Hunting Energy Services (Well Intervention) PTE Ltd
Hunting Energy Services (Well Intervention) PTE Ltd
Employee Handbook
Employee Handbook – Rev A.1 – March 2015
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Contents 1.0 Introduction
6
2.0 Hunting Energy Services Group and its Operations
8
2.1 2.2 2.3 2.4 2.5 2.6
Introduction ....................................................................................................................... 8 140 Years of Innovation .................................................................................................... 8 Hunting PLC Strategy ....................................................................................................... 8 Our Vision and Mission Statements ............................................................................... 10 Global Products and Service Offering ............................................................................ 10 Regional Focus ............................................................................................................... 11
3.0 Remuneration & General Information 3.1 3.2 3.3 3.4
Salary ............................................................................................................................. 13 Probation Period ............................................................................................................. 13 Overtime ......................................................................................................................... 14 Personal Details ............................................................................................................. 15
4.0 Health, Safety and Environmental 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12
23
Group Quality Policy ....................................................................................................... 23
6.0 Attendance and Absence 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9
17
Group Health, Safety and Environmental Policy............................................................. 17 Where to Find Information on Health and Safety in Work Place .................................... 18 Employees’ Responsibilities ........................................................................................... 18 Personal Protection Equipment ...................................................................................... 19 Safety Glasses ............................................................................................................... 19 Safety Footwear ............................................................................................................. 19 Ear Protection ................................................................................................................. 19 Uniforms/Boiler Suits ...................................................................................................... 20 General Housekeeping ................................................................................................... 20 Smoking .......................................................................................................................... 20 Consumption of Food & Drinks ....................................................................................... 21 Obligation in Case of Emergency ................................................................................... 21
5.0 Quality Policy 5.1
13
26
Attendance ..................................................................................................................... 26 Working Hours ................................................................................................................ 26 Annual Leave / Public Holidays ...................................................................................... 27 Pay in lieu of leave ......................................................................................................... 28 Application for Annual Leave .......................................................................................... 29 Sickness / Injury / Accident Absence from Work ............................................................ 29 Paid Sick Leave .............................................................................................................. 30 Unpaid Leave ................................................................................................................. 31 Paid Exam Leave ........................................................................................................... 31
7.0 Family Policies
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7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9
Marriage Leave ............................................................................................................... 33 Maternity Leave .............................................................................................................. 33 Paternity Leave ............................................................................................................... 34 Childcare Leave .............................................................................................................. 35 Extended Childcare Leave ............................................................................................. 37 Adoption Leave ............................................................................................................... 39 Unpaid Infant Care Leave ............................................................................................... 39 Compassionate Leave .................................................................................................... 40 Union Education Leave .................................................................................................. 40
8.0 Recruitment Policies & Procedures 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11 8.12
Preparation Stage ........................................................................................................... 42 Advertising Vacancies .................................................................................................... 43 Using Agencies ............................................................................................................... 43 Applications .................................................................................................................... 43 Short Listing Candidates for Interview ............................................................................ 44 The Interview .................................................................................................................. 44 Offer of Employment ....................................................................................................... 46 Unsuccessful Candidates ............................................................................................... 46 Medical Examination ...................................................................................................... 46 References ..................................................................................................................... 47 Promotion, Internal Transfer, and Rehiring of Former Employees ................................. 48 Employment or Redeployment of a Relative .................................................................. 49
9.0 Performance, Disciplinary & Grievance Procedures 9.1 9.2
9.3 9.4 9.5 9.6
51
Appraisals ....................................................................................................................... 51 Disciplinary Procedures .................................................................................................. 51 9.2.1 General Misconduct and Poor Performance Issues ....................................... 51 9.2.2 Informal Discussion ........................................................................................ 53 9.2.3 Investigation .................................................................................................... 53 9.2.4 Suspension ..................................................................................................... 54 9.2.5 Disciplinary Hearing ........................................................................................ 54 9.2.6 Disciplinary Sanctions ..................................................................................... 55 Appeals ........................................................................................................................... 56 Resignation and Notice Period ....................................................................................... 57 Early release from Notice Periods .................................................................................. 57 Procedures when leaving ............................................................................................... 58 9.6.1 Company Property .......................................................................................... 58 9.6.2 After Leaving ................................................................................................... 58 9.6.3 Employment References................................................................................. 58
10.0 Learning, Development & Professional Membership 10.1 10.2 10.3 10.4
42
60
Induction ......................................................................................................................... 60 Procedure ....................................................................................................................... 60 Training Needs Analysis ................................................................................................. 61 Authorisation and Booking Training ................................................................................ 61
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10.5 10.6 10.7 10.8 10.9
Sponsorship for Professional Qualifications and Study Time ......................................... 62 Study Time ..................................................................................................................... 62 Claw back Policy ............................................................................................................ 63 Exam Fees ..................................................................................................................... 63 Training evaluation ......................................................................................................... 64
11.0 IT & Communication Policies 11.1 11.2 11.3 11.4 11.5
Information and Communication Technology Policy ...................................................... 66 Communication ............................................................................................................... 66 Press, Television, Radio, and Internet ............................................................................ 67 Internal Communication to All Users .............................................................................. 67 Mobile Phone Policy ....................................................................................................... 68 11.5.1 Line Manager Responsibility ........................................................................... 68 11.5.2 Employee Responsibility ................................................................................. 68
12.0 Business Ethics and Code of Conduct 12.1 12.2 12.3 12.4 12.5 12.6 12.7
12.8 12.9
12.10 12.11
70
Declaration of External Interest ...................................................................................... 70 All Contracts ................................................................................................................... 70 Gifts and Entertainment and Hospitality ......................................................................... 71 Confidentiality ................................................................................................................. 71 Intellectual Property and Inventions ............................................................................... 72 Dealing / Insider Trading ................................................................................................ 73 Corporate Credit Card .................................................................................................... 73 12.7.1 Disputing a charge .......................................................................................... 74 12.7.2 Lost/Stolen card .............................................................................................. 74 12.7.3 Termination / Cancellation of the corporate card ............................................ 74 Claims Procedure ........................................................................................................... 74 Dress Code ..................................................................................................................... 75 12.9.1 Shop/Yard Personnel ...................................................................................... 75 12.9.2 Office Personnel ............................................................................................. 75 Personal Conduct ........................................................................................................... 76 Code of Conduct ............................................................................................................. 76
13.0 Travel & Other Claims 13.2 13.3 13.4 13.5 13.6 13.7
66
77
13.1.1 Other Modes of Travel .................................................................................... 77 Meal and Incidental Expenses ........................................................................................ 77 Time Off in LIEU (TOIL) for Travelling on Non-Working days ........................................ 79 Travel Insurance ............................................................................................................. 79 Other Expenses .............................................................................................................. 79 Non-Reimbursable Expenses ......................................................................................... 80 Local Transport Claims ................................................................................................... 80
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Section 1.0
Introduction
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1.0
Introduction
This handbook is issued to all permanent, part-time, temporary, and fixed term contracted employees commencing, and already in employment within,
Hunting Energy Services (Well
Intervention) PTE Ltd (referred to in the document as the ‘Company’). It has been prepared as part of the Company’s commitment to fair and effective employment policies and to inform all employees of matters that affect their employment. The contents of this handbook are in addition to the terms and conditions set out in your Letter of Employment. Some policies contained herein will form part of your Letter of Employment. The Company also supports the Tripartite Guidelines on Fair Employment Practices set up by the Tripartite Alliance for Fair Employment Practices (TAFEP). The Five principles of Fair Employment Practices are:
Recruit and select employees on the basis of merit (such as skills, experience or ability to perform the job), and regardless of age, race, gender, religion, family status or disability;
Treat employees fairly and with respect and implement progressive human resource management systems;
Provide employees with equal opportunity to be considered for training and development based on their strengths and needs, to help them achieve their full potential; and
Reward employees fairly based on their ability, performance, contribution and experience.
The Company reserves the right to make amendments to the contents of this handbook in the event that the Company’s policies, procedures or conditions of employment change. You will be advised of this. You should ensure that your handbook is kept up to date and it should be used for reference and guidance. Human Resources Team
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Section 2.0
Hunting Energy Services Group and its Operations
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2.0
Hunting Energy Services Group and its Operations
2.1
Introduction
Hunting provides products and services to the upstream oil and gas industry. Sales and service operations are located in the major oil centres of the world, comprising over forty company owned facilities and a network of more than sixty licensed partners.
2.2
140 Years of Innovation
Established 1874
FTSE 250 company
Full Year Revenue 2013: US$1,334m
Employees: 3990
Focused on energy service provision
Supplier to world’s leading oil & gas companies
Innovation is key to our service offering
2.3
Hunting PLC Strategy
Establish the Hunting brand globally as a mark of quality and excellence in the Oil and Gas industry
To grow the company through acquisition, investment, enlarging our international footprint
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and increasing market share
To develop a portfolio of innovative, high-quality, reliable and customer-focussed products and services
Foster a ‘can do’ culture where managers and staff are empowered to make decisions and express their ideas
Promote best practice in all parts of the business
Work within a robust but practical compliance framework
Develop a high quality, motivated workforce
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2.4
Our Vision and Mission Statements
Our Vision To be our customers’ first choice. Our Mission To design and manufacture great innovative and reliable oilfield products for our global customers’ complete life of field needs from a centre of excellence, energy and enthusiasm.
2.5
Global Products and Service Offering
Hunting has three key business groups: Well Construction; Well Completion and Well Intervention. They have been split into operational divisions, as shown below, to support the discovery and extraction of oil and gas:
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2.6
Regional Focus
Hunting has been operating in Asia since the 1970s. Our business continues to grow and focuses on product pull through to all our global regions. With offices in a new facility opening in Thailand, Hunting continues to expand their global footprint. We now have regional offices as follows:
Jakarta and Batam, Indonesia
Beijing and Wuxi City, China
Strategy Tower, Pioneer Crescent and Benoi Rd, Singapore
Perth, Australia
Songkhla, Thailand.
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Section 3.0
Remuneration and General Information Employee Handbook – Rev A.1 – March 2015
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3.0
Remuneration & General Information
Your Letter of Employment sets out your starting salary and the benefits to which you are entitled. This section sets out the Company’s pay and benefits policy and provides further information about some of these benefits.
3.1
Salary
It is in the Company’s aim to provide a base salary together with a benefits package that will ensure long term security and health. Hunting undertakes to review salaries and rates of pay twice a year between 1 January and 31 December (Salary Review Year): a cost of living increase; an adjustment in pay that is intended to reflect the overall changes in cost of living (will take effect showing in the normal pay day in April), and a competitive pay adjustment (will take effect showing in the normal pay day in October); intended to maintain a competitive edge in attracting and retaining top talent. However, any such discretionary adjustments are assessed by the Regional Manager and Human Resources on a case-by-case basis and are in response to competitive conditions observed in the external job market for similar position and the resulting degree of assessed risk to Hunting. Increases and adjustments are not guaranteed and are based on Company performance, financial position, market conditions and other factors.
