Water Treatment Specialist Inc.Room 203 Villa Bldg. #78 Jupiter St. Makati City

COMPANY PROFILE

At Water Treatment Specialist Inc., we develop innovative engineering and

knowledge-based solutions to provide for all water and wastewater requirements

across various industries.

Our Mission

To be the water company of choice by providing customer driven multi-

technology solutions.

To design and manufacture a wide range of high performance water and

wastewater systems and provide services of highest quality at affordable prices.

Your Business Partner – Understanding Customers’ Needs

When you work with Water Treatment Specialist Inc., you have a business

partner committed to delivering quality, reliable and cost-effective systems that

meet your water needs.

We have established a quality assurance system, which places great emphasis on

achieving a consistent quality in the water we produce, and on ensuring timely

delivery to our customers.

Engineered Water Systems

At Water Treatment Specialist Inc., we work closely to understand your water

requirements before designing and fabricating a system that works to meet your

needs.

Our team of engineers studies the characteristics and composition of the feed

water to be treated, and adopt the appropriate technologies to design and

develop functional, high performance and reliable systems, to meet your pure

water and wastewater treatment requirements in the most cost-effective

manner.

We have the capabilities to design treatment processes using membrane and ion-

exchange technologies. These include organic and inorganic treatments,

membrane filtration and separation, electro-winning, chemical precipitation and

vacuum degasification.

Our systems are able to meet the most stringent and demanding water quality

requirements in the pharmaceutical, electronics and semiconductor industries.

Water Management Services

Water Treatment Specialist Inc. indulges and prides itself in service after sales. With a

team of professional and experienced technicians, this division is able to provide

servicing and maintenance of Ultra pure and Wastewater Treatment System,

Process and Engineered Water (EW) Treatment Systems.

Our integrated services are always keeping pace with technological advancements

and the ever-evolving market requirements. As a result we are able to meet the

demanding and changing needs of our satisfied customers.

Our services include:

24-hour on-call service

Normal daily, weekly and monthly servicing

System optimization studies

Upgrading of existing plant equipment inclusive of repairs of plant

instruments (Pumps, analyzers, etc)

With our quality assurance system in place, with emphasis on achieving

consistent quality in our products and services, we are committed to providing

customers with only the best knowledge based service at competitive price for a mutually

profitable relationship with optimum returns.

Note: Name of Company was change for business security purposes.

HUMAN RESOURCE PLANNING

I. LINKING AND ALIGNING HR PLANNING TO BUSINESS PLANNING

1. Company Goals

To formulate Policies in relation to achieving Orginizational

Health and Safety requirements and make the work

environment an accident free zone. Secondly, to minimize the

trend of employee resignation and filing of leaves.

2. The Environment

Water Treatment Specialist Inc. is a service company that

caters Industrial Water Treatment Facility and Trading of

Water and Waste Treatment products. Employees were

located at a Hazardous environment and work 12 hours a day

with two shifts per day.

a. Workforce Analysis

EMPLOYEES MASTER LISTACTIVE FILELAST NAME FIRST NAME MID. NAME BIRTH DATE AGE SEX POSITION DATE HIRED

ANONUEVO WARREN JIMENEZ 7/23/1974 30 M TECHNICIAN 3/11/2005BAGUISI OCITA BULINGOT 10/7/1949 65 F MANAGER 7/27/2003CAMACHO SILVERIO YMBANG 10/14/1968 46 M TECHNICIAN 2/14/2007EDNALAGA DENNIS PASCUAL 11/29/1976 38 M TECHNICIAN 5/29/2006ESPULGAR JOHN DENUBO 6/4/1973 41 M TECHNICIAN 3/11/2005GOMEZ MILAGROS PEREGRINO 10/12/1965 49 F ACCTG. OFFICER 7/24/2006LIGON VICTORMAC EVANGELISTA 4/6/1973 41 M TECHNICIAN 3/26/2004MANUEL RONNIE PAGADOR 5/21/1967 47 M TECHNICIAN 10/7/2006MENDOZA ARNEL LUBAU 1/13/1982 32 M TECHNICIAN 5/21/2006OLIVEROS FERDINAND PAPA 9/18/1972 42 M SUPERVISOR 4/8/2004RONQUILLO CONRADO LIBRA 7/1/1962 52 M ASST. SUPERVISOR 3/1/2006

a.1 Internal Workforce Trend

Trends 2010 2011 2012 2013 2014

Retirement 1 1 1 1 1

Vacancy Rate 5 4 5 5 5

Turnover 6 4 5 6 2

Absenteeism 5 5 4 6 7

Sick Leaves 5 5 4 6 6

Accident Rate 4 3 2 1 4

Mortality Rate 0 0 0 0 0

b. Internal ScanManagement practice a democratic type of leadership

with the existence of its Project Supervisor. The

company has existing Employees Handbook containing

Company Policies in Relation to Employment , Benefits,

Rules and Regulations and its counterpart courses of

action to be done.

c. External Scan

Current Workforce Trends: Trending is the vacancy rate

and Turnover of employees mostly terminated due to

absenteeism and Leaves without official leave.

Projected Economic Condition: The company is in

process of Acquisition of new service contract and Stop

trading due to lack of Marketing and Sales people.

Demand and Supply of Employee: There is high demand

and minimal supply of manpower for such business

activity. Minimal are qualified applicants that are

capable of Water treatment operation and maintenance.

3. GAP Analysis

FUTURE STATE CURRENT STATE ACTIONS TO TAKE

1. Achieve Organizational Health and Safety Requirements.

The Company is required its employee to be Certified and Trained by Safety and Health Organization that it could safely and healthily perform it daily activities.

The management has invest on training and seminar to its employee on the Safety and Health issues such as but not limited to; Basic life support, Hazardous Chemical Safety and Occupational Safety Training.

2. Minimize turnover and resignation of Trained employees.

The Company has not set up its holding contract for employees who undergo training with its company premises. Leaves Policies is not properly implemented.

Draft a Training Contract that will locked the employee from resigning when it has received training from the company particularly with regards to its product and services. Strict Implementation of no Leave Form no Leave and Leave Credits shall only be enjoyed by regular employees and have serve the company for at least 1 year.

4. HR Priorities to Achieve The Company Goals:

HR Department should look for Training Houses or

conduct an In House Training and seminar for its

employees that needs formal training on Occupational

Safety Standards , Basic Life Support Seminar, and

Hazardous Chemical Handling Seminar.

HR Should formulate and draft a Contract that every

employees who undergo training with regards to

employment and Product Operations and Maintenace

should have a Lock In period before it is allowed to

resign. After resignation an employee is still bound by

the contract that He/she is not allowed to be employed

by the same organization or service activity.

Proper hiring and training of employees should be

monitored on a regurlar basis.

Leave application and absenteeism should be required

to fill-up leave forms, it should be properly accomplished

and approved by the Supervisor.

5. Measure, Monitor and Report on Progress

A Monthly report should be generated to monitor the current

trends in employees. Data of Monthly Leaves approval should

be kept for reference.

II. SUCCESSION PLANNING

POSITIONINCUMB

ENT AGE

SEX

CRITICAL

RETENTION RISK COMPETENCIES

SUCCESSION PRIORITY

TECHNICIAN YES 30 M B Water Treatment Specialist

FINANCE MANAGER YES 65 F A Retiring

Certified Public Accountant X

TECHNICIAN YES 46 M B Water Treatment Specialist

TECHNICIAN YES 38 M B Water Treatment Specialist

TECHNICIAN YES 41 M B Water Treatment Specialist

ACCTG. OFFICER YES 49 F A Accounting Graduate

TECHNICIAN YES 41 M B Water Treatment Specialist

TECHNICIAN YES 47 M B Water Treatment Specialist

TECHNICIAN YES 32 M B Water Treatment Specialist

SUPERVISOR YES 42 M A Water Treatment Specialist x

ASST. SUPERVISOR YES 52 M A

Water Treatment Specialist x

ADMIN. MANAGER NO A Business Management xHUMAN RESOURCES NO A

Psychology/Business Management x

MARKETING OFFICER NO A Marketing xSALES PERSON NO A Marketing x

A- Highly Critical B. Intermediate

2. Identifying Competencies

ADMIN. MANAGER

Graduate of Business Course

With relevant and extensive experience in managing overall admin and

human resources functions such as but not limited to asset

management, human resources management, employee relations etc.

