Updated: 27/01/2017
EMPLOYEE GUIDE
DIGICEL PACIFIC
INTRODUCTION – WELCOME:2
1.Code of Conduct: 4
1.1Employees Conduct: 5
1.2 Corporate Values: 5 – 10
1.3 Confidentiality: 10 – 11
1.4 Code of Ethics: 12 -15
1.5 Clear Desk: 16
1.6 Employees work space: 16
1.7 Gift from Business Associates: 17
1.8 Use of company resources and Assets: 17
1.9 Fraud and Anti-Corruption: 18
1.10 Anti- fraud guidelines: 18-19
1.11 CONTENT
Anti – Bribery guidelines: 20 -21
2.Terms of Employment: 22
2.1
Pre-Employment Medical and Police Clearance: 23
2.2Probationary Period: 23 – 24
2.3Contract Types: 24
2.4Hours of Work: 25
2.5Attendance & Punctuality:25 - 26
2.6Lunch Periods:26
2.7Intellectual Property:26
2.8Relocation:27
3.Recruitment and Selection:28
3.1Responsibilities:29
3.2Recruitment procedures:29 - 31
3.3Selection:31 – 32
3.4Interviews:32 – 34
3.5General:34
3.6
Documentation Requirements for Hiring a new employee:
35
4.Compensation and Benefits:36
4.1Payment Salary:37
4.2Salary Review:37
4.3Bonus Payments:37 -38
DIGICEL PACIFIC EMPLOYEE GUIDE 2
4.4Health Insurance:38 – 39
4.5Superannuation Scheme offer:40
4.6Salary Packaging:40 - 42
4.7Phone Policy:42
4.8
Overtime On call shift and other allowances:
43
4.9Acting Pay and Benefits:43
4.10Salary advance payment:44
4.11Sports & Social club:44
4.12Rewards and Recognition:45 -47
4.13Expenses:48 – 50
4.14Cash Advance:51
4.15Credit Cards:52
5.Compensation & Benefits:53
5.1Digicel Performance Review:54 – 61
CONTENT
6Learning and Development:62
6.1Introduction:63
6.2Training & Needs Analysis:63
6.3Induction:64
6.4Individual Development Plans:64
6.5Digicel University Program:65
6.6Request for Training:65
6.7
Attendance and Non – Attendance:
65
6.8Executive Development:66
6.9
Succession Planning and Talent Management:
66
6.10Training Cost:66
6.11Training Methods:67
6.12Evaluation:67
6.13Educational Assistance:68- 69
6.14Roles & Responsibility:70
7 Leave71
7.1 Annual Vacation leave:72 - 73
7.2 Public Holidays:74
7.3 Sick Leave:74 - 76
7.4Bereavement Leave:76
7.5Maternity Leave:76 - 78
7.6Paternity Leave:78
7.7Adoption Leave:78
7.8
Jury Duty and National Duty:
79
7.9Special Leave:79
7.10
Jury Duty and National Duty:
79
7.11Absence Recording:80
8.Termination of Employment:81
8.1Resignation:82
8.2Retirement:82
8.3Redundancy:83
8.4Dismissal:83
8.5Non Competition:83
8.6Post Resignation:83 – 85
CONTENT
9.
Grievance
9.1
Employee Grievance Procedure:
87 - 89
9.2Disciplinary Procedure:89 – 92
9.3
Investigation Process Disciplinary process:
92- 93
9.4
Disciplinary Appeals Procedure:
93 – 96
9.5
Disciplinary Action Matrix:
96 – 99
10.Mediums of Communication:100
10.1Channels of Communications:101
10.2Open Door Policy:101 - 104
10.3
Communications with the Media:
104
10.4
Electronic Mail Etiquette:
104 – 107
10.5Employee Opinion Survey:107
10.6Social Networking:108 – 109
11.Health & Safety:110
11.1Responsibilities:111
11.2Obligations:111
11.3First Aid:112 - 113
11.4Emergency Evacuation:113
11.5Manual Handling:113
11.6
Roles and Responsibilities:
114 – 119
11. 7
News and Expectant Mother Procedure:
119 – 123
11.4Emergency Evacuation:113
11.5Manual Handling:113
11.6
Roles and Responsibilities:
114 – 119
11. 7
News and Expectant Mother Procedure:
119 – 123 12General:124
12.1Identification Cards:125
12.2Visitor Access:125
12.3Dress Code:126
12.4
Sexual and Other Unlawful Harassment:
127
12.5Bullying:128 - 131
13Motor Vehicle:132
13.1Policy Statement:133
CONTENT
13.2Vehicle Ownership:133
13.3Eligibility:133 - 134
13.4Insurance Qualifications:134
13.5Pool Vehicles:134 – 135
13.6Allocation of Vehicles:135
13.7
Driver/Employee Contractor Responsibility:
136
13.8
Terms and Conditions of Use of Vehicle:
137 - 140
13.9
Vehicle Insurance Policy:
141 – 142
13.10
Repair and Maintenance:143
13.11
Vehicle Inspection:144
13.12
Stock Taking of Vehicles:
144
13.13
No go Zones Vehicles:
145
13.14
Rental Cars:145
14Disaster146
14.1Evacuation Process:147
14.2
In the event of a fire:
147
14.3
In the event of a bomb threat:
148
14.4
In the event of an earthquake:
148
14.5
In the evet of a Tropical storm:
149 - 150
The Company is committed to the provision of the highest standard of integrity and
quality, in its products and services to customers and also in its working environment for
employees.