3.2
Probation Period
Unless expressly stated in the Letter of Employment usually the first three months of an employee’s employment are probationary and during this period employment may be terminated by either the Company or employee, without reason, giving one week’s notice in writing. During the probation period, staff will have regular reviews with their Line Manager who will keep you informed of progress against the required standard of conduct and job performance and listen to your feedback. However, where it has not been possible to assess your performance, or there are performance issues e.g. above average absence, the probation period may be extended. In such circumstances the employee will be informed in writing of the reasons and the duration of the extension.
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Once the end of probationary period / extended probationary period has been reached the following procedure will apply:
The Manager will conduct a probationary review meeting to discuss progress and record their findings on the Induction and Probationary Period Review Form. This form will indicate whether any further action is required, another review needs to be scheduled or similar.
A letter will be sent by Human Resources to the individual, explaining that he or she has, or has not passed their probationary period with the Company.
If an employee has not passed their probation, a meeting will be held to give the reason(s) for this. Example reasons are shown below, however, this list is not exhaustive: •
High absenteeism;
•
Poor quality and/or quantity of work;
•
Poor attitude to work or colleagues; and/or
•
Not meeting reasonable targets or objectives set.
Employees who fail to pass their probation period will not be required to work their notice and will be paid in lieu of such notice. A letter in the meeting will be given stating the reason and effective date of the termination of employment, together with the pay in lieu of notice and any holiday pay owed. At the end of the meeting the employee will be allowed to collect their personal belongings before leaving the premises. All company property must be returned at that time.
3.3
Overtime
Overtime payment does not apply unless you are covered under the Singapore Employment Act. Overtime is only payable if you are required to perform additional work hours and this must be approved by your Manager to working the additional hours. Employees must work at least one hour beyond the official working hours (i.e. after 17:30 hours) to claim for overtime payment. Overtime after official working hours during your normal working week and on Saturday will be paid at time and one half of basic monthly salary. Overtime worked on a Sunday and Public Holiday will be paid at double time of basic monthly salary. Overtime must be scheduled for a minimum of half a day on Saturday, Sunday and Public Holidays. For direct labor or non-exempt employees, the maximum overtime allowed is 72 hours per month. If employees are required to work beyond the stipulated limits of overtime hours per month, permission has to be sought from the Human Resource Department.
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Employees who are late for work may be subjected to offset by overtime hour, where available or deduction from salary if there is no overtime to offset. No replacement on other days is allowed to offset any lateness. An employee is not allowed to work for more than 12 hours within a working day without prior approval.
3.4
Personal Details
It is important and necessary to have accurate and up-to-date employee records. It is the responsibility of the employee to notify the Office Manager as soon as possible for any changes to your personal details such as name, address, telephone number, marital status, next of kin and contact name and number of any person to be notified in case of an emergency. Your Office Manager will advise on the correct process for this.
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Section 4.0
Health, Safety and Environmental
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4.0
Health, Safety and Environmental
Hunting’s goals are No Accidents, No Harm to People and No Damage to the Environment.
4.1
Group Health, Safety and Environmental Policy
It is the policy of Hunting PLC that all Company business, management, and operational practices safeguard the health and safety of the Company’s employees, customers, and vendors and that all Company business units consciously operate in a manner that includes environmental matters as an integral part of its business plan. It is the goal of Hunting PLC to be viewed by the communities that we work and live in as good corporate citizens through managing Health, Safety and Environmental (HS&E) matters as a top priority. Hunting shall achieve the above policy and goal through the following:
Hunting Management shall communicate its commitment to Health, Safety, Environmental & Quality to all employees, vendors, customers and contractors working on any of our Hunting sites.
Hunting will employ management systems, procedures and other instructions specifically designed to prevent activities and/or conditions that pose a threat to human health, safety or the environment. Hunting will minimise risk and protect employees and the communities in which we operate by employing safe technologies and operating procedures, as well as being prepared for emergencies.
Hunting will comply with all applicable laws, regulations and industry standards and will implement programs and procedures to assure compliance. Where existing laws and regulations are not adequate to assure protection of human health, safety and the environment, Hunting will establish and meet internal HS&E standards.
Hunting will continuously seek opportunities to improve HS&E adherence to the highest of principles and will periodically evaluate and openly and publicly report performance.
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4.2
Where to Find Information on Health and Safety in Work Place
These are available and will be given to all those people, as appropriate by:
4.3
Induction to the work place;
HS&E Handbook
Site notice boards;
Safety Meetings;
Knowledge Bank; and
Managers as appropriate;
Employees’ Responsibilities
It is the responsibility of all employees to be conversant with, and keep themselves up to date with all Health and Safety Policies and Procedures. Ignorance of Policies and Procedures in respect to Health, Safety and Environment, is not, and will not be, an acceptable excuse in the event of an incident or accident. Employees and workers are responsible for cooperating with any Managers and Health and Safety issues and comply with any Health and Safety Instruction. All accidents, however minor, must be reported in the first instance to a first aider or Line Supervisor/Manager who will complete and accident form (near misses, potential hazards and any property damage must also be reported immediately). All accidents (near misses, potential hazards and property damage) will be investigated by the Manager who will be responsible for ensuring that corrective action is taken where appropriate to prevent recurrence. Employees and workers are responsible for reporting all accidents at work to their Supervisor or Line Manager. Employees are also responsible for reporting near misses and dangerous behavior or incidents. All employees and workers must operate all equipment in accordance with the appropriate and latest work instructions. All faults to equipment must be reported immediately to your Line Manager and no repairs should be undertaken to equipment unless trained to do so. Failure to comply with all, or any part of the Company’s Health and Safety Policies and Procedures will be considered seriously and is likely to be dealt with under the Company’s Disciplinary Procedures. Breaches of which may lead to dismissal.
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4.4
Personal Protection Equipment
The Company is committed to provide a safe working environment for all employees. However, employees’ co-operation in complying with safety regulations will minimise the possibilities of injury and make safety an everyday part of our operation. Therefore, each employee concerned must wear safety glasses, safety shoes, ear protection and full uniforms/boiler suits as appropriate, at all times while working in the workshop and to follow all safety and no smoking/consumption rules. Any relevant safety related information must be communicated to the customers
4.5
Safety Glasses
All employees working in the workshop must wear safety glasses. Each employee will be issued a pair of non-prescription safety glasses, upon joining the Company. Safety glasses must be returned in good condition upon termination of employment. For employees requiring prescribed safety glasses, the Company shall provide each new hire / employee with a pair of prescribed safety glasses, capped at S$140.00, for usage of twenty-four (24) months. There will be replacement for another pair at no cost to the employee after of twentyfour (24) months of usage. In the event that the glasses get spoilt less than of twenty-four (24) months and where a second pair is needed, the Company shall only subsidise 50% of its cost and the balance shall be paid by the employee. In the event of employee’s resignation within 6 months from date of issue of prescribed safety glasses, employee will need to repay back the cost of the safety glasses at pro-rated arrangement.
4.6
Safety Footwear
The Company will issue a pair of safety footwear to each production employee to last for a twelve (12) months period. All employees working in the workshop must wear safety shoes. Employees who have taken new shoes and thereafter terminate their employment within 3 months from date of issue will have his pay deducted to pay for the full cost of the shoes so issued.
4.7
Ear Protection
Employees working in the workshop where excessive noises may be generated by the machinery and equipment must wear ear plugs to protect them from prolonged exposure that may lead to noise-induced hearing loss.
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4.8
Uniforms/Boiler Suits
Each workshop employee is given three sets of uniforms/boiler suits per year. All employees working in the workshop must wear the full uniform at all times. Employee who have taken new sets of uniforms and thereafter terminate their employment within three months from date of issue will have his pay deducted to pay for the full cost of the uniforms so issued.
4.9
General Housekeeping
It is the responsibility of each employee to maintain a neat, tidy and clean work area. Cleanliness in the work place provides a better work environment for you and presents a more favorable image to our customers and visitors. All employees are expected to respect the Company’s properties and facilities, including those of its co-employees at the workshop. Anyone caught vandalising, that is, willfully destroying and defacing the Company’s properties and facilities will be subject to the Disciplinary Procedure. The Company is not responsible for employee’s personal property.
4.10
Smoking
To provide a clean, healthy, comfortable, productive and safe work environment for employees, smoking (including the use of e-cigarettes), is prohibited in the Company building. A designated smoking area is allocated just outside the workshop for the purpose of smoking. Employees and workers must use this facility if they wish to smoke during their working hours. Employees with visitors are to ensure that their guests who smoke do so at the designated areas. Violations will lead to disciplinary actions.
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4.11
Consumption of Food & Drinks
Consumption of food and drinks are prohibited in the production and inspection areas where: 1. Potential for damage to materials/equipment by food and spilled liquids is high 2. Food and drinks could be contaminated with toxic or infectious materials.
Consumption of food and drinks at individual office desks may generally be permitted, in reasonable amounts, and of a type reasonably considered in the "light snack" category. Cooking over open flame or other combustible means within the Company’s premises is prohibited. Employees are expected to be conscious of and considerate toward co-workers, and to exhibit common sense and exercise good judgment as to what is reasonable to consume in the workplace, where permitted.
4.12
Obligation in Case of Emergency
Should a pandemic occur, all employees must comply with Ministry of Health’s set of guidelines or any contingency plan exercised by the Management Team. Employees must be socially responsible and at all times comply with any travel advisory alerts issued by the government. It is the duty of the employees to inform the company of any suspected contagious illness or any situation that can be harmful to the well-being of other employees in the Company.
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Section 5.0
Quality
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5.0
Quality Policy
5.1
Group Quality Policy
The increasing complexity need for compliance with statutory legislation, and ever increasing cost of offshore and onshore installations emphasizes the importance of an effective Quality Management System. In this environment it is essential that products and services provided by the Company are designed and manufactured to conform to the agreed API , Proprietary Licensor, or other specification of the Customer, meeting their needs and expectations the first time, every time. Achieving these objectives thus forms part of the overall goals and targets of the Company. The Company's total commitment to Quality shall be shown by continual improvement, which shall include aiming for best practice and highest levels of efficiency along with continually improving Customer product quality and reducing Customer complaints. It is the policy of the Company that only the highest quality products and services that meet all specification requirements, are provided to Hunting Customers. Hunting Top Management mandates that Hunting Quality Management is fully responsible to implement and manage a comprehensive Quality Management System to assure compliance with the Hunting Quality Policy. The mandate includes the development of best practices for all Hunting products and services and shall include provisions to assure continual improvement of Hunting's products and services. The mandate is absolute and comes with full authority to get the job done. The Hunting goal is "Total Customer Satisfaction.� The Company Quality Management Manual will define the Company's Policy for Quality Assurance and will contain overriding procedures to be applied Company Wide. The Manual will be controlled by the Director of Quality Assurance and all functions of the Company will be audited by the QA function on a periodic and systematic basis to ensure that the Company Quality Policy and General Procedures are being adopted.