With experience in developing office policies and guidelines for admin

and human resources

With excellent oral and written communications skills as well as

interpersonal skills

Dynamic and dependable

Team player, honest and trustworthy

Administrative Manager Job Purpose: Supports operations by supervising

staff; planning, organizing, and implementing administrative systems.

Administrative Manager Job Duties:

Maintains administrative staff by recruiting, selecting, orienting, and

training employees; maintaining a safe and secure work environment;

developing personal growth opportunities.

Accomplishes staff results by communicating job expectations; planning,

monitoring, and appraising job results; coaching, counseling, and

disciplining employees; initiating, coordinating, and enforcing systems,

policies, and procedures.

Completes special projects by organizing and coordinating information and

requirements; planning, arranging, and meeting schedules; monitoring

results.

Improves program and service quality by devising new applications;

updating procedures; evaluating system results with users.

Achieves financial objectives by anticipating requirements; submitting

information for budget preparation; scheduling expenditures; monitoring

costs; analyzing variances.

Maintains continuity among corporate, division, and local work teams by

documenting and communicating actions, irregularities, and continuing

needs.

* Maintains professional and technical knowledge by attending educational

workshops; benchmarking professional standards; reviewing professional

publications; establishing personal networks.

Contributes to team effort by accomplishing related results as needed.

Skills/Qualifications: Tracking Budget Expenses, Staffing, Quality Management,

Managing Processes, Organization, Coaching, Communication Processes,

Disciplining Employees, Motivating Others, Promoting Process Improvement,

Reporting Skills

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FINANCE MANAGER

Candidate must possess at least a Professional License,

Finance/Accountancy/Banking or equivalent.

At least 2 years of working experience in the related field.

Preferably Assistant Manager

Finance Manager Job Duties:

The roles of financial managers vary significantly. The generic nature of the job

title can be misleading as the level and scope of the responsibilities involved in

any role can differ enormously. In larger companies for instance, the role is more

concerned with strategic analysis, while in smaller organizations, a financial

manager may be responsible for the collection and preparation of accounts.

In general, tasks across roles may include:

providing and interpreting financial information;

monitoring and interpreting cash flows and predicting future trends;

analysing change and advising accordingly;

formulating strategic and long-term business plans;

researching and reporting on factors influencing business performance;

analysing competitors and market trends;

developing financial management mechanisms that minimise financial risk;

conducting reviews and evaluations for cost-reduction opportunities;

managing a company's financial accounting, monitoring and reporting

systems;

liaising with auditors to ensure annual monitoring is carried out;

developing external relationships with appropriate contacts, e.g. auditors,

solicitors, bankers and statutory organisations such as the Inland Revenue;

producing accurate financial reports to specific deadlines;

managing budgets;

arranging new sources of finance for a company's debt facilities;

supervising staff;

keeping abreast of changes in financial regulations and legislation.

(http://www.prospects.ac.uk/financial_manager_job_description.htm)

ACCOUNTING OFFICER

General Description:

The Accounting Assistant will account for all checks mailed to the Johns Hopkins

University Press and support the fulfillment services division. The primary duties

and responsibilities of the job include:

Qualifications:

Minimum of six months related experience required. 1 - 2 years experience

preferred.

Graduate of any 4 years Business or Accountancy course.

Aptitude for numbers; accurate; detail oriented; computer literate

preferably experience with spreadsheet packages (Excel); good

communication skills.

Other preferred skills: Bookkeeping and Accounting software.

Accounting Responsibilities

Prepare, batch, balance, endorse, and deliver deposits to bank in a timely

manner

Batch all incoming orders/payments and distribute to customer service

representatives

Verify daily credit card edits and submit to the Cash Accounting Office

online

Maintain monthly spreadsheets for HFS and Journals

Verify validated deposit slips once returned from the bank and resolve

discrepancies.

Create uploads to the University accounting department for all returned

checks, credit card discrepancies, and other account adjustments.

Provide Support to Customer Service and Accounts Receivable Teams within HFS

Prepare returns paperwork, enter gratis orders, and answer inquiries.

Provide back-up, when necessary, for the front desk – primarily utilizing the

phone system, greeting visitors, and facilitating package delivery.

(http://mid-atlantic.hercjobs.org/jobs/6407875/accounting-assistant?utm_source=Indeed&utm_medium=organic&utm_campaign=Indeed)

Human Resource Staff

Job Requirements

• Ability to prioritize competing responsibilities

• Ability to maintain confidential records and build profitable relationships

• Must possess any degree course (preferably Psychology or Business Major

courses)

• Female candidates (20-26 years old)

• Can work under pressure and with less supervision

• Superior interpersonal, negotiation and organizational skills

• Profound ability to develop and maintain strong working relationships

Job Responsibilities

• Post job advertisement

• Screen applicant's resumes based on our qualifications

• Attend meetings together with the clients

• Conduct interviews

http://www.jobsbulletin.ph/job-philippines/8993978/human-resource-staff-salary-negotiable-at-jk-

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Marketing Executive

Requirements

BS/BA degree in marketing, business, or related fields

Healthcare experience required

8+ years experience in marketing, management, and communications

2-3 years project management experience

Strong writing skills both creative and journalistic

Outstanding ability to think creatively, and identify and resolve problems; passion for marketing

and communication

A proven track record of managing and growing brands in both traditional and digital media

High levels of integrity, autonomy, and self-motivation

Excellent analytical, organizational, project management and time management skills

Responsibilities

Lead marketing strategy, media relations, advertising and communications (including digital) in

support of the organizations strategic plan

Responsible for all communications activities that promote, enhance and protect the Axxess

brand

Conceive and implement effective marketing strategies and campaigns

Develop and continuously evaluate/adjust promotional and advertising activities

Deliver innovative business models, branding, and marketing approaches

Responsible for developing and executing written and spoken communications designed to

educate, motivate and engage owners, prospects and influencers as it relates to Axxess points of

distinction, vision, value proposition and position on matters of industry importance or

relevance

Work with companys contracted public relations firms to build and maintain a strong and

positive public relations strategy.

Identify, explore and pursue strategic opportunities to offer more value for users of our web

based home health software

Build relationships with all stakeholders to enhance company public relations

Research and development of ideas for thought leadership communications, including

educational papers, seminar topics, speeches and interview material

Monitor industry and business developments that would impact direction of internal and

external communications and other relevant topics through a variety of channels

Partner with management on the development, execution and management of grass root

community outreach activities

http://www.axxess.com/careers/category/marketing/78?

utm_source=Indeed&utm_medium=organic&utm_campaign=Indeed

Marketing Assistant/ Sales

 PRIMARY RESPONSIBILITIES

Maintain sales database in Salesforce

Conducts email and direct mail campaigns

Calls to follow-up on marketing campaigns

Participates in networking events to generate referral partners and sales

leads

Assist in developing and execution of marketing plan including market

research

Updates and maintains marketing materials (newsletters, brochure,

references, business cards, etc.)

Prepares proposals, presentations, sales & marketing pieces

Assists in the ongoing branding process

MINIMUM REQUIREMENTS

Must have excellent written and verbal communication skills

Must be able to stay organized and focused

Must be able to work unsupervised and take initiative

Must have an eye for detail and follow-up skills

Computer proficiency with Microsoft Office, , Excellent Word (creation of

templates), Excel, PowerPoint (customized)

General understanding of social media platforms and how they serve a

sales process

B.A. in marketing or business a plus

Be able to operate under pressure and meet deadlines

Sound understanding of the principles of marketing.

Creative and innovative.

Team player – works to ensure team goals are met or exceeded.

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TECHNICIANS

Responsibilities –

Determining condition of system fluids, cause of any deficiences, corrections

needed and informing of consequences if not corrected.

• Provide routine preventative maintenance services; inspection, cleaning, and

calibration of system components as necessary.

• Scheduling service and sales calls – includes daily, weekly and monthly

reporting.

• Promote and sell supplemental products to existing customers.

• Manage service activities for existing customers

• Assist in identifying new business needs and opportunities as well as develop

and implement customized solutions for our customers.

• Accurate reporting of service calls.

• Performing other administrative related duties.

Position Requirements

• Water treatment experience

• High School Diploma

• 3-5 years of work experience in a field using mechanical principles

• • Ability to work flexible schedule, some weekends required

• Knowledgeable in MS Office Applications

• Mechanical aptitude

https://careers.peopleclick.com/careerscp/client_nch/chemaqua/external/gateway.do?

functionName=viewFromLink&jobPostId=11154&localeCode=en-

us&source=Indeed.com&sourceType=PREMIUM_POST_SITE

3. Identifying and Assessing Potential Candidates

1. Screen candidates by phone. Once narrowed the stack of resumes to a handful of potential

applicants, call the candidates and use phone-screening questions to further narrow the field.