This handbook is issued in furtherance of your letter of employment and is intended to
provide a useful summary of many of the Company’s employment policies and procedures
and should provide a handy source of reference for all employees.
WELCOME
TO DIGICEL PACIFIC
SUMMARY OF MANY
OF THE COMPANY’S
EMPLOYMENT POLICIES
AND PROCEDURES
Where necessary various sections will be updated from time to time as the company
amends or introduces new policies and procedures and therefore reserves the right to
amend or alter the handbook. When this happens the relevant pages will be reissued, and
these should be incorporated into the handbook.
Please refer any queries you may have to your immediate manager or the Human Resources
Department. We hope that you will find this handbook of value and assistance.
1
CODE
OF CONDUCT
EMBODIES OUR CORE
VALUES OF QUALITY
OUTPUT, ETHICS IN ALL
THAT WE DO
The Company’s code of conduct embodies our core values of quality output, ethics in
all that we do, excellence in service, building effective relationships and many more
principles and standards that guide our behavior.
Digicel seeks to ensure that we maintain a professional working environment that
encourages respect, promotes civil and congenial relationships among employees and
is free from all forms of harassment and violence.
The company is committed to maintaining the highest level of ethical conduct in
every aspect of its operations. Therefore, our business dealings, our activities and our
relationships involving staff, customers, business partners, shareholders, competitors
and the wider community must be characterized by honesty, decency, integrity and
fairness. We encourage you to abide by these fundamental principles.
This Code of Conduct means very little without your deep, personal commitment. For
each of us, therefore, it is our responsibility to know the criteria for acceptable business
behaviors and demonstrate that knowledge.
You must read, understand and comply with the Code and take responsibility for
seeking the advice of the manager to whom you report or Senior Management within
Digicel if you need clarification on any point.
1.1
EMPLOYEES’ CONDUCT
Employees are expected to conduct themselves in an appropriate manner in all aspects
relating to working with Digicel.
The company encourages a congenial work environment of respect and professionalism.
Digicel, therefore, prohibits employees from intentionally harming or threatening to
harm other employees, clients, business partners, visitors or property belonging to any
of these parties.
All employees must:
1.2
CORPORATE VALUES
CORE VALUES
DIGICEL PACIFIC EMPLOYEE GUIDE 5
•
Be respectful and professional in all business interactions, and work related encounters both internally and externally
•
As an employee of Digicel, you are an ambassador of the company name, brand
and ethos and as such must act in an appropriate manner both internally and
externally.
•
Not bring the Digicel name to disrepute
•
Not intimidate or harass other employees
EXCELLENCE IN SERVICE
Our customers are at the core of everything we do at Digicel. We aim to build enduring
relationships with our customers by understanding and anticipating their needs and by
providing them with a superior service, products and value.
EFFECTIVE RELATIONSHIPS
We aim to treat each other with respect and dignity and we value individual and cultural
differences. Recognizing that exceptional quality begins with people, we aim to give
individuals the authority to use their capabilities to the fullest in the interest of our
customers and the Digicel Group. We aim to create an environment that fosters personal
growth and continuous learning and professional development for all Digicel employees.
INTEGRITY AND TRANSPARENCY
1.2
CORPORATE VALUES
CORE VALUES
We aim to communicate in an open and courteous manner, listening to each other
regardless of seniority level or position. We aim to be honest and ethical in all our
business dealings, starting with how we treat each other and our customers. We aim
to keep our promises and admit our mistakes. Our personal conduct must ensure that
Digicel’s name is worthy of respect and trust.
PROFESSIONALISM AND ACCOUNTABILITY
All employees, regardless of age or position in Digicel, are expected to display a level
of maturity commensurate with their position. As such, employees must demonstrate
accountability for their actions and must take ownership for decisions made or dealings
undertaken.
Digicel employees are expected to protect and enhance the reputation of the relevant
Digicel Market for which you work or which you represent, and by extension the reputation
of the Digicel Group as a whole.