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Hunting shall achieve the above policy and goal through the following:
Hunting Management shall communicate its commitment to Health, Safety, Environmental & Quality to all employees, vendors, customers and contractors working on any of our Hunting sites.
Hunting will employ management systems, procedures and other instructions specifically designed to prevent activities and/or conditions that pose a threat to human health, safety or the environment. Hunting will minimise risk and protect employees and the communities in which we operate by employing safe technologies and operating procedures, as well as being prepared for emergencies.
Hunting will comply with all applicable laws, regulations and industry standards and will implement programs and procedures to assure compliance. Where existing laws and regulations are not adequate to assure protection of human health, safety and the environment, Hunting will establish and meet internal HS&E standards.
Hunting will continuously seek opportunities to improve HS&E adherence to the highest of principles and will periodically evaluate and openly and publicly report performance.
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Section 6.0
Attendance and Absence
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6.0
Attendance and Absence
6.1
Attendance
Each employee is expected to be at his/her assigned job to begin work on time each day. Unscheduled absenteeism and tardiness creates unnecessary problems for supervisors and coworkers. The Company’s policy is to maintain a record of all absenteeism and tardiness in the Time Management System. Excessive absenteeism and tardiness will result in disciplinary action up to and including termination. 1. The employee is responsible for notifying his/her immediate Manager of an intended absence and the reason(s) for the absence as soon as possible but no later than one (1) hour before the start of his/her shift.
2. A scheduled absence or tardy is considered excused and normally will not affect the employee’s job status unless they become excessive.
3. An unscheduled absence or tardy is considered unexcused and normally will result in disciplinary action appropriate for the offense up to and including termination.
6.2
Working Hours
Your hours of work are as stated in your Letter of Employment; usually this will be a five-day week (Monday to Friday inclusive) for full time work. The hours of work will also be in your contract, usually these be 8.5 hours per day with one half hour break for lunch unless otherwise stated. Any variation must be approved by your Line Manager and HR. The normal working hours are as follows: Working days
Monday to Friday
Working hours
08:30 hours to 17.30 hours
Lunch break
30 minutes between 12:00 noon and 14:00 hours
Half working day
Not eligible for lunch break
Working hours
08:30 hours to 13:00 hours 13:00 hours to 17:30 hours
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6.3
Annual Leave / Public Holidays
All active, confirmed full time employees are eligible for paid holiday leave (annual leave). Confirmed full time employees who do not complete a full year of service will be given pro-rated annual leave. Probationary employees are not entitled to annual leave until after they have been made confirmed employees or have worked for at least 3 months, whichever is earlier. Generally, the standard leave entitlements for each complete year of service, unless otherwise agreed are as follows: The holiday year runs from 01 January to 31 December. Your letter of Employment will give your annual entitlement; these are in addition to normal public holidays (based on ordinary rates of pay) which are usually 11 in number each year being (subject to Singapore Government laws and practices): New Year’s Day, Chinese New Year (2 days), Good Friday, Labour Day, Vesak Day, Hari Raya Puasa, National Day, Hari Raya Haji, Deepavali and Christmas day. An employee absent from work, without prior consent or reasonable excuse, on the workday immediately preceding, or, following the holiday shall not be eligible for the public holiday. Employees required for overtime work during public holidays will be compensated according to the overtime rate or allowance scheme applicable. If a public holiday falls on a Sunday, the next working day will be observed as a holiday unless otherwise specified by the Management Team. If a public holiday falls on a Saturday, the full-time employee will be compensated with one additional holiday, which must be taken within two months of the date of the Public Holiday. The normal leave procedure should be followed for this. If a public holiday falls within the period while an employee is serving his termination notice, the employee is entitled to the holiday pay without an extension to his notice period. It shall apply even if a Public Holiday falls on the last day of the notice period.
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Up to five days of annual leave may be carried over to the next year but must be used by 31 March of the new calendar year. Years of Service
Holiday Entitlement Office & Employees
Management
1 – 3 years’ annual service
15
18
4 – 5 years’ annual service
18
20*
6 years +
20
23
Workshop Employees 1 – 2 years’ annual service
12
3 years’
14
4 years’
15
5 – 9 years’ annual service
18
10 years +
20
*Expat employees may be entitled to this.
The dates of holidays must suit the needs of the business and your manager must agree holiday dates before making any booking. The following standard should be practiced: Days of Annual Leave
Required Lead Time
Less than 5 days
3 working days in advance
6 – 10 days
5 working days in advance
More than 11 days
10 working days in advance
6.4
Pay in lieu of leave
As a general rule, your holiday entitlement and public holidays cannot be replaced in leave year by a payment in lieu, except where the employment contract is terminated.
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6.5
Application for Annual Leave
The holiday request form for booking leave will be given to you by the Office Manager. Each request for holiday is subject to the employee’s Manager and when approved, the holiday request form must be returned to the Office Manager who will then arrange for the agreed leave to be recorded. If your request has been rejected your Manager/Supervisor will to let you know of the reasons why your request was rejected. Cancellations of pre-booked leave must be completed on the Holiday Cancellation Form. Each cancellation request is subject to the employee’s Manager and when approved, the holiday cancellation form must be returned to the Office Manager who will then arrange for the cancelled leave to be recorded. If your request has been rejected your Manager/Supervisor will to let you know of the reasons why your request was rejected.
6.6
Sickness / Injury / Accident Absence from Work
An employee must inform their Manager by telephone on the first working day that you are unable to attend work by no later than one hour when you are required to start work. If still incapacitated on the third working day, the procedure should be repeated advising, where possible, of the expected duration of incapacity. Absence that has not been notified in accordance with the policy and procedure for doing so shall be deemed as absent without permission and without reasonable excuse.
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6.7
Paid Sick Leave
Confirmed, full time employees will be eligible for paid sick leave of no more than 14 days in a calendar year or 60 days if hospitalisation is necessary. Whilst an employee is within their probation period or within the first three months of service, whichever is earlier, he or she is not eligible for paid sick leave, unless otherwise agreed by the Region Manager. Service Company
Paid Outpatient nonhospitalisation leave
Paid Hospitalisation Leave
3 months
5 days
15 days
4 months
8 days
30 days
5 months
11 days
45 days
6 months
14 days
60 days
Thereafter
14 days
60 days
If an employee is hospitalised for less than 46 days in a year, his / her entitlements to paid sick leave for that year shall not exceed 14 days. Paid sick leave is granted only when the employee can produce a medical certificate, certified by a Government medical officer or any of the Company’s appointed doctors. Sick leave granted by non-approved clinics other than the panel of Company doctors will not be recognised. The rate of pay for paid sick leave is based on the employee’s basic pay at the time of absence and excludes allowances. If an employee is granted sick leave or given a medical certificate on their rest day, a public holiday, annual leave or any unpaid leave of absence, there will be no additional compensation by means of alternate day off or withdrawal of annual leave or unpaid leave. The sick leave under such circumstances will not be recognised. Sick leave cannot be accrued.
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6.8
Unpaid Leave
All unused annual leave must be used before applying for any unpaid leave. All applications for unpaid leave are viewed on a case-by-case basis and are subject to the approval of your Manager. The leave request form for booking leave will be given to you by the Office Manager. Each leave request is subject to the employee’s Manager and when approved, the completed and signed leave request form must be returned to the Office Manager who will then arrange for the agreed unpaid leave to be recorded. If your request has been rejected by your Manager, he or she will to let you know of the reasons why your request was rejected. An employee who does not return to work within three days after the expiration date of unpaid leave and have not contacted their Manager and/or Human Resources Department, shall be deemed to have voluntarily terminated their services and is subject to actions under the terms of their Letter of Employment. Unpaid short leave of absence, up to a maximum of 14 consecutive days in one calendar year, may be granted. However, any such unpaid leave requests are assessed on a case-by-case basis. During long leave of absence (14 days or more unpaid leave), the employee will not earn annual leave, variable bonus and other time accrued benefits.
6.9
Paid Exam Leave
Confirmed employees may be granted paid exam leave if they are sitting an exam(s) for (preapproved) courses that are relevant to their line of work, regardless if the Company is providing sponsorship. Employees must apply in advance for their paid exam leave and is subject to a maximum of five days per year. Documentary proof must be provided to support the paid exam leave application. Exam preparation prior to the actual day of examination or for graded project assignments, an employee must use their annual leave. Approval will be granted on a case-by-case basis and depends on the Company’s operational requirements.
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Section 7.0
Family Policies
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7.0
Family Policies
7.1
Marriage Leave
Confirmed employees are eligible for marriage leave. Only the first legal marriage is recognised, marriage leave will not be granted in any other cases. An eligible employee is entitled to two working days of marriage leave. Such leave cannot be accrued and must be taken at the time of marriage either customary or on registration. Marriage leave will not be granted if the employee is serving resignation notice.
7.2
Maternity Leave
The Company recognises its legal responsibilities for expectant mothers and therefore shall provide maternity leave benefits in accordance to the Employment Act and the Children Development Co-Savings Act. An expectant mother who has completed a minimum of 90 days of continuous service at the time of confinement (estimated delivery date for an expectant mother), if you are lawfully married, you will be eligible to paid maternity leave as follows: Child’s Citizenship
Maternity Leave Entitlement
No. of Living Children
Singaporean
16 Weeks - 8 weeks continuous * - 8 weeks flexible
N/A
Non-Singaporean
12 Weeks - 8 weeks continuous paid ** - 4 weeks continuous unpaid
Up to 2
* The last 8 weeks can be taken flexibly over a period of 12 months from the date of confinement if there is mutual agreement between you and the Company. ** You are entitled to 12 weeks of maternity leave if you are covered under the Employment Act, regardless of the child’s nationality. You will be paid by the Company for the first 8 weeks of maternity leave if you have fewer than 2 living children (excluding the newborn), and you have served the Company for at least 90 days before the birth of the newborn. Beyond the first eight weeks and up to the 12th week, maternity leave is on an unpaid basis.
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You must inform your Manager of the estimated time of confinement at the earliest opportunity. The leave request form for claiming maternity leave, supported by medical documentation, must be made at least two months prior to the anticipated commencement of maternity leave. An expectant mother should commence her maternity leave about two to four weeks before the start of her confinement. The employee shall be paid according to the ordinary rate of pay during her maternity leave (including public holidays) and is not entitled to paid sick leave while on maternity leave. Child birth certificate must be provided to support the leave upon returning to office. Any absence from work, as a result of miscarriage, premature birth (non-surviving) or illness arising out or in the course of
pregnancy before the 7th month of pregnancy, will
not be
considered as maternity leave but as sick leave. Should any complication arise from the 7th month onwards, the employee may commence her maternity leave immediately, if recommended by a doctor.