Using a consistent set of questions in both this step and face-to-face interviews will help ensure

evaluating candidates equally.

2. Select candidates for assessment. Based on the responses to phone interviews, select the

candidates best qualified for the next step in the process.

3. Assess your potential candidates for their skills and attributes using a proven assessment

tool. A resume and phone interview can only tell so much about a job applicant, so need a

dependable assessment tool to help analyze the core behavioral traits and cognitive reasoning

speed of applicants. For example, a good test will provide insights as to whether the individual

is conscientious or lackadaisical, introverted or extroverted, agreeable or uncompromising, open

to new ideas or close-minded, and emotionally stable or anxious and insecure.

The success profile you created for each position will help determine which behavioral traits are

important for that position. For example, you would expect a successful salesperson to be

extroverted. On the other hand, someone filling a clerical position might be more introverted.

These assessment tests can be administered in person or online. Online testing and submission of

results can help you determine whether the applicant should be invited for a personal interview.

4. Schedule and conduct candidate interviews. Once you've selected candidates based on the

previous steps, schedule and conduct the interviews. Use a consistent set of 10 or 12 questions to

maintain a structured interview and offer a sound basis for comparing applicants.

5. Select the candidate. Make selection by matching the best applicant to the profiled job

description.

6. Run a background check on the individual to uncover any potential problems not

revealed by previous testing and interviews.

7. Make your offer to the candidate. The information collected during the interview process

will provide important insights as to starting compensation levels and training needs.

Additional Pre-Recruiting Tips

Before start the hiring process, determine strategy relative to how people fit into organization.

What process for making sure they're a good fit with company's culture? Decide whether the

approach to the cultural question should include a second interview. Also, who else, if anyone,

do involve in the interviews to help make this selection and judge the candidate? The goal is to

have a plan that will help you determine whether have a qualified applicant who will fit into

company'sculture.

 

In addition, decide whether going to conduct pre-employment testing. How much is it worth for

to know an individual's strengths and weaknesses, not just as a hire/don't hire test, but as a

coaching tool to help you determine their training needs and the best approach to maximize the

person's productivity? Pre-employment testing is often overlooked, when it could be a very

valuable tool. For example, if you find an applicant who fits the job description and appears to be

the person you want to hire, pre-employment testing can help you determine how to work with

them more effectively and move them along in your organization.

To ensure that the business attract and retain good clients, the comprehensive people strategy

must include a recruiting and selection strategy that attracts and retains quality employees.

Following a well-thought-out, structured process will help best match the right people to the

right jobs in the company.

http://www.entrepreneur.com/article/76182

III- INTEGRATED TALENT MANAGEMENT

Internal Talent Pools

1. Generate Employee Information Systems with the following datails such as

but not limited to the following informations:

Name

Address

Age

Father and Mothers Name

Date Hired

Salary/allowances

Skills/Training

Education

Awards/Recognition

Disciplinary Actions

2. Verify and Analyze Employees capacity and talent if it is suitable for the

position that needs to be fill up.

3. Conduct a Panel Interview

4. Select/Denied the application for internal pool of employees.

External Talent Pool

1. Attract Talent

Advetise to News Paper- a traditional way of searching manpower is

thru the power of National Broad Sheets particularly the Clasified Ads

section of the newpaper.

Job Fairs- Nowadays, several HR Practioners offer free slot for

company’s that searching for new applicants.

On-line Job Recruitment, such as Jobstreet.com, JobsBD,mitula, indeed,

are online Job posting website that offers free job posting.

On The Job Training- offer college students to participate on Company

Internship Progam with minimum of 60% of Daily minimum wage as

daily allowance.

2. Schedule for Testing- prepare a aptitude test and ability test to screen

the most capable and viable applicants.

3. Schedule an Interview to Test the applicants integrity and

communication capacity of an applicant.

4. Select the qualified applicant/Trainee.

Building HR Management Policies

The Policies should aim for building a strong workforce and boost the morale of

employees. Monitoring employees satisfaction is one way of ensuring continuous

supply of Talent Inside the organization. Below are recommended Policies for

making the Talents more productive and integrate management goals.

OVERTIME WORK

Policy

Overtime work shall be limited and resorted to only when needed by operational. The Company shall require such extra work in those cases authorized by law. When duly authorized, the Company shall additional compensation in accordance with law overtime limit maximum of 40 hours for supervisor a month. Employee’s receiving basic pay of pesos 20.000 or

more are not entitled to overtime pay.

Coverage

The policy covers only rank and file employees and other staff whose hours of work are subject to timekeeping. Officer, and above, are not entitled to any of the additional compensation herein provided.

Rates for Additional Compensation

Premium Pay and Overtime pay Premium Pay – refers to the additional compensation required by law for

work performed on non-working days, not exceeding eight (8), such as rest days, special non-working holidays and legal (regular) holidays. The statutory basic rates plus premium pay are as follows:

For work performed on rest days or on special non-working holidays – Plus 30% of the daily basic rate of 100% or a total of 130%

For work performed on a rest day falling on a special non-working holidays – Plus 50% of the daily basic rate of 100% or a total of 150%

For work performed on legal (regular) holidays – Plus 100% of the daily basic rate of 100% or a total of 200%

For work performed on legal (regular) holiday falling on the employee’s rest day – Plus 100% of the daily basic rate of 100% or a total of 200% and plus 30% there of or a total of 260%

Overtime Pay – refers to the additional compensation required by law for work performed in excess of eight (8) hours a day. A “day” for purpose of determining whether overtime pay is duel shall mean a workday of 24 consecutive hours beginning at the same time each calendar day. The minimum overtime pay rates vary according to the day the overtime work was performed as follows:

Overtime pay for work on ordinary days – 25% of the hourly rate of 100% or a total of 125% per hour

Overtime pay for work on rest days or non-working special holidays – 30%

of the hourly rate of 130% or a total of 169% per hour Overtime pay for on rest days falling on a special non-working holidays –

30% of the hourly rate of 150% or a total of 195% per hour Overtime pay work on legal (regular) holidays – 30% of the hourly rate of

200% or a total of 260% per hour Overtime pay for working legal (regular) holidays falling on the employee’s

rest day – 30% of the hourly rate 260% or a total of 338% per hour. Night Shift Differentials Pay – Plus 10% of the basic/regular rate between

10:00 p.m. and 6:00 a.m.

A Computation Guides

Basic Daily Rate (BDR) – Monthly Rate X 12 / 314 days (Project) Basic Daily Rate (BDR) – Monthly Rate x 12 / 261 days (Office) Basic Hourly Rate - BDR / 8 hours

Qualifying Provision

Compensable extra work shall be for a minimum of one (1) hour of actual work.

Overtime work shall be limited to a maximum of hour (8) continuous hours of actual work in a regular day and a maximum of eight (8) hours if on a rest day. It is clarified that overtime work applies only after an employee has rendered his regular eight (8) hours work for a particular day.

Overtime on a rest day shall not be allowed if the employee concerned was absent from work on the working day immediately preceding the rest day.

Compensable overtime hours may be allowed to exceed the foregoing limits during an actual emergency, disaster, or calamities such as serious accident, fire, flood, earthquake, epidemic other similar occurrences and also in highly exceptional circumstances.

Group/Department Heads shall plan out and schedule their work programs on order to avoid or limit overtime work or rest day work to not more than

30% of regular working hours.

Procedure

Overtime work may not be rendered unless authorized by the Department /Group Head concerned.

The employee concerned must accomplish an Overtime Authorization Form and Secure the required signatures from his supervisor and Department & GroupManager before the scheduled over-time work. The department head keeps the original of the overtime authorization while the duplicate copy is submitted toThe ARF coordinator attached to the individual data sheet and submitted to HROD before the specified cut-off date for payroll processing.

The triplicate copy is retained by the employee and presented to the guard-on-duty before rendering overtime.

ATTENDANCE AND WORK SCHEDULEI.

II. POLICY

It is expected that all officer and employees of the DEPI. Observe regular working hours and work schedule which shall serve as one of the basic for the computation of salaries, leave credit and benefits.

III. Guidelines and procedure

1. All employees shall have a total of eight (8) working hours and equivalent to forty (48) hours in a week.

2. There shall be two (2) work schedules to be adopted depending on the operational requirement of the unit/division concerned.