CREATIVITY AND INNOVATION
Creativity is fundamental for growth and since our foundation; one of our key aims has
been to pursue innovation in all that we do. We endeavor to contribute to the business
activities of our customers by recognizing their changing needs and by providing products
and services they value. With global competition in mind, we strive to further develop
our markets, differentiate ourselves from competitors and aim to make our innovative
ways of work de facto standards.
DRIVE FOR RESULTS
Results are the cornerstone of what we do, what is not measured, is not managed so we
expect all employees to help drive our business forward.
Our passion for results is demonstrated when:
DIGICEL PACIFIC EMPLOYEE GUIDE 6
•
We recognize achievement and reward high performance.
•
We respond to the needs and expectations of our customers and stakeholders
with urgency.
•
We always strive to take affirmative action to achieve our goals and exceed expectations.
1.2
CORPORATE VALUES
CORE VALUES
•
We continuously learn and improve our performance.
•
We share information and knowledge with our co-workers and partners for the
corporate benefit.
•
We adhere to the highest standards of our professions and adopt best practices.
CORPORATE SOCIAL RESPONSIBILITY
Our actions through our various Foundations and community involvement activities
demonstrate our long-standing passion for the communities in which we live and work.
Digicel embraces responsibility for the company’s actions and encourages a positive
impact through its activities on the environment, consumers, employees, communities,
and all other members of the public.
RESPECT OF APPLICABLE LAWS AND REGULATIONS
As a Digicel employee, you must conduct business in accordance with all applicable
laws, rules and regulations as well as the Code of Ethics.
1.2
CORPORATE VALUES
OTHER VALUES
You must consult your Manager, your local Human Resources department, the Digicel
Head of Internal Audit, the Digicel Senior Management Team, or the Chairman of the
Audit Committee if you have a question about the legality of a course of action, situation
or behavior.
You must respect and maintain the confidentiality of information you learn about
or may collect in respect to yourself, colleagues or others (e.g., salary, performance
appraisals, medical history, or leaves of absence due to medical conditions). You must
not share this information with anyone either inside or outside the company, except as
is strictly necessary to perform your job. Any breach of confidentiality may subject you
to disciplinary action which may include termination.
DIVERSITY AND EQUAL OPPORTUNITY
Digicel seeks and values diversity among its employees, recognizing that a mix of
people enriches us and is essential to creativity and business growth. As a group, we are
committed to equal employment opportunities and unbiased treatment of all individuals
based on qualifications and expertise and without regard to race, color, gender, age,
national or ethnic origin, religion, creed, sexual orientation, marital status, citizenship,
disability status, political opinions, or any other basis prohibited by law.
DIGICEL PACIFIC EMPLOYEE GUIDE 7
1.2
CORPORATE VALUES
OTHER VALUES
As an employee within Digicel, you must support Digicel’s commitment to diversity
and equal employment opportunity. Any discriminatory treatment of employees or
contractors that is a violation of Digicel’s values outlined in this Code or applicable law
will be met with appropriate disciplinary action, up to and including termination, as
appropriate.
If you believe you have been the victim of, or if you have witnessed, employment
discrimination, contact your Manager or the Head of your Human Resources department,
or the Digicel Head of Human Resources.
CONFLICTS OF INTEREST
As an employee, you must be vigilant to any situation that could jeopardize the trust that
you hold as a Digicel employee and avoid any kind of conflict between your personal
interests and those of Digicel, or any other company within the Digicel Group.
From time to time, situations may arise that will not be clear-cut. If you are uncertain
about the propriety of your conduct or business relationships, consult your Manager, or,
in case of a director, the Group CEO.
You may never use your position as an employee within Digicel or information acquired
during your employment or directorship in a manner that may create a conflict ¬or the
appearance of a conflict ¬between your personal interests and the interests of Digicel.
You also must be aware that actual or potential conflicts of interest can arise not just
from dealings with external parties, such as customers, suppliers, or business partners,
but also from relationships or transactions with directors, managers, subordinates or
other colleagues.
You may not simultaneously work for, or with any person (whether an individual, a
company or another type of corporate entity) or be a majority shareholder in any
company who does business with, or competes against, Digicel or any other company
within the Digicel Group.
If an actual or perceived or potential conflict situation arises, you must report it
immediately to your Manager, who must discuss the matter with the Digicel Group Senior
Management Team who will consult with the appropriate persons. Directors must report
such situations to the Group CEO
Any non¬compliance with the principles of the conflict of interest by any director or
employee of the Digicel Group or any of their family members will be met with appropriate
disciplinary action, up to and including termination.
DIGICEL PACIFIC EMPLOYEE GUIDE 8
OUTSIDE POSITIONS
1.2
CORPORATE VALUES
You must disclose the following outside positions to the Digicel Group Senior Management
Team, who will determine if a conflict exists:
•
One of your “family members” works for, and holds a position that can influence
decisions at, a company that directly competes with or does business with Digicel
or any other company in the Digicel Group.
