human Resources Department in conjunction with other\ndepartments.\u003C\u002Fp>\n\n\u003Cp>Induction provides employees with the necessary knowledge to make their\nintroduction into the Company as smooth as possible.\u003C\u002Fp>\n\n\u003Cp>These Conditions form part of the induction and all employees are expected\nto know the contents thereof.\u003C\u002Fp>\n\n\u003Cp>It is the responsibility of each employee to familiarize themselves with the\nCompany rules, regulations, policies and procedures, and to discuss any\nsituation which may be confusing with their supervisor\u002FManager.\u003C\u002Fp>\n\n\u003Ch3 id=\"L545\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-WORKHOURS_trigger\">5.1 Working Hours\u003C\u002Fdiv>\u003C\u002Fh3>\n\n\u003Cp>a)The normal working hours for Operations Staff are 48 hours per week;\u003C\u002Fp>\n\n\u003Cp>b)The normal working hours for Support Staff are 40 hours;\u003C\u002Fp>\n\n\u003Cp>c)Meal times are not included in the duty periods;\u003C\u002Fp>\n\n\u003Cp>d)Heads of Department to arrange duty rosters in such a way that at least\none day of rest per week is allowed for operations Staff. Any variance to this\nwill be as prescribed in an individual’s letter of appointment.\u003C\u002Fp>\n\n\u003Ch3 id=\"L565\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-OVERTIME_trigger\">\u003Ch3 id=\"L565\">5.2 Overtime\u003C\u002Fh3>\n\n\u003Cp>(a)Staff working in excess of 8 hours per day (excluding Staff in the grade\nof assistant managers and above) and Staff working on public holidays are\nentitled to overtime or they may be given extra time-off in lieu at the\ndiscretion of Management. And the Employee will be notified before carrying the\nwork.\u003C\u002Fp>\n\n\u003Cp>(b)Any overtime work must be prior approved by the employee’s Head of\nDepartment;\u003C\u002Fp>\n\n\u003Cp>(c)There are three classes of overtime:\u003C\u002Fp>\n\n\u003Cp>(i)Ordinary Overtime which shall be worked on a working day, in excess of\nthe prescribed hours per week and paid for the rate of one and a half times the\nhourly rate of pay;\u003C\u002Fp>\n\n\u003Cp>(ii)Day off overtime which shall be time worked by an employee on the day on\nwhich he would otherwise be off duty and paid for at twice the hourly rate of\npay;\u003C\u002Fp>\n\n\u003Cp>(iii)Holiday overtime, which shall be time worked on a gazetted Public\nHoliday, and paid for twice the hourly rate of pay.\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Ch3 id=\"L593\">5.3 Days Off\u003C\u002Fh3>\n\n\u003Cp>Employees are entitled to days off as per their specific operations\npolicy.\u003C\u002Fp>\n\n\u003Cp>Days off shall be allocated by means of monthly or weekly roster. An\nemployee’s Head of Department is required to approve any changes to days off\nrequested by an employee.\u003C\u002Fp>\n\n\u003Cp>Any days off owed in lieu of public holidays worked will be treated as days\noff and not leave.\u003C\u002Fp>\n\n\u003Ch3 id=\"L611\">5.4 Meal Breaks\u003C\u002Fh3>\n\n\u003Cp>All employees are entitled to a meal break. The timing of the meal break is\ndetermined by the departmental roster and based on operational requirements.\u003C\u002Fp>\n\n\u003Cp>Meals and beverages shall only be taken in the designated eating area during\nthe authorized breaks, except where other arrangements have been authorized.\u003C\u002Fp>\n\n\u003Cp>No food or beverages shall be allowed in any part of the work area, other\nthan the employee dining area, without authorization.\u003C\u002Fp>\n\n\u003Ch3 id=\"L627\">5.5 Transfer\u003C\u002Fh3>\n\n\u003Cp>a)Transfers shall be at the discretion of Management and an employee may be\ntransferred from one department or location to another within the company;\u003C\u002Fp>\n\n\u003Cp>b)A minimum of one-month notice shall be given to any Staff whose services\nare required elsewhere and therefore need to be transferred. However, in the\ncase of an emergency, employees will be required to accept such notice as is\ngiven and to undertake duties that are different from their normal duties but\nwhich the company considers within their competence.\u003C\u002Fp>\n\n\u003Cp>c)Where an employee is required by the company to move from his place of\nwork to another place of work in a different district shall be paid Disturbance\nAllowance to the equivalent of one time basic salary; The Company, will pay for\nthe cost of transportation of personal belongings.\u003C\u002Fp>\n\n\u003Cp>d)Failure to obey instructions to transfer to any area or department amounts\nto serious misconduct for which an employee could be liable to disciplinary\naction.\u003C\u002Fp>\n\n\u003Ch2 id=\"L655\">\u003C\u002Fh2>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-WAGES_trigger\">\u003Ch2 id=\"L655\">6.0 REMUNERATION\u003C\u002Fh2>\n\n\u003Ch3 id=\"L659\">6.1 Salaries and Wages\u003C\u002Fh3>\u003C\u002Fdiv>\u003Ch3 id=\"L659\">\u003C\u002Fh3>\n\n\u003Cp>a)Initial salary and wages will be according to qualification and experience\nfor the position offered;\u003C\u002Fp>\n\n\u003Cp>b)Monthly salary shall be paid in arrears on or by 28th day of the month to\nthe employee’s bank account\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-STRUCINCR_trigger\">\u003Ch3 id=\"L671\">6.2 Annual Pay Review\u003C\u002Fh3>\n\n\u003Cp>a)Salaries may be reviewed at least every twelve months subject to the\nfinancial capability of the company to pay. This shall not necessarily mean\nthat an award will be made annually. A salary award may not be made unless a\ncurrent satisfactory employee performance assessment has been recorded;\u003C\u002Fp>\n\n\u003Cp>b)In salary review, job grades may not be awarded uniform percentage\nincrease\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>.\u003C\u002Fp>\n\n\u003Ch3 id=\"L683\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-ONCERISE_trigger\">6.3 Performance Bonus\u003C\u002Fdiv>\u003C\u002Fh3>\n\n\u003Cp>Performance bonus may be paid to employees dependent on profitability and\nagreed company performance targets for a year. The annual performance bonus\nwill only be paid following approval by the Board of Directors.\u003C\u002Fp>\n\n\u003Ch3 id=\"L691\">6.4 Acting Allowance\u003C\u002Fh3>\n\n\u003Cp>a)An employee who has been called upon to assume responsibilities of a\nhigher post as part of their training development or due to the exigencies of\nthe company shall be paid an acting allowance;\u003C\u002Fp>\n\n\u003Cp>b)Acting allowance will only be considered if the acting period is more than\none calendar month;\u003C\u002Fp>\n\n\u003Cp>c)Acting allowance shall only apply where the employee performs the complete\nduties of the higher office;\u003C\u002Fp>\n\n\u003Cp>d)Under no circumstance shall an employee be allowed to hold two substantive\noffices;\u003C\u002Fp>\n\n\u003Cp>e)The acting allowance will be 30% of the basic salary of the Staff member\nwho is acting in the position.\u003C\u002Fp>\n\n\u003Ch3 id=\"L717\">6.5 Responsibility Allowance\u003C\u002Fh3>\n\n\u003Cp>a)Where an employee is required to undertake additional duties and\nresponsibilities of a nature substantially more onerous than those attached to\nhis post but is not necessarily discharging full duties of another post, he may\nbe paid a Responsibility Allowance upon approval by the General Manager;\u003C\u002Fp>\n\n\u003Cp>b)The responsibility allowance so paid shall be at the rate of 20% of\nhis\u002Fher basic pay;\u003C\u002Fp>\n\n\u003Cp>c)The period worked shall not be less than 30 consecutive calendar days;\u003C\u002Fp>\n\n\u003Cp>d)An employee entitled to an Acting Allowance shall not be entitled for a\nresponsibility allowance for the same work and period.\u003C\u002Fp>\n\n\u003Ch3 id=\"L737\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SENIOR_trigger\">\u003Ch3 id=\"L737\">6.6 Long Service Award\u003C\u002Fh3>\n\n\u003Cp>a)In order to reward loyalty and dedicated long service, BHL shall provide\nawards for long service Staff members who have completed 5,10, 15, 20, 25, 30\nor more years of uninterrupted service as per the Appendix 5. The awards will\nbe revised from time to time.\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Ch2 id=\"L9426\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-contractseverancepay\">7.0 TERMINATION OF EMPLOYMENT\u003C\u002Fdiv>\u003C\u002Fh2>\n\n\u003Ch3 id=\"L751\">7.1 Resignation\u003C\u002Fh3>\n\n\u003Cp>a)An employee may resign from his position by giving one month notice in\nwriting or payment of the equivalent salary in lieu of notice of termination of\ncontract of employment.\u003C\u002Fp>\n\n\u003Cp>b)Similarly, the company may terminate with reasons, the contract of\nemployment by giving one month notice or pay an equivalent salary in lieu of\nnotice.\u003C\u002Fp>\n\n\u003Ch3 id=\"L763\">7.2 Abscondment\u003C\u002Fh3>\n\n\u003Cp>a)An employee shall be treated as having terminated his appointment if\nabsent from work for five days without prior permission from Management unless\nhe can give a reasonable excuse for his absence acceptable by management.\u003C\u002Fp>\n\n\u003Ch3 id=\"L771\">7.3 Retirement\u003C\u002Fh3>\n\n\u003Cp>7.3.1 Normal Retirement\u003C\u002Fp>\n\n\u003Cp>a)An employee shall retire on reaching their 60th Birthday;\u003C\u002Fp>\n\n\u003Cp>b)Upon retirement an employee will receive benefits in accordance with BHL\nGroup Pension and Life Insurance Scheme Rules details of which can be obtained\nfrom the Human Resources Department.\u003C\u002Fp>\n\n\u003Cp>7.3.2 Early Retirement\u003C\u002Fp>\n\n\u003Cp>a)An employee may also opt to retire after twenty years of continuous\nservice with BHL;\u003C\u002Fp>\n\n\u003Cp>b)The Company, on application by the employee may accept that an employee be\nretired on attaining 50 years of age but before attaining 60 years.\u003C\u002Fp>\n\n\u003Cp>c)The Company, on application by the employee may accept that an employee be\nretired before attaining 50 years of age on the grounds of ill-health as\nadvised by recognized medical practitioner certifying that the employee is\ndisabled from carrying out the functions of his office;\u003C\u002Fp>\n\n\u003Cp>d)Upon retirement an Employee will receive benefits in accordance with BHL\nGroup Pension and Life Insurance Scheme Rules.\u003C\u002Fp>\n\n\u003Ch3 id=\"L807\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-strikes_trigger\">\u003Ch3 id=\"L807\">7.4 Labor Disputes\u003C\u002Fh3>\n\n\u003Cp>a)The Company reserves the right to terminate employment without notice or\npay in lieu of notice of any employee who takes part in an illegal labor action\nsuch as strike, go slow or any withdrawal of labor.\u003C\u002Fp>\n\n\u003Cp>b)Where any employee opts to withdraw their labor and carries out a strike,\ntheir salary will only be paid for three (3) days of the duration of the strike\nin one particular year as provided for under the Labour Relations Act.\u003C\u002Fp>\n\n\u003Cp>c)Employees are encouraged to use all channels of communication available to\nthem including grievance procedure to be heard and resolve any labor disputes\nbefore they resort to strike action.\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Ch3 id=\"L823\">7.5 Disciplinary Grounds\u003C\u002Fh3>\n\n\u003Cp>a)Employment may be terminated on disciplinary grounds in accordance with\nthe company Disciplinary Code as per Appendix 13.\u003C\u002Fp>\n\n\u003Ch3 id=\"L831\">7.6 Other Reasons\u003C\u002Fh3>\n\n\u003Cp>a)The company may terminate an employee’s appointment on grounds of\nreorganization, lay-off, retrenchment, or redundancy, and the employee shall be\nentitled to benefits in accordance with the Employment Act.\u003C\u002Fp>\n\n\u003Ch3 id=\"L839\">7.7 Terminal Dues\u003C\u002Fh3>\n\n\u003Cp>a)In the event of termination of employment or dismissal, an employee shall\nbe paid his dues as outlined in Appendix 6. The Company shall be entitled to\nwithhold part of the dues for liquidating of part of his debts, if any, to the\nCompany.\u003C\u002Fp>\n\n\u003Ch2 id=\"L849\">8.0 REDUNDANCY OR RETRENCHMENT\u003C\u002Fh2>\n\n\u003Cp>a)An employer has an undoubted right to terminate the employment of their\nemployees for economic, technical, structural or similar reasons;\u003C\u002Fp>\n\n\u003Cp>b)When and where the need for redundancy or retrenchment has been\nestablished, efforts will be made to ensure that qualified and productive\nemployees are redeployed to existing positions within the company. However, if\nsuch efforts fail, the employees will be declared redundant in accordance with\nthe procedures as laid down in Appendix 7.\u003C\u002Fp>\n\n\u003Ch2 id=\"L863\">9.0 LEAVE POLICY\u003C\u002Fh2>\n\n\u003Cp>BHL employees may be entitled to various types of paid and unpaid leave\nwithin the provisions of their employment contract, the company’s Terms and\nConditions of Service, and the prevailing legislation. It is the intent of BHL\nto grant paid or unpaid leave to employees under appropriate circumstances.\u003C\u002Fp>\n\n\u003Ch3 id=\"L871\">9.1 Scope\u003C\u002Fh3>\n\n\u003Cp>This leave policy is applicable to all BHL permanent employees including\nthose employees on fixed term contracts.\u003C\u002Fp>\n\n\u003Ch3 id=\"L879\">9.2 Implementation\u003C\u002Fh3>\n\n\u003Cp>While the Human Resources Department is responsible for the proper\nimplementation of this policy, department and Section Heads are responsible for\nensuring that leave, where possible, is properly planned for and that Staff\nunder their supervision strictly adhere to the provisions of this policy.\u003C\u002Fp>\n\n\u003Ch3 id=\"L887\">9.3 Annual Leave\u003C\u002Fh3>\n\n\u003Cp>a)Annual Leave Cycle\u003C\u002Fp>\n\n\u003Cp>The Company’s holiday year runs from 1st January to 31st December.\u003C\u002Fp>\n\n\u003Cp>b)Calculation of Leave Days while Proceeding in Annual Leave\u003C\u002Fp>\n\n\u003Cp>The period of leave shall be calculated from the day after the employee\nceases to work to and including the day prior to his resumption of duties but\nshall for operations Staff exclude Sundays and any gazette Malawi Public\nholidays. For the rest of support Staff calculation of leave days shall exclude\nSaturdays, Sundays and any gazette Malawi Public holidays.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-PAIDLEAV_trigger\">\u003Cp>c)Annual Leave entitlements is as follows:\u003C\u002Fp>\n\n\u003Ctable border=\"1\">\n  \u003Ccolgroup>\u003Ccol>\n  \u003Ccol>\n  \u003C\u002Fcolgroup>\u003Ctbody>\n    \u003Ctr>\n      \u003Ctd>Executive Management\u003C\u002Ftd>\n      \u003Ctd>24 days\u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr>\n      \u003Ctd>Managers\u003C\u002Ftd>\n      \u003Ctd>21 days\u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr>\n      \u003Ctd>Other Staff\u003C\u002Ftd>\n      \u003Ctd>18 days\u003C\u002Ftd>\n    \u003C\u002Ftr>\n  \u003C\u002Ftbody>\n\u003C\u002Ftable>\u003C\u002Fdiv>\n\n\u003Cp>d)Leave Requests\u003C\u002Fp>\n\n\u003Cp>Requests for leave should be made to each employee’s immediate supervisor\ngiving as much notice as possible. Approval will be dependent in the work needs\nof the Company. The General Manager and the employee’s immediate supervisor,\nhowever, may interrupt an employee’s leave if it is deemed necessary. Such\ninterruptions shall be reported to the Human resources Department with\nsupporting explanations.\u003C\u002Fp>\n\n\u003Cp>Leave may not be accumulated from one leave year to the next. The only\nexception being where the employee’s Head of Department with the approval of\nthe General Manager has requested that the employee should not go on leave or\nhas recalled the employee from leave to resume his duties.\u003C\u002Fp>\n\n\u003Cp>Should an employee’s application for annual leave be turned down by\nManagement, this shall be noted in writing and a record kept by the Human\nResources Department in the employee’s file. This will be taken into\nconsideration on 1st January each year or when an employee leaves the company\nand has leave days due.\u003C\u002Fp>\n\n\u003Cp>No payment in lieu of annual leave will be given unless employment is being\nterminated.\u003C\u002Fp>\n\n\u003Ch3 id=\"L943\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SICDIS_trigger\">9.4 Sick Leave\u003C\u002Fdiv>\u003C\u002Fh3>\n\n\u003Cp>a)Employees on probation shall not be entitled to any sick leave. To the\nextent that they have earned annual leave days, these shall be used for the\npurposes of sick leave. Any days in excess of the earned annual leave days\nshall be treated as unpaid leave.\u003C\u002Fp>\n\n\u003Cp>b)An employee who is prevented by illness from reporting for duty shall, as\nsoon as practicable and in any case not later than twenty-four hours of his\nbeing ill inform the immediate supervisor or Human Resources Department of such\nabsence and the reasons for it.\u003C\u002Fp>\n\n\u003Cp>c)Employees are required to obtain a medical certificate or letter from\nregistered medical practitioner for any absence from work resulting from\nsickness or injury. The certificate must be sent to Human Resources Department\nthrough one’s supervisor. Subsequent certificates are to be provided weekly.\nIf no certificate is provided, leave taken shall be regarded as annual\nleave.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknessmaxdays\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-sicknesspay\">d)For all short-term illnesses, employees will be granted a maximum of 6\ndays paid sick leave in any one holiday year and this is non-cumulative;\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>e)Sick leave shall be calculated as calendar days and not working days;\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L969\">9.5 Payment of Salary during Sickness\u003C\u002Fh3>\n\n\u003Cp>a)After twelve months’ continuous service, an employee shall be entitled\nto three (3) months fully paid sick leave each year non-cumulative to cover\nlong term illness;\u003C\u002Fp>\n\n\u003Cp>b)If sickness continues, a further three (3) months’ sick leave at half\npay shall be given;\u003C\u002Fp>\n\n\u003Cp>c)After six continuous months’ period, leave will be unpaid, and the\ncompany may arrange for the retirement of the employee on health grounds;\u003C\u002Fp>\n\n\u003Ch3 id=\"L985\">9.6 Medical Examination\u003C\u002Fh3>\n\n\u003Cp>a)An employee continues to be incapacitated, especially where persistent\nabsence from work is experienced due to sickness. Management may request the\nemployee to be medically examined by a doctor or specialist, nominated by the\nCompany for an independent medical report, should it be considered\nnecessary;\u003C\u002Fp>\n\n\u003Cp>b)Employees on prolonged illnesses shall be required to produce written\nmedical evidence indicating their fitness to resume work.\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-paidmaternityleave\">\u003Ch3 id=\"L997\">9.7 Maternity Leave\u003C\u002Fh3>\u003C\u002Fdiv>\n\n\u003Cp>a)The Company will grant confirmed female Employees one hundred twenty days\n(120) days maternity leave with full pay, once in every three (3) years. Where\nan employee does not qualify, maternity leave shall be regarded as unpaid\nleave;\u003C\u002Fp>\n\n\u003Cp>b)In the event that child delivery has delayed, maternity shall only start\nas soon as the baby is born to ensure that the employee enjoys 120 days of\nmaternity leave;\u003C\u002Fp>\n\n\u003Cp>c)Female employees on an extended probation period of more than 6 months\nshall be entitled to two months maternity leave on full pay;\u003C\u002Fp>\n\n\u003Cp>d)Should an employee on extended probation wish to take more than two months\nmaternity leave, she will be allowed to do so but only as unpaid leave;\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-jobsecuritymothers\">\u003Cp>e)Upon the expiry of maternity leave, an Employee will have the right to\nreturn to the same job with the same benefits and entitlements as immediately\nbefore the absence, unless the job has ceased to exist due to economic,\ntechnological or organizational requirements of the business, or the employee\nis incapable of continuing to perform the job;\u003C\u002Fp>\n\n\u003Cp>f)In either of the exceptional circumstances described as in (e), the\nCompany shall take responsible steps to find the employee a suitable\nalternative job within the company;\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-maternityotherclause\">\u003Cp>g)If no suitable alternative job can be found or if the employee\nunreasonably refuses the offer of a suitable alternative job, BHL shall be\nentitled to terminate her employment with notice, subject to requirements of\nSection 28 of the Employment Act.\u003C\u002Fp>\n\n\u003Cp>h)Any female Employee who delivers a still born infant, may be granted\nfourteen (14) days compassionate leave. Any additional days may be granted upon\npresentation of a certificate from a registered medical doctor. Maternity leave\nshall automatically come to an end and the three (3) year maternity leave\nrequirement will be waived. Sick leave procedures will be followed where\npregnancy has been terminated through the miscarriage;\u003C\u002Fp>\n\n\u003Cp>i)In circumstances where the baby has died before lapse of the 120 days, the\nemployee shall be entitled to fourteen (14) days compassionate leave. The\nmaternity leave will expire and thereafter she will be required to report for\nduties unless other circumstances force her to extend her leave but this should\nbe on recommendation from a registered medical doctor. The three (3) year\nmaternity leave requirement will be waived;\u003C\u002Fp>\n\n\u003Cp>j)All employees on maternity leave shall not enter into gainful employment\nduring period of maternity leave.\u003C\u002Fp>\n\n\u003Cp>k)Breast feeding mothers will be given frequent breaks to breast feed their\nbabies if they are within the work premises where a room facility is\nprovided.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-paidpaternityleave\">\u003Ch3 id=\"L1045\">9.8 Paternity Leave\u003C\u002Fh3>\u003C\u002Fdiv>\n\n\u003Cp>a)The Company will grant confirmed male employees fourteen (14) days\npaternity leave with full pay, once in every three (3) years.\u003C\u002Fp>\n\n\u003Cp>b)Male employees shall be required to provide a birth report listing them as\nthe child’s father before proceeding to the paternity leave.\u003C\u002Fp>\n\n\u003Cp>c)Where individuals do not qualify, paternity leave shall be regarded as\nunpaid leave where the child spacing in less than 3 years\u003C\u002Fp>\n\n\u003Cp>d)Should an employee wish to take more than fourteen (14) days paternity\nleave, he will be allowed to do so but only as unpaid leave;\u003C\u002Fp>\n\n\u003Cp>e)All employees on paternity leave shall not enter into gainful employment\nduring period of paternity leave.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1069\">9.9 Compassionate Leave\u003C\u002Fh3>\n\n\u003Cp>a)Compassionate leave shall be granted to an Employee for the purpose of\nattending the funeral of a spouse, child, biological father, biological mother,\nbiological sister or biological brother;\u003C\u002Fp>\n\n\u003Cp>b)Compassionate leave in (a) is a 6 working days per year. Any days in\nexcess of 6 working days shall be treated as unpaid or part of an employee’s\nannual leave;\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-deathrelatives\">\u003Cp>c)In the event of death of a close relative, friend or neighbor, the\nemployee may, subject to requirements of the Company’s business, be granted\nunpaid or leave as part of his annual leave;\u003C\u002Fp>\n\n\u003Cp>d)Compassionate leave may be granted to an Employee for the purpose of\nattending to the sickness of a spouse, child, biological father, biological\nmother, biological sister or biological brother. In that event, an Employee\nwill have to show evidence of illness in a form of a letter from the doctor to\nthe HR Manager.