7.3
Paternity Leave
Working fathers, who have served at least three months of continuous service with the Company and are legally married, shall be entitled to one week paid leave with pay for Singaporean children/adopted children born from on or after May 2013. Paternity leave can be taken either within 16 weeks after the child’s birth, or flexibly within 12 months after the birth of the child. The leave request form for claiming paternity leave, supported by the Birth Certificate (this should be provided as soon as it has been issued), must be made at least one week prior to the anticipated commencement of paternity leave.
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7.4
Childcare Leave
The Company shall grant childcare leave benefit in accordance to the Employment Act and the Children Development Co-Savings Act. A confirmed employee, i.e. upon completion of minimum 3 months of continuous service and if you have any child below 7 years of age you will be eligible to paid childcare leave per year. Child’s birth certificate must be provided to support the childcare leave entitlement. If your child is non-citizen or if you are a single (unmarried) parent and are covered under the Employment Act, you are entitled to two (2) days of childcare leave. Childcare leave under this category is capped at two (2) days per year regardless of the number of qualifying children. If you have any child below 7 years of age who is a Singapore Citizen and if you are lawfully married (including divorced or widowed) and are covered under the Children Development Co-Savings Act, you are entitled to six (6) days of childcare leave. Childcare leave under this category is capped at six (6) days per year regardless of the number of qualifying children. If you serve less than 1 year of service, the number of childcare leave eligible to you will be pro-rated. For new hires in the first year of employment: Number of completed months of service
Eligible childcare leave (days)
1
Not eligible
2
Not eligible
3 or 4
2
5 or 6
3
7 or 8
4
9 or 10
5
11 or 12
6
For termination of contract in the qualifying year of employment:
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Number of completed months of service in the qualifying year of employment before termination
Eligible childcare leave (days)
1
0 (if employee has worked with employer for less than 3 months)
2
2 (if employee has worked with employer for more than 3 months)
3 or 4
2
5 or 6
3
7 or 8
4
9 or 10
5
11 or 12
6
Any such unconsumed leave at the end of the calendar year, or upon cessation of the employment relationship, will be forfeited and no payment in lieu will be made. The leave request form for claiming child care leave, supported by the Birth Certificate, must be made at least one week prior to the commencement of childcare leave.
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7.5
Extended Childcare Leave
As legislated under the Child Development Co-Savings Act, employees with at least three months of continuous service with the Company will be eligible to two days of Extended Childcare leave per year, if they fulfill the following criteria:
The youngest child is a Singapore Citizen;
The youngest child is aged seven to 12 years of age inclusive; and
The child’s parents are lawfully married.
Childcare leave under this category is capped at two days per year regardless of the number of qualifying children. If you have children with both age groups, the total paid childcare leave for each parent is a maximum of six days per year.
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You may refer to the tables below for illustration: Leave Entitlement Demographics of Child/Children
Childcare Leave
Enhanced Childcare Leave
No children
0 days
0 days
Children of all nationalities & age above 12 years old
0 days
0 days
Singapore Citizen Child / Children Leave Entitlement Demographics of Child/Children
Childcare Leave
Enhanced Childcare Leave
Singaporean & Age below 7 years old
6 days
0 days
Singaporean & Age 7-12 years old
0 days
2 days
E.g.: Assume a parent has 3 Singaporean children aged 2, 6 days*
0 days
4 & 10 years old * Entitlement is tied to the age of the youngest child. Non-Singaporean Child / Children Leave Entitlement Demographics of Child/Children
Childcare Leave
Enhanced Childcare Leave
Non-Singaporean & Age below 7 years old
2 days
0 days
Non-Singaporean & Age 7-12 years old
0 days
0 days
E.g.: Assume a parent has 3 Non-Singaporean children 3 days*
0 days
aged 2, 4 & 10 years old * Entitlement is tied to the age of the youngest child.
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7.6
Adoption Leave
Female employees with at least three months of continuous service with the Company and have an adopted infant aged below 12 months will be entitled to four weeks of Adoption leave. This leave can be taken as a single continuous period or flexibly within 12 months from the date of Court Application or issuance of the in-principle approval. The Adoption Leave must be consumed before the child’s first birthday. The eligibility criteria for adoption leave are as follows:
Your adoptive child is below 12 months of age;
Your adoptive child is a Singapore Citizen or in cases where the adoptive child is not a Singapore Citizen, at least one of the adoptive parents must be a Singaporean;
You are lawfully married at the point of your ‘formal intent to adopt’; and
The adoption order is granted within 1 year from the point of ‘formal intent to adopt’ and the adopted child obtains Singapore Citizenship within 6 months after the adoption order is passed.
7.7
Unpaid Infant Care Leave
The Company will grant infant care leave in accordance to the Children Development Co-Savings Act. Upon completion of a minimum of three months of continuous service, you will be entitled to six days of unpaid Infant Care Leave per calendar year until your child turns two years old. This is in addition to the six days of paid childcare leave until the child turns two years old. Your child must be a Singapore Citizen and you must be lawfully married to qualify.
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7.8
Compassionate Leave
An employee may be granted short periods of leave for family emergencies, close family bereavement or for other serious reasons. If practicable, you should contact your Manager to obtain prior approval for any absence. If this is not possible, you should make contact as soon as possible after the start of the absence. Compassionate leave will be granted as follows for bereavement, hospitalisation of a close family member who is admitted to and placed on the Dangerously Ill List, e.g. the Intensive Care Unit: a) Close family – up to three working days paid time off for bereavement or hospitalisation (see above). This includes spouse, partner, dependant, parent, parent in laws or anyone you have caring responsibilities for, additionally if you have to make provisions for funeral then this will be included.; b) Family member – up to two working days paid time off for the day of funeral and travel time to attend the funeral, otherwise paid time off for the hours needed off work to attend. This includes auntie, uncle, grandparent, also spouse / partner family member (not parent in laws); or c) Friend / non-relative – holiday or unpaid leave. A maximum of 6 working days can be granted per calendar year for compassionate leave. Such leave benefit cannot be accrued. Compassionate leave should be effective from the day of occurrence of the event or the following day onwards. Employees applying for compassionate leave must provide documentary proof, together with a leave application form, signed by their Manager, to Human Resources for verification and approval.
7.9
Union Education Leave
The Company shall grant leave with full pay to Branch officials upon application (subjected to the operational requirements of the Company) to attend trade union education courses sponsored by National Trades Union Congress (NTUC) or Union Head Quarters.
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Section 8.0
Recruitment Policies & Procedures Employee Handbook – Rev A.1 – March 2015
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8.0
Recruitment Policies & Procedures
The Company supports the Tripartite Guidelines on Fair Employment and will continue to recruit and select employees on the basis of merit (such as skills, experience or ability to perform the job), and regardless of age, race, gender, religion, family status or disability. Hunting recognises that our staff are fundamental to our success and we therefore have the responsibility of affording job opportunities to internal and external candidates on an open, fair and equitable basis. To have the right people in the right place at the right time, to meet our business demands and objectives, we need to be able to attract and retain staff of the highest calibre – a planned, professional and consistent approach to recruitment is essential to achieve this.
8.1
Preparation Stage
The recruitment and selection process should not commence until a full evaluation of the need for the role against the area’s strategic plans and budget has been completed. Hiring Managers are responsible for recruitment, in partnership with Human Resources. Before embarking on the process of recruitment, the Hiring Manager must ensure that there is an up-to-date job description, which accurately reflects the elements of the role. Approval must be obtained by completion of the Permission to Recruit Form which must be signed by the Department Manager. The job description and completed Permission to Recruit Form must be signed by the Regional Manager and submitted to Human Resources, before any steps to recruit are undertaken. New and changed posts are reviewed and evaluated by the Group Human Resources Manager to ensure the proposed salary/rate is internally comparative and externally competitive. As each vacancy is considered as “the beginning of the employee lifecycle,” and once the appropriate approvals are in place, a job kick-off meeting will be held between the Hiring Manager and Human Resources. Information discussed in the job kick-off meeting will define the selection of the interview panel, which must consist of two or more people (preferably including a member of the Human Resources Department), the background to the vacancy, and will be used to design a bespoke and dedicated recruitment campaign and may include initiatives such as: suitable selection process; appropriate sourcing methods; examination of previous applications; press advertisement; use of social media; or engaging the services of a Recruitment Agency from our Preferred Supplier List (PSL).
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8.2
Advertising Vacancies
As a minimum requirement, all vacancies will be advertised internally and posted on our career website for a minimum of seven days. Any other form of advertising will be agreed between the Hiring Manager and the Human Resources Department and may run concurrently after seven days.
8.3
Using Agencies
When the advertising methods have been tried and exhausted or there is already a skill shortage within the Company of the type required, only then will the Human Resources Department seek to work with a recruitment agency. When it is identified that we need to engage the services of a Recruitment Agency, Human Resources will select the most appropriate Recruitment Agency. These agencies are preferred suppliers of the Company. If, as a member of staff, you are approached by a recruitment agency to do business with them, you should direct them to Human Resources. Separate terms of business are not to be negotiated without communication with the Human Resources Department. Human Resources will then arrange a one-off discussion between the Hiring Manager and Recruitment Agency to ensure ‘partnership working’. In this conversation we need to ensure the Recruitment Agency is fully equipped and prepared with all the information they require beyond just the job description, such as team infrastructure, team dynamics, company culture, and career development, to name a few.
8.4
Applications
All applications must be submitted via our career website: www.huntingforsuccess.com. Short listing of potential candidates will be jointly carried out by the Hiring Manager, and (when required) the Human Resources Department. Before an internal application, it is encouraged that applicants have held their current position for a minimum of 18 months. Internal applicants must inform their Line Manager and formally apply for a vacancy following the correct application procedure, which includes submitting an-up-to-date CV to Human Resources. It is advisable that interested applicants apply for the vacancy within seven days. While all internal applications need to be assessed fairly, equitably and efficiently, there is no requirement to interview all internal applicants. However, it is considered to be good practice to provide them with appropriate feedback to inform development.
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8.5
Short Listing Candidates for Interview
As preparation is key to maximising the likelihood of selecting the most suitable candidate for the position the following shortlisting method is proposed:
Identify specific job related criteria using the job description;
Match these criteria with those detailed in the candidate’s CV;
Use this to select which candidates will be invited for interview, if appropriate; and
Decide whether this position warrants two interviews i.e. short listing from the first interview to a second interview with the Management Team and/or Group Human Resources Manager.
The Human Resources Department will set up and arrange the interview.