The Two (2) work schedules are:

a) Regular Work Schedule:

A.1. For Admin Regular work hours are from 9:00 a.m. to 12:00 noon and 1:00 p.m. to 6:00 p.m. Rest days shall be every Saturday and Sunday of a given week.

A.2. For driver regular work hours are 8:00 am to 7:00 pm. Saturday 8:00 am to 12nn. Rest day shall be on Sunday of a given week.

b) Shifting Work Schedule

B.1 The two (2) shift schedule in a day are:

Day shift - 6:30 a.m. to 6:30 p.m.Night shift -6:30 p.m. to 6:30 a.m.

3. Employee’s shifts or special work schedule shall be established at the beginning of each month by the project engineer, the Admin and payroll officer shall be advised of the schedules.

4. Rank and file employees shall be required to log-in their time of arrival and record the time of departure from work after each working day following the official timekeeping mechanism the company adopts.

5. Supervisor, manager and executives are generally not time employees. It is, however, expected that they make themselves available whenever

there is urgency in the work being required, regardless of the demand in work hours. They are required, however, to log-in their time of arrival and record the time of departure from their respective offices which shall be undertaken by their duly assigned representative. It is expected that they act as role models of the team/sector /department particularly with regards to attendance and punctuality.

6. Each employee shall “punch in/out” his/her own time card. Requesting a co-employee or a security guard to do this is not allowed and considered a serious offense immediately meriting suspension. An employee found tampering, making corrections or in any way disfiguring the timecard shall also be subject to disciplinary action or dismissal depending on the gravity of the offense.

7. In case an employee intends not to report for work or is unable to do due to unforeseen illness or an emergency, the immediate supervisor should be notified at least one (1) hour before the time of duty of that day to make contingency arrangements. In case however, the employee is unable to call inform the office before the time of duty or the next day, the immediate supervisor shall have the prerogative to approve or disapprove the application for leave of absence. When disapproved, this shall be considered as an absence without official leave (AWOL).

8. All absence without official leave (AWOL) shall be reported to the HRD who will in turn record this on a deviation report from (DRF) (Annex A) and submitted to the HROD, payroll and remittance unit at the end of each payroll period.

IV. CONTROLSOnce a year, the internal audit services shall the administration of the policy

on attendance and work schedule and make recommendations accordingly.

PUNCTUALITY

I. POLICYPunctuality is a value of discipline that should be an essential and part of the lifestyle of every employee of the company. Coming work on time, finishing assigned tasks and keeping schedule means that one given value to ones work as well as that of the company it serves.

II. GUIDELINES AND PROCEDURES

1. All rank & file employees are required to report and make themselves available for work on their appointed to time schedule. This shall apply to the official regular work schedule from 9:00 a.m. to 12:00 noon and 1:00 to 6:00 p.m. including the shifting work schedule stipulated in the policy in attendance and work schedule.

An employee who comes in or report for work after the fifteen (15) - minutes grace period, e.g. 6:45 a.m. shall be considered late for thirty (30) minutes.

2. An under time is incurred when an employee fails to complete the eight (8) hour work period within the day, that is, arriving late or departing from work earlier than his/her assigned work schedule. This is with the assumption that there is a valid reason for the under time & with the approval from the immediate supervisor.

3. An employee who is on field assignment need not push in and out his/her Bundy card. Instead, after giving prior notice to his/her immediate Supervisor, can go directly on field assignment. His/her Bundy card entry may be hand-written down in ink and countersigned by the immediate

Supervisor prior to the checking by the ARF Coordinator.

4. Supervisors / Manager are not timed employees and therefore, exempted in registering their time of arrival and departure through the use of a time card. Instead, their time shall be registered in a logbook. Supervisors/managers shall act as role models in punctuality.

5. The rules on punctuality stated herein shall likewise apply to rest days or holiday work. The basic in determining tardiness during these days shall be pre-set or previously agreed time in which the start of the working day has been indicated in the overtime authorization request form (Annex B).

6. Tardiness and early quit or under time for five (5) times or accumulated period of sixty (60) minutes whichever comes first within a calendar month shall be considered an offence and subject to disciplinary action. Unauthorized early quit or under time shall be considered as a single and separate violation.

7. Habitual tardiness, under times and unauthorized early quit are unacceptable work attitudes are punishable offences. This shall subject the concerned employee to the following disciplinary action.

1st offence – Verbal warming2nd offence – Written reprimand3rd offence – Supervision up to a maximum of five (5) days4th offence – Supervision up to a maximum of 10 days5th offence – dismissal

8. The Immediate Supervisor shall famish HROD with all documents pertaining to tardiness, under times and unauthorized early quits of employees. These shall form part of the employee’s 201 file.

III. CONTROLSOnce a year, the internal Audit Services shall review the Policy on Punctuality and make recommendation accordingly.

EMPLOYEE TRANSFER

I. POLICYThe company allows transfer, movement or reassignment of an employee to a position in any division, department or unit where the employee’s skills, technical knowledge and personal and interpersonal competencies are best suited. In this context, inter-department and inter-branch transfers are considered a management prerogative and principally a management-initiated action. However employees may, for valid justification also request for transfer.

II. GUIDELINES AND PROCEDURE

A. MANAGEMENT-INITIATED TRANSFER

1. The requisition officer shall inform the HROD of its desire to recruit an employee through job posting by outlining the position, responding superior and competency requirements of the candidate.

The interested application shall apply in writing directly to HROD.

A shortlist of candidates shall be endorsed by the HROD to the requisitioning officer with the necessary personnel information.

The requisitioning unit shall then select from among the candidates based on its standards and coordinate with HROD and the employee’s

immediate supervisor for his/her release.

2. In case there are no voluntary responses or application arising from the job posting, Management may select from the reserve pool of employees of DEPI.

3. In cases where the requisitioning unit has identified a specific employee from within the organization, the requisitioning officer shall advice the other department of its desire to recruit a specific employee and coordinate with HROD for his/her release.

4. The requisitioning officer shall secure and accomplish the form (Annex C), and will be responsible for securing the approval of the releasing business unit Head or Department and the Division Managers in charge.

5. After the approval of all concerned officials, the requisitioning officer shall submit the approved form to the Recruitment employment and placement unit of HROD for confirmation.

6. The Recruitment employment and placement unit shall then review the transferee’s job/level or rank and when cleared, shall confirm the transfer and affectivity date.

B. EMPLOYEE-INITIATED TRANSFER

1. An employee may initiate the transfer when there is approved job vacancies of the same level/rank in any department provided that he/she meets the skills and qualifications (competencies) required for the position and has a valid justification for requesting a transfer.

2. The employee must first discuss his/her desire for transfer with the

accepting unit and secure the endorsement of his/her immediate supervisor and the department/business unit head concerned. The transfer form (Annex C) is then accomplished and approved by the immediate supervisor and all other authorized signatories who affirmed his/her transfer.

3. After securing approval, he/she shall submit the form to the recruitment employment and placement unit of HROD for confirmation (Annex C).

Only lateral transfers will be allowed, hence, a transfer is affected only when an employee assumes a job where he/she has the necessary competencies to perform the job.

Lateral transfer shall mean movement to a position of the same or equivalent job level or rank either of the same or different work location which does not involve an increase not decreases of the salary and benefits.

III. EFFECTIVITYTHE HROD shall formally advise all parties concerned of the transfer’s date of effectively. This means that when the transfer request is approved on the 1st

fortnight, it will take effect on the 16th of the same month, and if approved on the 2nd fortnight, it takes effect on the 1st day of the succeeding month.

IV. CONTROLSOnce a year, the Internal Audit shall the employee transfer administration and makes recommendations accordingly.

MEDICAL EXAMINATION

POLICY

The company recognizes that the good health of its employees is important in ensuring that they are capable of working high degree of efficiency and effectiveness. Thus, it is the organization’s goal to provide and maintain healthy working environmental that is free from sickness and physically harmful influences.

To this end, the company shall conduct a battery of diagnostic medical examinations before regular and formal appointment in order to ascertain the physical and mental fitness of all transition officer and employees. The acceptable results on these examinations shall be one of the basic for issuance for each employee’s regular appointment.

I. GUIDELINES AND PROCEDURE

1. All officer and employees are subject to the diagnostic medical examination which shall be administered by the Admin department.

2. Scope of the medical examination shall be:

Part I : Laboratory Examination and Procedure - Urinalysis- Stool examination- Complete blood count- Chest x-ray PA view- Drug test- HEPA B

Part II : Complete Physical Examination and Medical History

1. The officer or employee shall be notified at the soonest possible

time should there be significant finding on the result of his medical examination.