\u003C\u002Fp>\n\n\u003Cp>e)Compassionate leave in (d) is a 3 working days per year. Any days in\nexcess of 3 working days shall be treated as unpaid or part of an employee’s\nannual leave;\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L1095\">9.10 Study Leave\u003C\u002Fh3>\n\n\u003Cp>a)Study leave on full pay may be granted to an employee for the purpose of\nsitting as a candidate writing an examination approved by the company, provided\nthat the employee produces as evidence a “time table” towards the\nexamination. For each examination, employees are entitled to two days study\nleave, being the day before the exam and the day of the exam. The duration of\nthe leave should be the same as the time table;\u003C\u002Fp>\n\n\u003Cp>b)Any leave days applied for in addition to the examination time table shall\nbe treated as either leave or debited to the annual leave;\u003C\u002Fp>\n\n\u003Cp>c)An employee who has secured place for education and sponsorship on his own\nwould be required to resign from the Company and reapply after the course of\ntraining. The prospect of employment will be dependent on the availability of\nsuitable vacant position.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1111\">9.11 Special Leave\u003C\u002Fh3>\n\n\u003Cp>Special leave of absence on full pay as the circumstances demand may be\ngranted to an employee:\u003C\u002Fp>\n\n\u003Cp>a)For the purpose of attending any conference approved by the Company;\u003C\u002Fp>\n\n\u003Cp>b)For the purpose of responding to a national call up to attend an event in\nthe national interest at the request of the Government or to allow an employee\nattend a court case as a witness at the direction of the court;\u003C\u002Fp>\n\n\u003Cp>c)For the purpose of attending a workshop\u002Fseminar or meeting in relation to\ntrade union matters. Such special leave of absence will be limited to the\nentitlement as negotiated in a recognition agreement. Any excess thereof shall\nbe treated as unpaid leave or as part of annual leave and will be the subject\nof a separate application. In both cases, leave shall be taken with prior\napproval of management.\u003C\u002Fp>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-SOCSEC_trigger\">\u003Ch2 id=\"L1133\">10.0 EMPLOYEE WELFARE\u003C\u002Fh2>\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L1137\">10.1 Group Pension Scheme\u003C\u002Fh3>\n\n\u003Cp>a)The company sponsors a contributory Defined Contribution Group Pension\nFund for all Staff. All members of Staff including Staff on probation, except\nthose exempted in terms of the Pension Act, shall join the scheme from the date\nof joining the Company. Employee contributes a minimum 5 per cent and the\nemployer contributes a minimum of 10 per cent of the employee’s salary;\u003C\u002Fp>\n\n\u003Cp>b)Details of employer’s credit balances can be obtained from the Company\nHuman Resource Management Office and company’s online portal\u003C\u002Fp>\n\n\u003Ch3 id=\"L1149\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-healthinsurance\">\u003Ch3 id=\"L1149\">10.2 Group Life Insurance\u003C\u002Fh3>\n\n\u003Cp>10.2.1From the date of employment the Company shall insure the life of the\nemployee as per the Laws of Malawi. The capital sum assured will be one times\nannual basic salary on production of a medical certificate acceptable to the\ninsurance company. In the absence of the said certificate the cover is limited\nto a sum reviewed by the insurance company from time to time.\u003C\u002Fp>\n\n\u003Cp>10.2.2Any payment resulting from a death claim made under this provision\nwill be for the benefit of the registered beneficiaries as appointed by the\ndeceased employee and such payment shall be made through the estate of the\ndeceased as the case may be.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L1159\">10.3 Worker’s Compensation and Group Accident Cover\u003C\u002Fh3>\n\n\u003Cp>The company has purchased insurance to cover employees who suffer injury\nwhilst on duty details of which are available from the Human Resources\nDepartment.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1167\">10.4 Medical Aid Scheme\u003C\u002Fh3>\n\n\u003Cp>a)BHL shall provide medical insurance for all employees through either\nMedical Aid society of Malawi or Med Health Limited Scheme or any other scheme\nin order to defray all reasonable and necessary medical expenses.\u003C\u002Fp>\n\n\u003Cp>All employees are required to join the scheme in operation immediately on\nappointment on the terms as outlined in these conditions.\u003C\u002Fp>\n\n\u003Cp>b)Staff will have the option of choosing to be covered by the Company’s\nchoice of medical aid service provider.\u003C\u002Fp>\n\n\u003Cp>c)The Company shall offer a contributory medical scheme to an employee’s\nspouse and four biological or adopted children up to the age of eighteen (18)\nduring the Employee’s employment.\u003C\u002Fp>\n\n\u003Cp>d)The company shall contribute 60% and employee 40% of the total cost of\nemployee’s category. Beyond four dependents, the member will pay 100%\ncontribution.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1191\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-mealvouchers\">\u003Ch3 id=\"L1191\">10.5 Meals\u003C\u002Fh3>\n\n\u003Cp>a)The Company provides meals to all employees whilst on duty and has\ndesignated a Staff Canteen for this purpose.\u003C\u002Fp>\n\n\u003Cp>b)All meals shall be taken in the designated areas and disciplinary action\nwill be taken on any Staff contravening this rule;\u003C\u002Fp>\n\n\u003Cp>c)Management and Senior Staff with management’s approval are allowed to\neat in designated restaurant areas;\u003C\u002Fp>\n\n\u003Cp>d)No monetary allowances are payable to Staff not availing themselves of\nthese facilities.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L1215\">10.6 Death Benefits\u003C\u002Fh3>\n\n\u003Cp>a)On death of an employee, the deceased estate shall be entitled to the\namounts provided in the NICO Life Funeral Policy Scheme which can be obtained\nfrom the Human Resources Department.\u003C\u002Fp>\n\n\u003Cp>b)Management shall give emergency loans sympathetic consideration in the\nevent of death of biological parent and other relatives.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1227\">11.0 SALARY ADVANCES AND LOANS\u003C\u002Fh2>\n\n\u003Cdiv class=\"cbaClause highlight\" id=\"clause-disabilitypay\">\u003Ch3 id=\"L1231\">11.1 Emergency Salary Advance\u003C\u002Fh3>\n\n\u003Cp>a)Confirmed employees are entitled to apply for emergency salary advance in\ncases of authenticated hardship of unforeseeable circumstances e.g. expenditure\narising from sickness, death, theft or accident;\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>b)An emergency salary advance shall be repaid within three (3) months.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1243\">11.2Study Loan\u003C\u002Fh3>\n\n\u003Cp>a)The Company may grant such study loans, subject to availability of funds,\nto any Employee who has been employed by the Company for a period of\ntwenty-four (24) months or more and who wants to take a course of study in\nMalawi. Such advanced course of study must be relevant to the Employee’s\ndirect career path in his association with the Company.\u003C\u002Fp>\n\n\u003Cp>b)Should such a loan be granted, the following conditions and understandings\nwill apply:\u003C\u002Fp>\n\n\u003Cp>a)The course to be attended must be one that is recognized and approved by\nthe Company and such institutions conducting the course must be recognized by\nthe Government and accredited by the National Council of Higher Education or\nother authorized bodies.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">i.Payment for the course under this loan\narrangement will be made by the Company directly to the appropriate\ninstitution. No payment will be made to the Employee under any\ncircumstances;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">ii.The loan will be interest-free and its repayment\nperiod will be determined in accordance with the Employee’s gross monthly\nearnings. Repayment in full by the Employee will be expected within Eighteen\nmonths from the date of payment by the Company to the institution unless this\ncondition has been specifically waived.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">iii.Educational loans will be considered if they\nare intended to meet the costs of the following:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">1.Tuition;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">2.Text Books;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">3.Examinations fees\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">iv.Subsequently BHL will re-imburse the full amount\nof the loan to the Employee under the following strict conditions:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">1.The full course or stage of the course is\ncompleted, and a pass is achieved;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">2.The Employee undertakes to work and works within\nthe Company for a period of one year without resignation after qualifying;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:4em\">3.The Company will reimburse half (50%) of the full\namount of the loan to the Employee on the Employee’s return to work from the\ncourse and the balance after completion of the contracted one year period\nwithout resignation by the Employee or dismissal of the Employee by the\nCompany.\u003C\u002Fp>\n\n\u003Cp>Should the Employee either resign or be dismissed during the contracted one\nyear period, the balance of the unpaid costs will be retained by the\nCompany.\u003C\u002Fp>\n\n\u003Cp>Full completion of the course and a qualification obtained must be\nachieved:\u003C\u002Fp>\n\n\u003Cp>a)Employees who fail such a course will not be reimbursed the cost of their\nstudies;\u003C\u002Fp>\n\n\u003Cp>b)An employee who has been granted such a loan will provide the institution\nconducting the course, the name and address of the Head of Human Resources as\nthe Employee’s “guardian” to enable monitoring of progress and results of\nthe Employee during the course period.\u003C\u002Fp>\n\n\u003Cp>c)BHL has the right to refuse a loan to an employee to cover the costs of\nany course, in any event but particularly if in the Company’s opinion:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•The employee’s performance is below\nstandard;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•The employee fails after attempting the\nexaminations twice;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•On receipt of an adverse report from the school\nor college;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">•The course is considered not relevant to the\nEmployee’s job or the Company’s current and long-term objectives.\u003C\u002Fp>\n\n\u003Cp>d)The decision of the Company to refuse to grant a loan or to discontinue\nfinancial assistance during studies shall not be subject to be challenged as\nlong as the reasons thereof have been communicated to the employee in\nadvance;\u003C\u002Fp>\n\n\u003Cp>e)The Company may, from time to time, approve the release of any Employee\nwho is pursuing a course approved by BHL from duty, such release enabling the\nEmployee to attend appropriate classes or lectures during normal working\nhours.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1347\">12.0 TRAVEL AND TRANSPORT\u003C\u002Fh2>\n\n\u003Ch3 id=\"L1351\">12.1 Traveling Abroad\u003C\u002Fh3>\n\n\u003Cp>Employees travelling abroad on company business must first obtain written\napproval from the company’s General Manager. All such travel arrangements\nwill be made through the Company’s General Manager and will where applicable\nbe covered by the Company.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1359\">12.2 Travel in Malawi\u003C\u002Fh3>\n\n\u003Cp>(i)Employees travelling within Malawi on Company business with prior\napproval of Management as may be appropriate will have their expenses covered\nby the Company;\u003C\u002Fp>\n\n\u003Cp>(ii)All employees so travelling must ensure that all reasonable safety\nprecautions are adhered to during travel;\u003C\u002Fp>\n\n\u003Cp>(iii)If such travel includes control and use of a Company owned provided\nmotor vehicle, employees must ensure proper use of such vehicle and must obtain\nauthorization from the General Manager, Finance Manager or the Human Resources\nManager\u003C\u002Fp>\n\n\u003Cp>(iv)The driver of such vehicle shall have a valid driver’s license. The\nCompany reserves the right to inspect such a driver’s license on demand.\nEmployees must ensure that the person in control of the vehicle is duly\nauthorized to do so.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1379\">12.3 Transport\u003C\u002Fh3>\n\n\u003Cp>(i)Only authorized Staff may drive Company vehicles;\u003C\u002Fp>\n\n\u003Cp>(ii)Drivers in charge of company cars, buses, lorries, pickups, motorcycles,\nor other vehicles shall not use these vehicles for any use apart from those for\nwhich they are authorized or which have been clearly specified or authorized by\nManagement from time to time.\u003C\u002Fp>\n\n\u003Cp>(iii)No Company vehicle may be used for private purposes, unless approved by\nManagement;\u003C\u002Fp>\n\n\u003Cp>(iv)Unauthorized use of Company vehicles may lead to disciplinary action.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1401\">\u003C\u002Fh3>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-COMMUTE_trigger\">\u003Ch3 id=\"L1401\">12.4 Transport Allowance\u003C\u002Fh3>\n\n\u003Cp>(i)An employee may use his own transport for the purpose of performing\nCompany business, when no company transport is available or when it is\nessential that he uses his own transport;\u003C\u002Fp>\n\n\u003Cp>(ii)He my claim transport allowance according to the rates as laid down by\nthe Company and revised from time to time;\u003C\u002Fp>\n\n\u003Cp>(iii)Such an employee must ensure that his vehicle is insured for business\nuse.\u003C\u002Fp>\u003C\u002Fdiv>\n\n\u003Ch2 id=\"L1421\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-MEDICAL_trigger\">13.0 HEALTH POLICY\u003C\u002Fdiv>\u003C\u002Fh2>\n\n\u003Cp>BHL has an extensive Health Policy to help preserve the best possible work\nconditions for all employees. Every employee has a right to feel safe at work.\nThe Company is committed to follow legal standards and create a hazard-free\nworkplace. The Company has the following policies in place:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(a) HIV\u002FAIDS Policy, see Appendix 8.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(b) Covid-19 and other Infectious Diseases Policy,\nSee Appendix 9.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1437\">14.0 SAFETY POLICY\u003C\u002Fh2>\n\n\u003Cp>BHL recognizes and accepts its duty of care under the Occupational Safety,\nHealth and Welfare Act 1997 to provide a safe and healthy working environment\nfor all employees and all who use its premises.\u003C\u002Fp>\n\n\u003Cp>In pursuance of the above objective, BHL shall have in place Safety Policy.\nThe Policy document will set out how safety is managed in the workplace by\ndefining who does what, when and how they should do it.\u003C\u002Fp>\n\n\u003Cp>The main purpose of the policy shall be to:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a)Secure the health, safety and welfare of the\nemployees at work;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b)Protect others from the risks arising from the\nactivities of people at work;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c)Control the use and storage of dangerous\nsubstances;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d)Maintain the workplace, so that it is a safe\nworking environment.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1469\">15.0 PERFORMANCE MANAGEMENT SYSTEM\u003C\u002Fh2>\n\n\u003Cp>It is the policy of BHL to conduct regular, consistent and objective\nperformance reviews of its employees based on updated job description, key\nperformance areas, objectives set and operational requirements.\u003C\u002Fp>\n\n\u003Cp>The purpose of performance evaluation is to give employees feedback on their\neffectiveness in achieving targets and goals agreed to in advance at the start\nof the year. In evaluating individual performance, the goal is to build a link\nbetween individual performance, departmental performance and company vision and\ngoals. The performance evaluation exercised will thus:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Enable the company to conduct an employee’s\nperformance for current and future reference;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Enable the company to possess a consistent\nbasis for considering performance awards, promotion or disciplinary action for\nan employee;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)Enable the employee to understand how the\nCompany perceives his\u002Fher performance and therefore understand how to take the\nnecessary steps to improve overall performance;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv)Inform Staff what further training and\ndevelopment initiatives need to be organized;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(v)As Staff development is one of the key concerns\nof BHL, overview of performance evaluations will also serve to assess the value\nof BHL training programs and thus improve areas of weakness;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(vi)Performance Management Review shall be done\nevery six (6) months.\u003C\u002Fp>\n\n\u003Cp>Appendix 10 outlines the Performance Appraisal\u002FReview procedure to be\nused.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1509\">\u003Cdiv class=\"cbaClause highlight\" id=\"clause-TRAINING_trigger\">16.0 STAFF TRAINING AND DEVELOPMENT\u003C\u002Fdiv>\u003C\u002Fh2>\n\n\u003Cp>The Company recognizes that human resource developments is a key to\nachievement of her goals and accordingly the company shall undertake to give\nhighest priority to Staff development and training and equip Staff with\nrequisite skills, expertise and knowledge for an effective and efficient\nservice delivery.\u003C\u002Fp>\n\n\u003Cp>All matters relating to training shall be carried out in accordance with the\nHuman Resource Development and Training Policy detailed in Appendix 11\u003C\u002Fp>\n\n\u003Ch2 id=\"L1523\">17.0 CODE OF CONDUCT\u003C\u002Fh2>\n\n\u003Cp>All employees will be expected to strictly observe a code of conduct\ndesigned to outline and clarify the working relationship and the parameters of\nconduct that will be acceptable or otherwise. Persistent breach of the code of\nconduct will attract disciplinary action. An employee may be warned, terminated\nor dismissed if found guilty of breaching the code of conduct.\u003C\u002Fp>\n\n\u003Cp>The Code of conduct is outlined in Appendix 12\u003C\u002Fp>\n\n\u003Ch3 id=\"L1535\">17.1 Discipline\u003C\u002Fh3>\n\n\u003Cp>It is the responsibility of management to maintain discipline in the Company\nand management shall have the right to initiate disciplinary action against any\nemployee who contravenes the disciplinary code, or acts against the interests\nof the Company or who commits any social criminal or other offences.\u003C\u002Fp>\n\n\u003Cp>The disciplinary code serves as a guideline to all employees with reference\nto what will be considered as irregular conduct. It provides a pattern of\nacceptable behavior and performance. Further the disciplinary code spells out\nhow the company will deal with any occurrences of misconduct and gives\nguidelines to the disciplinary action which may be imposed.\u003C\u002Fp>\n\n\u003Cp>Appendix 13 provides the detailed disciplinary code and procedure to be\nfollowed for any breach of discipline.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1551\">17.2 Grievances\u003C\u002Fh3>\n\n\u003Cp>A grievance is described as an injury, injustice or wrong which gives ground\nfor complaint because it is unjust, discriminatory and oppressive. It is a\nformal dispute between an employee\u002Femployees and the Company regarding the\nconditions of employment.\u003C\u002Fp>\n\n\u003Cp>Any grievance about any matter to work conditions and the work place with\nwhich any employee is dissatisfied should be made in compliance with the laid\ndown procedure as outlined in Appendix 14. This grievance procedure seeks to\nenable employees to have their grievances resolved fairly, quickly and as close\nto the point of origin as possible.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1565\">18.0 NOTIFICATIONS OF CHANGES\u003C\u002Fh2>\n\n\u003Cp>(a)The Company maintains personal records of all its employees. Information\nmaintained includes such items as application forms, resume, performance\nappraisals, payroll information, leave application forms, warning or\ndisciplinary action notices, insurance and medical information.\u003C\u002Fp>\n\n\u003Cp>(b)Employees have a responsibility to ensure that their personnel files are\nup to date. The Human Resource Department should be immediately notified of any\nchanges in name, address, telephone number, marital status, number of\ndependants, qualifications, changes in beneficially or persons to be notified\nin cases of emergency.\u003C\u002Fp>\n\n\u003Cp>(c)Employees’ personnel files are the property of the Company. Employees\nmay view the contents of their personnel file at the discretion of Human\nResources Department, but at no time may the contents be removed from the\nCompany premises by the employees.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1575\">19.0 GARNISHMENT OF WAGES\u003C\u002Fh2>\n\n\u003Cp>A garnishment or an enforcement order is a legal deduction of a specified\nsum from wages to satisfy a creditor. If departments receive a court order\nclaiming to garnish the wages of employees, such documents must be immediately\nforwarded to the Human Resources Department. The Human Resources Department\nwill inform the employee of the claim against him or her and will arrange for\nremittances as are appropriate.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1581\">20.0 VISITORS ON THE COMPANY’S PREMISES\u003C\u002Fh2>\n\n\u003Cp>(a) To provide for safety and security of employees and the facilities at\nour premises, only authorized visitors are allowed in the workplaces.\nRestricting unauthorized visitors helps maintain safety standards, protects\nagainst theft, ensures security of equipment, protects confidential\ninformation, safeguards employee welfare and distractions and disturbances.\u003C\u002Fp>\n\n\u003Cp>(b) All visitors should enter the Company at the reception area. Authorized\nvisitors will receive directions or be escorted to their destinations.\nEmployees are responsible for the conduct and safety of their visitors.\nEmployees are requested to restrict visits by their relatives, friends or\nacquaintances to break times.\u003C\u002Fp>\n\n\u003Cp>(c) If an unauthorized individual is observed on the Company premises,\nemployees should immediately notify their supervisors or if necessary, direct\nthe individual to the reception area.\u003C\u002Fp>\n\n\u003Ch2 id=\"L1595\">APPENDICES\u003C\u002Fh2>\n\n\u003Ch3 id=\"L1605\">APPENDIX 1 Terms and Conditions of Service Acknowledgement\nForm\u003C\u002Fh3>\n\n\u003Cp>I, the undersigned, acknowledge that I have read the terms and conditions of\nservice and will adhere to the policies set forth in this Handbook. Acceptance\nof employment offer shall automatically be acceptance to be bound by these\nterms and conditions of employment.