•
One of your “family members” holds a position that interacts with positions of
authority at a company that directly competes with or does business with Digicel
or any other company in the Digicel Group.
•
Further, while being a Digicel employee, you may not serve as a director, trustee,
officer or similar position (paid or unpaid) of any business, other than with a company within the Digicel Group, without having first disclosed the matter in
writing to and obtained approval from the Digicel Senior Management Team.
OTHER VALUES
ACCEPTABLE
NOT ACCEPTABLE
Your spouse works in a major competitor’s
compensation and benefits department.
Your spouse works in a major competitor’s strategic
planning office. (This could be a problem if you are
in a position that produces or receives sensitive
information)
You serve on the board of a residential
apartment building
You serve on the board of an equipment supplier
that Digicel conducts business with. (In general, you
must not undertake directorships in commercial
ventures that compete with any of the Digicel
Groups lines of business in any country where
Digicel operates or where it intends to operate).
Your spouse owns a printing company that has the
contract to print the promotional materials of any
company within the Digicel Group. (This situation
creates the appearance of favoring a single supplier.
Such appearances could discourage other vendors
by making them feel that they cannot effectively
compete for our business).
DIGICEL PACIFIC EMPLOYEE GUIDE 9
YOUR INVESTMENTS
1.2
CORPORATE VALUES
OTHER VALUES
You may not directly or indirectly (i.e., through a family member or a corporate entity
controlled by you) invest in stocks or securities of a company that does business or is
seeking to do business with, or to compete against, any company within the Digicel
Group if the interest you have in such other company is significant. An interest in another
company is considered significant if it could impair, or reasonably appear to impair, your
ability to act solely in the best interests of Digicel.
Any conflict of interest must be declared, this rule also applies to your “family members”
as defined above
BUSINESS OPPORTUNITIES
You or any of your “family members” may not directly or indirectly accept business
opportunities, commissions or advantageous financial arrangements from a supplier or
business partner of any company within the Digicel Group or from any business partner
who competes against any company within the Digicel Group.
You may not purchase for personal use the goods or services of the suppliers of any
company within the Digicel Group on terms other than those available to the general
public or established by policy of the Digicel Group or the relevant company within the
Digicel Group.
1.3
CONFIDENTIALITY
DIGICEL PACIFIC EMPLOYEE GUIDE 10
All records in any medium (whether written, computer readable or otherwise) including
information and data, drawings and private notes about the company and all copies and
extracts of them made or acquired by the employee in the course of his employment
are among the company’s most important assets.
All staff will therefore be required, as a condition of employment, to protect the
intellectual property and proprietary information of Digicel.
You must not at any time during your employment with the company divulge or
communicate to any person other than those whose province it is to know or unless
authorized by the company, any information as to the practice, business dealings or
affairs of the company or any of its customers or clients, or any other confidential
information relating to Digicel which you may have received or obtained whilst in the
service of the company.
1.3
CONFIDENTIALITY
As an employee you, may learn to a lesser or greater degree, facts about the business,
plans, operations or “secrets of success” of any company in the Digicel Group that are
not known to the general public or to competitors. You may not disclose any confidential
information or trade secret to any person outside the Digicel Group nor use any such
information for your own or someone else’s benefit.
Confidential information or trade secrets may only be disclosed to other employees only
on a “need to know” basis, such as if the employee or director requires the information
to carry out his or her responsibilities. If you are an employee, you must first obtain your
managers consent to disclose any such information on a “need to know” basis. This
does not over-ride any specific confidential agreement that is already in place.
You also may not disclose confidential or proprietary information or trade secrets
belonging to third parties. More specifically, you are not permitted to possess or circulate
improperly obtained confidential or proprietary information or trade secrets belonging
to a competitor.
This restriction will continue to apply after the termination of your employment, when
all documents and records containing such information must be relinquished, without
limitation in time. This will not apply, however, to information or knowledge, which
may come into the public domain.
Your Human Resources department is responsible for maintaining the confidentiality of
sensitive employee information, such as personal details, medical history, salary, share
basedcompensation, bonus or performance appraisal data. If you receive such data in
the course of performing your duties, you must keep such information confidential.
These obligations apply both during and subsequent to your employment or mandate
(if a director) with the relevant company within the Digicel Group. You must be careful
not to discuss such matters with family members, business or social acquaintances,
or in places where you can be overheard, such as in airports, on planes, in taxis, in
elevators, in the local company cafeteria, or in a hotel lobby or restaurant.
You must not communicate or transmit confidential or sensitive information through
potentially insecure external online communications services, such as the Internet and
social networking sites (including Yahoo, Hotmail, Facebook, Twitter etc.).