2. Based on the results and interpretation of diagnostic medical examination, the Admin department shall be in charged with endorsing physically fit for work employees and regularization.

3. The result of the medical examinations is confidential and will be under the exclusive custody and control of the HRD. Disclosure is possible provided that there is consent of the employee concern or as required of by law.

CLASSIFICATION AND INTERPRETATION OF DIAGNOSTIC MEDICAL EXAMINATIONS

CLASS A - PHYSICALLY FIT (Both 01 & 02 must be 100% met)

01 - Clinically physical examination is within normal limits,

With no sign nor symptoms of any disease/illness

02 - Laboratory results are all within normal limits (normal

Values are indicated in the laboratory results)

CLASS B - PHYSICAL FIT BUT WITH MINOR AILMENT(S), CONDITION(S), CURABLE WITHIN A SHORT PERIOD OF TIME, THAT WILL NOT ADVERSELY AFFECT THE WORKER’S EFFICIENCY

The following or their equivalents are referred to as

Minor ailment(s)/condition(s) which are

supposedTo be reverted back to normal condition within

oneMonth.

01 - Acute upper respiratory tract infection whether viral or

Bacterial

O2 - Primary oral lesions, like thrush, gingivitis, dental Caries curable within two (2) weeks

03 - Error of refraction not brought about by pathologic Condition for example, correctable with lenses

04 - Acute urinary tract infection of not more than one week

Duration

05 - Primary skin lesions, acute onset like viral or bacterial in

Origin

06 - Acute gastrointestinal disorders like parasitism, acute

Enter colitis (diarrheal) acid peptic disease of few days

Duration.

07 - Congenital cysts, tumour, or tags clinically considered

Benign at the time of physical examination

08 - Nutritional deficiency like anaemia where

haemoglobindoes not fall below 0.5 gyms.

09 - External ear infection of recent ones (not more than 2

Weeks)

CLASS C - MARGINABLY EMPLOYABLE BUT WITH NON-DISABLING

NONCOMMUNICALBE CONDITIONS AND LABORATORY

FINDINGS CONTROLLED AND MAINTAINED BYMEDICATION

01 -High blood pressure levels systolic reading range 140 to160 mm. Hg and diastolic reading range between 100 to110 mm. Hg (mind to moderate hypertension)

02 -Cardiac murmurs detectable by auscultation not more Than 2/6

03 -Asymptomatic cardiomegaly by chest x-ray

04 -PTB, minimal whether active or stable

05 -Asymptomatic (clinically and subjectively) ECG tracing

06 -Metabolic disease like diabetes with blood sugar levelOf 140 to 180 mg% (conventional unit) or 7 to 14 mmo1/L by international standard

07 Allergy, skin, respiratory like bronchial asthma, allergicRhinitis, eczematous dermatitis

O8 -Underweight/Overweight by not more than 30% of Ideal body weight

09 -Arthritis, not disabling relieved by no steroidal anti-Inflammatory drugs

10 -High uric acid cholesterol levels without any disability

11 -Lower respiratory tract infection like pneumonia, Bronchitis and not in severe respiratory difficulty.

CLASS D -UNFIT FOR UNSAFE FOR ANY TYPE OF EMPLOYMENT

01 -Psychiatric tendencies/findings

02 -Moderately advanced to systemic PTB

03 -Advanced heart disease by physical examination, History, ECG and chest x-ray

04 -Advanced kidney or liver disease

05 -Malignant hypertension BP reading systolic range 170& above, diastolic BP range 120 mm. Hg and above

06 -Malignant tumours/cysts

07 -With gross findings of disabilities like paralysisSecondary to cerebrovascular diseases

08 -Chronic obstructive lung disease like emphysema,Chronic bronchitis

09 -Blood sugar level above 180 mg% conventional or above

14 mmo1/1.5.1

10 -Positive drugs test, results confirmed by the dangerous drug board

COMPULSORY RETIREMENT

I. POLICY It is the policy of the company to prescribe sixty (60) years old as the early retirement age and sixty five (65) years old as compulsory retirement age for all its employees regardless of their position, designation or status of employment.

II. GUIDELINES

1) Effective the end of the company’s six (6) months transition period, having February 2003 as the reckoning date, all officer and employees who have reached the age of sixty (60) years old and above shall be subject to the early retirement.

2) Pursuant to the concessionaire agreement, retiring employees shall be entitled to receive payment of severance pay benefit subject to the terms and condition promulgated on its implementing policy.

3) Prior to the termination of their employment, said employees shall have to undergo an exit interview from HROD’s recruitment and placement section, and shall be asked to answer a questionnaire

regarding their stay with the company.

4) All retiring employees shall have to secure clearance from money and property accountability (Annex A) from different operating unit concerned for accountability check.

5) Severance pay benefit shall only be processed upon submission of completed clearance from money and property accountability, submission of other documentary requirements for severances pay and upon verification that said employee has undergone the routine exit interview.

6) Release of severance pay benefit shall be effected only upon surrender of employee’s ID card and their ATM cards in claiming their salary.

7) In rare instances, a retiring employee whose service is still needed/valued maybe invited by the company to extend their service under a consultancy arrangement.

II. CONTROLSOnce a year, the internal audit shall review the compulsory retirement administration according to set policies and procedures and make recommendations accordingly.

EXIT INTERVIEW

I. POLICY The company offers advancement opportunities, job challenges, higher salaries and benefits which may be attractive to its employee. But not all its employee will stay. Some may have to leave the company for one reason or another. In

this context, HRD shall see to it that all resigning employees provide as much information about their reason for leaving which may have implication on the organizational trends, career development and motivation programs of the company.

II. GUIDELINES AND PROCEDURES

1. Employee who wishes to leave the company must submit a resignation letter and secure an exit form (Annex A) from the HRD at least 15 days prior to the affectivity date of his resignation.

2. Upon accomplishing the exit form the resigning employee, he then goes to his immediate supervisor shall give his remarks in the space provided and then signs the form.

3. The form is then routed for signature to the department manager and Managing Director concerned prior to forwarding to the recruitment and placement unit of the HRD.

4. Upon receipt of the form, the designated HR officer conducts final exit interview and hand the resigning employee exit questioner (Annex B) to further determine the employee’s reasons for resigning and to gather information on his ideas about his work and the company.

5. The designated HR officer then prepares and releases acceptance of resignation (Annex C) which is signed by the employee’s immediate supervisor.

6. On the first week of each month, the designated HR officer prepares feedback report to the Managing Director, HRD on all exit interview conducted during the previous month.

III.CONTROLS

Once a year, the internal audit shall review the administration of the policy on exit interview and make recommendations accordingly.

MATERNITY LEAVE

I. POLICY The company extends maternity benefits to its female employees in the form of salary for the permissible duration leave of absence due to the child delivery, abortion or miscarriage granting of this benefit would be inclusive of the reimbursable benefit from SSS.

II. GUIDELINES AND PROCEDURES

1. All regular female employees regardless of marital status shall be eligible to maternity leave with pay for sixty (60) days for full child delivery, miscarriage or abortion seventy eight (78) days for caesarean child delivery inclusive Saturdays, Sunday and public holidays falling within the period of such leave. The full benefit extended by the company would be inclusive of the reimbursable from SSS.

2. The employee shall enjoy a maximum of four (4) maternity benefits during her employment with the company. In excess of four (4) the employee may use her accumulated earned sick and vacations leave, if any. Otherwise, she has to go leave without pay during the period of

recuperation.

3. Maternity leave is not commutable, meaning not paid in advance and in full prior to child delivery. The company shall grant the maternity benefit to employees in the form of regular bi-monthly salary on the duration of the allowed maternity leave of absence net of all payroll deduction.

4. Employees who are maternity leave may be allowed to report for duty before the expiration of her maternity leave application without additional pay as long as she presents a medical certificate testifying that she physically fit to assume the duties and responsibilities of her position.

5. All conceiving employees are required to notify the company immediately of her condition and expected date of delivery at the soonest possible time. This is done by accomplishing and submitting the following documents to the HRD, benefits administration unit:

a. Leave application (Annex A)b. Maternity leave form (Annex B)c. Medical certificate (Obstetrical Examination Record)

indicating the expected date of deliveryd. Maternity benefit reimbursement application (Annex C)

6. Pregnant employees are encouraged to go maternity leave at least two (2) weeks before expected date of delivery.

7. An employee who is about to start her maternity leave shall immediately inform in advance the HR department on the effectively date of her leave application who will in turn be responsible in informing the HRD’s benefit administration, and the payroll remittance units

8. Upon employee’s return to work, the following document/s shall be

submitted to the benefit administration unit:

a. Normal delivery – child’s birth certificateb. Ceasarian delivery – copy child’s birth certificate and

operating room record/surgical memorandumc. Miscarriage or abortion – dilation and curettage (D & C)

report and obstetric history

9. Upon receipt of the document/s HR accomplished part II of the maternity notification form together with other pertinent documents for reimbursement of the SSS maternity benefit which has been given by the company in advance to the employee.