8.6
The Interview
Selection is a two-way process: candidates are assessing the role and Hunting; while interviewers should consider how to best convey a positive image of Hunting. Human Resources will screen initial CVs on essential criteria and forward those that are deemed suitable for the role to the Hiring Manager, who will revert to Human Resources with their preferred candidate(s) that they wish to invite for an interview. It is also the responsibility of the Hiring Manager to inform Human Resources of the reasons why an applicant is not shortlisted, so the applicant can be informed of the reasons why they are unsuccessful to facilitate a positive candidate experience. Human Resources will arrange a suitable time and date with the candidate and confirm this with the Hiring Manager. While the interview process may vary, as a bare minimum all interviewees should meet with the Hiring Manager and another team member face-to-face or a member of Human Resources Department. Interviewing with a colleague can be useful to give you time to collect your thoughts or plan further questions while your colleague ‘takes the reins’ for a while. You can also study the candidate’s body language and facial expressions more easily when not directly involved in talking to the candidate. A second opinion is often useful in making recruitment decisions. In addition, a colleague’s feedback is very useful to monitor your interviewing technique. Interview arrangements should wherever possible be confirmed in writing to the candidate.
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In preparing for the interview:
Identify any areas on the list of criteria that need further exploration or clarification. For example, where it is not obvious from the candidate’s CV that they possess the required skill or unexplained gaps in employment, a succession of rapid job changes, or a statement of achievement that needs to be validated.
Formulate the questions to be covered in the interview. Ensure that they will enable all the information to be gathered, the answers to these questions should be kept with the candidate for possible review, so answers should be legible.
All candidates will be asked to produce original identification to confirm their eligibility to work in Singapore, as well as original documentation to confirm their qualifications. Appropriate selection procedures must be used for each vacancy and these will be identified in the job-kick off meeting. Procedures may vary. At its simplest, this may involve a straightforward interview and skills testing. For more senior vacancies, psychometric/ability testing and presentations to the interview panel may be included. It is recommended that a range of selection methods that are suitable for assessing both the essential and desirable criteria in respect of qualifications, skills and experience will be used, as this will enhance objective decision making which is difficult through interview alone. Interview questions and the structure of the interview should be consistently applied to all candidates and should be based on the job specification. The interview panel must ensure that the questions asked are not in any way discriminatory and unnecessarily intrusive. The following eligibility criteria will be used to steer the selection process of internal candidates: eligibility, time in current position, qualifications & experience, performance, interview / presentation, Line Manager’s approval and medical examination (if required). The Interview Report Form will be used when assessing candidates and salient points and (other) notes of the interview must be completed in the Interview Report Form and passed back to Human Resources. The hiring manager shall be the recommending authority for the selected candidate, in consultation with the Human Resource Department. The approving authority shall be as follows: Non-management
-
Regional Manager/Director or his designate
Management
-
Regional Manager/ Managing Director
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8.7
Offer of Employment
Once the most appropriate candidate has been selected, the Human Resources Department will be responsible for the offer negotiation on salary matters, in consultation with the Hiring Manager. It is recognised that it is desirable to make a verbal offer very shortly after the interview and selection process to enhance our ability to recruit the selected candidate. Therefore, interviewers must use the Interview Report Form for each applicant interviewed, which must be completed and returned to the Human Resources Department. Successful candidates will initially be contacted by Human Resources and offered positions by telephone. This will be followed up with an offer letter or Terms and Conditions of Employment, if the offered candidate has verbally accepted the position. All offers will be subject to receiving two satisfactory references (one must be from their previous employer) and a satisfactory medical examination, which includes a drug and alcohol screen, and the right to work in Singapore.
8.8
Unsuccessful Candidates
Human Resources will also inform unsuccessful candidates of the reasons why an applicant was unsuccessful, and the particular information will be taken from the completed Interview Report Form. Personal information for unsuccessful applications (including application forms, CVs, identification, qualifications and interview notes) will be retained for 6 months and thereafter shall be confidentially destroyed.
8.9
Medical Examination
Where the job requires confirmation of specific medical and/or physical requirement, the Company reserves the right to request a medical examination, including a drug and alcohol screening, the cost of which will be borne by the Company.
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8.10
References
All employment offers are conditional upon receipt of two professional references which are satisfactory to the Company. One professional and one character reference would be acceptable in circumstances where two professional references are not possible. The referees should usually be the applicant’s current and previous employers, although in the case of a college or school leaver the college tutors or teachers will be acceptable. References will usually be sought from an applicant once an offer of employment is made and referees must not be approached without the applicant’s permission. However, for senior position the Company may require the applicant to provide details of referees prior to an offer of employment being made. With the applicant’s consent the referees will be approached and the responses received will form part of the selection decision. If references which are not satisfactory to the Company are not received within a reasonable timescale then it may be necessary to withdraw the offer of employment. All applicants attending the first interview shall be required to fill up the Job Application form. Human Resource Department will verify copies of academic and/or professional qualifications against the original certificates. Interviewer(s) must complete the Interview Checklist form for each applicant interviewed. This form is to be submitted together with recommendations for employment offer. Non-Singaporean applicants will need to satisfy all immigration and employment pass requirements before commencement of employment.
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8.11
Promotion, Internal Transfer, and Rehiring of Former Employees
To provide career advancement and development opportunities, a vacancy may be filled by a current employee from within the Company or the Group either as a case for promotion or an internal transfer. A promotion is one involving a placement in a higher job grade. For promotion and internal transfer cases, the previous length of service with the Company or the Group shall be considered in the computation of all company benefits such as annual leave entitlements. An employee promoted from other departments within the Company or Asia Pacific Group, and internal transferee shall be subject to the usual probationary period. A former employee is one who has previously worked for the Company but has, at a point in time, resigned and left the service of the Company. If a former employee re-apply and join the Company again, the hire shall be regarded as a new appointment instead of a reinstatement. The previous length of service with the company shall not be considered in the computation of all company benefits such as the annual leave entitlements. The former employee shall also be subject to the usual probationary period. Internal applicants to an approved recruitment vacancy, whether as promotion or transfer cases, shall undergo the interview and assessment process under the company’s recruitment policy. Internal candidates must seek the approval of their supervisor or Department Manager before submitting Career Position and Salary Adjustment Request form to the Human Resource Department. A former employee who is applying to rejoin the company shall undergo the recruitment process for all external applicants. For all cases under this policy, the hiring manager shall be the recommending authority for the selected applicant, in consultation with the Human Resource Department. The approving authority shall be as follows : Non-management
-
General Manager/Director or his designate
Management
-
Managing Director
Human Resource Department will be responsible for the offer and negotiation on salary matters, in consultation with the hiring manager. When the selection of a candidate is made and approved, the Human Resource Department shall proceed with the offer of appointment to the candidate.
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8.12
Employment or Redeployment of a Relative
If a member of staff involved in the recruitment and selection process has a close personal or familial relation with an applicant, they must declare this to the Human Resources Department as soon as they are aware of the individual’s application, and avoid any involvement in the recruitment and selection decision-making process. A conflict is deemed to be present when an employee is placed under the direct or indirect supervision of a close personal or familial employee. A conflict of interest exists where the placement of a close personal or familial relation of an employee would compromise confidentiality, security or morale. Where no conflict exists, relatives working in the Company or department may not report to the same supervisor or manager directly or indirectly. The Human Resource Department will make recommendations to the Regional Manager who shall be the approving authority for all employment of new hire or re-deployment of employee with relatives working within the Company or Group.
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Section 9.0
Performance, Disciplinary & Grievance Procedures
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9.0
Performance, Disciplinary & Grievance Procedures
9.1
Appraisals
The Company has an appraisal system which is known as Performance Management Reviews, which is covered in a separate policy and procedure document called Employee Appraisals. A full briefing will be given by the Line Manager or Human Resources Department before its use. For a copy of the policy and procedure please ask the Human Resources Department.
9.2
Disciplinary Procedures
Good standards of conduct and performance are required in any organisation to ensure order, efficient operations of the business and a safe and healthy working environment, thus supporting the general wellbeing of all and the business itself. You are expected to conduct yourself with decorum and not act in any manner prejudicial to the interest and image of the Company. Standards of conduct and job performance are, though not exclusively those defined by Company rules, policies and procedures, by legal requirements and by what are generally recognised as acceptable workplace performance and behaviour. This policy has been written to ensure that if the Company’s standards of job performance are believed to be lacking – or a breach of conduct is believed to have occurred, there should be a fair and systematic approach to investigating these matters and to taking appropriate corrective action. This policy and procedures document acts as guide to all employees and (sub) contract personnel. It describes instances and covers activities that are not in keeping with good standards of conduct or and job performance, but is not an exhaustive list, as to what conduct or performance issues may constitute disciplinary counselling to be initiated and the likely outcome of these actions. 9.2.1
General Misconduct and Poor Performance Issues Breaching of your contract and failing to follow the Company’s policies and procedures, including the Company’s Code of Conduct and Bribery Act (2010);
Engaging in fighting or committing any act of violence in Company time;
Disrespectful attitude, e.g. using threatening, abusive or obscene language or intimidating, coercing or interfering with other employees or their work, failing to be courteous to customers, visitors and Company employees;
Unwillingness to co-operate with colleagues in carrying out work or failure to maintain harmonious relationships within the Company’s premises;
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Poor standard of customer services - conveying wrong information, poor standard of accuracy, inappropriate dress or below standard appearance;
Committing any negligent or intentional action resulting in injury to self or others or damage to Company property or property of others entrusted to the Company or property of fellow employees;
Failing to report immediately to your supervisor, or other supervisor when necessary, any accident or incident involving personal injury or damage to Company property or property entrusted to the Company;
Gambling, disorderly or immoral conduct while on Company premises or business;
Dishonesty, misrepresentation of facts, or falsification of records (including but not limited to time cards, employment applications, expense reimbursement forms, purchasing records, and claims of injury);
Insubordination, i.e. willfully refusing or failing to follow instructions, reasonable request, or perform designated work;
Loafing, sleeping on the job, or intentional restriction of output;
Possession of dangerous weapons on Company premises or at Company-sponsored events in violation of the Company’s concealed weapons policy;
Possessing, dispensing, consuming (except as specifically prescribed), or being under the influence of alcohol, narcotics, or other similar mind altering agents while on Company premises or performing Company business;
Unauthorised possession, removal or use of Company property entrusted to the Company or property of fellow employees, or misrepresentation in obtaining employee benefits, or any threat, attempt, or act of sabotage, or any action constituting a criminal offense;
Clocking another employee’s time card or permitting someone else to clock your time card, or in any way tampering with the time cards;
Viewing, accessing, or transmitting sexually-explicit materials, pornography, or other racially insensitive or offensive materials on Company premises or while on duty, loading any such material in electronic format onto any Company computer or system, or bringing any such sexually explicit, pornographic, or offensive materials to Company premises in any format; and/or.