DIGICEL PACIFIC EMPLOYEE GUIDE 11
Our business is evolving rapidly and therefore each of us is being challenged by a quickly
evolving and complex environment, which often requires us to provide quick responses
under pressure. A written policy such as this Code of Ethics cannot be exhaustive and
cover all aspects of how to act in all business situations. Accordingly, this Code of
Ethics emphasizes a standard of ethical conduct that must embrace all of our business
dealings and relationships. Digicel, therefore, relies on your good judgment.
1.4
CODE OF ETHICS
We encourage Digicel managers and directors to lead by ethical behavior and encourage
employees to voice concerns if faced with a potentially compromising situation.
Managers or directors must not give implicit approval of any action that may be
unethical or potentially damaging to the reputation of the Digicel Group. This includes
ensuring that all statements relating to the quality of our products and services are
valid and honest.
The purpose of the Code of Ethics is to:
•
Encourage honest and ethical conduct, including fair dealing and the ethical handling of conflicts of interest.
•
Encourage full, fair, accurate, timely and understandable disclosure to our
shareholders and the financial markets.
•
Encourage compliance with international applicable local laws and governmental rules and regulations.
•
Ensure the protection of the Digicel Group’s legitimate business interests, including corporate opportunities, assets and confidential information.
•
Deter Wrong doing
If you become aware that another employee, violated the Code of Ethics, you have a
duty to report that violation, so that your Manager or any other appropriate manager
within Digicel is able to take steps to rectify the problem and prevent a recurrence. Such
reports will be treated confidentially to the extent possible, and you will not be subject
to retaliation for reporting a suspected violation in good faith.
Digicel’sVendors and Contractors are expected to respect Digicel’s Code of Ethics policy
with respect to their dealings with Digicel’s employees, with the Company and with any
other outside vendors and contractors.
In addition, persons who violate the law during the course of their employment or their
mandate as director of any company within the Digicel Group may be subject to criminal
and civil penalties, as well as payment of civil damages to Digicel, any other relevant
company within the Digicel Group or third parties.
DIGICEL PACIFIC EMPLOYEE GUIDE 12
ACCURACY AND COMPLETENESS
The Digicel Group’s accounting personnel must ensure that the accounting and financial
records for which they are responsible meet the highest standards of accuracy and
completeness and are compliant with the requirements as set by the Group CEO/CFO.
1.4.1
CODE OF ETHICS
BOOKS & RECORDS
If you have reason to believe that any of your Digicel’s books and records, or those of
any other company within the Digicel Group, are not being maintained in an accurate
and complete manner or in accordance with applicable law, you must report this
immediately to Digicel’s Chief Financial Officer and Digicel’s Head of Internal Audit.
You should inform either of the Digicel Head of Human Resources, or the Digicel Head of
Internal Audit if you feel that you are being pressured to prepare or destroy documents
in violation of applicable law or company policy or if you are aware that any misleading,
incomplete or false statement has been made to an accountant, auditor (external
or internal) or attorney (external or internal) in connection with any audit, or similar
examination.
FINANCIAL STATEMENT & ACCOUNTS
If you are involved in the preparation of Digicel’s financial statements or the financial
statements of any other company within the Digicel Group, you must do so according
to generally accepted accounting principles and other applicable accounting standards
and rules, so that the relevant financial statements fairly and completely reflect the
operations and financial condition of Digicel or of the relevant company within the
Digicel Group.
PAYMENTS
You may not make or approve any payment on behalf of Digicel or any other company
in the Digicel Group for which you have signature power if any part of the payment
is to be used for a purpose other than described in the supporting documenter if the
payment is for a service that is not in adherence with the company code of ethics.
All receipts and disbursements must be fully and accurately described in the books and
records of Digicel or the relevant company within the Digicel Group that is making the
payment and must be supported by appropriate descriptive documentation.
DIGICEL PACIFIC EMPLOYEE GUIDE 13
RETENTION OF DOCUMENTS
1.4.1
CODE OF ETHICS
BOOKS & RECORDS
You must retain all documents (including computer records) in your custody or control
that relate to an imminent lawsuit or ongoing investigation, audit or examination
initiated by Digicel or any other company within the Digicel Group, or to which Digicel or
any other company within the Digicel Group is subject.
The destruction or falsification of a document in order to impede a governmental
investigation, audit or examination may lead to prosecution for obstruction of justice. If
you are not sure that a document can be destroyed, consult your Manager or the Digicel
Group Senior Management Team.
You must consider that any e¬mail correspondence you send from your office computer
or other device to be a permanent, written record that can be monitored and inspected,
subject to certain limitations based on local privacy laws.