10.Failure of the employee to submit necessary documents within three days (3) months after date of delivery, to enable the company to reimburse the maternity benefit due from SSS, may possibly result to salary deduction from the employee of the equivalent amount of the total maternity benefit.

III.CONTROLS

Once a year, the internal audit shall review the administration of the policy on maternity leave and make recommendations accordingly.

PATERNITY LEAVE

I. POLICY The company shall grant seven (7) days paternity leave pay to all married male employees to enable them to lend support to their legitimate spouse on occasions of child delivery, miscarriage or abortion.

II. GUIDELINES

1. All married male employees shall be eligible to seven (7) days paternity leave with pay exclusive Saturdays, Sundays and holidays to allow them to attend to their legitimate spouse during child delivery, miscarriage or abortion.

2. Paternity leave benefit can be availed of either 1 week (7 days) before, during or after child delivery of his legitimate spouse, provided that such

absence is applied not later than sixty (60) days after delivery.

3. This benefit shall be granted only on the first four (4) conceptions of the male employee’s legitimate spouse.

4. To avail of the benefit, the employee needs to notify the company regarding his wife’s pregnancy and expected date of delivery by submitting an accomplished paternity notification form (Annex A) together with a copy of his marriage contract or any proof of marriage. This notification requirement does not apply in case of miscarriage or abortion.

5. All employees who have enjoyed the paternity leave benefit shall within a reasonable period of time, submit a copy of birth certificate of the newly born child or either or medical certificate in cases of miscarriage or abortion.

III.CONTROLS

Once a year, the internal audit shall review the administration of the policy on paternity leave and make recommendations accordingly.

POLICY ON LEAVES

I. POLICY The company shall look after the health and general welfare of its employees by granting paid leaves. Provided that it is properly applied and exercised, the company shall grant paid leave of absence so that an employee can use paid time to take the needed rest and recreation, recuperate from illness or injury or

attend to some personal or family concerns with the company’s knowledge and endorsement.

II. GUIDELINES AND PROCEDURES

a) VACATION LEAVE

1. All officer and employees on regular status earn vacation leave credits of 1.25 workdays per month of service or 15 for workdays per calendar years.

2. The company advance the fifteen (15) days’ vacation leave credits at the start of the year.

3. Maximum of five (5) days shall be commuted to cash on January of the following year. Except those on managerial level, officers or members of a managerial staff if they perform the following duties and responsibilities:

3.1 Primary perform work directly related to management policies of their employer;

3.2 Customarily and regularly exercise discretion and independent judgment;

3.3 (a) Regularly and directly assist a proprietor or managerial employee in the management of the establishment or subdivision thereof in which he or she is employed; or (b) execute, under general supervision work along specialized or technical lines requiring special training, experience, or knowledge; or (c) execute, under general supervision, special assignments and tasks; and

3.4 Do not devote more than twenty percent (20%) of their hours worked in a workweek to activities which are not directly and closely related to the performance of the work described in paragraph 3.1,

3.2, 3.3.3.5 Field personnel and those whose time and performance is

unsupervised by the employer.

4. A planned annual vacation leave of 5 days, which is necessarily successive, shall be scheduled at the start of each year with the concurrence of the project supervisor or department head. A copy of the scheduled vacation leave shall be forwarded to HRD at a date specified by HR officer which is no later than the end of the 1st quarter. As a rule, these scheduled leaves must be taken unless it coincides with some emergency/urgent job requirements which may arise that render this leave impractical and unfeasible at the time of his scheduled leave. When this happen, the supervisor will disapprove his application and approve a rescheduled of his leave.

5. As a rule, unused vacation leave credits may not be carried over to the following year. However, in case an officer or employees has filed for a vacation leave within the year but was denied permission by his/her immediate supervisor at least three (3) times. He/she can apply for a leave carry over to HROD which shall be reviewed and endorsed to the president for approval. If approved, he/she shall still be allowed to avail of this within the first half of the succeeding year. Carried over leaves need to be utilized within the said period to avoid final forfeiture. Furthermore, HROD must be informed of such availment and must likewise be indicated in the employee’s vacation leave application.

6. Application for scheduled vacation leaves are accomplished in duplicate and filed at least three (3) days prior to availment.

7. Approved vacation leave with pay must be taken in actual time-off from work. No employee shall be allowed to receive premium pay in additional to the vacation leave for “working out” his vacation.

8. Management reserves the right to charge against earned vacation leave credits those days when management deems it proper to suspend or close offices during such occasions as holy Wednesday, a day before or after Christmas day, sandwiched working days, typhoon and for other similar reasons.

9. Incurred under time will be deducted from earned vacation leave.

b) SICK LEAVE

1. All officer and employees on regular status shall eam sick leave credits of 5 work days per calendar year.

2. Sick leave may be applied for only of account of sickness or injury on the part of the officer employee. It shall not be used absences due to other reasons.

3. Unused sick leave credits are accumulated up to maximum of ninety (90) working days. Earned sick leave credits in excess of 90 days are commutable at first-in-first out rate. The accumulated 90 days shall be paid upon retirement based also on a first-in-first-out rate.

4. All officer and employees must notify their immediate supervisor and the company clinic about his/her illness within the first two hours of his/her work schedule. Failure to comply with this requirement shall warrant the denial of sick leave benefits and sick absence may be treated as absence without official leave (AWOL).

5. All sick leave applications exceeding three (3) days and prolonged sick leave applied in advance such as in the case of medical operation or prolonged recuperation, need to be accompanied by medical certificate

from the company doctor and authenticated by a notary public.

6. An employee who calls in sick is expected to stay home, in the hospital or in the place of medical confinement. The company may conduct a home visit verify the employee’s physical condition. Feigning illness is a ground for disciplinary action.

7. In case an employee has exhausted all his/her sick leave credits due to prolonged illness he/she may utilize any earned vacation leave credits. Should the employee, however, continue to take leave beyond his/her earned leave credits, he must apply for leave without pay (LWOP) otherwise his absence will be considered AWOL.

III. PROVISIONS

1. All qualified officer and employees with earned leave credits who apply for any leave shall be granted leave with pay at the salary he/she is currently receiving.

2. Except for paternity and maternity leaves, all absences incurred during probationary period shall be without pay.

3. All absences in excess of earned leave credits shall also be without pay.

4. If an approved day leave is subsequently declared a special non-working day by a competent government authority, said day shall not be charge against leave credits. If on the day of approved leave, work is suspended by the company for such reasons as typhoon, heavy rains, flooding, earthquake, volcanic eruption and other natural calamities, or due to general transport strike, civil disorders, and other similar contingencies, the approved leave shall still be charged against the employee’s leave

credit.

5. When an employee fails to render the requirements service on a regular working day for which a half-day holiday is declared he/she be deducted with a full day absence which is chargeable against his/her vacation leave shall then be charged against the sick leave credits.

6. Should an employee get sick during he/she vacation leave, the days spent while ill cannot be adjusted and charged against the sick leave credits however, if the employee’s illness goes beyond the approved vacation leave his/her absence beyond approved vacation leave shall then be changed against the sick leave credits.

7. All unused leave credits are forfeited in case an in employee is dismissed for a cause.

8. Where an officer or employee has pending administrative charge(s), no leave with pay shall be granted to the employee during the pendency of the case(s).

9. If an absence without prior notice is considered not justified by the immediate supervisor, the same shall be considered absence without pay and may also be a ground for disciplinary action.

10. An officer or employee who is continuously absent for a least three (3) days without approved leave is to be considered absence without official leave (AWOL) and shall be separated from the company after due process has been undertaken and/or a written notice to return to work has been issued by the unit concerned.

11.Minimum availment of leave is ½ day.

12.Except for maternity leave, all Saturdays, Sundays and public holidays occurring within the employee’s period of leave shall not be included on counting the number of days within the period of leave.