\u003C\u002Fp>\n\n\u003Cp>I have had an opportunity to clarify any questions which I may have\nconcerning the provisions of this Handbook. I understand the Terms and\nConditions of Service may be changed at any time at the sole discretion of the\nBlantyre Hotels Plc and the Blantyre Hotels Plc retains the right to interpret\nand apply the stated policies as it deems appropriate.\u003C\u002Fp>\n\n\u003Cp>Signed:_______________________Date:_____________________________\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>Employee:_______________________________\u003C\u002Fp>\n\n\u003Ch3 id=\"L1653\">APPENDIX 2 CONFIDENTIALITY AGREEMENT\u003C\u002Fh3>\n\n\u003Cp>I, the undersigned willfully undertakes to always conceal and never reveal\nany matters, activities and dealings of Blantyre Hotels Plc and any of its\nsubsidiaries which matters or any activities, dealings that shall come to my\nknowledge by virtue of any employment with the said Company or any of its\nsubsidiaries to anyone except it be duly authorized person or persons to\nreceive the same from me and not even to him or them unless I have been myself\nduly authorized to communicate with any information, matter, activity or\ndealings.\u003C\u002Fp>\n\n\u003Cp>I hereby further agree that in the event of violating this agreement I shall\nbe liable to disciplinary action.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>Signed:_______________________Date:_____________________________\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>Employee:_______________________________\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Ch3 id=\"L1683\">APPENDIX 3 BHL RECRUITMENT PROCEDURE\u003C\u002Fh3>\n\n\u003Cp>Blantyre Hotels Limited shall adhere to the following when undertaking\nrecruitment of new employees.\u003C\u002Fp>\n\n\u003Cp>The procedure as laid down will be followed by all employees charged with\nthe responsibility for recruitment.\u003C\u002Fp>\n\n\u003Cp>In particular it must be noted that no candidate is to be interviewed other\nthan by a duly consulted interview panel of not less than three persons one of\nwhom should be from Human Resources Department.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1699\">1.Vacancies And Their Notification\u003C\u002Fh4>\n\n\u003Cp>1.1A vacancy will occur as a result of the following reasons:\u003C\u002Fp>\n\n\u003Cp>1.1.1Resignation;\u003C\u002Fp>\n\n\u003Cp>1.1.2Newly established positions;\u003C\u002Fp>\n\n\u003Cp>1.1.3Promotion;\u003C\u002Fp>\n\n\u003Cp>1.1.4Termination or dismissal;\u003C\u002Fp>\n\n\u003Cp>1.1.5Retirement; and\u003C\u002Fp>\n\n\u003Cp>1.1.6Death of an employee\u003C\u002Fp>\n\n\u003Cp>1.2When a vacancy occurs or it is known that a vacancy will occur, the\nDepartmental Head concerned will liaise with the Human Resource Department to\nseek the General Manager’s approval for replacement;\u003C\u002Fp>\n\n\u003Cp>1.3When seeking to fill an already existing post, the proposed salary shall\nbe that which has been allocated in the salary scales in force;\u003C\u002Fp>\n\n\u003Cp>1.4Having obtained authority to fill the vacancy, the Company’s Human\nResources Department will consult with the Departmental Head and go through the\nparticular job description. If need be the job description may be updated and\nregarded by the Departmental Head in full consultation with the Management.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1733\">2.Advertising\u003C\u002Fh4>\n\n\u003Cp>2.1In order to give every eligible serving employee an opportunity to\ncompete for the vacancy, a position must be internally advertised. The internal\nadvertising will be similar to that which may later be used for external\nadvertisement i.e. an outline of the duties and the qualifications required;\u003C\u002Fp>\n\n\u003Cp>2.2If it is necessary to advertise a vacancy, care must be taken to ensure\nthat the text of the advertisement clearly states the duties of the post and\nexperience\u002Fqualifications required of candidates. The advertisement should also\ngive the address to which replies are to be sent and the closing date for the\nreceipt of applications;\u003C\u002Fp>\n\n\u003Cp>2.3When preparing an advertisement, every care must be taken to ensure that\nthe information contained therein is accurate and presented in such a manner as\nnot to be misleading or open to misinterpretation.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1749\">3.Shortlisting\u003C\u002Fh4>\n\n\u003Cp>3.1Application upon receipt, should be carefully screened and selection made\nby the Departmental Head in consultation with the Human Resources Department.\nThe shortlist along with all other applications and interview details i.e.\ndate, time, venue, panel members selected must be presented to the General\nManager or his designate for his final vetting;\u003C\u002Fp>\n\n\u003Cp>3.2Candidates who have the final shortlist shall be informed by either\ntelephone or letter;\u003C\u002Fp>\n\n\u003Cp>3.3Invitation of candidates to attend interviews must be advised without\ndelay and sufficient time given for the letters inviting them for interview to\narrive at the most distant addresses;\u003C\u002Fp>\n\n\u003Cp>3.4Due to volume of applications often received responding to\nadvertisements, it shall not be practical to acknowledge applicants who are not\nshortlisted.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1769\">4.Interview\u003C\u002Fh4>\n\n\u003Cp>4.1The details of shortlisted candidates should be prepared with a folder\nfor each member of the panel and circulated at least forty-eight (48) hours\nbefore the interview is to take place to enable panel members to study the\napplications of each candidate. In each folder should include an appropriate\ninterview assessment form, job description as well as a copy of the\nadvertisement;\u003C\u002Fp>\n\n\u003Cp>4.2The composition of a panel must be such as to bring to the effective\nassessment of a candidate the widest related technical knowledge and\nimpartiality;\u003C\u002Fp>\n\n\u003Cp>4.3Representative from Human Resource Department who will act as secretary\nto the panel shall ensure that the assessment forms are properly completed;\u003C\u002Fp>\n\n\u003Cp>4.4The aim of any panel is to make the fairest possible assessment of the\ncandidates and this can only be achieved by helping the candidate to be at\nease. Avoid unnecessary or hostile questions and those that could be answered\nwith a yes or no, also avoid questions which have already been answered by the\ncandidate when completing the application form;\u003C\u002Fp>\n\n\u003Cp>4.5At the end of each interview the candidate should be advised of any\npossible delay in being advised of the outcome of his interview;\u003C\u002Fp>\n\n\u003Cp>4.6An assessment should be made by the panelists of all the candidates the\nsame day the interviews have been conducted;\u003C\u002Fp>\n\n\u003Cp>4.7The panel secretary will collect and collate each members’ assessment\nforms and will note any special observations or comments of the panel;\u003C\u002Fp>\n\n\u003Cp>4.8Immediately upon the completion of the program of interviews, the panel\nshall present their overall views and collectively reach a decision as to who\nis the successful candidate and the terms and conditions upon which an offer of\nappointment is to be made.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1805\">5.Interview Reports And Reference Check\u003C\u002Fh4>\n\n\u003Cp>5.1Without delay, the secretary of the panel will prepare a report for\nsubmission to the General Manager;\u003C\u002Fp>\n\n\u003Cp>5.2The report will give personal and career details of suitable candidates\ntogether with the expressed views of the panel and its recommendations\nregarding salary and notice;\u003C\u002Fp>\n\n\u003Cp>5.3Approval to engage the successful candidate shall be subject to obtaining\na satisfactory written reference letter from the immediate past employer using\nreference application form. Applications for reference may, when necessary, be\nfollowed up by a telephone call;\u003C\u002Fp>\n\n\u003Cp>5.4No approach for reference should be made to an applicant’s present\nemployer at this point in the recruitment programme. Reference from present\nemployers if need be should however be called for immediately the successful\ncandidate has been offered employment and has a signified his\u002Fher acceptance\nthereof;\u003C\u002Fp>\n\n\u003Cp>5.5In order to save time, a verbal reference from past employer might be\nadequate for purposes of extending employment offer to the successful\ncandidate. However, a written reference letter should still be pursued and\nsecured for record purposes.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1829\">6.Letter Of Appointment And Acceptance Of Appointment\u003C\u002Fh4>\n\n\u003Cp>6.1All letters of appointment shall be signed by the General Manager or in\nhis absence his designate;\u003C\u002Fp>\n\n\u003Cp>6.2All unsuccessful interviewees should be immediately informed through\nletters or emails;\u003C\u002Fp>\n\n\u003Cp>6.3The successful candidate must submit satisfactory medical report.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1845\">7.Probation\u003C\u002Fh4>\n\n\u003Cp>7.1All employees will be appointed on a probationary basis for a\nprobationary period as specified in their letters of appointment.\u003C\u002Fp>\n\n\u003Cp>7.2The Probationary period may be extended for a further period should it be\nnecessary.\u003C\u002Fp>\n\n\u003Cp>7.3At the end of of the probationary period, BHL shall either confirm the\nappointment of the employee as a member of permanent Staff or dispense with\ntheir services.\u003C\u002Fp>\n\n\u003Cp>7.4During the probationary period, the contract of employment shall be\nterminated by either party without giving notice or 7 days’ notice.\u003C\u002Fp>\n\n\u003Cp>7.5On satisfactory completion of the probationary period, the notice period\nfor terminating the contract of employment shall be as specifically stipulated\nin the letter of appointment.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1879\">APPENDIX 4 PERFORMANCE BONUS POLICY\u003C\u002Fh3>\n\n\u003Ch4 id=\"L1883\">a)OBJECTIVE\u003C\u002Fh4>\n\n\u003Cp>The objective of the Performance Bonus Policy is to reward employees whose\nperformance has been outstanding during the year under review;\u003C\u002Fp>\n\n\u003Cp>The policy will therefore:\u003C\u002Fp>\n\n\u003Cp>a)Provide for possibility of significant reward for the highest\nperformance;\u003C\u002Fp>\n\n\u003Cp>b)Ensure that the company attracts, retains and motivates employees of the\ncaliber necessary to achieve the company’s present and future objectives.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1903\">b)PERFORMANCE ASSESSMENT\u003C\u002Fh4>\n\n\u003Cp>The assessment shall have three phases. At the beginning of the year, goals\nand expectations shall be set and mid-year, these goals will be assessed. At\nthe end of the financial year the employees’ performance will be appraised\nand rated in accordance with the associate performance review form.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1911\">c)TERMS OF PAYMENT\u003C\u002Fh4>\n\n\u003Cp>In awarding a performance bonus, the following terms shall apply:\u003C\u002Fp>\n\n\u003Cp>a)The bonus payable shall vary in accordance with profitability of the\nCompany and individual performance in achieving performance targets agreed at\nthe beginning of the year. Exceptional performers shall receive the highest\nshare of the bonus while no bonus shall be paid to Staff whose performance\nrating is Below Average Contributors and below as in 2 above;\u003C\u002Fp>\n\n\u003Cp>b)Staff who are employed after 1st July and have served less than twelve\nmonths to 30th June shall receive bonus payment on a prorate basis depending on\nthe number of months worked in the remaining part of the year as long as their\nperformance is rated satisfactory and above;\u003C\u002Fp>\n\n\u003Cp>c)Employees who are promoted during the financial year shall receive bonus\nbase on new positions or grades;\u003C\u002Fp>\n\n\u003Cp>d)Employees who are on suspension shall not be eligible for payment of bonus\nunless the misconduct is cleared before 30th June;\u003C\u002Fp>\n\n\u003Cp>e)Employees who receive written disciplinary warning shall not be eligible\nfor bonus unless the warning ceases to be valid before 30th June;\u003C\u002Fp>\n\n\u003Cp>f)Bonus shall only be payable to employees who remain in the employment of\nthe company at the time the bonus is disbursed. Employees who are dismissed,\nterminated or those who resigned in the year prior to declaration of bonus will\nforefeet their right to any share of profits. Performance bonus is aimed at\nencouraging those who remain to achieve greater productivity in the future;\u003C\u002Fp>\n\n\u003Cp>g)Employees who retire before 30th June may receive share of the profits on\nprorate basis depending on the number of months worked;\u003C\u002Fp>\n\n\u003Cp>h)Any employee who dies in the last quarter of the year but whose\nperformance was rated to near satisfactory and above shall be eligible for the\nbonus which shall be paid to his\u002Fher estate;\u003C\u002Fp>\n\n\u003Cp>i)Performance Bonus is subject to the Board’s approval.\u003C\u002Fp>\n\n\u003Ch3 id=\"L1959\">APPENDIX 5 LONG SERVICE AWARDS\u003C\u002Fh3>\n\n\u003Ch4 id=\"L1963\">Standard Overview\u003C\u002Fh4>\n\n\u003Cp>To recognize associates for their years of service with BHL and provide\nguidance for ordering Length of Service gifts. Gift options are either a\nvoucher of their choice, a charitable\u002Fnot-for-profit donation, or a cash\npayment.\u003C\u002Fp>\n\n\u003Ch4 id=\"L1967\">Full Procedure\u003C\u002Fh4>\n\n\u003Cp>1.All associates, except casual and temporary workers, in managed properties\nand offices are eligible to participate in BHL’s Long Service Awards\nprogramme. Fixed term workers will be included if their total service means\nthat they reach any of these significant milestones. Length of service is\ndetermined by the total number of years of service at BHL managed\nproperties\u002Foffices.\u003C\u002Fp>\n\n\u003Cp>2.Length of service awards are recognised at five year intervals, beginning\nwith the 5th year of service.\u003C\u002Fp>\n\n\u003Cp>3.The property Human Resources Manager is responsible for tracking associate\nhire dates, ensuring that all associates select an anniversary gift, and for\nordering the awards.\u003C\u002Fp>\n\n\u003Cp>4.All associates are eligible for a certificate and pin alongside their gift\nselection. HR should follow the procedure identified for ordering the\ncertificates and pins and should source frames for the certificates locally.\u003C\u002Fp>\n\n\u003Cp>5.HR teams should continue to track any associates reaching the significant\nmilestones of 25 and 50 years’ service.\u003C\u002Fp>\n\n\u003Cp>6.The gift voucher should be purchased by the HR team. The choice of store\nis at the discretion of the associate; however, it is the responsibility of the\nHR team to ensure that the voucher purchased is from an appropriate store.\nVoucher values should be ordered as per the agreed gift limits table.\u003C\u002Fp>\n\n\u003Cp>7.The gift selection also includes a charity\u002Fnot-for-profit donation as a\ngift choice. Again, local HR should work with Finance to agree the process for\nsuch donations, and any tax implications. The donation may be made to any\ncharity\u002Forganisation as long as it is a registered charity\u002Forganisation. To\nchoose this option, the associate must have the full charity\u002Forganisation’s\nregistration details.\u003C\u002Fp>\n\n\u003Cp>Charity\u002Fnot-for-profit donations will be made as per the agreed service\nmonetary values. Once HR have placed the donation, it is recommended that the\nHR team prepare a certificate to thank the associate for their donation, which\nmay be distributed alongside the certificate and pin.\u003C\u002Fp>\n\n\u003Cp>8.If permitted under local tax legislation, associates have the option of\nreceiving an additional cash payment to the value of the gift limit as their\nlength of service award, rather than an actual gift, voucher or charity\ndonation. This will be paid via payroll and subject to the usual tax and other\ndeductions. Anyone taking this option will not have the value grossed up. HR\nare responsible for checking any tax or other legislative restrictions with\ntheir local Finance team and informing associates as appropriate.\u003C\u002Fp>\n\n\u003Cp>9.Should an associate request a particular gift, instead of voucher, cash or\ncharitable donation, this is permissible as long as it is withing the amount\nguidelines for the particular service anniversary, and as long as it is within\nthat country’s local legislative and tax rules. There will be no rounding up\nor additional payments made to “make up” the difference of the gift’s\nvalue and that of the gift limit for that anniversary.\u003C\u002Fp>\n\n\u003Cp>10.The table below should be used as a guide, whichever option is chosen.\nFor currencies other than those listed below, please use local currency\nequivalent values. These values will be reviewed on a regular basis and are\nsubject to change.\u003C\u002Fp>\n\n\u003Cdiv class=\"WordSection1\">\n\n\u003Ctable class=\"MsoNormalTable\" border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"407\" style=\"width:305.1pt;margin-left:58.3pt;border-collapse:collapse\">\n  \u003Ctbody>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   background:#B7D4EF;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cb>\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif;   color:black\">Years\n        of Service\u003C\u002Fspan>\u003C\u002Fb>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border:solid windowtext 1.0pt;   border-left:none;background:#B7D4EF;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cb>\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif;   color:black\">Pound\n        Sterling\u003C\u002Fspan>\u003C\u002Fb>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border:solid windowtext 1.0pt;border-left:   none;background:#B7D4EF;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cb>\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif;   color:black\">Euro\u002FUSD\u003C\u002Fspan>\u003C\u002Fb>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border:solid windowtext 1.0pt;border-left:   none;background:#B7D4EF;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cb>\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif;   color:black\">UAE\u003C\u002Fspan>\u003C\u002Fb>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border:solid windowtext 1.0pt;border-left:   none;background:#B7D4EF;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cb>\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif;   color:black\">ZAR\u003C\u002Fspan>\u003C\u002Fb>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">5\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">50.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">55.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">200.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">1,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">10\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">100.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">110.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">400.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">2,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">15\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">150.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">165.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">600.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">3,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">20\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">200.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">210.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">800.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">4,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">25\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">300.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">330.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">1,200.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">6,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">30\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">400.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">440.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">1,600.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">8,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">35\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">500.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">550.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">2,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">10,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">40years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">500.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">550.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">2,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">10,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">45\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">500.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">550.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">2,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">10,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n    \u003Ctr style=\"height:15.0pt\">\n      \u003Ctd width=\"115\" nowrap=\"nowrap\" style=\"width:86.0pt;border:solid windowtext 1.0pt;   border-top:none;padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">50\n        years\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"75\" nowrap=\"nowrap\" style=\"width:56.1pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">500.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"61\" style=\"width:46.05pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">550.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"71\" style=\"width:53.15pt;border-top:none;border-left:none;   border-bottom:solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;   padding:0cm 5.4pt 0cm 5.4pt;height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">2,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n      \u003Ctd width=\"85\" style=\"width:63.8pt;border-top:none;border-left:none;border-bottom:   solid windowtext 1.0pt;border-right:solid windowtext 1.0pt;padding:0cm 5.4pt 0cm 5.4pt;   height:15.0pt\">\u003Cp class=\"MsoNormal\" align=\"center\" style=\"text-align:center\">\u003Cspan lang=\"EN-GB\" style=\"font-size:12.0pt;line-height:107%;font-family:"Times New Roman",serif\">10,000.00\u003C\u002Fspan>\u003C\u002Fp>\n      \u003C\u002Ftd>\n    \u003C\u002Ftr>\n  \u003C\u002Ftbody>\n\u003C\u002Ftable>\n\u003C\u002Fdiv>\n\n\u003Ch3 id=\"L2033\">APPENDIX 6 TERMINAL BENEFITS\u003C\u002Fh3>\n\n\u003Cp>A)On Termination of Employment\u003C\u002Fp>\n\n\u003Cp>In the event that the Company has terminated an employee’s contract of\nemployment, the employee shall be entitled to the following dues: Terminal dues\nwill be paid within 7 working days.\u003C\u002Fp>\n\n\u003Cp>(i)Salary for the month during which the contract is terminated;\u003C\u002Fp>\n\n\u003Cp>(ii)Salary in lieu of the appropriate notice;\u003C\u002Fp>\n\n\u003Cp>(iii) Leave pay for the accrued leave days to the month of termination.\u003C\u002Fp>\n\n\u003Cp>Pension benefit shall be paid through the Company’s pension administrators\nin accordance with Pension Act. The Company shall be entitled to withhold part\nof the terminal dues available from the Company to be used for liquidation or\npart payment of his debts, if any, to the Company.