Unauthorised use or disclosure of Company records or information, including but not limited to unauthorized disclosure or use of the Company's confidential information, proprietary information or trade secrets;
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Poor time keeping and failing to report for work regularly, on time and in the prescribed manner;
Unauthorised absence from work. Frequent and persistent short absences (long-term periods of absence due to serious illness should not be included).
Failing to keep your work area safe, clean, orderly and sanitary;
Failing to use only machines or equipment to which you are assigned or authorized to operate;
Careless or inefficient performance of duties, including failure to maintain proper standards of workmanship, quality or productivity;
Performing any act that is detrimental to the welfare of or reflects unfavorably on the Company or its employees;
Making or receiving excessive personal phone calls and/or personal e-mail or internet usage while on duty;
Seeing unauthorised visitors during work hours, or failing to have authorised visitors sign in with the receptionist when entering or leaving the building and park in areas established for visitors. No visitors are allowed in the manufacturing area without the express permission of management;
Failing to obtain permission of management before leaving Company premises during scheduled work time. If employee leaves the premises, he/she must clock out; and/or
Smoking in no-smoking areas.
Disciplinary action meted out for errant behavior would be dictated by the seriousness of the misconduct and poor performance. 9.2.2
Informal Discussion
Your Line Manager will normally try to resolve minor instances of misconduct and initial unsatisfactory levels of performance by way of an informal discussion. Following informal discussion, your Line Manager may decide to proceed with counselling, guidance or instruction, or by informally cautioning you. Where appropriate, a note of informal discussions may be placed on your personnel file. In some cases an informal verbal warning may be given, which will not form part of your formal disciplinary record. Formal steps will be taken under this procedure if the matter is not resolved, or if informal discussion is not appropriate (for example, because of the seriousness of the allegation). 9.2.3
Investigation
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The purpose of an investigation is for the Company to establish a fair and balanced view of the facts relating to any disciplinary allegations against you before deciding whether to proceed with a disciplinary hearing. The amount of investigation required will depend on the nature of the allegations and will vary from case to case. It may involve interviewing and taking statements from you and any witnesses, and/or reviewing relevant documents. 9.2.4
Suspension
In limited circumstances relating to alleged misconduct the Company may need to suspend you from work whilst the investigation is being carried out. The suspension will be for no longer than is necessary to investigate the allegations and we will confirm the arrangements to you in writing. Suspension of this kind is not a disciplinary penalty and does not imply that any decision has already been made about the allegations. 9.2.5
Disciplinary Hearing
Following an investigation, if the Company considers that formal disciplinary action may be required, it will hold a disciplinary hearing. The hearing is your opportunity to respond to the issues against you and so you should prepare carefully. Before the meeting the Company will inform you in writing of the allegations against you, the basis for those allegations, and what the likely range of consequences will be if it decides after the hearing that the allegations are true. The Company will also include the following where appropriate:
A summary of relevant information gathered during the investigation;
A copy of any relevant documents that will be used at the disciplinary hearing; and
A copy of any relevant witness statements, except where a witness's identity is to be kept confidential, in which case the Company will give you as much information as possible while maintaining confidentiality.
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9.2.6
Disciplinary Sanctions
The following sanctions will apply in cases of alleged misconduct, gross misconduct and poor performance. The Company may apply these sanctions at whatever level it deems appropriate given the nature and severity of the alleged misconduct, gross misconduct or poor performance. No penalty will be imposed without a hearing. The Company aims to treat all employees fairly and consistently, and a penalty imposed on another employee for similar misconduct will usually be taken into account but should not be treated as a precedent. Each case will be assessed on its own merits. Where any action is taken in relation to poor performance, training needs and support will be considered, as will clear objectives for improvement, and a plan for review. You will not normally be dismissed for a first act of misconduct, unless we decide it amounts to gross misconduct or you have not yet completed your probationary period. Stage 1 - Oral Warning The Company may issue an oral warning if your conduct or performance does not meet acceptable standards. Stage 2 - Written Warning The Company may issue a written warning if:
The required improvement in conduct and /or performance has not been achieved by way of informal discussions or counselling or oral warning; or
The seriousness of the misconduct or poor performance merits it.
Stage 3 - Final Written Warning The Company may issue a final warning if:
The required improvement is not achieved within any timescale stated in a written warning; or
Further misconduct or poor performance takes place during the currency of an oral warning or a written warning, whether or not involving a repetition of conduct or poor performance which was the subject of a previous warning; or
The seriousness of the misconduct or poor performance merits it .
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Stage 4 - Dismissal The Company may dismiss you where:
The required improvement is not achieved within any timescale stated in a final warning; or
Further misconduct or poor performance takes place during the currency of a final warning – whether or not involving a repetition of conduct or poor performance which was the subject of a previous warning; or
It is reasonably believed that you have committed an act of misconduct or negligence of a sufficiently serious nature.
Unless dismissal is for gross misconduct, you will be dismissed with notice. Gross Misconduct In cases of gross negligence or gross misconduct, the Company is entitled to dismiss without notice.
9.3
Appeals
If an employee wishes to appeal against a recorded verbal warning, written warning, final written warning or dismissal, they may do so and put their grounds of appeal in writing and give these to the Group Human Resources Manager within five working days of the date on which you are notified of the decision, so an appeal hearing can be arranged. The appeal hearing will take place as soon as practicable and will be conducted by a manager who has not had any prior involvement in your grievance. At the hearing you will be given an opportunity to state your case and will be entitled to be accompanied, as described above. The hearing will normally be a review of the decision rather than a re-hearing of the evidence; however, any new evidence you wish to present will be considered. The outcome of the appeal will be confirmed to you in writing and will be final.
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9.4
Resignation and Notice Period
When an employee wishes to leave the Company’s employ, they should do so by submitting their request to do so in writing – this is called tendering your resignation. The letter should be directed for the attention of your Line Manager, and should be dated as the effective date from which you wish your notice period to begin. Notice Periods vary and other than when you are in the probationary period should be adhered to as stated in your Contract of Employment. Holiday entitlement continues to accrue during your notice period, unless payment is made in lieu of notice, any untaken holiday entitlement up to the day you leave will be paid for with your last salary.
9.5
Early release from Notice Periods
Occasionally there is a legitimate reason why either the employee or the Company may wish to negotiate an earlier leave date than the one required by the Contract of Employment. In these cases employees may request to do so in writing to the Senior Manager, with a revised leave date and reasons for wanting to do so, consideration will be given to these requests but may not be agreed to, for operational and recruitment reasons. A written response will be given.
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9.6
Procedures when leaving
9.6.1
Company Property
On leaving the Company, the employee must hand back, before they leave, any Company property to their Line Manager, who must sign for its recept, this could include, but is not limited to, office keys, PPE, computers, mobile phone, or credit cards. The employee must ensure they take, or make arrangements for, all personal belongings, to be collected, within a reasonable time of their leaving the Company. Failure to do so may lead to these possessions being destroyed or discarded. If the employee wishes to send a message out to colleagues in written form on leaving the Company, they should ensure they have prior authorization to do so including the content of the message. 9.6.2
After Leaving
If the employee has any queries about their last pay statement, or property issues they should contact their Line Manager who will help them. 9.6.3
Employment References
The Company policy on supplying employment references is that they should be made in writing, for the attention of the Group Human Resources Manager, only objective employment will be given, and only in written form. These are:
Job Title
Date of Employment
Date of Leaving
No opinions about your performance or personal integrity will be given.
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Section 10.0
Learning, Development and Professional Membership Employee Handbook – Rev A.1 – March 2015
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10.0
Learning, Development & Professional Membership
Hunting wherever possible will support the gaining of work and role related skills, knowledge and attributes and vocational or professional qualifications in order to develop the individual and to further the success of the business. A wide range of business and personal development related topics may be introduced, as well as specific “on-the-job” training programmes, where appropriate Hunting offers the sponsor ship of career related professional training and examinations.
10.1
Induction
The Company believes that the start of an employee’s training begins the day he or she arrives and it commences with an induction or “introduction” to the Company.
10.2
Procedure
The amount or details of induction largely depends on the seniority of the post. For example, a senior induction may take a few weeks whereas a junior member of staff may take a few days; it will depend entirely on the complexity and nature of the role undertaken. The Human Resources Department is responsible in conjunction with the Line Manager and other departments for organising an induction programme for a new member of staff. However, every new employee will be given an induction to Hunting by their Line Manager who will ensure that departmental induction and initial meeting occur within five days of starting employment. This will include a tour of the facilities, introduction to other members of staff, an outline of procedures, and information about how to undertake their role and most importantly where to get help. Health, Safety, Environmental and Quality induction will also need to be organised and this should be done by the Health and Safety manager or his/her appointed person. An interim review (six weeks/three months) and final review (three months/six months) will be completed by the Line Manager using the Induction and Probationary Review Form and in discussion with the employee. At every stage of the process, the Induction and Probationary Review Form is returned to Human Resources so that any indicated action can be taken (e.g. training and development, confirming the appointment and so on).
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10.3
Training Needs Analysis
Information about training requirements will be gathered from a variety of sources and at different stages throughout the employee’s career with the Company. Examples of the common methods used are as follows:
At Recruitment and induction stage;
During meetings, formal or informal, with Line Manager;
Health, Safety and Environmental Regulations / Legislation (e.g. Safety for Managers, Manual Handling);
At Performance Management Meetings;
Customer / Licensor requirements; and/or
On promotion or appointment to a new position within the Company.
10.4
Authorisation and Booking Training
External Training – Line Management authority is required for external training which is usually paid for by the Company. However, for certain courses separate agreements maybe entered into e.g. part funded or fee claw back may be invoiced. A training budget is set each year for the Company and its departments, the Region Manager will check on any budgetary constraints before authorising the training. Internal (on-the-job) Training - It is the responsibility of Line Managers to utilise available resources to train, qualify, and develop their employees. Structured on-the-job training (OJT) will be provided in identified areas, focusing on the acquisition of skills within the work environment under normal working conditions. Typically, on-the-job training includes verbal and written instruction, demonstration and observation, and hands-on practice and simulation. Through on-the-job training, employees acquire both general skills that they can transfer from one job to another and specific skills that are unique to a particular job. All training and development activities, except on-the-job training, shall be organised via the Line Manager, Human Resources Department and the member of staff. All training and development activities undertaken will be in line with business objectives and will have a direct bearing on the employees present or future role(s) within the Company.
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10.5
Sponsorship for Professional Qualifications and Study Time
Sponsorship for professional qualifications is undertaken on an as and when required basis and will be identified either at the recruitment stage or at the performance management review held with employees.
10.6
Study Time
Paid time off for study will only be granted for company-related training and development programmes. The amount of time off should be discussed with your Line Manager and a formal note made of how much time has been granted and when this is being taken. A copy of the note should be given to Human Resources for record keeping and to the member of staff. This note may be in form of a letter, memo or email. Each department and/or member of staff may have different needs however, consistency of treatment must always be considered within departments and functions. For personal related development programmes unpaid time off maybe requested via your Line Manager.