13.Applications for leave must be accomplished in duplicate together with all required attachment (Annex B). This shall be countersigned by the immediate supervisor approved by the department manager or higher superior, if applicant is a manager and submitted to the HR officer. The HR officer shall verify said leave of absence against record of actual work attendance then submit these attendance records to HRD, and payroll section before the cut-off date, and set very fortnight for payroll processing.

14. All officers and employees shall only earn leave credits upon regularization. If the date of regularization of an employee falls on the cut-off date of the month, he shall be entitled to a full 1.25 leave credits for the month. If the regularization date falls between the 2nd and the 20th

of the month, he shall be entitled to only one-half (1/2) of the 1.25 leave credit entitlement for the month. If however, he shall not be entitled to any leave credits for that month.

15. An employee on shift or special work schedule is required to work on any holidays if this does not fall on his rest day but shall be entitled to premium pay. If however, the employee fails to report for work on that day, he shall be considered absent and shall be required to file a leave of absence.

16. The employee shall see to it that all absence is duly covered with appropriated leave applications and the above provisions are complied with.

V. CONTROLSOnce a year, the internal audit shall review the administration of the policy on leaves and make recommendations accordingly.

GROUP TERM LIFE INSURANCE

I. POLICY STATEMENT The Darco Environmental (PHILS) Inc. acknowledges the fact that its employees are exposed to various occupational hazards and thus provides them with a non-contributory group term life insurance coverage. This benefit intends to provide financial assistance, security and protection each employee in the event of permanent disability or to his/her family or designated beneficiary (ies) in case of untimely death.

II. GUIDELINES AND PROCEDURES

1. All regular full-time employees, eighteen to sixty (18-65) years of age are eligible to receive this benefit provides that he/she is in active service with the company. The premiums for said insurance shall be paid in full by the company. While Health Maintenance Insurance shall be paid in 60% by the company and 40% employee share will be deducted into 12 equal

instalment thru his salary.

2. The amount of benefit to be granted shall be a minimum of 100,000 for all staff levels.

3. Provided the policy is in force, the insurance coverage shall include:a. Accidental death benefit – in the event the issued employee dies by

external violence or accidental means, the beneficiary (ies) of the deceased employee shall be entitled to 100% the face value of the policy. See Insurance Policy

b. Total and permanent disability benefit – in the case insured employee suffers total or permanent disability as a result of bodily injury or sickness which renders him/her to impossibly engage in any gainful occupation, he/she shall be given the right to choose the manner for which the benefit shall be given. This may either be in lumps sum or through instalment settlement.

4. Commencement for the grant of this benefit shall be Upon confirmation of Employment.

5. Insured employees shall designate any member of his/her family (not disqualified by law) as his/her beneficiary (ies). He/she may however, from time to time revoke such a designate by filings a request for charge of beneficiary(ies) form at the benefits administration section-HROD. In the absence of any designated beneficiary(ies), the benefit shall be provided to the legal heirs of the deceased employee.

6. The benefit for the employee under this program shall be terminated when he/she is separated from the company whether voluntary or not on his/her part.

7. Any and all indebtedness incurred by the employee to/through the company or to any of its instrumentalities’ shall be deducted from the

proceeds of the benefits.

8. All enrolments to the GTLI shall be endorsed by the HRO-DEPI to the insurer upon regularization of the employee.

9. Administration, communication, coordination, processing and other related activities pertaining to this benefit shall be handled by the benefits administration Unit-HRO.

III.CONTROLS

Once a year, the internal audit services shall review the administration of the policy on group term life insurance and make recommendations accordingly.

PAYROLL FOR OFFICERS AND STAFF

I. POLICY 1. The company shall pay out the payroll of all its employees twice a month,

the first half on or before fifteenth and the second half on or before the thirtieth or thirty first of the month. In cases where a pay date falls on a week-end, the payroll shall be credited on the Friday immediately preceding the pay date.

II. GUIDELINES

1. The payroll of employee shall be centralized and processed at the HR Payroll Division. Payroll for staff shall be handled by the payroll and remittances section while payroll for employees with a rank of supervisor and higher (managerial level) shall be handled by the job management,

compensation and performance section.

2. The payroll for staff and officers is paid bi-monthly and is broken down as follows:

First fortnight (covers the 21st to the 5th of each month, paid on or before the 15th

½ of the basic monthly salary ½ of the telephone allowance for Engineers and supervisors. Other unpaid earnings and adjustments shall be paid on the next

succeeding periods

Second fortnight (6th to the 20th of each month, paid on or before the 30th

or 31st)

½ of the basic monthly salary ½ of the telephone allowance for Engineers and supervisors. Transportation allowance for staff for the previous month Overtime and premium pay and for staff for the 1st fortnight of the

current month. Other earnings and adjustments not paid during the previous pay periods

3. The transportation and meal allowance shall be paid on the 30th of every month. In cases when the prescribed pay date falls on a weekend or a holiday, payment will be effected the immediately preceding working day.

4. Timekeeping Each time sheet shall be prepared by the time keeping personnel

for each employee and shall be signed by both the employee and his/her immediate supervisor.

The extract file containing the attendance information, timesheets, approved leave application and overtime authorizations shall be

submitted to HRD four working days from the end of each fortnight.

5. Deductions shall be effected in the following order of prioritization:

a. Withholding taxb. SSS premiumc. Medicare employee contributiond. Pag-ibig premiume. SSS salary loanf. Pag-ibig multi-loang. Cash Advance

Unapplied deductions in a pay period shall be effected in the succeeding pay period. The respective payroll section shall advise an employee of his or her unapplied deduction within three (3) working days from each pay date.

6. The payroll of all earning and deduction within a pay period, a payslip shall be issued to each employee every pay date. These pay slips shall be forwarded to the responsible supervisors for distribution.

III.CONTROLS

Periodically, the internal audit services department will review the payroll policy and its implementation and make recommendations accordingly.

CONFLICT OF INTEREST

I. POLICY

It is every employee’s responsibility to protect the interest and integrity of DEPI by maintaining the highest standards of conduct, in term of honesty and commitment to duty. Any misconduct or misdemeanour on his party may constitute a breach of trust and confidence that the company has reposed on him.

Every employee is enjoined to exercise utmost discretion, prudence and mature judgment discharging his duties and responsibilities. All decisions must be made with the best interests of DEPI in mind and should not be influenced by personal considerations, which may consciously or unconsciously affect his better judgment.

II. GUIDELINES1. All employees must avoid any situation which may pose a conflict

between their personal and company interest. This may particular occur in the following situations:

a. Accepting gifts or any amount from an existing or potential customer, supplier or competitor or with any person transacting any business with the company.

b. Owning a significant financial interest or having investments in another company which has or whishes’ to have professional relations with the company.

c. Acting as an intermediary for a third party in relations concerning DEPI.d. Using confidential information and tangible or intangible assets

belonging to DEPI for the employee’s own purposes.e. Engaging in professional activity in an entity outside of DEPI.f. Where the employee has an elected mandate, taking part in any way

whatsoever, in the preparation, drafting or passing of a decision

affecting DEPI.

2. Should any employee begin or continue to engage in conflict of interest activities despite management pronouncement or disapproval, the appropriated disciplinary sanction/s shall be imposed on him.

3. Any officer who knowingly aids, abets, conceals or deliberately permits the commission of an offense against this policy in conflict of interest will be considered equally guilty as the principal perpetuators of the fraud or irregularity.

4. To ensure persistent awareness of this policy, the human resources and organization development shall issue annually a memorandum reminding employees of the provision and guidelines of the conflict of interest policy.

III.CONTROLS

Once a year, the internal audit shall review the conflict of interest administration according to set policies and procedures and make recommendations accordingly.

DECIPLINARY ACTION

I. POLICY STATEMENT The Darco Environmental Philippines Inc. believes that the use of disciplinary action is necessary to maintain order and harmony among its employees in the workplace. This shall be enforced to prevent top an employee from unfairly advantage of a fellow worker, failing to meet obligations to the company or violating an obligation of the company to service the public.

Positive and preventive discipline is a good line of defense of a sound

organization and its system of leadership. Hence, disciplinary action shall be instilled and taken as a resort after all positive means have been tried and exhausted.

II. DEFINITION OF TERMS

The following are the definitions of disciplinary sanctions:

1. Verbal reprimand – an oral report for violation of a rule/policy with a warming that repetition of the offence will be document and dealt with more severely.

2. Written reprimand – a reprimand given through a memorandum/notice in which an offence is made and verbal reprimand was previously give, or for a commission of a more serious offence which requires stronger disciplinary action without a precedent reprimand . This may also serve as a warning which need not be precedent by a suspension.