\u003C\u002Fp>\n\n\u003Cp>B)On Dismissal\u003C\u002Fp>\n\n\u003Cp>In the event that an employee has been dismissed from the Company service,\nthe employee shall be entitled to the following dues:\u003C\u002Fp>\n\n\u003Cp>(i)Salary for the days worked in that month;\u003C\u002Fp>\n\n\u003Cp>(ii)Leave pay for the accrued leave days up to the date of dismissal;\u003C\u002Fp>\n\n\u003Cp>Pension benefit shall be paid through the Company’s pension administrators\nin accordance with Pension Act of 2011. The Company shall be entitled to\nwithhold part of the terminal dues to be used for liquidation or part payment\nof his debts, if any, to the Group or Company.\u003C\u002Fp>\n\n\u003Ch3 id=\"L2089\">APPENDIX 7 REDUNDANCY AND RETRENCHMENT\u003C\u002Fh3>\n\n\u003Cp>A redundancy occurs when a job is abolished and the position fall away,\nresulting in the termination of the services of the incumbent or resulting in\nthe incumbent being declared redundant. All affected employees will be offered\na training on financial literacy.\u003C\u002Fp>\n\n\u003Cp>A retrenchment occurs when an employer terminates an employee’s employment\nfor reasons of economic or operational requirements of the employer.\u003C\u002Fp>\n\n\u003Cp>When and where the need for a redundancy or retrenchment has been\nestablished, efforts will be made to ensure that qualified and productive\nemployees are redeployed to existing positions within the company. In cases\nwhere alternative position or employment cannot be found for the employee and\nas a result thereof the employee has to be retrenched or his position declared\nredundant, management will proceed as follows before implementing a redundancy\nplan with all steps being documented as below:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a.There will be consultations between Management\nand the affected employee(s) or the Union representing them;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b.There will be an attempt to reach a consensus\nbetween Management and the Union on how to proceed;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c.There will be disclosure of all facts\nnecessitating redundancy;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d.The union will be afforded an opportunity to make\nsubmissions and proposals and management will respond appropriately, taking all\nfactors into consideration;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e.The redundant or retrenchment package will be\nnegotiated with the Union representatives before implementation.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">f.The selection criteria for retrenchment or will\nbe disclosed to the employees. Management will adopt multiple ranking criteria\ndepending on the circumstance of the case and may use the following:\u003C\u002Fp>\n\u003Cul>\n  \u003Cli>Employee's long-term potential and attitude\u003C\u002Fli>\n  \u003Cli>Employee's skills, abilities, knowledge, and versatility\u003C\u002Fli>\n  \u003Cli>Employee's education and experience levels\u003C\u002Fli>\n  \u003Cli>Employee's quantity and quality of work\u003C\u002Fli>\n  \u003Cli>Employee's attendance history or disciplinary record\u003C\u002Fli>\n  \u003Cli>Employee's tenure within the company\u003C\u002Fli>\n  \u003Cli>\u003C\u002Fli>\n\u003C\u002Ful>\n\n\u003Ch3 id=\"L2145\">APPENDIX 8 HIV\u002FAIDS POLICY\u003C\u002Fh3>\n\n\u003Cp>HIV\u002FAIDS remain a serious public health problem, which has socio-economic\nand human rights implications. The Company realizes that HIV\u002FAIDS can bring\nabout adverse effects in the form of prolonged Staff illness, absenteeism and\ndeath impacting on productivity, employees benefits, general morale amongst\nothers\u003C\u002Fp>\n\n\u003Ch4 id=\"L2153\">1.PURPOSE\u003C\u002Fh4>\n\n\u003Cp>In order to minimize these effects, the Company shall have an HIV\u002FAIDS\nWorkplace Policy to ensure that those infected or affected with HIV\u002FAIDS are\naccommodated and that there is a balance between the rights and\nresponsibilities of all parties.\u003C\u002Fp>\n\n\u003Cp>The HIV\u002FAIDS Workplace Policy will ensure the following minimum\nrequirements:\u003C\u002Fp>\n\n\u003Cp>a)All employees are made aware of the basic information relating to HIV\u002FAIDS\nthrough education, counselling and referral services;\u003C\u002Fp>\n\n\u003Cp>b)All employees are made aware of the precautions necessary to prevent the\ncontraction and spread of HIV, and the consequences of not taking precautions,\nto themselves, their families and to the company;\u003C\u002Fp>\n\n\u003Cp>c)The Company shall support the training of in-house trainers and the\nintroduction of experts to STAFF, in order to promote, educate and provide\ncounselling services;\u003C\u002Fp>\n\n\u003Cp>d)Condoms are made available to all STAFF and a system of replenishment is\nintroduced;\u003C\u002Fp>\n\n\u003Cp>e)Precautions against the risk of transmitting blood borne infections\nincluding Hepatitis B, should be taken in any situation calling for first aid\nin the work place. For example, the provision of surgical rubber glove for the\nFirst Aiders;\u003C\u002Fp>\n\n\u003Cp>f)HIV\u002FAIDS screening of employees or enquiring of them about test already\ntaken will not be mandatory;\u003C\u002Fp>\n\n\u003Cp>g)Confidentiality of all medical information, including HIV\u002FAIDS status is\nmaintained;\u003C\u002Fp>\n\n\u003Cp>h)Employees are not obliged to inform the company regarding their HIV\u002FAIDS\nstatus, but through education and counseling are encouraged to report on their\nhealth and HIV status, in confidence to the company Executive Management or\nHuman Resources Department;\u003C\u002Fp>\n\n\u003Cp>i)Workers infected or perceived to be infected by HIV\u002FAIDS, are protected\nfrom stigmatization and discrimination by co-workers, Worker’s union, GUESTS\nor patrons.\u003C\u002Fp>\n\n\u003Ch3 id=\"L2217\">APPENDIX 9 COVID 19 AND OTHER INFECTIOUS DISEASES POLICY\u003C\u002Fh3>\n\n\u003Cp>COVID-19 is now officially classified as a pandemic and is affecting lives\nand work around the globe. BHL is committed to providing a safe and healthy\nworkplace for all our employees. BHL has developed the following policy to be\nused by BHL in its operations whilst combating COVID-19 and other infectious\ndiseases. This policy outlines the reductions relating to working hours, wages\nand benefits for BHL employees to maintain its operations. This policy also\nincludes procedures to minimize the risk of transmission of COVID-19 and other\ninfectious diseases, in accordance with the Laws of Malawi.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2225\">1.PURPOSE\u003C\u002Fh4>\n\n\u003Cp>BHL’s goal is to prevent the transmission of COVID-19 and other infectious\ndiseases in the workplace. The Company recognizes that its employees have\nvarious duties and responsibilities at their respective duty stations.\nTherefore, BHL has developed this policy to ensure that their employees are\nprepared for the measures to be implemented during a pandemic. This policy will\nbe used in the different duty stations with site-specific considerations for\nsome roles.\u003C\u002Fp>\n\n\u003Cp>All employees are responsible for supporting, complying with, and providing\nrecommendations to further improve this policy. BHL will cooperatively work\nwith the Union representatives to conduct a workplace-specific hazard\nassessment and in the development, implementation, and updating of this policy\nperiodically.\u003C\u002Fp>\n\n\u003Cp>Section 2 of this Policy covers the reductions implemented by BHL in which\nthe employees agree to a reduction in salary, bonuses, or wages (or to forego\nan increase in salary or wages) as well as working hours and Staff. BHL will\ncooperatively work with the Union representatives to ensure that the reductions\nare implemented according to this policy.\u003C\u002Fp>\n\n\u003Cp>Section 3 of this Policy covers the Hazard assessment and employee\nprotection measures to be implemented. BHL will conduct a workplace-specific\nhazard assessment to determine potential workplace hazards related to COVID-19\nand other infectious diseases. A hazard assessment will be conducted initially\nand whenever changes at the workplace create a new potential risk of employee\nexposure to COVID-19 and other infectious diseases.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2251\">2.REDUCTIONS\u003C\u002Fh4>\n\n\u003Cp>BHL will implement this section of the Policy when it is experiencing a\nsignificant downturn in business due to the outbreak of COVID-19 and other\ninfectious diseases. These reductions would be temporary and implemented to\navoid layoffs.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Reduction of Working Hours\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL will reduce the working hours of all its full-time employees by fifty\n(50) percent during an outbreak of a pandemic or an infectious disease.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Reduction of Salaries\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL may reduce salaries by a certain percentage as agreed to between\nmanagement and the Union or employees.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Reduction of Leave Days\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL’s retains the right to have their employees take their accrued leave\ndays during an outbreak of a pandemic or an infectious disease.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Reduction of Staff\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL’s retains the right to reduce its workforce during an outbreak of a\npandemic or an infectious disease.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2291\">3.HAZARD ASSESSMENT AND EMPLOYEE PROTECTION\u003C\u002Fh4>\n\n\u003Cp>BHL will address the hazards identified by the assessment, and include\npolicies and procedures to minimize the risk of transmission of COVID-19 and\nother infectious diseases for each employee. These policies and procedures are\nas follows:\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Good Hygiene\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL encourages employees to practice good hygiene by abiding with the\nfollowing:\u003C\u002Fp>\n\n\u003Cp>a.Regularly washing hands with soap and water for at least 20 seconds.\u003C\u002Fp>\n\n\u003Cp>b.Coughing\u002Fsneezing into a tissue, or upper sleeve, not in hands.\u003C\u002Fp>\n\n\u003Cp>c.Avoid touching eyes, nose and mouth with hands.\u003C\u002Fp>\n\n\u003Cp>d.Avoiding contact with anyone with respiratory illnesses of any kind.\u003C\u002Fp>\n\n\u003Cp>The Company will routinely clean and disinfect all frequently touched\nsurfaces including work stations, countertops, door handles.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Illness\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL expects its employees to comply with the following procedure:\u003C\u002Fp>\n\n\u003Cp>a.If an employee is exhibiting symptoms of COVID-19 or an infectious\ndisease, they should remain home and seek medical attention immediately. The\nemployee will be required to present a medical certificate from a certified\ndoctor before returning to work.\u003C\u002Fp>\n\n\u003Cp>b.If an employee has a sick family member, they should report the situation\nand stay at home until they provide a medical certificate from a certified\ndoctor that they are not infected.\u003C\u002Fp>\n\n\u003Cp>c.If an employee becomes sick at work, they will be required to report the\nsituation at which point they will be separated from other employees and sent\nhome.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>\u003C\u002Fstrong>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-flexible_work_options\">\u003Cp>\u003Cstrong>Work from Home\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Where an outbreak becomes severe enough, a mandatory \"Work from Home\" policy\nmay be put into effect and will continue until conditions improve well within\nhealthy limits per local health and\u002For governmental bodies.\u003C\u002Fp>\n\n\u003Cp>The Company recognizes that a diagnosis does not mean an employee is unable\nto work. Therefore, until full recovery is confirmed, if the employee is able\nto work, they may do so from home, per approval of their immediate manager.\u003C\u002Fp>\n\n\u003Cp>An extensive Work from Home policy is contained in Appendix 18.\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Travel\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Where an outbreak becomes severe enough, employee travel may be partially or\nfully restricted until conditions improve. The Company will leverage the use of\nvirtual meeting technologies to continue work that would normally be conducted\nonsite.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Vaccination\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>BHL encourages employees to receive all available vaccinations as a part of\na multi-layered infection control approach. The Company will support\nvaccination for each employee by providing reasonable time and paid leave to\neach employee for vaccination and any side effects experienced following\nvaccination.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>\u003C\u002Fstrong>\u003C\u002Fp>\u003Cdiv class=\"cbaClause highlight\" id=\"clause-trainingprogrammes\">\u003Cp>\u003Cstrong>Training\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The Company will ensure that each employee receives training, in a language\nand at a literacy level the employee understands, on COVID-19 and other\ninfectious diseases. The training will cover the following:\u003C\u002Fp>\n\n\u003Cp>a.Mode of transmission (including pre-symptomatic and asymptomatic\ntransmission);\u003C\u002Fp>\n\n\u003Cp>b.The importance of good hygiene to reduce the risk of spreading the\ninfections;\u003C\u002Fp>\n\n\u003Cp>c.Means of reducing the risk of spreading the infections; through proper\ncovering of the nose and mouth;\u003C\u002Fp>\n\n\u003Cp>d.The signs and symptoms of infectious diseases;\u003C\u002Fp>\n\n\u003Cp>e.Risk factors for severe illness; and\u003C\u002Fp>\n\n\u003Cp>f.When to seek medical attention;\u003C\u002Fp>\n\n\u003Cp>The Company will ensure that the training is overseen or conducted by a\nperson knowledgeable in the covered subject matter as it relates to the\nemployee’s job duties, and that the training provides an opportunity for\ninteractive questions and answers with a person knowledgeable in the covered\nsubject matter as it relates to the employee’s job duties.\u003C\u002Fp>\n\n\u003Cp>The Company will provide additional training whenever changes occur that\naffect the employee’s risk of contracting COVID-19 or any other infectious\ndisease at work, policies or procedures are changed, or there is an indication\nthat the employee has not retained the necessary understanding or skill.\u003C\u002Fp>\u003C\u002Fdiv>\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Patient Screening and Management\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The Company will provide, and ensure that employees wear personal protective\nequipment in the workplace to reduce the risk of transmission of the infectious\ndiseases.\u003C\u002Fp>\n\n\u003Cp>The Company expects the following minimum requirements from the\nemployees:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a)Wearing appropriate face coverings (eg. masks) as\nper the risks and duties to be performed;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b) Maintaining physical distancing;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c)Adhering to proper personal hygiene practices;\nsneeze or cough etiquette, and hand washing\u002Fhand sanitization practices;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d)Adhering to the routine cleaning and disinfection\nmeasures as per the Ministry of Health guidelines;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e)Avoid using co-workers’ personal devices,\noffice spaces, work tools and equipment;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">f)Participate in related training provided by the\nemployer;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">g)Report to supervisors any situation which may\naffect the health of other workers.\u003C\u002Fp>\n\n\u003Ch3 id=\"L6500\">APPENDIX 10 PERFORMANCE SYSTEM MANAGEMENT\u003C\u002Fh3>\n\n\u003Cp>It is the policy of BHL to effectively appraise the performance of an\nemployee to determine and recognize individual performance and reward deserving\nemployees.\u003C\u002Fp>\n\n\u003Cp>BHL Performance Management System brings performance planning, employee\ndevelopment, assessment and recognition. It measures not only performance\nagainst result-based objectives, but also job- related behavior.\u003C\u002Fp>\n\n\u003Cp>The Performance Management System is composed of:\u003C\u002Fp>\n\n\u003Cp>(i)Performance Planning (selecting achievable results-based objects from the\ncorporate strategic plan);\u003C\u002Fp>\n\n\u003Cp>(ii)Development (training and skills development of employees);\u003C\u002Fp>\n\n\u003Cp>(iii) Coaching (twice per year employee performance review and feedback);\u003C\u002Fp>\n\n\u003Cp>(iv) Assessment (performance review at the end of the fiscal year);\u003C\u002Fp>\n\n\u003Cp>(v)Rewards and recognition (incentives and rewards for achievement).\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>a)Performing Planning\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Guidelines\u003C\u002Fp>\n\n\u003Cp>1.During July each year, the Employee will identify at least four (4)\nobjectives related to his or her job description and discuss with his\nsupervisor, what knowledge, skills and behaviors are required to carry them out\nand for which he will be able to demonstrate results achieved at the end of a\nfiscal year.\u003C\u002Fp>\n\n\u003Cp>2.After these objectives have been agreed upon between the Employee and his\nimmediate supervisor, they should be concurred by the Head of Department;\u003C\u002Fp>\n\n\u003Cp>3.The Employee and his immediate supervisor will sign the performance plan,\nretain a copy each and a copy will be provided to the Human Resources\nDepartment to place on the Employee’s file;\u003C\u002Fp>\n\n\u003Cp>4.Orientation and training on the performance management system should be\nprovided to each new Employee so that they will understand the system and each\nStaff member will be held accountable for its smooth operation\u003C\u002Fp>\n\n\u003Cp>5.Human resources Department is responsible for conducting the training, for\nproviding continuing support to both supervisors and Employees and for\nmonitoring compliance.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>b)Development\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>It is the policy of BHL to encourage Staff to develop their skills and\npotential\u003C\u002Fp>\n\n\u003Cp>Guidelines\u003C\u002Fp>\n\n\u003Cp>1.The Supervisor and Employee identify training needs, learning and career\ninterest during each performing planning and during coaching sessions;\u003C\u002Fp>\n\n\u003Cp>2.The Supervisor will recommend the identified training, career and learning\ninterest to the Head of Department for discussion and approval;\u003C\u002Fp>\n\n\u003Cp>3.The Head of Department will forward the training recommendation to the\nHuman Resource Department to be incorporated into the training plan for the\ncurrent year, and if not possible, then for the subsequent year. A copy of the\nrecommendation will be placed in the Employee’s file.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>c)Coaching\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Guidelines\u003C\u002Fp>\n\n\u003Cp>1.Supervisors should review progress made on the set objectives of their\nStaff’s performance plans with all their Staff at least twice a year\n(coaching);\u003C\u002Fp>\n\n\u003Cp>2.Coaching is intended to provide encouragement, guidance, correction and to\nidentify strength, weaknesses and learning\u002F training\u002F career interests which\nwill help the Staff member not only to improve their performance but also\nintended to identify problem areas inhibiting achievement of the set objectives\nand behaviors and provides an opportunity to adjust the plan;\u003C\u002Fp>\n\n\u003Cp>3.The result of coaching sessions does not need a write up but the\nsupervisors are expected to report to Human Resource Department the dates of\ncoaching for their Staff for purposes of recording on the BHL Performance Plan\u002F\nAssessment Form and also to facilitate the tracking of the coaching session of\neach Staff.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>d)Assessment\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Guidelines\u003C\u002Fp>\n\n\u003Cp>1.Assessment should be done at the end of each Fiscal year (i.e. June\n30th);\u003C\u002Fp>\n\n\u003Cp>2.Assessment is a final evaluation of the performance of the employee in\nrelation to objectives spelled out in the performance plan. It should take from\nof a dialogue between the Staff and his\u002Fher immediate supervisor, referencing\nthe results and outcomes of the coaching sessions.\u003C\u002Fp>\n\n\u003Cp>3.The Staff should be encouraged to assess his\u002Fher own self and provide\njustification of the rating;\u003C\u002Fp>\n\n\u003Cp>4.Employees should be rated as follows:\u003C\u002Fp>\n\n\u003Cp>a)Exceptional contributors – those whose performance far exceeds their\nresults-based objectives and make a significant impact on the overall\nprofitability for the year. Employees scoring above 100% of their agreed\nperformance objectives at the end of the review year fall under this\ncategory;\u003C\u002Fp>\n\n\u003Cp>b)Very Good Contributors – This is a level 2 performance which will apply\nto employees scoring between 80 – 99% of their agreed performance objectives\nat the end of the review year. These are employees who achieve all their\nresults based performance objectives and made a positive impact on the overall\nprofitability for the year;\u003C\u002Fp>\n\n\u003Cp>c)Average Contributors – This is a level 3 performance which will apply to\nemployees scoring between 50 – 79% of their agreed performance objectives at\nthe end of the review year. Employees in this category achieved some but not\nall of their results-based performance objectives;\u003C\u002Fp>\n\n\u003Cp>d)Below average Contributors – This is a level 4 performance which will\napply to employees scoring between 30 - 49% of their agreed performance\nobjectives at the end of the review year. Employees in this category include\nthose who fall far behind in meeting their results-based performance\nobjectives;\u003C\u002Fp>\n\n\u003Cp>e)Unsatisfactory Contributors – this is a level 5 performance which will\napply to employees scoring below 30% of their agreed performance objectives at\nthe end of the review year. Disciplinary action will be taken against Employees\nin this category.\u003C\u002Fp>\n\n\u003Ch4 id=\"L11751\">Administrative Procedures\u003C\u002Fh4>\n\n\u003Cp>1.Performance is strictly confidential. Hence only the General Manager,\nExecutive Management and the relevant Heads of Departments will have access to\nthe results;\u003C\u002Fp>\n\n\u003Cp>2.All Staff members employed by BHL for six months or more should be\nevaluated the month of June just prior to the end of the fiscal year. Those\nemployed for less than six months will be evaluated at the end of their\nprobation of the following June whichever comes first.