COMPANY PROPERTY
As a Digicel employee, you are entrusted with protecting the property of all companies
within the Digicel Group.
Acts of dishonesty against any company within the Digicel Group or its customers
involving theft, destruction, misuse or misappropriation of property, including money,
office equipment, or any other items of value, are prohibited. Falsification, alteration
or substitution of records for the purpose of concealing or aiding such acts is also
prohibited. If you are found guilty, after an internal investigation and in our reasonable
judgment, of such an act, you are liable to be terminated with immediate effect.
If you suspect someone has committed such an act or if you witness the occurrence
of such an act, you must report it immediately to your Manager and your local Human
Resources department.
DIGICEL PACIFIC EMPLOYEE GUIDE 14
CUSTOMER PRIVACY
You are responsible for safeguarding the privacy, confidentiality and security of customer
data entrusted to you or to which you have access.
1.4.2
Many of Digicel’s employees and directors are entrusted with important information
about customer’s information vital to our ability to provide quality products and services.
CODE OF ETHICS
You are responsible for safeguarding the privacy, confidentiality and integrity and
accuracy of all customer data entrusted to you or to which you have access. You are also
responsible for complying with your local laws and regulations regarding consumer
privacy and data protection.
POLITICAL ACTIVITIES
If you are found guilty, after an internal investigation and in our reasonable judgment, of
such an act, you are liable to be terminated with immediate effect
CUSTOMER PRIVACY
1.4.3
CODE OF ETHICS
MARKETPLACE
RESPONSIBILITIES
DIGICEL PACIFIC EMPLOYEE GUIDE 15
You are responsible for safeguarding the privacy, confidentiality and security of customer
data entrusted to you or to which you have access.
Many of Digicel’s employees and directors are entrusted with important information
about customer’s information vital to our ability to provide quality products and services.
You are responsible for safeguarding the privacy, confidentiality and integrity and
accuracy of all customer data entrusted to you or to which you have access. You are also
responsible for complying with your local laws and regulations regarding consumer
privacy and data protection.
If you are found guilty, after an internal investigation and in our reasonable judgment, of
such an act, you are liable to be terminated with immediate effect
1.5
CLEAR DESK
1.6
EMPLOYEES’
WORK AREAS
DIGICEL PACIFIC EMPLOYEE GUIDE 16
All employees must adhere strictly to the specific security measures and internal
controls that have been established for safeguarding the integrity and validity of
computer systems, data and information held in these systems, disks or hard copy. The
following guides the maintaining of a clear desk. Internet usage is solely for the purpose
of conducting company business.
All papers including, post its, note pads, letters, memos, extensions listings, and any
other type documents or hard drives should be removed from the visibility of others
once you are departing an area with these present.
•
Copies on the copier must be removed
•
Documents on the printers must be removed
•
Cd’s must be removed from disc drives.
•
When you walk away from your PC/Laptop for you must lock the screen.
•
Laptops and other mobile equipment should be locked away in a safe place.
•
Machines must be powered off and NOT logged off
•
Each desk should only have a phone and a desktop computer visible on it at the
end of each day and especially on weekends.
•
All hard copy materials, which are no longer used or needed, should be shredded
daily.
Employees are responsible for maintaining their work areas in a neat and tidy manner,
and assuring the security of company confidential/proprietary material in their
possession and similarly maintaining the security of the Company’s equipment.
The company reserves the right to search unlocked and/or publicly used Company
property at any time without consent. The Company may request a search of personal
property at the worksite or locked company property assigned to an individual if there
is reasonable suspicion that evidence of illegal or prohibited activities resides therein.
Refusal of such a request may result in disciplinary action.
1.7
GIFTS FROM
BUSINESS ASSOCIATES
1.8
USE OF COMPANY
RESOURCES & ASSETS
Employees or their family members may not accept gifts, gratuities or incentives of
significant value offered by vendors or others who provide or may provide the company
with goods and services. Your manager should be informed of this entire offering and
will decide on the proper course of action. Gifts of nominal value of up to USD $100 or
less may be accepted.
Digicel’s assets and resources are dedicated to achieve Digicel’s business objectives.
All Digicel employees are required to safeguard and not misuse company assets and
resources, and must never use them for unlawful, unethical or other inappropriate
purposes.
Under no circumstances may company computers or other electronic equipment be
used to obtain, view, or reach any pornographic, or otherwise immoral, unethical, or
non-business-related Internet site.
DISCIPLINARY ACTIONS
If you fail to comply with the Code of Ethics or any applicable law or regulation, you will
be subject to disciplinary measures that may include termination.
Consideration will be given to whether or not the violation was intentional, as well as
to the level of good faith shown by you in reporting the violation or in cooperating with
any resulting investigation or corrective action.