3. Suspension – a penalty for a charge with on-going investigation of a case for which the employee/officer has not yet been found guilty; which deferment in promotion.

4. Dismissal – a permanent termination of the employee’s services for just cause.

A disciplinary action that may be taken against an offending employee or officer is basically a line management responsibility. However, the service of the employee relations unit of the HROD, security, legal, and/or internal audit service may be sought by the line unit concerned depending on the kind of assistance required by each cause.

An officer or employee, who witnesses, discovers or is a given

statement or a report of a case of violation in any of the company policy needing immediate or long term disciplinary action shall immediately report the incident in writing within two (2) days to the Area Supervisor concerned and furnish a copy of report to the HROD head.

The Area Supervisor concerned shall immediately investigate the case by conducting interview with the document at hand, including the written statements of witnesses and the employee or officer concerned.

5. If substantial evidence of the wrong-doing is found, the Area Supervisor shall inform the employee/officer in writing the findings and required from his/her a written explanation within twenty-four (24) hours from receipt of the notice.

6. If the Area Supervisor is unsatisfied with the explanation, he/she shall convene an ad hoc investigation committee and submit the employee to an investigation process.

7. The employee/officer concerned may be given preventive suspension to the result of the preliminary investigation reveals a serious and imminent threat to the life, or property of the company or its employees. Such suspension shall be without pay.

The company shall, thereafter, reinstate the employee/officer concerned, in his/her former position or equivalent rank (while investigation is still going on or until such time that the case has not been resolved), provided that during the period of extension of the suspension, the company pays the wages and other benefits due to the said employees/officer. In such case, the employee/officer placed under preventive suspension shall not be obligated to return/reimburse the amount paid to his/her during the guilt or participation in the offence.

8. The division head together with the HRO head shall establish the facts of the case and evaluate within twelve (12) working days from the end of the preliminary investigation period all the documents gathered, interviews conducted and the findings of the other units called in to contribute to the investigation.

9. The Managing Director shall be furnished with information and reports of all cases warranting disciplinary action such as suspension, preventive suspension and dismissal for possible comments before its implementation.

10. Enforcement of the final findings and decision for disciplinary action shall be follows:

a. Verbal reprimand – the immediate supervisor shall in consultation with the division head, issue the said reminder and/or reprimand.

b. Written reprimand and suspension – the immediate suspension shall issue and sign a memorandum which is noted by the division head copy – furnished HRO.

c. Dismissal or termination of employment – notice of termination shall be signed by the division head and the head of HR, approved by the Managing Director and copy-furnished HRO.

11. If based on the findings of the case, no disciplinary action should be imposed; the employee/officer concerned shall be cleared of all responsibilities and liabilities. A report and a memorandum of such clearance shall be signed by the immediate supervisor and noted by the division head and copy-furnished HRO.

III.CONTROLS

Periodically, the internal audit services shall review the policy on disciplinary action administration and make recommendations accordingly.

OFFICE DECORUM AND ETIQUETTE

I. POLICY

Behaviour in the office or at work in the field shall be based on a code of mutual respect and consideration.

Officer behaviour must at all times be courteous, socially acceptable, efficient, professional and business-like. Decency and norms of professionalism, proper decorum must be observed. This applied to our behaviour not only towards co-workers but also our customers and the general public.

II. GUIDELINES

I. Personal Grooming and Habits

a. Work demands close physical interaction with people, thus, detailed care and attention must be given to personal hygiene, grooming and habits.

b. Employees must be dressed neatly and modestly. Hair must be neat and well kept. Male employees should maintain their hair not longer than ear length. Female employees must keep their hair away from the face and maintain bangs above eyes.

c. Personal grooming activities must be done at one’s personal time and not within the workplace.

d. Employees must relieve themselves in designated comfort rooms. Spitting on the walls, corridors and floors of the building is strictly

prohibited.

II. Housekeeping

a. Employees must contribute to create and maintain a positive impression of the company by creating and maintaining a clean, orderly and systematized workplace. Employees must organize files, records and maintain an office/work outlay that promotes efficiency and ensure easy retrieval of needed items.

b. Drawers, filing cabinet and storage rooms must be kept under lock after office hours. The last employees who leave the office shall be responsible for unplugging equipment, turning off lights and closing/locking doors.

III.Telephone Usage

a. All telephone calls are important. They must be answered promptly by the employee to whom the line is assigned or by the nearest employee.

b. Telephone calls must be answered pleasantly, courteously and according to DEPI’s prescribed welcome greeting. Employees must be attentive, sensitive to the caller’s needs and ready to take the message in writing. If the caller has been connected to the wrong line, the employee must assist the caller by transpiring his call to the proper party or referring the caller to the correct telephone number.

c. Company phones are primarily to be used for official purpose. While personal Calls are allowed, these must be limited and done only when necessary.

d. Personal Mobile Phones- Rank and file employees should surrender their personal Mobile Phones upon start of duty to its immediate superior. It can only be given back upon timing out. Official communications should course thu their immediate superior.

IV. Office Discipline

a. Personnel must be exhibit socially-acceptable behaviour. Work groups are a mixture of people with varying values, and thus demand employees to deal with their supervisors, peers and costumer with respect, courtesy, tact and consideration.

b. Ordinary conversations among employees are acceptable as part of official interaction but must be not overdone. Language used should be decent and humor should be used appropriately. Foul language and offensive jokes may hurt the sensibilities of other people.

c. Talking in a loud manner that distract other or shouting across the room is inappropriate, dysfunctional and must be avoided. Employees must always conduct themselves in a professional manner and refrain from speaking ill one another being judgmental.

d. Receiving guest or relatives during office hours should be confined to private rooms, visitor’s lounge or conference rooms in order not to distract other employees in the workplace. Personnel should practice prudence as to the frequency and duration of personal visits. Bringing of children to the office is strongly discourage.

e. Solicitations, peddling or the conduct business activities within office premises is prohibited. Use of company facilities to promote such

business pursuits during or even after officer hours is not allowed.

f. Table hopping or visiting others for no official or particular reason waste time. Hanging around office corridors without a specific purpose during office hours is strictly prohibited.

g. Un authorize use of company equipment is strictly disallowed.

h. Utmost courtesy to all visitors must be observed. Visitors seeking assistance must be attended to promptly or referred to the person/office who can best attend to their needs.

III.CONTROLS

Once a year, the Internal Audit shall review the Office Decorum and Etiquette administration according to set policies and procedures and make recommendations accordingly.

EMPLOYEE 201 FILE

I. POLICY STATEMENTPersonnel files, commonly called 201 files, are strictly private and confidential documents. Only authorized officers/designated personnel of the Darco environmental Philippines Inc. (DEPI), shall have access to these personnel files to secure the needed information contained therein.

II. GUIDELINES AND PROCEDURES

1. Files of both the managerial and the general staff may be requested by filling up a Request Slip (Annex A) duly

approved by the HRO or the duly authorized and designated Records Custodian/personnel.

2. This shall be documented in a Borrower’s Card (Annex B) stating the purpose for which the files are borrowed.

3. In cases wherein the files/documents are borrowed through the authorized representative or the HRO Coordinator, the following procedures shall be observed:

a. A request slip together with a proof or note of authorization from the requesting personnel shall be presented to the Records Custodian.

b. The requested file shall be contained in a sealed brown envelope labeled “confidential”.

c. The representative shall sign in a log-book indicating the time and the date the documents/files were borrowed.

4. All borrowed 201 files must be returned immediately after its use or at most not later than two (2) successive working days from date of issuance depending on the purpose for which the files/documents were borrowed. In case this were lent out on Friday or a day immediately preceding a holiday or a non-working day, these must be returned before the end of official hours of the same day.

5. The Records Custodian shall inform the personnel

concerned of such procedure before handling over the 201 files, to avoid whatever misunderstanding might arise in the future.

6. All confidential files/documents of supervisors/managers shall be borrowed/returned through the Record Custodian specifically assigned and in-charge of Supervisors’ confidential files.

7. In case borrowed files are not returned on said due date, a written reminder is initially issued with a reminder of said due date. If however, file was reported lost or misplaced, a notarized Affidavit of Loss must be presented.

8. Duplicating of 201 files shall be allowed only with the permission of the Division Head and shall be dealt with on a case to case basis.

9. Offense against this policy shall be dealt with according to the set Policy on Disciplinary Action.

III. CONTROLS

Once a year, the Internal Audit Services shall review the Policy on Handling of 201 files and make recommendations accordingly.