\u003C\u002Fp>\n\n\u003Cp>3.Completed performance appraisals shall be maintained in a separate file\nmarked ‘CONFIDENTIAL’;\u003C\u002Fp>\n\n\u003Cp>4.A copy of the appraisal will be available for the individual Staff member\nafter approval by the General Manager;\u003C\u002Fp>\n\n\u003Cp>5.The General Manager in consultation with Executive Management will utilize\nthe evaluation rating summaries from the Human Resources to determine merit\nincrements.\u003C\u002Fp>\n\n\u003Ch4 id=\"L11753\">Performance Related Disciplinary Action\u003C\u002Fh4>\n\n\u003Cp>The following penalties may be imposed by the General Manager on any\nemployee for poor performance as an alternative to dismissal:\u003C\u002Fp>\n\n\u003Cp>1.A reprimand verbal or written;\u003C\u002Fp>\n\n\u003Cp>2.Withholding or suspension of annual salary increment;\u003C\u002Fp>\n\n\u003Cp>3.Demotion;\u003C\u002Fp>\n\n\u003Cp>4.Suspension with pay.\u003C\u002Fp>\n\n\u003Cp>There are two objectives for giving rewards and recognition\u003C\u002Fp>\n\n\u003Cp>1.As an incentive to achieve results-based performance objectives;\u003C\u002Fp>\n\n\u003Cp>2.In recognition of outstanding contributions to the achievement of\nstrategic objectives.\u003C\u002Fp>\n\n\u003Ch3 id=\"L2687\">APPENDIX 11HUMAN RESOURCE DEVELOPMENT AND TRAINING POLICY\u003C\u002Fh3>\n\n\u003Ch4 id=\"L2693\">1.0 INTRODUCTION\u003C\u002Fh4>\n\n\u003Cp>The Company recognizes that human resource development is a key to\nachievement of her goals and accordingly the company shall undertake to give\nhighest priority to Staff development and training and equip Staff with\nrequisite skills, expertise and knowledge for an effective and efficient\nservice delivery.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2701\">2.0 PURPOSE OF THE POLICY\u003C\u002Fh4>\n\n\u003Cp>The policy aims at providing a working environment in which employees are\nable to maximize their performance, commitment and contribution to the aims and\nobjectives of the Company. In specific terms the policy shall aim at:\u003C\u002Fp>\n\n\u003Cp>a)Addressing knowledge and skills gap in the employees;\u003C\u002Fp>\n\n\u003Cp>b)Ensuring that all Staff development and training activities are\nsystematically planned, coordinated, monitored, evaluated and sustained at all\nlevels;\u003C\u002Fp>\n\n\u003Cp>c)Enhancing the transparency and accountability in the management of Staff\ndevelopment and training by ensuring that learning and development is\naccessible to BHL employees in a cost-effective, equitable and timely\nmanner.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2721\">3.0 PRIORITY RATES\u003C\u002Fh4>\n\n\u003Cp>3.1 TRAINING NEEDS ASSESSMENT\u003C\u002Fp>\n\n\u003Cp>Training and Development needs shall be identified at three levels:\u003C\u002Fp>\n\n\u003Cp>3.1.1Organizational Level\u003C\u002Fp>\n\n\u003Cp>Organizational level needs are those that apply to the entire Company and\nthese needs shall be assessed and identified by the Executive Management. They\nmay involve but are not limited to the review of the strategic and operating\nplans as well as considering any external influences that might have an effect\non the smooth achievement of strategic goals.\u003C\u002Fp>\n\n\u003Cp>3.1.2Group\u002FTeam Level\u003C\u002Fp>\n\n\u003Cp>Heads of Department shall take lead in identifying group\u002Fteam needs.\nGroup\u002Fteam level needs may be assessed through individual job analysis and\nperformance reviews to identify any performance\u002Fskills gaps that can be\naddressed through training.\u003C\u002Fp>\n\n\u003Cp>3.1.3Individual Level\u003C\u002Fp>\n\n\u003Cp>Performance review process through which individual performance is assessed\nagainst agreed performance standards shall be the main mechanism for\nrecognizing and planning training and development.\u003C\u002Fp>\n\n\u003Cp>3.2TRAINING AND DEVELOPMENT PLAN\u003C\u002Fp>\n\n\u003Cp>The process of identifying training needs shall be followed by the\ndevelopment of a consolidated training and development plan. The plan will\npresent the development and training needs identified at all the three levels\nas stated in above. The plan shall cover one fiscal year and shall be\ncosted.\u003C\u002Fp>\n\n\u003Cp>3.3IMPLEMENTATION MANAGEMENT OF DEVELOPMENT AND TRAINING ACTIVITIES\u003C\u002Fp>\n\n\u003Cp>Implementation of the plan shall be coordinated by the Human Resource\nDepartment in collaboration with the HODs.\u003C\u002Fp>\n\n\u003Cp>The Human Resource Department in collaboration with the HODs as well as the\nindividual employees have got specific roles to play in the implementation of\nSTAFF development and training activities.\u003C\u002Fp>\n\n\u003Cp>3.3.1Role of the Heads of Department\u003C\u002Fp>\n\n\u003Cp>The specific roles and responsibilities shall include:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a.Formulation, Implementation and updating of BHL\ntraining strategy;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b.Development of a training plan based on\nimportance, urgency and available resources;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c.Ensure that consolidated Staff development and\ntraining plan for all Staff categories is prepared, approved by Executive\nManagement and is fully implemented;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d.Ensure that development and training needs of all\nStaff categories are effectively identified and prioritized in the development\nand training plan;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e.Vet Staff development and training proposals\nsubmitted by Heads of department to ensure that selection of employees to\nattend development and training programs is based on objectively identified\nskills or performance gaps and that the same employees are not repeatedly\nselected for training;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">f.Monitor progress on the implementation of all\nStaff development and training interventions.\u003C\u002Fp>\n\n\u003Cp>3.3.2Role of Human Resource Department\u003C\u002Fp>\n\n\u003Cp>HODs in their oversight supervisory role of all development and training\ninterventions shall work in close collaboration with the Human Resource and\nTraining Department. In particular Human Resource Department shall be\nresponsible for the following:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a.Serve as contact point on matters pertaining to\ntraining including ensuring that information on training policies, guidelines\nand procedures is circulated to Staff;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b.Provide professional support and guidance to\nHeads of Department on the identification of training needs preparation of\ndevelopment and training plans, selection of candidates, identification of\ncourses and recommendation of reputable training service providers;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c.Ensure that implementation of Staff development\nand training programmes is in line with the requirements of the Human Resource\nDevelopment and Training Policy;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d.Compile and submit to Executive Management\nquarterly training reports;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e.Monitoring the implementation of employees’\ntraining and development activities.\u003C\u002Fp>\n\n\u003Cp>3.3.3Rule of the Individual Member of Staff\u003C\u002Fp>\n\n\u003Cp>In order to continually improve their performance, individual Staff members\nshould take keen interest in their self-development. Each employee will be\nexpected to:\u003C\u002Fp>\n\n\u003Cp>a.Discuss his or her training needs with his\u002Fher immediate supervisor on the\nbasis of his\u002Fher performance gaps and individual career aspirations;\u003C\u002Fp>\n\n\u003Cp>b.Apply for Training and Development for consideration within a particular\nfiscal year;\u003C\u002Fp>\n\n\u003Cp>c.Attend training and Staff development programs as and when opportunities\narise;\u003C\u002Fp>\n\n\u003Cp>d.Submit copies of certificate obtained, detailed report and action plan to\nhis\u002Fher supervisor and the HR Department on any training program attended;\u003C\u002Fp>\n\n\u003Cp>e.Apply and share new skills and knowledge acquired during training with\nhis\u002Fher work colleagues for improved team performance.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2865\">3.4STAFF DEVELOPMENT AND TRAINING PROGRAMS\u003C\u002Fh4>\n\n\u003Cp>The following training programs shall be covered under the policy:\u003C\u002Fp>\n\n\u003Cp>3.4.1On the Job and in-house courses\u003C\u002Fp>\n\n\u003Cp>All new employees shall be required to undergo on the job training including\ninduction for new employees before they start work. The induction for new\nemployees shall be conducted within the employee’s first two working days\nwith the company and completed within first week of employment. The ‘on the\njob training’ shall also include training in relevant standard operating\nprocedures and certification of the same. All supervisors shall be responsible\nfor the ‘on the job training’ of Staff under supervision.\u003C\u002Fp>\n\n\u003Cp>In-house training programs shall be designed or tailor made to address\nspecific group needs within the company. These training programs shall be\norganized where a significant number of employees are eligible for the same\nprogram in order to ensure cost effectiveness. An in-house training program\nshall be conducted within the company premises or at any local training\ninstitution accredited by the government. The selection of suitable training\nproviders shall be based on the capacity and experience of the training\ninstitution to deliver the course effectively.\u003C\u002Fp>\n\n\u003Cp>3.4.2Short Term Training Courses\u003C\u002Fp>\n\n\u003Cp>The Company shall budget funds to support Staff attending training courses\nlasting for a duration of less than 6 months, to enhance their skills and\nattributes. The short-term courses shall include seminars, workshops, exchange\nvisits and conferences.\u003C\u002Fp>\n\n\u003Cp>3.4.3Long Term Training Courses\u003C\u002Fp>\n\n\u003Cp>The Company shall encourage employee to further their education and attain\nqualifications which are directly related to their current role and any planned\nchanges that may occur and will directly contribute to the achievement of the\ncompany’s strategic objectives.\u003C\u002Fp>\n\n\u003Cp>A Study loan or a Continuing Professional Development Loan shall be provided\nas provided in these conditions for purposes of attaining Diplomas, first\ndegrees, Masters and professional certificates.\u003C\u002Fp>\n\n\u003Ch4 id=\"L2905\">3.5 ELIGIBILITY FOR SELECTION\u003C\u002Fh4>\n\n\u003Cp>Employees shall be eligible to undergo any form of training as long as it is\ndirectly related to their current role.\u003C\u002Fp>\n\n\u003Cp>3.5.1Short Term Training Courses\u003C\u002Fp>\n\n\u003Cp>Short term training shall be any training whose duration is less than six\nmonths. All permanent employees who have completed their probation shall be\neligible to attend short terms courses.\u003C\u002Fp>\n\n\u003Cp>Permanent employees shall be recommended for selection for short term\ntraining on the following conditions:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a.There has been an identified need for the\ntraining;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b.The training program should be relevant to the\nemployees’ field of work;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c.The training program should assist the employee\ntowards achievement of departmental objectives;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d.Placement of employees should be made at\nreputable and government accredited\u002F recognised institutions.\u003C\u002Fp>\n\n\u003Cp>3.5.2Long Term Training Courses\u003C\u002Fp>\n\n\u003Cp>Long term training is any training whose duration is in excess of six\nmonths. All permanent employees who have served the company for two continuous\nyears will be eligible for training courses leading to award of diploma, degree\nor professional certificate.\u003C\u002Fp>\n\n\u003Cp>Eligible permanent employees shall be recommended for selection for further\neducation sponsorship on the following conditions:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a.Selection of employees shall be on recommendation\nof the Human Resource Department;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b.Employees should not have previously received\nthis type of sponsorship within the last two years;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c.The training program should assist the employee\ntowards achievement of departmental objectives;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d.Employees to be considered for long term programs\nleading to academic\u002Fprofessional awards must be below 50 years of age;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e.Placement of employees should be made only at\nreputable and accredited training institutions;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">f.Employees should only be recommended to pursue\nlong term training program overseas provided that similar programs are not\noffered locally or within the region.\u003C\u002Fp>\n\n\u003Ch3 id=\"L2987\">APPENDIX 12 CODE OF CONDUCT\u003C\u002Fh3>\n\n\u003Cp>Employees shall strictly adhere to the following Code of conduct at all\ntimes during their employment. Persistent breaches of the Code of conduct is a\ndisciplinary issue warranting a warning, termination or dismissal.\u003C\u002Fp>\n\n\u003Cp>Employees requiring clarification of nay of the points should address their\nqueries to the Human Resource Manager.\u003C\u002Fp>\n\n\u003Cp>a)Dressing and Good hygiene;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Employees will maintain a hygienic and\nwell-groomed appearance at all times;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Employees will wear their provided uniforms,\nprotective clothing and put on their name tag properly and at all times during\nworking hours;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)All uniforms and protective clothing provided\nby the Company to its employees remain the property of the company;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv)All uniforms and protective clothing (including\nshoes) shall not be removed from the company premises after duty;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(v)In the case of disciplinary action taken against\nan employee, which necessities suspension from duty or termination from\nemployment all uniforms must be surrendered to the Housekeeper, who shall make\na record of this;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(vi)The employee will pay for any missing or\nmisused uniform accessories by deducting from monthly salary or terminal\npay;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(vii)Employees will take their meals only at\nauthorized times and locations.\u003C\u002Fp>\n\n\u003Cp>b)Attendance and Performance\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Employees will not absent themselves from duties\nat any time without permission from their immediate supervisors or managers;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Employees will constantly endeavor to perform\nto the best of their abilities at all times;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)Employees will devote their full-time efforts\nto the successful performance of their duties;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv)Employees should use both care and skill in\ntheir work methods and maintain safety procedures and practices at all\ntimes.\u003C\u002Fp>\n\n\u003Cp>c)Honesty and Integrity\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Employee’s honesty both towards clients and\ncolleagues should be beyond reproach at all times. The acceptance of any form\nof inducement or bribe from any source is strictly forbidden;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Knowledge of other staff members’\nmisappropriation of funds from whatever source and irrespective of seniority\nshould be reported to Management immediately;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)Employees should properly document, record and\nhold such receipt for monies or property received on behalf of the company in\nthe course of duty;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv)Any information received relating to clients’\nor the Company’s operations should be treated confidentially and not divulged\nto any third parties other than those duly authorized to receive such\ninformation by Management;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(v)Employees should at all times be diligent in\nterms of client’s needs. It should be remembered that the Company depends on\nits clients’ goodwill and patronage to ensure profitability that in turn\nsafeguards continued employment of staff.\u003C\u002Fp>\n\n\u003Cp>d)Conflict of Interest\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Any Employee who has private business interests\nmust disclose the same to the Human Resources Department on engagement or when\nsuch interests are acquired. Should the Human Resources Department consider\nthat such private interests of the Employee are in conflict with the\ncompany’s interests, and may therefore affect the Employee’s judgment or\nperformance at work, the matter will be disclosed to the Company General\nManager.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Should the Company General Manager agree that a\nconflict of interest exists, the Employee will be advised to dispose of these\ninterests and formally declare in writing that this has been done, or the\nemployee is required to resign or the employee’s services will be\nterminated;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)In the case of the Company General Manager,\nthe disclosure of such private business interests shall be made to the Board of\nDirectors;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv)Should an Employee not declare such interest or\nnot dispose of these interests after having declared otherwise, the company\nknows this situation, the Employee will be summarily dismissed;\u003C\u002Fp>\n\n\u003Cp>e)Guest\u002FClient’s Facilities\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Employees must under no circumstances utilize\nfacilities meant for hotel guests and clients, such as public toilets, guest\nrooms and guest bathrooms. Unauthorized use of these facilities will result in\nsummary dismissal;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)All items found in rooms that guests have\nvacated or in public areas (restaurants, seminar or conference rooms, banquet\nrooms, and bars), offices, gardens, pool areas, or car parks, must be handed\nover to Management or the Housekeeper. Failure to surrender such items is an\noffence punishable by summary dismissal;\u003C\u002Fp>\n\n\u003Cp>f)Alcohol, Smoking and Drugs\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)No alcoholic drinks may be brought into the\nCompany premises for private consumption, and no staff may consume or purchase\nalcohol in Company premises while on duty. Managers and their deputies may\nconsume alcohol while entertaining clients only;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Any Employee of any grade found either in\npossession of drugs or under the drug influence will be summarily dismissed.\u003C\u002Fp>\n\n\u003Cp>g)Visitors\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)No visitors are allowed into the premises\nwithout the express permission of the Company General Manager;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)In any event visitors are strictly prohibited\nfrom all work areas (back of house). The staffv member is held directly\nresponsible for the behavior and conduct of such visitors and is responsible\nfor losses or damage that may occur through such visitors’ actions.\u003C\u002Fp>\n\n\u003Cp>h)Publicity\u003C\u002Fp>\n\n\u003Cp>(i)No documents, notices or other forms of literature can be displayed on\nthe company notice boards, except with prior approval from Management.\u003C\u002Fp>\n\n\u003Cp>i)Buying and Selling\u003C\u002Fp>\n\n\u003Cp>(i)Employees are not allowed to buy or sell any type of articles for\npersonal gain within company premises without exceptional authority of\nManagement.\u003C\u002Fp>\n\n\u003Cp>j)Passing of Money\u003C\u002Fp>\n\n\u003Cp>(i)No collection of money from Employees even for charitable purposes is\npermitted without prior approval from Management.\u003C\u002Fp>\n\n\u003Cp>k)Personal Telephone Calls\u003C\u002Fp>\n\n\u003Cp>i.Telephones provided and installed in company premises are for company\nofficial businesses use, and private calls by Employees are not permitted,\nexcept in emergency or crisis situation. In such cases authorization must be\nreceived from Heads of Department or Management;\u003C\u002Fp>\n\n\u003Cp>ii.Use of cells phone or any other device for personal use during working\nhours is prohibited.\u003C\u002Fp>\n\n\u003Ch3 id=\"L3197\">APPENDIX 13 DISCIPLINARY CODE AND PROCEDURE\u003C\u002Fh3>\n\n\u003Ch4 id=\"L3201\">1.0.PRELIMINARY\u003C\u002Fh4>\n\n\u003Cp>Discipline is essential in any undertaking where there is to be order\ninstead of chaos. A disciplinary code provides a pattern of acceptance\nbehaviour and performances. It shall also provide for any employee to be given\na fair hearing when an alleged misdemeanour has been committed.\u003C\u002Fp>\n\n\u003Cp>For disciplinary action to be taken, an employee should have committed an\noffence by breaking the organizations norms\u002Frules.\u003C\u002Fp>\n\n\u003Cp>To facilitate the implementation and administration of discipline, this Code\nhas been formulated. The purpose of the Code therefore is:\u003C\u002Fp>\n\n\u003Cp>a)To ensure that all employees are informed of what the Company regards as\nmisconduct and the steps that could be taken to maintain discipline;\u003C\u002Fp>\n\n\u003Cp>b)To ensure fair and consistent disciplining of all employees;\u003C\u002Fp>\n\n\u003Cp>c)To encourage timely corrective action in the event where an employee’s\nbehavior or performance proves to be unsatisfactory or unacceptable;\u003C\u002Fp>\n\n\u003Cp>d)To ensure that the employee is given an opportunity to defend himself\nagainst allegations of misconduct or incapacity before his employment is\nterminated.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3233\">2.0.PRINCIPLES OF THE DISCIPLINARY CODE\u003C\u002Fh4>\n\n\u003Cp>2.1The Code shall equally be applicable to all employees;\u003C\u002Fp>\n\n\u003Cp>2.2It is the responsibility of all employees to maintain discipline at all\ntimes;\u003C\u002Fp>\n\n\u003Cp>2.3An employee subject to actions in terms of the Code is entitled to\nrepresentation by a Trade Union Member or a fellow employee of his own\nchoice;\u003C\u002Fp>\n\n\u003Cp>2.4Any person who is not satisfied with disciplinary action against him will\nbe entitled to invoke the relevant steps of the Procedure hereinafter\nprovided;\u003C\u002Fp>\n\n\u003Cp>2.5The disciplinary Code will not be applied for the purpose of intimidation\nor victimization.\u003C\u002Fp>\n\n\u003Cp>As offences state hereunder are not intended to be exhaustive, the company\nmay exercise disciplinary action against an employee who has committed an\noffence although the offence has not been stated herein.\u003C\u002Fp>\n\n\u003Cp>The severity of the disciplinary action will depend upon the circumstances\nof each case and mitigating factors will be noted by the Company. Managers\nresponsible for exercising disciplinary action will use their discretion and\nfor example, may prefer to counsel for a minor offence which has not been\ncommitted previously. When an offence is sufficiently serious to warrant the\ndismissal of an employee, the Company may in appropriate circumstances give the\nemployee a final written waning in preference to dismissing him. Should the\nemployee receive another written warning for any type of offence during the\nvalidity period of the final warning the Company may dismiss him\nimmediately.