Disciplinary action will be taken against:
DIGICEL PACIFIC EMPLOYEE GUIDE 17
•
Any employee or director who authorizes, directs, approves or participates in violations of the Code of Ethics;
•
Any employee or director who has deliberately or neglectfully failed to report violations of the Code of Ethics, who has concealed violations of the Code of Ethics or who has deliberately withheld relevant information concerning
a violation of the Code of Ethics.
•
Any employee or director who retaliates, directly or indirectly, or encourages others to do so, against any other employee or director because of a report by
that employee or director of a suspected Code of Ethics violation; and
•
Any Manager who, under the circumstances, should have known about a violation by the employees under his or her supervision or any directors and did
not act promptly to report and correct it.
1.9
FRAUD AND ANTI
CORRUPTION
Fraud is an intentional deception made for personal gain. Specifically, it is the deliberate
deception of another individual/group/entity in order to damage them, usually to
unjustly obtain property or service.
Fraud does not occur where there is a deliberate disregard for organizational policies
only; for fraud to occur there must be a definite attempt to conceal activities.
It should be noted that fraud can be committed for or against an organisation.
It is the policy of Digicel to conduct all of its business in an honest and ethical manner.
In doing business anywhere in the world, neither Digicel nor any person or entity
associated with Digicel shall offer, pay, promise, authorize or receive any bribe or other
illicit payment or benefit in violation of anti-corruption laws of any nation in which we
do business.
The following are the principles which shall govern the practices of all employees
1.10
ANTI-FRAUD
GUIDLEINES
DIGICEL PACIFIC EMPLOYEE GUIDE 18
•
Employees who deal with contractors, carriers, suppliers, consultants, customers
and other persons having business with the company, shall conduct such activities in the best interests of Digicel without favor or preference
•
There should be no exchange of favors or gifts with customers/suppliers, which
could or appear to give rise to an obligation.
•
Employees shall not disclose proprietary information and trade secrets other than as required by Digicel.
•
All reasonable precautions should be taken to ensure that Digicel’s internal information, or information which has been entrusted to Digicel by third parties
(such as customers), will not be disclosed to unauthorized persons.
•
Digicel independently and unilaterally determines the prices and terms of sale
of its products and services. Employees shall not make any agreement with a competitor or customer affecting the prices, terms or conditions of sale of Digicel’s products or services in relation to those of a competitor.
•
No agreement shall be made with a competitor affecting bids, terms of bids or
the decision to bid.
•
Employees shall not exchange information with respect to prices, cost or other
aspects of competition with any Digicel competitor.
1.10
ANTI-FRAUD
GUIDLEINES
DIGICEL PACIFIC EMPLOYEE GUIDE 19
•
Employees should avoid actual or apparent conflicts of interest, and advise all
affected parties of any potential conflict.
•
Employees should not participate in any activity that prejudices the ability to carry out duties ethically.
•
Employees should not forge, alter, remove or destroy any documents (whether
physical or electronic) relating to any product or service, sales or financial transaction, or customer, employee or vendor information or any other record of
the organisation in any form or format
•
Employees should not access customer, partner or vendor personal or corporate
information and use such information for personal gain.
•
Employees should not intentionally misappropriate funds or assets of the organization
•
There should be no inflation of expense claims or adjustment of supplier invoices
for personal benefit
•
Employees should not enter into any ‘agreement’ with family, friends, colleagues, customers, suppliers or any other third party to engage in any activity that would result in the loss of revenue for the company or that would result in the company paying more than what is reasonable for a product
or service
•
There should be no impropriety with respect to reporting financial transactions.
•
No individual should use personal or other information about another individual
to extort funds, property or favors for personal use or gain.
•
Employees should not participate in any activity that infringes on or diminishes
the revenue or operation of the organisation, including but not limited to the following:
• abuse of privileges or perquisites
• unauthorized allocation of accounts, cell phone handsets and SIM
cards,
• transfer of unauthorized credits and air time,
• unauthorized adjustments of credit limits and customer billings
1.11
ANTI-BRIBERY
GUIDELINES
In conducting business anywhere in the world, Digicel, all affiliates, employees, officers
and directors of Digicel, and all persons that act as a representative agent or advisor to
Digicel must comply fully with applicable anti-corruption laws. Digicel employees are
prohibited from directly or indirectly offering, giving, soliciting or receiving any form of
bribe, kickback or other corrupt payment or anything of value, to or from any person or
organization, including Government agencies, individual government officials, private
companies and employees of those private companies under any circumstances.
•
This policy applies Worldwide without exception
•
The policy is without regard to regional customs, local practices or competitive
conditions.
•
To the indirect payment of any such bribe or other corrupt payment that may
be carried out through third parties, such as representatives, consultants, brokers,
contractors, suppliers, joint ventures or affiliates, or any other intermediary or
agent acting on behalf of Digicel.