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10.7
Claw back Policy
If an individual course has cost the Company more than SIN 1,000 in a calendar year, the employee in the following sliding scale, will be required to reimburse the training costs (excluding travel and subsistence) to Hunting should they leave (other than in cases of redundancy). This does not apply to offshore survival certificates or other essential training (e.g. customer / licensor requirements) for the purposes of an employee being able to undertake their normal roles and responsibilities. Employment terminates within 6 months of the training being completed
90% of the Sum
Employment terminates after 6 but before 12 months of the training being 75% of the Sum completed Employment terminates after 12 but before 18 months of the training being completed: 50% of the Sum.
50% of the Sum
Employment terminates after 18 but before 24 months of the training being 25% of the Sum completed
The method of reclamation will be discussed with the individual at the time but should no agreement be made as much as possible will be deducted from the final salary payment. In rare instances, this requirement may be waived by the authority of the Region manager.
10.8
Exam Fees
Exam fees will be paid for in full for the fitst sitting. The 2nd sitting will be paid for by 50% Company contribution and 50% personal contribution any further retakes of the same exam will be paid for in full by the member of staff. Repayment of the contribution towards exam fees will be on the same basis as above should a member of staff leave Hunting.
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10.9
Training evaluation
All training must be recorded, even if it is ‘in-house’ or one-to-one training and a copy sent to Human Resources for logging/filing. Original course and training certificates must be held with the Human Resources Department as originals are often needed by the Company. These remain the property of the Company if the training had been paid for by the Company. You may take a copy for your own records.
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Section 11.0
IT and Communication Policies
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11.0
IT & Communication Policies
11.1
Information and Communication Technology Policy
The relevant policies on Information Technology are available from the IT Department or via the QMS. They are called the following:
Communication Systems Policy;
Electronic Communications Policy; and
Electronic Mail and Internet Access and Use Policy.
IT policies are not a definite statement of what the Company’s facilities must not be used for. Employees must conduct themselves in a trustworthy and appropriate manner so as not to discredit or harm the Company or its staff and in accordance with the spirit of these policy statements. These policies applies to all computer users within the Company (and third party users) who use computers, email, worldwide web, the Internet and Knowledge Bank through computers (including laptops and mobile devices) based at the Company’s premises or through any computers located at other sites via the Company’s network or using the Company’s telephone lines. Failure to comply with this policy is a disciplinary offence and is liable to disciplinary penalties including dismissal.
11.2
Communication
As emails can easily be misconstrued, consider carefully whether email is the appropriate form of communication in particular circumstances and if you decide that it is, consider carefully the content of your email and who the recipients should be. It is inappropriate to send emails and/or attachments to people if the email does not relate to them of if the attachment cannot be read by them. It is an offence to publish or distribute obscene material and this includes possessing, showing or distributing any indecent photographs or pseudo-photograph of a child (this includes computer generated photograph on the internet). It is also an offense to display indecent material in public. The internet qualifies as a public space. You must not send any such material using the Company System. This is considered as gross misconduct and as this could be a criminal offence it will be reported to the appropriate authority.
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Hunting does not tolerate discrimination or harassment in any form whatsoever. This principle extends to any information distributed on the Company’s system or via the internet. You may not put on either system any material which is, or send any emails which are, abusive, obscene, discriminatory, racist, harassing, derogatory or defamatory. Staff should not access any webpage or any files (whether documents, images or other) downloaded from the internet which could. In any way, be regarded as illegal, offensive, in bad taste or immoral. Any breach or neglect of this policy may result in disciplinary action up to and including dismissal under the Company’s Disciplinary Procedure.
11.3
Press, Television, Radio, and Internet
No employee may write a letter or transmit e-mail to any newspaper or journal, appear in any television or radio program, or post any Internet comment or blog on any subject connected with the Hunting PLC Group without prior permission of the Managing Director. Hunting PLC must receive prior notification on all occasions other than those concerned with purely technical matters.
11.4
Internal Communication to All Users
Occasionally, members of staff may want to email or put on notice boards general announcements, requests etc. These can only be done with permission of a Senior Manager and the contents approved before these are sent out.
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11.5
Mobile Phone Policy
11.5.1 Line Manager Responsibility Line Managers have to be very considerate when agreeing to let a member of staff have a company mobile device. Questions such as: does the role holder travel, does the role holder have to work at different locations, does the role holder required to be on call after hours, is it likely that the role holder works in the evening or the weekend, do other similar role holders have a mobile device? Mobile devices are supplied to individuals where deemed necessary. 11.5.2 Employee Responsibility Employees must comply with applicable laws regarding the use of mobile devices (include texting, emailing, or verbal communication) while driving and avoid mobile device use that may jeopardise the safety of the employee or others. Long distance calls placed to inter-company offices should be routed through the toll-free number if available. The use of call-back facilities is strongly encouraged to manage costs of overseas calls.
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Section 12.0
Business Ethics and Code of Conduct
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12.0
Business Ethics and Code of Conduct
It has always been and continues to be the intent of the Company that its employees maintain the highest ethical standards in their conduct of Company affairs. The essence of this policy is that each employee will conduct the Company’s business with integrity, in compliance with applicable laws, and in a manner that excludes consideration of personal advantage. This section should be read in conjunction with the Company's Code of Conduct and Bribery Act Compliance Pack.
12.1
Declaration of External Interest
All employees must obtain permission from their appropriate Board of Directors before taking up an outside directorship. They must obtain permission to take up any interest for which they receive remuneration and they must inform their Board of Directors if they wish to hold a 3% or greater investment in any company not quoted on a recognized stock exchange.
For any interests that arise as a result of a relationship with a Hunting PLC Group Company or in the course of any Hunting PLC Group business, prior permission must be obtained to hold such interests from the appropriate Hunting PLC Group Company Board of Directors, which might require authority to purchase these interests at a later stage, at auditor’s valuation.
It is stressed that it is not the intention to interfere unnecessarily with the legitimate outside interests of any employee.
12.2
All Contracts
Employees must disclose in advance, any interest in contracts with the Hunting PLC Group and any interest, apart from shares held in a company quoted on a recognized stock exchange, in companies contracting with the Hunting PLC Group. Disclosures must be made to the subsidiary’s director and where appropriate the consent of Hunting PLC will be sought.
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12.3
Gifts and Entertainment and Hospitality
Giving and receiving gifts, entertainment and hospitality are a legitimate part of a global corporate culture, where companies seek to build relationships, improve their image and present their goods and services to prospective partners. In compliance with Bribery Act requirements,, gifts, entertainment and hospitality must always be for a bona fide purpose and proportionate in all the circumstances. No gifts and entertainment reimbursement will be allowed except for those that have been previously approved by General Manager/Director or Managing Director. Managing Director’s approval is required for non-cash gifts (cash is never acceptable) exceeding value equivalent to £100/US$200 and any hospitality or entertainment event exceeding value equivalent to £200/US$400 per head. Particular care needs to be taken in dealing with Public Officials.
12.4
Confidentiality
“Confidential Information” means all and any information (whether or not recorded in documentary form or on computer disk or tape or online) of Hunting, any Group Company or any of its or their customers, suppliers or agents which Hunting or the relevant Group Company regards as confidential and which may include, but is not limited to technical, financial and business information or in respect of which it owes an obligation of confidentiality to a third party which is not part of your own stock in trade and which is not readily ascertainable to persons not connected with Hunting either at all or without a significant expenditure of labour, skill or money. For example, Confidential Information can include but is not limited to:
Information which related to the supplier, their identities and prices;
Customers, their identity, needs and requirements;
Profit Margins, costings, discounts and rebates;
Business Plans, financial information about the Company; and/or
Drawings of manufacturing information.
During your employment you will have access to Confidential Information. It is a condition of your employment that you do not use, divulge or disclose to any person, firm, company or organisation (except as required by law or your employment), or use other than for any legitimate purposes of Hunting or any associated company, any Confidential Information. You will not, at any time, make any untrue or misleading statement relating to Hunting in any form, including on social media sites.
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This restriction extends after the termination of your employment for any reason without time limit but does not apply to information which is or comes into the public domain otherwise than through your unauthorised disclosure. Any breach or neglect of this policy may result in disciplinary action up to and including dismissal under the Company’s Disciplinary Procedure or any legal proceedings may be undertaken at the discretion of the Company.
12.5
Intellectual Property and Inventions
“Intellectual Property” means: patents, rights to Inventions, copyright and related rights, trademarks, trade names and domain names, rights in get-up, goodwill and the right to sue for passing off or unfair competition, rights in designs, rights in computer software, database rights, rights to preserve the confidentiality of information (including know-how and trade secrets) and any other intellectual property rights, in each case whether registered or unregistered and including all applications (or rights to apply) for and be granted, renewals or extensions of and rights to claim priority from, such rights and all similar or equivalent rights or forms of protection which may now or in the future subsist in any part of the world. “Inventions” means: inventions, ideas and improvements, whether or not patentable, and whether or not recorded in any medium. An employee is required to give Hunting full written details of all Inventions and works embodying Intellectual Property Rights made wholly or partially by the employee at any time during the course of their employment. The employee acknowledges that all Intellectual Property Rights, subsisting (or which may in the future subsist) in all such Inventions and works, shall automatically on creation vest in Hunting absolutely. All intellectual property rights in the workplace an employee, or contractor, produces for Hunting shall be owned by the Company absolutely, and the employee and/or contractor will be required to sign all documents necessary to perfect the Company’s title to it. The employee and/or contractor may not register ownership of any such rights at any time including post-employment or contract termination. You shall not be permitted to use such works in any other businesses.
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12.6
Dealing / Insider Trading
If an employee proposes or intends to deal in Hunting PLC shares, he/she must confer with the Company Secretary for the relevant guidelines. No employee of the Hunting Group is permitted to deal in Hunting shares, including the exercising of share options, during a close period. All price sensitive information i.e. confidential information about any aspect of the Group’s activities or proposed activities which might affect Hunting PLC’s share price will be kept strictly confidential and any request for such information from the media, financial analysts or institutional shareholders should be either referred to Hunting PLC or any statement to be made should be approved by Hunting PLC. All other employees and officers are prohibited from communicating any information which is likely to be price sensitive to such third parties without the express permission of a member of this Committee.
12.7
Corporate Credit Card
The corporate credit cards are issued to employees to accommodate payment for business travel and related expenses such as transportation, accommodations, reservations, registrations (e.g. conferences), and meals and incidental expenses. Authorised card holders provided with per diem allowances may not use the card for meals and incidental expenses. The authorised cardholders are to retain sole possession of their own card. Unauthorised use or misuse of the card is the personal responsibility of the cardholder. At no time should the corporate credit card be used for paying personal expenses which is deemed as an unauthorised use of the card. Cash withdrawals on the corporate credit card are not allowed and will not be reimbursed. All receipts should be retained for Company records. Authorised card holders will receive their monthly statements reflecting current charges. The responsibility for reconciling the statement to corresponding receipts rests with each card holder.