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3265\">3.0.ACTS OF MISCONDUCT\u003C\u002Fh4>\n\n\u003Ch4 id=\"L3269\">GROUP 1 – SUMMARY DISMISSAL\u003C\u002Fh4>\n\n\u003Cp>Offences which would attract the penalty of summary dismissal shall include,\nbut are not limited to the following:\u003C\u002Fp>\n\n\u003Cp>a)Intentional or malicious damage to Company property or private\nproperty;\u003C\u002Fp>\n\n\u003Cp>b)Stealing of any form including but not limited to embezzlement of Company\nfunds;\u003C\u002Fp>\n\n\u003Cp>c)Knowingly receiving stolen property;\u003C\u002Fp>\n\n\u003Cp>d)Removing Company property from the Company premises without permission;\u003C\u002Fp>\n\n\u003Cp>e)Assault or attempted assault i.e. one party deliberately attacks another\nwith intent to commit grievous bodily harm;\u003C\u002Fp>\n\n\u003Cp>f)Dishonesty which shall include:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Bribery or corruption – giving or receiving or\nattempting to give or receive, any bribe or inducing or attempting to induce\nany person to perform any corrupt act;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)False evidence or information – deliberately\ngiving untrue, erroneous or misleading information or testimony whether\nverbally, in writing or by conduct; and or deliberately failing to provide\ninformation or guidance when so required or expected; cheating or such act,\nomission or conduct as would impute on the employee, falsehood, deception or\nlack of integrity;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii)Forgery – falsifying or changing a document\nor Company record including stock cards with fraudulent intent or attempting to\ndo so;\u003C\u002Fp>\n\n\u003Cp>g)Demanding and receiving bribes from customers, supplier or other\nemployees;\u003C\u002Fp>\n\n\u003Cp>h)Using Guest\u002FCustomer facilities;\u003C\u002Fp>\n\n\u003Cp>i)Divulgence of information relating to Company’s activities, business or\npersonnel to unauthorized persons.\u003C\u002Fp>\n\n\u003Cp>j)Disrespect towards fellow employees including gross insults and threats\nimplying mental or physical harm;\u003C\u002Fp>\n\n\u003Cp>k)Falsification, destroying or concealing of company owned food and beverage\nitems, or removing company or client owned products, articles, equipment or\nparts from Company premises without authorization;\u003C\u002Fp>\n\n\u003Cp>l)Unauthorized possession of firearms or dangerous weapon on Company\npremises;\u003C\u002Fp>\n\n\u003Cp>m)Driving Company vehicles under the influence of alcohol\u002Fdrugs (drunken\ndriving);\u003C\u002Fp>\n\n\u003Cp>n)Driving Company vehicles without valid driving license;\u003C\u002Fp>\n\n\u003Cp>o)Gross negligence on duty;\u003C\u002Fp>\n\n\u003Cp>p)Habitual or substantial neglect of his duties;\u003C\u002Fp>\n\n\u003Cp>q)Willful disobedience to lawful orders given by the employer;\u003C\u002Fp>\n\n\u003Cp>r)Absence from work without permission of the employer and without\nreasonable excuse for a period of more than five consecutive days;\u003C\u002Fp>\n\n\u003Cp>s)Engaging in any occupation or undertaking which conflicts with the\ninterests of the Company without prior authorization of Management;\u003C\u002Fp>\n\n\u003Cp>t)Using Company funds without authorization;\u003C\u002Fp>\n\n\u003Cp>u)Willfully inflicting illness or injury upon oneself or another employee or\nattempting to do so with the intent to render oneself or the other unfit for\nduty;\u003C\u002Fp>\n\n\u003Cp>v)Riotous behavior;\u003C\u002Fp>\n\n\u003Cp>w)Bringing the Company into disrepute or issuing false and\u002For defamatory\ninformation concerning the company;\u003C\u002Fp>\n\n\u003Cp>x)Any offence committed on or off duty but will result in criminal\nconviction in a court of law;\u003C\u002Fp>\n\n\u003Cp>y)Serious misconduct inconsistent with the fulfilment of the conditions of\ncontract of employment;\u003C\u002Fp>\n\n\u003Cp>z)Entering into agreement on behalf of the company without authority;\u003C\u002Fp>\n\n\u003Cp>aa)Attempts to ‘hack’ into systems or another person’s log-in\npassword, breach of computer or network security measures or monitor electronic\nfiles or communications of other employees or third parties except by the\nexplicit direction of Company management;\u003C\u002Fp>\n\n\u003Cp>bb)Refusal to proceed on transfer.\u003C\u002Fp>\n\n\u003Cp>A hearing during which the employee should be given an opportunity to defend\nhimself against allegations made, should be conducted before dismissal.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3405\">GROUP 2 – TERMINATION OF EMPLOYMENT\u003C\u002Fh4>\n\n\u003Cp>Offences which would attract termination of employment with notice as the\nappropriate penalty shall include, but are limited to the following:\u003C\u002Fp>\n\n\u003Cp>a)Misappropriation of Company property;\u003C\u002Fp>\n\n\u003Cp>b)Repeated refusal to carry out supervisor’s\u002Fmanager’s lawful and\nreasonable instructions amounting to gross insubordination;\u003C\u002Fp>\n\n\u003Cp>c)Driving company vehicle without authority or permission;\u003C\u002Fp>\n\n\u003Cp>d)Intimidating or inciting employees to violence of any form;\u003C\u002Fp>\n\n\u003Cp>e)Behavior, speech or actions likely to incite hostility between employees\nor management and employees (gross insolence);\u003C\u002Fp>\n\n\u003Cp>Provided that termination shall not be effected for the foregoing reasons\nbefore the employee is provided an opportunity to defend himself against the\nallegations made unless the Company cannot reasonably be expected to provide\nthe opportunity.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3437\">GROUP 3 – FINAL WRITTEN WARNING\u003C\u002Fh4>\n\n\u003Cp>A final written warning may be imposed for transgressions regarded very\nserious in nature and some of such offences are:\u003C\u002Fp>\n\n\u003Cp>a)Being under the influence of alcohol\u002Fdrugs while on duty;\u003C\u002Fp>\n\n\u003Cp>b)Negligent driving, driving in a manner which may cause damage to Company\nproperty or injury to person; or non-compliance with driving regulations laid\ndown by the Company and by the state when it may cause damage to Company\nproperty or personnel;\u003C\u002Fp>\n\n\u003Cp>c)Deliberate violation of safety requirement thereby endangering the safety\nif fellow employees, the general public or himself;\u003C\u002Fp>\n\n\u003Cp>d)Participating or inciting other employees to participate in an illegal\nindustrial action including but not limited to illegal strikes, work stoppages,\nboycotts, or any other interference with the Company’s business;\u003C\u002Fp>\n\n\u003Cp>e)Fighting – both parties involved yet unable to prove who is at fault;\u003C\u002Fp>\n\n\u003Cp>f)Failure to carry out any reasonable instructions;\u003C\u002Fp>\n\n\u003Cp>g)Neglect or improper performance of duties, disregard or specifications\n(breach of operating instructions);\u003C\u002Fp>\n\n\u003Cp>h)Sexual harassment by an employee of a fellow employee or a guest;\u003C\u002Fp>\n\n\u003Cp>i)Failure to report an accident;\u003C\u002Fp>\n\n\u003Cp>j)Failure to report damage to Company property;\u003C\u002Fp>\n\n\u003Cp>k)Actions and behavior detrimental to sound employee relations;\u003C\u002Fp>\n\n\u003Cp>l)Abusive or insulting language or signs including racial abuse;\u003C\u002Fp>\n\n\u003Cp>m)Insolence to supervisors (spoken word);\u003C\u002Fp>\n\n\u003Cp>n)Threatening violence – to do physical injury to employees;\u003C\u002Fp>\n\n\u003Cp>o)Serious cases of poor performance;\u003C\u002Fp>\n\n\u003Cp>p)Self-induced incapacity an being unable to carry out normal duties;\u003C\u002Fp>\n\n\u003Cp>q)Reporting back late after leave;\u003C\u002Fp>\n\n\u003Cp>r)Absence without leave, permission or reasonable excuse;\u003C\u002Fp>\n\n\u003Cp>s)Willful abuse or misuse of company or guest property;\u003C\u002Fp>\n\n\u003Cp>t)Engaging in unauthorized private work while on duty;\u003C\u002Fp>\n\n\u003Cp>u)Making false report either verbally or in writing and\u002Funauthorized\nalterations on any Company document or any other official document;\u003C\u002Fp>\n\n\u003Cp>v)Transport unauthorized passengers, parcels or equipment in a Company\nvehicle;\u003C\u002Fp>\n\n\u003Cp>w)Misuse or abuse of position of authority or trust;\u003C\u002Fp>\n\n\u003Cp>An offence in this category should be subject to the following actions: -\u003C\u002Fp>\n\n\u003Cp>1st offence – Final written warning;\u003C\u002Fp>\n\n\u003Cp>2nd offence – Disciplinary hearing and possible dismissal\u003C\u002Fp>\n\n\u003Ch4 id=\"L7227\">GROUP 4 – WRITTEN WARNING\u003C\u002Fh4>\n\n\u003Cp>a)Failure to perform work satisfactorily or obtain reasonable production\n(laziness);\u003C\u002Fp>\n\n\u003Cp>b)Failure to report for overtime work without a valid excuse when requested\nto do so;\u003C\u002Fp>\n\n\u003Cp>c)Unauthorized use or misuse of Company property;\u003C\u002Fp>\n\n\u003Cp>d)Leaving the work place without authorization;\u003C\u002Fp>\n\n\u003Cp>e)Substantial inaccuracies on official documents especially those relating\nto figures;\u003C\u002Fp>\n\n\u003Cp>f)Creating or contributing to unhygienic, unsanitary, poor housekeeping\nconditions;\u003C\u002Fp>\n\n\u003Cp>g)Failure to obey Company\u002Fdepartmental safety rules and regulations;\u003C\u002Fp>\n\n\u003Cp>h)Insubordination towards a superior shown by demeanor, actions or\nlanguage;\u003C\u002Fp>\n\n\u003Cp>i)Sleeping on duty;\u003C\u002Fp>\n\n\u003Cp>j)Smocking in a prohibited area;\u003C\u002Fp>\n\n\u003Cp>k)Negligently damaging or losing items or uniform and\u002For equivalent of the\ncompany;\u003C\u002Fp>\n\n\u003Cp>l)Failure to care for or wear uniform as prescribed;\u003C\u002Fp>\n\n\u003Cp>m)Failure to timely report damage to company or guest property;\u003C\u002Fp>\n\n\u003Cp>n)Unauthorized deviation from predetermined routes whilst driving a company\nvehicle;\u003C\u002Fp>\n\n\u003Cp>o)Influencing any company driver to deviate from predetermined routes whilst\nbeing a passenger or not;\u003C\u002Fp>\n\n\u003Cp>p)Failure to immediately report information regarding any person or group of\npersons who are about to or have committed a dismissible offence or breach of\ndisciplinary code.\u003C\u002Fp>\n\n\u003Cp>For offences in this category the steps outlined hereunder will be taken:\n-\u003C\u002Fp>\n\n\u003Cp>-1st offence – 1st written warning\u003C\u002Fp>\n\n\u003Cp>-2nd offence – 2nd written warning\u003C\u002Fp>\n\n\u003Cp>-3rd offence - Final written warning\u003C\u002Fp>\n\n\u003Cp>-4th offence – Disciplinary hearing and possible dismissal\u003C\u002Fp>\n\n\u003Ch4 id=\"L3637\">GROUP 5 – VERBAL WARNING\u003C\u002Fh4>\n\n\u003Cp>a)Using the incorrect entrances\u002Fexists designated by the Management;\u003C\u002Fp>\n\n\u003Cp>b)Loitering in other department\u002Fworking areas during working hours;\u003C\u002Fp>\n\n\u003Cp>c)Bad timekeeping – late for work with no reasonable cause – leaving\nwork early;\u003C\u002Fp>\n\n\u003Cp>d)Extending tea\u002Flunch breaks without permission;\u003C\u002Fp>\n\n\u003Cp>e)Bringing unauthorized visitors onto Company premises;\u003C\u002Fp>\n\n\u003Cp>f)Improper dressing whilst on duty.\u003C\u002Fp>\n\n\u003Cp>If an employee commits an offence in this category, the following steps\nshould be taken:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">-1st offence – verbal warning\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">-2nd offence - first written warning\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">-3rd offence – second written warning\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">-4th Offence – Final written warning\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">-5th Offence – possible dismissal after\ndisciplinary hearing.\u003C\u002Fp>\n\n\u003Cp>The categories are not intended to be exhaustive. Any other form of\nmisconduct which can be construed as a detrimental to efficient running of the\nCompany and the welfare of its employees will be subject to discipline and\nmanagement shall have discretion as the nature of penalty to impose.\u003C\u002Fp>\n\n\u003Cp>It must be appreciated that each case must be judged upon its merits. This\nplan details maximum sentence that can be given for each offence. The suggested\npenalties are not intended to be prescriptive. Each offence and the applicable\npenalty shall be determined by the facts and the circumstances of the case. The\npenalties are merely guidelines and are in no way exhaustive of all possible\ndisciplinary offences that may occur.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3697\">4.0.SANCTIONS\u003C\u002Fh4>\n\n\u003Cp>Any employee who would have done any of the acts outlined above and any act\nallied to or in furtherance of the above shall be deemed to be guilty of\ncommitting an offence and the Company in its sole discretion may take any one\nor more of the following courses depending on the circumstances of the case:\u003C\u002Fp>\n\n\u003Cp>a)Counsel the employee if this will be appropriate way of handling the\ncommission of the offence;\u003C\u002Fp>\n\n\u003Cp>b)Issue a written or reprimand i.e. issue a first or second warning\nwhichever is applicable;\u003C\u002Fp>\n\n\u003Cp>c)Impose a penalty i.e. withholding an increment in a case where there is\nfailure by an employee to perform his duties to the required standard without\nany acceptable reason(s);\u003C\u002Fp>\n\n\u003Cp>d)Demote the employee to a lower grade;\u003C\u002Fp>\n\n\u003Cp>e)Terminate the service of the employee;\u003C\u002Fp>\n\n\u003Cp>f)Dismiss the employee from (the) Company service.\u003C\u002Fp>\n\n\u003Cp>Where the company is considering action under sub-paragraphs b, c, d, e and\nf above, the employee shall be informed of the company’s position, given the\nparticulars of the offence being alleged and be given an opportunity of making\nsuch representation as he wishes, either orally or in writing.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3733\">5.0WARNING EXPIRY PERIOD\u003C\u002Fh4>\n\n\u003Cp>All warnings, whether verbal, written or final will be valid for up to a\nmaximum of 12 months depending on the degree of the offence.\u003C\u002Fp>\n\n\u003Cp>All written warnings will be signed by the employee and a copy forwarded to\nthe Human Resource Department. If, however an employee refuses to sign a letter\nof warning the letter will stand as issued with the copy giving reasons or\ncircumstances for the employee’s refusal to sign and the details forwarded to\nHuman Resources Manager.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3745\">6.0DISCIPLINARY PROCEDURE\u003C\u002Fh4>\n\n\u003Cp>A disciplinary procedure is intended to ensure that the management function\nto implement and maintain discipline is exercised in a fair, consistent and\ntransparent manner at all times throughout the company to protect the interests\nof both the employer and the employee.\u003C\u002Fp>\n\n\u003Cp>For a disciplinary procedure to be fair and effective it should have the\nfollowing:\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">a)Should be in writing and should specify the\nlevels of management which have the authority to take various forms of\ndisciplinary action;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">b)Should provide for hearings during which the\nemployee should be given an opportunity to defend himself against the\nallegations made before the sanction is meted out;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">c)Should give the employee an opportunity to be\nassisted by a representative of his choice in an individual grievance or\ndisciplinary matter;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">d)Ensure that formal disciplinary action is not\ntaken until the case has been carefully investigated;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">e)Ensure that employees are given reasons for any\npenalty imposed;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">f)Provide a right of appeal and specify the\nprocedure to be followed.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3781\">7.0THE DISCIPLINARY COMMITTEE\u003C\u002Fh4>\n\n\u003Cp>The disciplinary committee consists of those people who have a role to play\nduring the enquiry. Before the committee sits, it is prudent to ensure that the\ncommittee is correctly constituted and knows the role and function of each\nmember.\u003C\u002Fp>\n\n\u003Cp>7.1COMPOSITION OF COMMITTEE\u003C\u002Fp>\n\n\u003Cp>Without being prescriptive, a disciplinary committee may consist of the\nfollowing:\u003C\u002Fp>\n\n\u003Cp>a)Chairperson\u003C\u002Fp>\n\n\u003Cp>Management shall appoint a chairperson to preside over the proceeding and he\nshall be such a person who has no personal interest in the outcome of the\nhearing;\u003C\u002Fp>\n\n\u003Cp>b)Other members of the Committee\u003C\u002Fp>\n\n\u003Cp>The Committee shall consist of such other members as may be appointed by\nManagement.\u003C\u002Fp>\n\n\u003Cp>c)Secretary\u003C\u002Fp>\n\n\u003Cp>The secretary shall be appointed to take down minutes. Usually this person\nshould not take part in the decision-making process of coming up with a\nverdict.\u003C\u002Fp>\n\n\u003Cp>d)Interpreter\u003C\u002Fp>\n\n\u003Cp>If need be, a competent interpreter shall be engaged. This person should not\ntake part in the decision-making process of coming up with a verdict.\u003C\u002Fp>\n\n\u003Cp>In addition to members of the Committee and the secretary, the following\nshall be entitled to appear before the Committee:\u003C\u002Fp>\n\n\u003Cp>(i)Initiator\u003C\u002Fp>\n\n\u003Cp>This person is the complainant and usually be the manager of the alleged\noffender who should present the case on behalf of Management;\u003C\u002Fp>\n\n\u003Cp>(ii)Employee Representative\u003C\u002Fp>\n\n\u003Cp>The alleged offender may present his case himself and\u002For may nominate any\nperson of his\u002Fher own choice to represent him. This person can be a fellow\nemployee or a member of BHL trade union. His\u002Fher main purpose is to assist\nalleged offender in the presentation of his case.\u003C\u002Fp>\n\n\u003Cp>7.2SOME IMPORTANT NOTES FOR THE CHAIRPERSON\u003C\u002Fp>\n\n\u003Cp>a)Identify each person attending the enquiry and establish his\u002Fher\ndesignation or purpose of attendance;\u003C\u002Fp>\n\n\u003Cp>b)Ensure that the hearing is held free from disturbance and keep the\nproceedings brief and to the point;\u003C\u002Fp>\n\n\u003Cp>c)Keep firm control over the proceedings and the parties\u002Fpeople involved;\u003C\u002Fp>\n\n\u003Cp>d)Have all statements and questions addressed to and through you;\u003C\u002Fp>\n\n\u003Cp>e)Remain objective, cool, open minded and enquiring;\u003C\u002Fp>\n\n\u003Cp>f)Make brief written notes of all the salient\u002F relevant points of\nevidence\u003C\u002Fp>\n\n\u003Cp>g)Ask any questions at any stage of the enquiry;\u003C\u002Fp>\n\n\u003Cp>h)Allow the accused Employee to cross examine the complainant and any\nwitnesses.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3885\">8.0THE DISCIPLINARY HEARING PROCEEDINGS\u003C\u002Fh4>\n\n\u003Cp>The procedure of disciplinary hearing should be followed in all cases of\ngross misconduct. The proper conduct of disciplinary hearings is very\nimportant. Provided the rules are followed, justice will be done, will be seen\nto be done and the hearing will meet the legal requirements of procedural\nfairness. It is important to always remember that the purpose\u002Fobjective of a\ndisciplinary hearing is to find out if a person is guilty or innocent.\u003C\u002Fp>\n\n\u003Cp>To ensure that a fair hearing takes place, the following steps should be\nfollowed:\u003C\u002Fp>\n\n\u003Cp>a)Ensure that the hearing committee has been correctly and\u002For properly\nconstituted;\u003C\u002Fp>\n\n\u003Cp>b)Ensure that the employee has been given reasonable (written) notice of\nhearing and the reasons for it to allow him to prepare for that hearing and\ninform him of his right to bring a witness. To ensure fairness, it is\nrecommended that notice should not be less than 48 hours.\u003C\u002Fp>\n\n\u003Cp>c)Ensure that the offence is stated in specific terms so that the employee\nis fully aware of the charge(s) laid against him. On the hearing day, if the\ncharge is not understood adjourn the hearing to another reasonable date to\nafford the allege offender time to prepare his defense;\u003C\u002Fp>\n\n\u003Cp>d)Read the alleged offence(s) to the employee, and ask if he admits, to\nthem. If he does, review the circumstances and ignore items e, f and g;\u003C\u002Fp>\n\n\u003Cp>e)If he denies the charge(s) call for witness(es) and\u002For evidence;\u003C\u002Fp>\n\n\u003Cp>f)Give the employee an opportunity to examine or challenge the evidence\nagainst him (cross-examination of management’s witness), state his case and\ncall witness (es). Witnesses must be called to give evidence singly;\u003C\u002Fp>\n\n\u003Cp>g)The chairman of the commission should satisfy himself that on the clear\nbalance or probability, the offence is proven or not proven.\u003C\u002Fp>\n\n\u003Cp>Note:in dismissal cases it may be desirable to submit the record of the\nhearing to a nominated senior manager for vetting before announcing the\nverdict.\u003C\u002Fp>\n\n\u003Cp>h)Inform the employee of the finding and inform him of the right to\nappeal.\u003C\u002Fp>\n\n\u003Cp>If the employee is found guilty: \u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(i)Consider previous warnings (if any);\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(ii)Consider any mitigating factors e.g. long\nservice, past conduct etc.;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iii) Consider any past cases (precedents) on\nsimilar or related facts;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(iv) Decide upon the penalty;\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(v)Inform the employee the penalty, and inform the\nemployee of the right to how to appeal, to whom and by when.\u003C\u002Fp>\n\n\u003Cp style=\"margin-left:2em;\">(vi) If the decision to issue a written warning\nrequest the Employee to sign the warning form\u002Fletter. If he refuses, note that\nfact on the form\u002Fletter and have the form\u002Fletter signed by a witness.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3961\">DISCIPLINARY STAGES\u003C\u002Fh4>\n\n\u003Cp>The type of disciplinary stages which the company may take to correct any\nbreach of acceptable behavior and performance are as follows: -\u003C\u002Fp>\n\n\u003Ch4 id=\"L3967\">Stage 1 – Counselling\u003C\u002Fh4>\n\n\u003Cp>This action is taken for minor transgressions, when it is believed as per\nphilosophy of correcting behavior that counselling would be the most\nappropriate way of handling the transgression. This action goes along with\nverbal warning.\u003C\u002Fp>\n\n\u003Cp>Counseling will take place on an informal basis between the\nSupervisor\u002FManager, employee and his representative (if any). A record will be\nkept on the employees’ personal file for counselling done.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3979\">Stage 2 – Written Warning\u003C\u002Fh4>\n\n\u003Cp>If counselling is considered inappropriate or has not had the desired effect\nthe Manger shall make it clear to the employee who has committed the offence\nthat he is issuing a written warning. With this stage management is allowed to\nrepeat action i.e. first written warning followed by a second written warning.\nHowever, management has the right to invoke Stage 3 without having issued a\nsecond warning.\u003C\u002Fp>\n\n\u003Cp>At a meeting of the parties to the case the issuer of the warning shall\nadvise the employee of the charge(es) against him give him a reasonable\nopportunity to be heard and\u002For call witnesses if he so wishes. If, thereafter,\nthe supervisor\u002Fmanager is satisfied that the written warning is appropriate, he\nshall record on the warning from an exact account of the charge and particulars\nand whether it is first or second warning. The supervisor\u002Fmanager should ensure\nthat that the employee signs the warning form and that he is given a copy of\nthat written warning and finally send a copy of the same and statement form (in\naccount of the offence) for filing in the personal file of the employee\nconcerned.\u003C\u002Fp>\n\n\u003Cp>Should the employee wish to challenge the fairness of the penalty, he\u002Fshe\nshould lodge an appeal in accordance with Stage 5 hereof.\u003C\u002Fp>\n\n\u003Ch4 id=\"L3999\">Stage 3 – Final Written Warning by Manager\u003C\u002Fh4>\n\n\u003Cp>If the employee’s conduct has still not changed\u002Fimproved in a case where\nStage 2 had been implemented a final written warning is recommendable. This\nstep is also applicable to an offence which requires stronger action than a\nwritten warning but falls short a dismissal. This step is to be done by the\nManager. The Manager shall investigate the matter, call a meeting of the\nemployee and his representative (if any) and allow the employee a fair and\nreasonable opportunity to be heard.\u003C\u002Fp>\n\n\u003Cp>If disciplinary action is to be taken, a formal hearing (as per Stage 4)\nshall be established.\u003C\u002Fp>\n\n\u003Cp>Ensure that the employee signs the final written warning and that he is\ngiven a copy of the said warning and finally send a copy of that warning\ntogether with a statement form for filing in the personal file of the employee\nconcerned.\u003C\u002Fp>\n\n\u003Cp>If the employee is not satisfied with fairness of the penalty, he\u002Fshe should\nlodge an appeal in accordance with Stage 5 hereof.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4019\">Stage 4 – Termination of Service of Dismissal\u003C\u002Fh4>\n\n\u003Cp>If the employee’s conduct has not satisfactorily improved within the time\nallowed for improvement after the final written warning or if misconduct is\nsufficiently (glossily) serious, termination of service or dismissal is\npermissible, provided that the employee shall be given an opportunity to defend\nhimself before such termination or dismissal.\u003C\u002Fp>\n\n\u003Cp>If termination of service or dismissal is recommended after the hearing the\nChairperson of the panel shall refer\u002Fconsult with the General Manager. The\nGeneral Manager shall either approve, reject or vary the disciplinary penalty\nrecommended, and the employee shall be informed of the verdict.\u003C\u002Fp>\n\n\u003Cp>Should the employee wish to challenge the fairness of the penalty, he should\nlodge an appeal in accordance with Stage 5 hereof.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4035\">Stage 5 - Appeals\u003C\u002Fh4>\n\n\u003Cp>All appeals against disciplinary action(s) should be heard and dealt with in\naccordance with the procedure detailed below:\u003C\u002Fp>\n\n\u003Cp>a)Should an employee feel that a written warning or final written or\ndismissal or termination has for any reason been unfairly issued, he shall be\nentitled to appeal against the disciplinary sanction imposed (either the\nverdict or the severity) to the General Manager.\u003C\u002Fp>\n\n\u003Cp>Should an employee after the review be found to have been unfairly\ndismissed, he should be reinstated and shall have the right to continuous\nservice, full back pay and any benefits accrued up date of such\nreinstatement.\u003C\u002Fp>\n\n\u003Cp>Without being exhaustive, an employee has a right to appeal in writing\nwithin seven days from the date of the decision on one of the following\ngrounds:\u003C\u002Fp>\n\n\u003Cp>a)That insufficient evidence was submitted to prove that he was, on a\nbalance a probability guilty of the offence;\u003C\u002Fp>\n\n\u003Cp>b)That the sanction imposed was too severe having regard to the particular\ncircumstances of the case;\u003C\u002Fp>\n\n\u003Cp>c)That there was new evidence which became available but was not considered\nat the enquiry;\u003C\u002Fp>\n\n\u003Cp>d)Lack of sufficient time to prepare for the hearing;\u003C\u002Fp>\n\n\u003Cp>e)Not having been granted a right to representation;\u003C\u002Fp>\n\n\u003Cp>f)Not having been granted a right to cross-examination of witnesses for\nmanagement\u002Fcompany;\u003C\u002Fp>\n\n\u003Cp>g)Not having been granted the right to a hearing; etc.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4083\">SUSPENSION\u003C\u002Fh4>\n\n\u003Cp>When Management alleges or where reasonable grounds exist to suspect that an\nemployee has committed a serious offence, the necessity to suspend the employee\ndeserves consideration.\u003C\u002Fp>\n\n\u003Cp>Suspension is usually an action taken by arrangement prior to an enquiry and\nmust therefore be implemented with caution for the following reasons:\u003C\u002Fp>\n\n\u003Cp>a)As the Company suspends the duration of the suspension must be considered.\nA long-protracted suspension can have serious financial implications for\ncompany\u002Fsuspended employee;\u003C\u002Fp>\n\n\u003Cp>b)It may be seen as a foregone conclusion of dismissal if not sensitively\nhandled.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4097\">REASONS FOR SUSPENSION\u003C\u002Fh4>\n\n\u003Cp>The following are the main reasons for suspending an employee:\u003C\u002Fp>\n\n\u003Cp>a)To afford management the necessary time to fully investigate the matter\nwithout possible adverse interference by interested parties;\u003C\u002Fp>\n\n\u003Cp>b)To avoid possible intimidation of witnesses and\u002For other employees by\ninterested parties;\u003C\u002Fp>\n\n\u003Cp>c)To avoid possible destruction of documents or other relevant evidence by\ninterested parties;\u003C\u002Fp>\n\n\u003Cp>d)To neutralize the alleged offender pending investigations and\u002For\ndisciplinary enquiry.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4121\">WHEN TO SUSPEND\u003C\u002Fh4>\n\n\u003Cp>An employee should only be suspended in serious cases e.g. alleged theft,\nfraud, assault with intent to commit grievous bodily harm, gross negligence\netc.\u003C\u002Fp>\n\n\u003Ch3 id=\"L4149\">APPENDIX 14 GRIEVANCE PROCEDURE\u003C\u002Fh3>\n\n\u003Cp>It is important that every effort is made to resolve all complaints\u002Fproblems\nas soon as possible. All employees should feel free to submit with absolute\nassurance that their position in the Company will not be prejudiced and that\nthey will not be victimized.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4157\">1.PURPOSE\u003C\u002Fh4>\n\n\u003Cp>a.The purpose of this Grievance Procedure is to ensure that grievances are\nconsidered and resolved as close as possible to the point of origin and as\nexpeditiously as practicable. It also ensures that there are official\u002Fformal\nchannels for consultations where matters\u002Fissues have developed into\ngrievance;\u003C\u002Fp>\n\n\u003Cp>b.The responsibility for resolution of grievances subject to the steps set\nout below shall be vested in line management;\u003C\u002Fp>\n\n\u003Cp>c.The Company and the employee lodging the grievance may agree to waive the\nstages and time limits stated in this Grievance Procedure so that the grievance\nmay be resolved quickly;\u003C\u002Fp>\n\n\u003Cp>d.Employees and their representatives will not be prejudiced in their\nconditions of employment as a consequence of lodging or handling a\ngrievance;\u003C\u002Fp>\n\n\u003Cp>e.An employee and his\u002Fher representatives shall not incur a loss of wages in\nrespect of time spent at any meetings arranged to resolve a grievance in terms\nof this grievance procedure. Permission to attend such meetings should be\nobtained from the immediate supervisor\u002Fsuperior. Such permission shall not be\nunreasonably withheld;\u003C\u002Fp>\n\n\u003Cp>f.A grievance must be lodged by an employee within three (3) days of\noccurrence which gave rise to it.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4185\">2.STAGES OF PROCEDURE FOR A GRIEVANCE OF A SINGLE EMPLOYEE\u003C\u002Fh4>\n\n\u003Cp>\u003Cstrong>Stage 1: Immediate Supervisor\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The employee shall first raise the grievance with his\u002Fher immediate\nsupervisor.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Stage 2: Immediate Supervisor and Representative\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>If the immediate supervisor is unable to respond to the grievance within\nforty-eight (48) hours of it having been lodged with him\u002Fher, the employee now\nassisted by his\u002Fher representative shall refer the matter back to the\nsupervisor. The supervisor shall then have a further forty-eight (48) hours in\nwhich to resolve the grievance. If the matter is not resolved to the\nsatisfaction of the employee, he\u002Fshe shall proceed to Stage 3.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Stage 3: Manager\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The Manager shall take the necessary steps to resolve the grievance and\nshall convene a meeting within two (2) days at which the employee concerned,\nhis\u002Fher representative and the supervisor shall be present. He\u002Fshe shall\nattempt to resolve it within two (2) days of the grievance having been reported\nto him\u002Fher.\u003C\u002Fp>\n\n\u003Cp>If the grievance is not resolved within two (2) day period and should the\nemployee wish to take the grievance further, then the employee shall proceed to\nStage 4.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Stage 4: General Manager\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>A meeting shall be convened within three (3) days of the Company having been\nrequested to do so. A Company General Manager or his\u002Fher nominee will then\nreview all the facts and evidence then communicate their decision to the\nemployee.\u003C\u002Fp>\n\n\u003Cp>If the grievance is not resolved and should the employee still wish to take\nthe grievance further, then the employee shall proceed to Stage 5 through the\nresponsible General Manager.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Stage 5: Executive Management\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>Executive Management shall convene a meeting within three (3) days of having\nbeen requested to do so. Executive Management shall then review all the facts\nand evidence and make a final decision. No appeal will be entertained against\nthe decision of Executive Management.\u003C\u002Fp>\n\n\u003Cp>If a member of the executive management has a grievance, then he\u002Fshe shall\nraise the grievance with the Chairperson of the Appointment and Remuneration\nCommittee of the Board who shall convene the meeting within 7 days.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4245\">3.PROCEDURE FOR GRIEVANCE HANDLING OF A GROUP OF EMPLOYEES\u003C\u002Fh4>\n\n\u003Cp>If the grievance affects or is common to a group of employees, the employees\nconcerned may consult their representative(s).\u003C\u002Fp>\n\n\u003Cp>The representative(s) shall then follow the procedure detailed in Stages 1\nto 5 accompanied, if necessary, by a delegation of no more than three (3)\nemployees.\u003C\u002Fp>\n\n\u003Cp>Under no circumstances shall a group of employees stop their work in order\nto lodge a grievance. Only the representatives of the group may raise a\ngrievance during working hours.\u003C\u002Fp>\n\n\u003Cp>No action shall be taken on grievances expressed through anonymous\n(unsigned) letters.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4265\">4.GRIEVANCE CONCERNING AN EMPLOYEE’S IMMEDIATE SUPERVISOR\u003C\u002Fh4>\n\n\u003Cp>When an employee alleges that a grievance has arisen out of the act of\nhis\u002Fher immediate supervisor or manager, the grievance may be lodged\nimmediately with the next level of management.\u003C\u002Fp>\n\n\u003Cp>Once this procedure has been exhausted, the employee(s) have the right to\nutilize, and must comply with the Labour Relations Act in an effort to resolve\nthe disputed grievances.\u003C\u002Fp>\n\n\u003Ch4 id=\"L4277\">5.ROLES OF PARTICIPANTS IN THE GRIEVANCE PROCEDURE\u003C\u002Fh4>\n\n\u003Cp>\u003Cstrong>5.1.AGGRIEVED EMPLOYEE\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The Aggrieved Employee:\u003C\u002Fp>\n\n\u003Cp>a)Must always in the first instance try to settle his\u002Fher grievance with the\nsupervisor on an informal basis (except where the grievance involves the\nimmediate supervisor, in which case the employee must raise it directly with\nthe supervisor’s senior);\u003C\u002Fp>\n\n\u003Cp>b)May seek the assistance of his\u002Fher representative, if he\u002Fshe so desires,\nas laid down in the procedure.\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>5.2.SUPERVISOR\u002FMANAGER\u002FGENERAL MANAGER\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The appropriate Supervisor\u002FManager\u002FGeneral Manager\u003C\u002Fp>\n\n\u003Cp>a)Ascertain the nature of the grievance;\u003C\u002Fp>\n\n\u003Cp>b)Investigate and clarify the grievance by distinguishing facts from\nopinions;\u003C\u002Fp>\n\n\u003Cp>c)Consult with a Human Resource office about the grievance;\u003C\u002Fp>\n\n\u003Cp>d)Decide on the action to be taken;\u003C\u002Fp>\n\n\u003Cp>e)Communicate the decision to the employee (in the presence of the\nemployee’s representative, (if any)).\u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>5.3.EMPLOYEE REPRESENTATIVE\u003C\u002Fstrong>\u003C\u002Fp>\n\n\u003Cp>The representative shall assist the aggrieved employee by:\u003C\u002Fp>\n\n\u003Cp>a)Listening to his\u002Fher complaint;\u003C\u002Fp>\n\n\u003Cp>b)Asking the employee what solution he\u002Fshe desires;\u003C\u002Fp>\n\n\u003Cp>c)Asking questions for clarification of the grievance – and making notes\nof relevant facts;\u003C\u002Fp>\n\n\u003Cp>d)Where possible, obtaining additional information from the employee’s\nwitnesses;\u003C\u002Fp>\n\n\u003Cp>e)Advising the aggrieved employee if the grievance is not covered by Company\npolicy, rules and practices;\u003C\u002Fp>\n\n\u003Cp>f)Advising the aggrieved employee, if need be, on how the grievance\nprocedure works;\u003C\u002Fp>\n\n\u003Cp>g)Accompanying the employee to the supervisor, if the aggrieved employee\nwishes;\u003C\u002Fp>\n\n\u003Cp>h)Acting as witness in the process of settling the grievance;\u003C\u002Fp>\n\n\u003Cp>i)Trying to resolve grievances amongst employees.\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\u003Cp>\u003C\u002Fp>\n\n\n",{"paidmaternityleave":42,"paidpaternityleave":45,"SOCSEC_trigger":48,"TRAINING_trigger":51,"trainingprogrammes":54,"contracttrial":58,"contractseverancepay":62,"SICDIS_trigger":65,"sicknesspay":68,"sicknessmaxdays":72,"disabilitypay":75,"MEDICAL_trigger":79,"healthinsurance":82,"jobsecuritymothers":86,"maternityotherclause":90,"deathrelatives":94,"GENEQ_trigger":98,"WORKHOURS_trigger":102,"PAIDLEAV_trigger":105,"flexible_work_options":109,"WAGES_trigger":113,"STRUCINCR_trigger":117,"mealvouchers":121,"SENIOR_trigger":125,"COMMUTE_trigger":129,"OVERTIME_trigger":133,"ONCERISE_trigger":137,"strikes_trigger":140},{"bindId":43,"name":44,"text":44},"paidmaternityleave","9.7 Maternity Leave",{"bindId":46,"name":47,"text":47},"paidpaternityleave","9.8 Paternity Leave",{"bindId":49,"name":50,"text":50},"SOCSEC_trigger","10.0 EMPLOYEE WELFARE",{"bindId":52,"name":53,"text":53},"TRAINING_trigger","16.0 STAFF TRAINING AND DEVELOPMENT",{"bindId":55,"name":56,"text":57},"trainingprogrammes","Training The Company will ensure that ea","Training\n\nThe Company will ensure that each employee receives training, in a language\nand at a literacy level the employee understands, on COVID-19 and other\ninfectious diseases. The training will cover the following:\n\na.Mode of transmission (including pre-symptomatic and asymptomatic\ntransmission);\n\nb.The importance of good hygiene to reduce the risk of spreading the\ninfections;\n\nc.Means of reducing the risk of spreading the infections; through proper\ncovering of the nose and mouth;\n\nd.The signs and symptoms of infectious diseases;\n\ne.Risk factors for severe illness; and\n\nf.When to seek medical attention;\n\nThe Company will ensure that the training is overseen or conducted by a\nperson knowledgeable in the covered subject matter as it relates to the\nemployee’s job duties, and that the training provides an opportunity for\ninteractive questions and answers with a person knowledgeable in the covered\nsubject matter as it relates to the employee’s job duties.\n\nThe Company will provide additional training whenever changes occur that\naffect the employee’s risk of contracting COVID-19 or any other infectious\ndisease at work, policies or procedures are changed, or there is an indication\nthat the employee has not retained the necessary understanding or skill.",{"bindId":59,"name":60,"text":61},"contracttrial","j)Probationary Period shall mean such a ","j)Probationary Period shall mean such a period as determined by the company\nfor employees to serve prior to being considered for permanent and\u002For contract\nservice but shall not exceed 12 months;",{"bindId":63,"name":64,"text":64},"contractseverancepay","7.0 TERMINATION OF EMPLOYMENT",{"bindId":66,"name":67,"text":67},"SICDIS_trigger","9.4 Sick Leave",{"bindId":69,"name":70,"text":71},"sicknesspay","d)For all short-term illnesses, employee","d)For all short-term illnesses, employees will be granted a maximum of 6\ndays paid sick leave in any one holiday year and this is non-cumulative;",{"bindId":73,"name":70,"text":74},"sicknessmaxdays","d)For all short-term illnesses, employees will be granted a maximum of 6\ndays paid sick leave in any one holiday year and this is non-cumulative;\n\ne)Sick leave shall be calculated as calendar days and not working days;",{"bindId":76,"name":77,"text":78},"disabilitypay","11.1 Emergency Salary Advance a)Confirme","11.1 Emergency Salary Advance\n\na)Confirmed employees are entitled to apply for emergency salary advance in\ncases of authenticated hardship of unforeseeable circumstances e.g. expenditure\narising from sickness, death, theft or accident;",{"bindId":80,"name":81,"text":81},"MEDICAL_trigger","13.0 HEALTH POLICY",{"bindId":83,"name":84,"text":85},"healthinsurance","10.2 Group Life Insurance 10.2.1From the","10.2 Group Life Insurance\n\n10.2.1From the date of employment the Company shall insure the life of the\nemployee as per the Laws of Malawi. The capital sum assured will be one times\nannual basic salary on production of a medical certificate acceptable to the\ninsurance company. In the absence of the said certificate the cover is limited\nto a sum reviewed by the insurance company from time to time.\n\n10.2.2Any payment resulting from a death claim made under this provision\nwill be for the benefit of the registered beneficiaries as appointed by the\ndeceased employee and such payment shall be made through the estate of the\ndeceased as the case may be.",{"bindId":87,"name":88,"text":89},"jobsecuritymothers","e)Upon the expiry of maternity leave, an","e)Upon the expiry of maternity leave, an Employee will have the right to\nreturn to the same job with the same benefits and entitlements as immediately\nbefore the absence, unless the job has ceased to exist due to economic,\ntechnological or organizational requirements of the business, or the employee\nis incapable of continuing to perform the job;\n\nf)In either of the exceptional circumstances described as in (e), the\nCompany shall take responsible steps to find the employee a suitable\nalternative job within the company;",{"bindId":91,"name":92,"text":93},"maternityotherclause","g)If no suitable alternative job can be ","g)If no suitable alternative job can be found or if the employee\nunreasonably refuses the offer of a suitable alternative job, BHL shall be\nentitled to terminate her employment with notice, subject to requirements of\nSection 28 of the Employment Act.\n\nh)Any female Employee who delivers a still born infant, may be granted\nfourteen (14) days compassionate leave. Any additional days may be granted upon\npresentation of a certificate from a registered medical doctor. Maternity leave\nshall automatically come to an end and the three (3) year maternity leave\nrequirement will be waived. Sick leave procedures will be followed where\npregnancy has been terminated through the miscarriage;\n\ni)In circumstances where the baby has died before lapse of the 120 days, the\nemployee shall be entitled to fourteen (14) days compassionate leave. The\nmaternity leave will expire and thereafter she will be required to report for\nduties unless other circumstances force her to extend her leave but this should\nbe on recommendation from a registered medical doctor. The three (3) year\nmaternity leave requirement will be waived;\n\nj)All employees on maternity leave shall not enter into gainful employment\nduring period of maternity leave.\n\nk)Breast feeding mothers will be given frequent breaks to breast feed their\nbabies if they are within the work premises where a room facility is\nprovided.",{"bindId":95,"name":96,"text":97},"deathrelatives","c)In the event of death of a close relat","c)In the event of death of a close relative, friend or neighbor, the\nemployee may, subject to requirements of the Company’s business, be granted\nunpaid or leave as part of his annual leave;\n\nd)Compassionate leave may be granted to an Employee for the purpose of\nattending to the sickness of a spouse, child, biological father, biological\nmother, biological sister or biological brother. In that event, an Employee\nwill have to show evidence of illness in a form of a letter from the doctor to\nthe HR Manager.\n\ne)Compassionate leave in (d) is a 3 working days per year. Any days in\nexcess of 3 working days shall be treated as unpaid or part of an employee’s\nannual leave;",{"bindId":99,"name":100,"text":101},"GENEQ_trigger","BHL is an equal opportunity employer and","BHL is an equal opportunity employer and believes in equal pay for work of\nequal value. The primary objective of recruitment is to secure highest\nstandards of value of professional competence. As such BHL shall uphold the\npolicy of providing equal opportunity of employment and advancement based on\nmerit to all qualified persons and shall not condone any forms of\ndiscrimination.",{"bindId":103,"name":104,"text":104},"WORKHOURS_trigger","5.1 Working Hours",{"bindId":106,"name":107,"text":108},"PAIDLEAV_trigger","c)Annual Leave entitlements is as follow","c)Annual Leave entitlements is as follows:\n\n\n  \n  \n  \n    \n      Executive Management\n      24 days\n    \n    \n      Managers\n      21 days\n    \n    \n      Other Staff\n      18 days\n    \n  \n",{"bindId":110,"name":111,"text":112},"flexible_work_options","Work from Home Where an outbreak becomes","Work from Home\n\nWhere an outbreak becomes severe enough, a mandatory \"Work from Home\" policy\nmay be put into effect and will continue until conditions improve well within\nhealthy limits per local health and\u002For governmental bodies.\n\nThe Company recognizes that a diagnosis does not mean an employee is unable\nto work. Therefore, until full recovery is confirmed, if the employee is able\nto work, they may do so from home, per approval of their immediate manager.