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When the monthly statement is received, the charges must be reviewed for approval following the expense approval policy. Thereafter, the authorised card holder will sign and forward the statement along with the original receipts to the Finance Department for payment verification. Payment to the bank for legitimate charges will be made by the Company monthly and the card holder’s designated budget account(s) will be charged for all expenses incurred. The individual expenses must be allocated to the proper expense categories for accounting purposes. 12.7.1 Disputing a charge Disputed billing can result from failure to receive goods or services charged, fraud, incorrect amounts and duplicate charges. The card holder should contact the merchant first to resolve any outstanding issues and must notify Finance immediately of any disputes. 12.7.2 Lost/Stolen card Authorised cardholder must treat the card as his/her personal card whereby he must immediately notify Credit Card Company (and subsequently inform Finance Department) if the card is lost or stolen as required in the term and conditions by the issuing bank. 12.7.3 Termination / Cancellation of the corporate card A corporate credit card may be terminated if the authorized card holder fails to comply with Company’s Corporate Credit Card Policy & Procedures, or the privileges have been abused in any manner. Approval authority for corporate credit card will be Region Manager (Asia Pacific) on the joint recommendations from Human Resource and Finance Departments.
12.8
Claims Procedure
Charges for expense items paid with a personal credit card or cash and proper receipts maintained for reimbursement. All duly approved claims must be submitted to Finance department using the standard claim forms .
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12.9
Dress Code
It is important that all employees of the Company maintain a professional image and use good business judgment for dress and grooming in the workplace. Employees should keep in mind at all times that the Company is a place of business. Any attire that may disrupt the normal workflow or cause comment by our customers, visitors, or employees is inappropriate and will not be tolerated. The following are general guidelines for clothing in the workplace. 12.9.1 Shop/Yard Personnel The Company provides uniforms at a nominal cost for employees who work in certain designated positions in the Company’s manufacturing shop and/or yard. Employees who receive uniforms must wear such uniforms to work at all times. Employees who work in the manufacturing shop and are not required to wear uniforms but must wear suitable clothing for the performance of their job duties, such as work pants, blue jeans, work shirts, etc. All required safety equipment will be worn and used in a proper manner in the designated shop areas including but not limited to safety toe shoes, safety glasses, etc. 12.9.2 Office Personnel Each employee is expected to dress in a manner that is appropriate for his/her day-today activities and present a smart and professional image. The following are examples of acceptable attire for office personnel:
Business suits and dresses;
Dress and casual slacks and pants (including khaki pants);
Shirts and blouses with collars;
T-shirts with a Hunting logo;
Dress and casual skirts and dresses;
Dress and casual shoes;and/or
Fresh jeans that are clean and sized appropriately.
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Unless part of a departmental uniform or Hunting promotion, the following items of closing are examples of unacceptable clothing, either on the grounds of health and safety or for Hunting’s public image:
Shorts of any type;
Overly tight, revealing or see-through clothing, including mini-skirts, low cut tops, halter tops, or those revealing midriff and clothing bearing inappropriate slogans;
Combat trousers;
Torn or excessively tight jeans;
Athletic wear (sweat clothes, jogging suits, spandex, sports t-shirts, or gym wear);
Baseball caps/hats; and/or
Sandals may be worn other than “flip-flops”. However, sandals may never be worn in the shop area.
Hunting observes Friday as a dress-down day. Employees who violate this dress code will be subject to disciplinary action, up to and including termination.
12.10
Personal Conduct
The Company places great emphasis on the service to customers and the image it presents to the community. Employees must conduct themselves in a professional manner when representing the Company and must not deliberately damage the good reputation of the Company at any time.
12.11
Code of Conduct
We aspire to deliver growth and strong performance in all our operations
We behave with integrity
We are objective and trustworthy
We develop responsible business relationships to drive our strategy
We drive growth in a responsible manner
We respect our colleagues
We respect the laws and principles of the jurisdictions in which we operate
We behave in a socially and environmentally responsible manner.
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13.0
Travel & Other Claims
The Company will provide economy class accommodations of flights when air travel time is eight (8) hours or less. On flights with air time in excess of eight (8) hours, or when timely economy service is unavailable, business class seating may be substituted. In all cases, the use of Business class travel must have the approval of the Regional Manager 13.1.1 Other Modes of Travel Employees may seek reimbursement of travel expenses for other approved modes of travel to the business destination:
Mileage claims for use of personal automobile to Malaysia
Ferry/Coach/Train ticket or other land transportation as approved
13.2
Meal and Incidental Expenses
Hunting will reimburses employees in Managerial positions for essential and reasonable business expenses incurred during travel and entertainment whilst traveling on company business. Expenses should be reported by completing an Expense Claim Form. The Expense Claim Form should be submitted within two weeks of expenses being incurred wherever possible. Claims will only be paid if completed in full and is legible, appropriately authorised (Line Manager). Consideration should be given to the following guidelines prior to making expenditures: 1. Actual, reasonable, and necessary costs for meals will be reimbursed; 2. Entertainment expenses are reimbursable only with approval, and must meet the following conditions:
The Manager's specific assignment requires the entertainment of Hunting’s customers or potential customers, or others as appropriate;
The entertainment expense is fully receipted (original receipts required);
Expenses are authorised by the employee's Line Manager; and
The persons entertained, the place and the purpose of the entertainment must be clearly specified.
In relation to this policy your immediate Supervisor / Line Manager should approve and authorise expenses. If your Supervisor / Line Manager is unable to approve your expenses please obtain approval from another member of the Management Team.
Employees in non-Managerial positions will be provided per diem allowances for approved Employee Handbook – Rev A.1 – March 2015
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Hunting Energy Services (Well Intervention) PTE Ltd
business travel. The applicable daily rates for the following destination countries classified into respective sector are as follow: Sector Countries covered A
Philippines / Thailand / Indonesia / Malaysia / Taiwan/ Hong Kong / PRC /India / Bangladesh / Korea / Vietnam
B
USA / Japan / South America / Australia
C
Europe / Middle East / Kazakhstan
Country
Daily Rate
Sector A
S$ 60
Sector B
S$ 80
Sector C
S$110
Per diem allowances cover daily meal and incidental expenses such as laundry and personal transportation, and is payable for travel exceeding 24 hours of stay at the overseas place of work or business. For purpose of calculating per diem allowances, the estimated date & time of departure from at the airport, ferry terminal or other immigration point and the estimated date & time of arrival upon return will be considered. For day travel for business purposes, employees will be reimbursed for actual meal expenditure using the “Expense Claim Form”. Employees on overseas training workshop/conference or programs where full food and lodgings are provided for will only be eligible per diem allowances for days not covered by the program. For employees who are engaged in running services, a daily allowance of S$150 as hardship allowance will be provided in lieu of per diem allowance.
Employee Handbook – Rev A.1 – March 2015
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Hunting Energy Services (Well Intervention) PTE Ltd
13.3
Time Off in LIEU (TOIL) for Travelling on Non-Working days
The Company will grant one (1) day off-in-lieu on recommendation of Department Manager for employees who are required for business reasons to travel on non-working days. For employees who are required to stay over the weekends for business purposes, the department manager may recommend off-in-lieu, subject to exigency of services. Off-in-lieu should be taken within two (2) months upon return overseas trips.
13.4
Travel Insurance
Employees on approved overseas assignments will be covered under our Group Travel Accident Insurance:
Accidental Death and Permanent Disability
- S$500,000
Medical expenses
- S$500,000
Emergency Medical Evacuation
- Unlimited
Repatriation of Mortal Remains
- Unlimited
Employees are not allowed to charge the premium for air travel insurance or other personal accident insurance, regardless of the mode of travel as a reimbursable expense.
13.5
Other Expenses
Taxi expenses for travel between home and airport are reimbursable with supporting receipts. Employees will be allowed to make personal calls when travelling abroad, up to a maximum of ten (10) minutes per day when they are overseas. It is encouraged for employees to use call back services or international calling cards whenever they travel. Employees traveling to temperate countries during the winter (temperature below 15°C) are entitled to one-off warm clothing and accessories allowance capped at S$200 every two (2) years, proper receipts must be maintained for reimbursement. Entertainment and gifts must have the prior approval of your Line Manager. Corporate gifts are to be used. Expenses should be reported by completing an Expense Claim Form. Reimbursements of travel related expenses should be submitted, together with the travel report and boarding pass (where applicable), within two weeks of expenses being incurred wherever possible. Claims will only be paid if completed in full and is legible, appropriately authorised (Line Manager).
Employee Handbook – Rev A.1 – March 2015
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Hunting Energy Services (Well Intervention) PTE Ltd
13.6
Non-Reimbursable Expenses
Non-reimbursable expenses include, but are not limited to: airline club dues, rental car club membership fees, in-room movies, purchase of clothing and/or other personal items, expenses for family, children, home and property care while on a trip. The travelling time (flights from Singapore to next destination and from that destination back to Singapore), regardless of weekends, public holidays or after normal working hours are not eligible for overtime claim. All expenses incurred for extension of Business trips on personal accord will not be eligible for reimbursements. Employees who are required (at the Company’s request) to use their personal vehicle for business travel, will receive an allowance of the standard rate of reimbursement for all business miles traveled.
13.7
Local Transport Claims
Employees required to travel locally in the course of their duties may claim reimbursement for travelling expenses incurred. Rate of reimbursement:
Car and Motorcycles
60 cents/km
Public transport
to be reimbursed
Parking fees and CBD tickets
based on actual
ERP charges
amount incurred
In the event of scheduled overtime work, work during off days, rest days and public holidays, only those employees who are not entitled to overtime pay and who worked more than half a day may claim transport reimbursement for that trip. For overtime work scheduled on normal working days, employees who are not entitled to overtime pay will be entitled to claim transport reimbursement for that trip after 1900hrs. Travelling expenses incurred in going to any of the Company’s appointed doctors for treatment will not be reimbursed. All transport claims should be reported by completing an Expense Claim Form. Transport claims should be submitted, within two weeks of transport expenses being incurred wherever possible. Claims will only be paid if completed in full and is legible, appropriately authorised (Line Manager).
Employee Handbook – Rev A.1 – March 2015
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Hunting Energy Services (Well Intervention) PTE Ltd
Hunting Energy Services Pte Ltd 22 Pioneer Crescent, #05-07 West Park BizCentral Singapore 628556.
Tel: (65) 6863 0668 Fax: (65) 6863 9196
Employee Handbook – Rev A.1 – March 2015
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