\n\nAn extensive Work from Home policy is contained in Appendix 18.",{"bindId":114,"name":115,"text":116},"WAGES_trigger","6.0 REMUNERATION 6.1 Salaries and Wages","6.0 REMUNERATION\n\n6.1 Salaries and Wages",{"bindId":118,"name":119,"text":120},"STRUCINCR_trigger","6.2 Annual Pay Review a)Salaries may be ","6.2 Annual Pay Review\n\na)Salaries may be reviewed at least every twelve months subject to the\nfinancial capability of the company to pay. This shall not necessarily mean\nthat an award will be made annually. A salary award may not be made unless a\ncurrent satisfactory employee performance assessment has been recorded;\n\nb)In salary review, job grades may not be awarded uniform percentage\nincrease",{"bindId":122,"name":123,"text":124},"mealvouchers","10.5 Meals a)The Company provides meals ","10.5 Meals\n\na)The Company provides meals to all employees whilst on duty and has\ndesignated a Staff Canteen for this purpose.\n\nb)All meals shall be taken in the designated areas and disciplinary action\nwill be taken on any Staff contravening this rule;\n\nc)Management and Senior Staff with management’s approval are allowed to\neat in designated restaurant areas;\n\nd)No monetary allowances are payable to Staff not availing themselves of\nthese facilities.",{"bindId":126,"name":127,"text":128},"SENIOR_trigger","6.6 Long Service Award a)In order to rew","6.6 Long Service Award\n\na)In order to reward loyalty and dedicated long service, BHL shall provide\nawards for long service Staff members who have completed 5,10, 15, 20, 25, 30\nor more years of uninterrupted service as per the Appendix 5. The awards will\nbe revised from time to time.",{"bindId":130,"name":131,"text":132},"COMMUTE_trigger","12.4 Transport Allowance (i)An employee ","12.4 Transport Allowance\n\n(i)An employee may use his own transport for the purpose of performing\nCompany business, when no company transport is available or when it is\nessential that he uses his own transport;\n\n(ii)He my claim transport allowance according to the rates as laid down by\nthe Company and revised from time to time;\n\n(iii)Such an employee must ensure that his vehicle is insured for business\nuse.",{"bindId":134,"name":135,"text":136},"OVERTIME_trigger","5.2 Overtime (a)Staff working in excess ","5.2 Overtime\n\n(a)Staff working in excess of 8 hours per day (excluding Staff in the grade\nof assistant managers and above) and Staff working on public holidays are\nentitled to overtime or they may be given extra time-off in lieu at the\ndiscretion of Management. And the Employee will be notified before carrying the\nwork.\n\n(b)Any overtime work must be prior approved by the employee’s Head of\nDepartment;\n\n(c)There are three classes of overtime:\n\n(i)Ordinary Overtime which shall be worked on a working day, in excess of\nthe prescribed hours per week and paid for the rate of one and a half times the\nhourly rate of pay;\n\n(ii)Day off overtime which shall be time worked by an employee on the day on\nwhich he would otherwise be off duty and paid for at twice the hourly rate of\npay;\n\n(iii)Holiday overtime, which shall be time worked on a gazetted Public\nHoliday, and paid for twice the hourly rate of pay.",{"bindId":138,"name":139,"text":139},"ONCERISE_trigger","6.3 Performance Bonus",{"bindId":141,"name":142,"text":143},"strikes_trigger","7.4 Labor Disputes a)The Company reserve","7.4 Labor Disputes\n\na)The Company reserves the right to terminate employment without notice or\npay in lieu of notice of any employee who takes part in an illegal labor action\nsuch as strike, go slow or any withdrawal of labor.\n\nb)Where any employee opts to withdraw their labor and carries out a strike,\ntheir salary will only be paid for three (3) days of the duration of the strike\nin one particular year as provided for under the Labour Relations Act.\n\nc)Employees are encouraged to use all channels of communication available to\nthem including grievance procedure to be heard and resolve any labor disputes\nbefore they resort to strike action.","\u003Chtml>\n\n    \u003Cdiv class=\"cobra-report\">\n\n        \u003Ch2>MWI BLANTYRE HOTELS PLC -\u003C\u002Fh2>\n\n        \u003Cdiv class=\"section general\">\n\n            \n            \n                \u003Cdiv id=\"display-start_date\">Start date: → Not specified\u003C\u002Fdiv>\n            \n\n            \n            \n                \u003Cdiv id=\"display-end_date\">End date: → Not specified\u003C\u002Fdiv>\n            \n\n            \u003C!-- TODO: previous CBA logic -->\n            \u003C!-- TODO: status logic -->\n\n            \n\n            \u003C!-- TODO: transnational_label, includingcountries_label, national_framework_label -->\n\n            \u003Cdiv id=\"display-SECTOR1\">\n                Name industry: → Hospitality, catering, tourism\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-NACE2004\">\n                Name industry: → Restaurants and mobile food service activities, Hotels and similar accommodation\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-FIRMPRI\">\n                Public\u002Fprivate sector: → In the private sector\n            \u003C\u002Fdiv>\n            \n            \u003Cdiv>Concluded by:\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-CBA_MNCOMPA_1\">\n\n                \n                    \n                    \u003Cdiv>\n                        Name company: → \n                        BLANTYRE HOTELS PLC\n                    \u003C\u002Fdiv>\n                \n                \u003Cdiv id=\"display-CBA_MNCOMPA_1_txt\">\u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \n\n            \n\n            \n\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section social-security-pensions\">\n            \u003Ch3 id=\"display-SOCSEC_trigger\">SOCIAL SECURITY AND PENSIONS\u003C\u002Fh3>\n            \u003Cdiv id=\"display-pensionfund\">Employer contributes to pension fund for employees: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-disabilityfund\">Employer contributes to disability fund for employees: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-unemploymentfund\">Employer contributes to unemployment fund for employees: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section training\">\n            \u003Ch3 id=\"display-TRAINING_trigger\">TRAINING\u003C\u002Fh3>\n            \u003Cdiv id=\"display-trainingprogrammes\">Training programmes: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprenticeships\">Apprenticeships: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-trainingfund\">Employer contributes to training fund for employees: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section sickness-disability\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">SICKNESS AND DISABILITY\u003C\u002Fh3>\n\n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-sicknessmaxdaysnr\">\n                Maximum days for paid sickness leave: → 6 days\n            \u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-longtermillness\">Provisions regarding return to work after long-term illness, e.g. cancer treatment: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-menstruationleave\">Paid menstruation leave: → No\u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-disabilitypay\">Pay in case of disability due to work accident: → Yes\u003C\u002Fdiv>\n\n        \u003C\u002Fdiv>\n\n\n        \u003Cdiv class=\"section health-medical-assistence\">\n            \u003Ch3 id=\"display-SICDIS_trigger\">HEALTH AND SAFETY AND MEDICAL ASSISTANCE\u003C\u002Fh3>\n            \u003Cdiv id=\"display-healthcareaccess\">Medical assistance agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthcareaccessrelatives\">Medical assistance for relatives agreed: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurance\">Contribution to health insurance agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthinsurancerelatives\">Health insurance for relatives agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetypolicy\">Health and safety policy agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-healthandsafetytraining\">Health and safety training agreed: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-protectiveclothing\">Protective clothing provided: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-hivpolicy\">Regular or yearly medical checkup or visits provided by the employer: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-monitoring\">Monitoring of musculoskeletal solicitation of workstations, professional risks and\u002For relationship between work and health: → The relationship between work and health, Employee involvement in the monitoring\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-funeralpay\">Funeral assistance: → Yes\u003C\u002Fdiv>\n        \n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section work-family-arrangements\">\n            \u003Ch3 id=\"display-WORKFAM_trigger\">WORK AND FAMILY ARRANGEMENTS\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-paidmaternityleaveduration\">\n                Maternity paid leave: → 16 weeks\n            \u003C\u002Fdiv>\n\n            \n\n            \u003Cdiv id=\"display-jobsecuritymothers\">Job security after maternity leave: → Yes\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-maternitydiscrimination\">Prohibition of discrimination related to maternity: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-breastfeeding_dangerouswork\">Prohibition to oblige pregnant or breastfeeding workers to perform dangerous or unhealthy work: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-riskassessment\">Workplace risk assessment on the safety and health of pregnant or nursing women: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-alternatives\">Availability of alternatives to dangerous or unhealthy work for pregnant or breastfeeding workers: → Yes\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-timeoff\">Time off for prenatal medical examinations: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningnonstandard\">Prohibition of screening for pregnancy before regularising non-standard workers: → No\u003C\u002Fdiv>\n              \u003Cdiv id=\"display-screeningpromotion\">Prohibition of screening for pregnancy before promotion: → No\u003C\u002Fdiv> \n            \u003Cdiv id=\"display-nursingmothers\">Facilities for nursing mothers: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcareprovision\">Employer-provided childcare facilities: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-childcaresubsidy\">Employer-subsidized childcare facilities: → No\u003C\u002Fdiv>\n   \u003Cdiv id=\"display-educationtuition\">Monetary tuition\u002Fsubsidy for children's education: → No\u003C\u002Fdiv>\n   \n            \n\n            \u003Cdiv id=\"display-paidpaternityleaveduration\">\n                Paternity paid leave: → 14 days\n         \u003C\u002Fdiv>\n                        \u003Cdiv id=\"display-deathrelativesleave\">\n                Leave duration in days in case of death of a relative: → 3 days\n            \u003C\u002Fdiv>\n\n        \u003C\u002Fdiv>\n        \n        \u003Cdiv class=\"section gender-equality-issues\">\n            \u003Ch3 id=\"display-GENEQ_trigger\">GENDER EQUALITY ISSUES\u003C\u002Fh3>\n         \u003Cdiv id=\"display-eqpay\">Equal pay for work of equal value: → Yes\u003C\u002Fdiv>\n         \u003Cdiv id=\"display-gender\">\n                Special reference to gender for pay equality: → No\u003C\u002Fdiv>\n         \u003Cdiv id=\"display-discrimination\">Discrimination at work clauses: → Yes\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-eqpromotion\">Equal opportunities for promotion for women: → No\u003C\u002Fdiv> \n        \u003Cdiv id=\"display-eqtraining\">Equal opportunities for training and retraining for women: → No\u003C\u002Fdiv>     \n        \u003Cdiv id=\"display-eqofficer\">Gender equality trade union officer at the workplace: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-sexualhar\">Clauses on sexual harassment at work: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violence\">Clauses on violence at work: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-violenceleave\">Special leave for workers subjected to domestic or intimate partner violence: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-support_disabilities\">Support for women workers with disabilities: → No\u003C\u002Fdiv>\n        \u003Cdiv id=\"display-equalitymonitoring\">Gender equality monitoring: → No\u003C\u002Fdiv>\n             \n         \u003C\u002Fdiv>\n         \n\n        \u003Cdiv class=\"section employment-contracts\">\n            \u003Ch3 id=\"display-EMPCONTR_trigger\">EMPLOYMENT CONTRACTS\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-contracttrialperiod\">\n                Trial period duration: → 365 days\n            \u003C\u002Fdiv>\n            \n            \n\n            \n            \u003Cdiv id=\"display-part_time_excluded\">Part-time workers excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-tempagency\">Provisions about temporary workers: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-apprentices_excluded\">Apprentices excluded from any provision: → No\u003C\u002Fdiv>\n            \u003Cdiv id=\"display-minijobs_excluded\">Minijobs\u002Fstudent jobs excluded from any provision: → No\u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n        \n\n        \u003Cdiv class=\"section working-hours\">\n            \u003Ch3 id=\"display-WORKHOURS_trigger\">WORKING HOURS, SCHEDULES AND HOLIDAYS\u003C\u002Fh3>\n\n            \n\n            \u003Cdiv id=\"display-hourspweek\">\n                Working hours per week: → 48.0\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-holidaysdays\">\n                Paid annual leave: → 18.0 days\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-holidaysweeks\">\n                Paid annual leave: → -9.0 weeks\n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \n\n            \n            \n             \n            \n            \n            \n            \n            \n            \u003Cdiv id=\"display-FLEXWORK_trigger\"> Provisions on flexible work arrangements: → Yes\n            \u003C\u002Fdiv>\n            \n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"section wages\">\n            \u003Ch3 id=\"display-WAGES_trigger\">WAGES\u003C\u002Fh3>\n\n            \u003Cdiv id=\"display-PAYSCALES_trigger\">\n                Wages determined by means of pay scales: → No\n            \u003C\u002Fdiv>\n\n            \n\n\n            \n            \n\n            \n\n            \n\n            \u003Cdiv id=\"display-COSTLIV_trigger\">Adjustment for rising costs of living: → \u003C\u002Fdiv>\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-STRUCINCR_trigger\">Wage increase\u003C\u002Fh4>\n                \n                \n                \n            \u003C\u002Fdiv>\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-ONCERISE_trigger\">Once only extra payment\u003C\u002Fh4>\n                \u003Cdiv id=\"display-incidentalbonusperc1\">\n                    Once only extra payment: → 30 %\n                \u003C\u002Fdiv>\n                \n                \u003Cdiv id=\"display-extrapayfirmperformance\">Once only extra payment due to company performance: → No\u003C\u002Fdiv>\n                \n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \n\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-OVERTIME_trigger\">Premium for overtime work\u003C\u002Fh4>\n                \n                \n            \u003C\u002Fdiv>\n\n            \n\n            \n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-COMMUTE_trigger\">Allowance for commuting work\u003C\u002Fh4>\n                \n                \n            \u003C\u002Fdiv>\n\n            \u003Cdiv>\n                \u003Ch4 id=\"display-SENIOR_trigger\">Allowance for seniority\u003C\u002Fh4>\n\n                \n\n                \n\n                \n            \u003C\u002Fdiv>\n\n            \u003Ch4>Meal vouchers\u003C\u002Fh4>\n\n            \u003Cdiv id=\"display-mealvouchers\">\n                Meal vouchers provided: → Yes\n            \u003C\u002Fdiv>\n\n            \u003Cdiv id=\"display-MEALALL_trigger\">Meal allowances provided: → No\u003C\u002Fdiv>\n            \n            \u003Cdiv id=\"display-legalassistance_trigger\">\n                Free legal assistance: → No\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n    \u003C\u002Fdiv>\n\n\u003C\u002Fhtml>\n",[],[],"collective_agreement",[149],{"title":35,"slug":31},[151],{"type":152,"data":153},"call_to_action_body_block",{"title":154,"description":155,"variant":156,"link":157},"Compare Collective Agreements","Compare the articles of the Collective Agreements from Malawi across sectors, topics and countries","dark",{"title":154,"url":158,"description":154,"rel":159,"type":160},"\u002Fen-mw\u002Fwork-in-malawi\u002Fcollective-bargaining-agreement\u002Fcompare-collective-agreements","follow","internal",[162],{"type":152,"data":163},{"title":154,"description":155,"variant":156,"link":164},{"title":154,"url":158,"description":154,"rel":159,"type":160},[],{"title":15,"seo_title":167,"description":7,"path":168,"redirect_url":7,"locale":16,"children":169},"Malawi: Salaries, Labour Laws & Work","\u002Fen-mw",[170,267,297],{"title":18,"seo_title":171,"description":7,"path":172,"redirect_url":7,"locale":16,"children":173},"Malawi: Living Wages, Minimum Wages, Labour Laws","\u002Fen-mw\u002Fwork-in-malawi",[174,179,184,203,263],{"title":175,"seo_title":176,"description":7,"path":177,"redirect_url":7,"locale":16,"children":178},"Minimum Wage","Malawi: Minimum Wage","\u002Fen-mw\u002Fwork-in-malawi\u002Fminimum-wage",[],{"title":180,"seo_title":181,"description":7,"path":182,"redirect_url":7,"locale":16,"children":183},"Living Wages","Living Wages in Malawi","\u002Fen-mw\u002Fwork-in-malawi\u002Fliving-wages",[],{"title":185,"seo_title":8,"description":7,"path":186,"redirect_url":7,"locale":16,"children":187},"Salary","\u002Fen-mw\u002Fwork-in-malawi\u002Fsalary",[188,193,198],{"title":189,"seo_title":190,"description":7,"path":191,"redirect_url":7,"locale":16,"children":192},"Salary Check","Salary Check Malawi","\u002Fen-mw\u002Fwork-in-malawi\u002Fsalary\u002Fcheck",[],{"title":194,"seo_title":195,"description":7,"path":196,"redirect_url":7,"locale":16,"children":197},"Salary Survey","Salary Survey Malawi","\u002Fen-mw\u002Fwork-in-malawi\u002Fsalary\u002Fsurvey",[],{"title":199,"seo_title":200,"description":7,"path":201,"redirect_url":7,"locale":16,"children":202},"VIP Salary","VIP Salaries: Malawi, World","\u002Fen-mw\u002Fwork-in-malawi\u002Fsalary\u002Fvip",[],{"title":204,"seo_title":205,"description":7,"path":206,"redirect_url":7,"locale":16,"children":207},"Labour Law","Labour Laws Malawi","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law",[208,213,218,223,228,233,238,243,248,253,258],{"title":209,"seo_title":210,"description":7,"path":211,"redirect_url":7,"locale":16,"children":212},"Work and Wages","Malawi Labour Laws: Work and Wages","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fwork-and-wages",[],{"title":214,"seo_title":215,"description":7,"path":216,"redirect_url":7,"locale":16,"children":217},"Compensation and Working Time","Labour Laws Malawi: Compensation and Working Time","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fcompensation-and-working-time",[],{"title":219,"seo_title":220,"description":7,"path":221,"redirect_url":7,"locale":16,"children":222},"Annual Leave and Holidays","Labour Laws Malawi: Annual Leave and Public Holidays","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fannual-leave-and-holidays",[],{"title":224,"seo_title":225,"description":7,"path":226,"redirect_url":7,"locale":16,"children":227},"Contracts and Dismissals","Labour Laws Malawi: Contracts and Dismissals","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fcontracts-and-dismissals",[],{"title":229,"seo_title":230,"description":7,"path":231,"redirect_url":7,"locale":16,"children":232},"Family Responsibilities","Labour Laws Malawi: Family Responsibilities","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Ffamily-responsibilities",[],{"title":234,"seo_title":235,"description":7,"path":236,"redirect_url":7,"locale":16,"children":237},"Maternity and Work","Labour Laws Malawi: Maternity at Work","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fmaternity-and-work",[],{"title":239,"seo_title":240,"description":7,"path":241,"redirect_url":7,"locale":16,"children":242},"Health and Safety","Labour Laws Malawi: Health and Safety","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fhealth-and-safety",[],{"title":244,"seo_title":245,"description":7,"path":246,"redirect_url":7,"locale":16,"children":247},"Sick Leave","Labour Laws Malawi: Sick Leave","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fsick-leave",[],{"title":249,"seo_title":250,"description":7,"path":251,"redirect_url":7,"locale":16,"children":252},"Social Security","Labour Laws Malawi: Social Security","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Fsocial-security",[],{"title":254,"seo_title":255,"description":7,"path":256,"redirect_url":7,"locale":16,"children":257},"Fair Treatment","Labour Laws Malawi: Fair Treatment","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Ffair-treatment",[],{"title":259,"seo_title":260,"description":7,"path":261,"redirect_url":7,"locale":16,"children":262},"Trade Unions","Labour Laws Malawi: Trade Unions","\u002Fen-mw\u002Fwork-in-malawi\u002Flabour-law\u002Ftrade-unions",[],{"title":6,"seo_title":8,"description":7,"path":9,"redirect_url":7,"locale":16,"children":264},[265],{"title":154,"seo_title":8,"description":7,"path":158,"redirect_url":7,"locale":16,"children":266},[],{"title":268,"seo_title":269,"description":7,"path":270,"redirect_url":7,"locale":16,"children":271},"What we do","Nigeria: WageIndicator Data and Services","\u002Fen-mw\u002Fwhat-we-do",[272,276,282,287,292],{"title":273,"seo_title":8,"description":7,"path":274,"redirect_url":7,"locale":16,"children":275},"Data and Services","\u002Fen-mw\u002Fwhat-we-do\u002Fdata-and-services",[],{"title":277,"seo_title":8,"description":7,"path":278,"redirect_url":279,"locale":280,"children":281},"Projects","\u002Fen-mw\u002Fwhat-we-do\u002Fprojects","\u002Fwhat-we-do\u002Fprojects","en",[],{"title":283,"seo_title":8,"description":7,"path":284,"redirect_url":285,"locale":280,"children":286},"Events","\u002Fen-mw\u002Fwhat-we-do\u002Fevents","\u002Fwhat-we-do\u002Fevents",[],{"title":288,"seo_title":8,"description":7,"path":289,"redirect_url":290,"locale":280,"children":291},"Publications","\u002Fen-mw\u002Fwhat-we-do\u002Fpublications","\u002Fwhat-we-do\u002Fpublications",[],{"title":293,"seo_title":8,"description":7,"path":294,"redirect_url":295,"locale":280,"children":296},"News and Stories","\u002Fen-mw\u002Fwhat-we-do\u002Fnews-and-stories","\u002Fwhat-we-do\u002Fnews-stories",[],{"title":298,"seo_title":8,"description":7,"path":299,"redirect_url":7,"locale":16,"children":300},"About Us","\u002Fen-mw\u002Fabout-us",[301,323,328,333,338,343],{"title":302,"seo_title":8,"description":7,"path":303,"redirect_url":7,"locale":16,"children":304},"Who we are","\u002Fen-mw\u002Fabout-us\u002Fwho-we-are",[305,310,315,319],{"title":306,"seo_title":8,"description":7,"path":307,"redirect_url":308,"locale":280,"children":309},"Work with us","\u002Fen-mw\u002Fabout-us\u002Fwho-we-are\u002Fwork-with-us","\u002Fabout\u002Fwho-we-are\u002Fjobs",[],{"title":311,"seo_title":8,"description":7,"path":312,"redirect_url":313,"locale":280,"children":314},"Internships","\u002Fen-mw\u002Fabout-us\u002Fwho-we-are\u002Finternships","\u002Fabout\u002Fwho-we-are\u002Finternships",[],{"title":316,"seo_title":8,"description":7,"path":317,"redirect_url":7,"locale":16,"children":318},"Our 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