•
You may not engage in any form of commercial bribery, including the offer or
acceptance of any improper payment, gratuity or gift to obtain or retain business
or secure services anywhere in the world.
•
No payments or provision of any other benefit shall be made or offered, directly or through an intermediary, to any government official or official of an
international organization for the purpose of influencing any decision or obtaining any improper advantage.
•
You may not offer it accept any improper payment, bribe, kickback, gratuity or
gift that is given to you or by you with the intent to obtain or retain business or
secure services anywhere in the world. Any payment, gratuity or gift that is in
violation of local laws is prohibited.
INVESTIGATION
Any employee who suspects that a fraud or act of corruption is being perpetrated should
not attempt to independently investigate any such activity. That employee should
report any suspicions to the immediate line manager or a senior member of the Human
Resources Department.
DISCIPLINE
Any employee found, to have been participating in any fraudulent, corrupt or bribery
activity will be subject to a disciplinary process with sanction up to an including dismissal.
DIGICEL PACIFIC EMPLOYEE GUIDE 20
NON-RETALIATION
1.11
ANTI-BRIBERY
GUIDELINES
Digicel encourages all employees to report on any fraudulent or corrupt activity.
The company will facilitate a process for employees to remain anonymous when making
reports about suspected activities. Any report should be made in writing to the Financial
Controller or Head of Human Resources or General Manager. The onus is then on the
management of the organisation to conduct investigations.
In cases where an individual makes a report and identifies himself, the company will
take steps to ensure that said individual will be protected from any reprisal from a
colleague. Any individual who threatens another who reported a fraudulent or corrupt
activity may be subject to strong disciplinary action in accordance with the disciplinary
policy, up to termination of employment.
Additionally, the organisation also pledges that it will not take action against an
employee who legitimately reports a fraudulent or corrupt activity.
However, it should be noted that any employee who knowingly makes a false report
of fraudulent or corrupt activity, will also be subject to disciplinary action, which may
include dismissal.
EXTERNAL CONTRACTORS
Notwithstanding that the organisation does not have the level of control over an external
contractor as it has over an employee, the organisation reserves the right to terminate a
contract for service with any supplier, vendor or customer when it has been proven that
a fraudulent act has been knowingly committed against the company.
The organization reserves the right to report any instance of suspected fraud to the
police or other relevant agency once it is believed that a regulatory, criminal or civil code
may have been breached. It is the responsibility of the General Manager/ CEO solely to
make the determination as to whether and when to involve a third party.
If you believe that you have or you are aware of a colleague/ contractor that has violated
the Code of Conduct, Code of Ethics, has participated in any fraudulent behavior or
any applicable law, rule or regulation, you must promptly report the violation to your
Manager or to any other appropriate manager within Digicel so that he/she is able to
take appropriate action. In many cases, a prompt report of a violation can substantially
reduce the adverse consequences of a violation for all involved ¬third parties, Digicel,
and yourself
DIGICEL PACIFIC EMPLOYEE GUIDE 21
2
TERMS
OF EMPLOYMENT
PERSONAL MEDICAL
INFORMATION IS HIGHLY
CONFIDENTIAL
The Company’s code of conduct embodies our core values of quality output, ethics in
all that we do, excellence in service, building effective relationships and many more
principles and standards that guide our behavior.
Digicel seeks to ensure that we maintain a professional working environment that
encourages respect, promotes civil and congenial relationships among employees and
is free from all forms of harassment and violence.
The company is committed to maintaining the highest level of ethical conduct in
every aspect of its operations. Therefore, our business dealings, our activities and our
relationships involving staff, customers, business partners, shareholders, competitors
and the wider community must be characterized by honesty, decency, integrity and
fairness. We encourage you to abide by these fundamental principles.
This Code of Conduct means very little without your deep, personal commitment. For
each of us, therefore, it is our responsibility to know the criteria for acceptable business
behaviors and demonstrate that knowledge.
You must read, understand and comply with the Code and take responsibility for
seeking the advice of the manager to whom you report or Senior Management within
Digicel if you need clarification on any point.
2.1
PRE –EMPLOYMENT
MEDICAL PROCEDURE&
POLICE CLEARANCE
To be eligible for employment all candidates for permanent, part time or casual
employment are required to complete a health and criminal declaration forms. The
health declaration form, must completed in full and signed as a true and correct
document. The criminial declaration for must be signed by a commissioner for oaths.
If any additional medical consultation is required,aexamination will be conducted by a
Digicel designated medical practitioner with the costs being fully borne by Digicel..
The Digicel designated medical practitioner will advise the Human Resources department
whether an individual can carry out the task assigned to the employee and will provide
a medical report.
A member of the HR Department will then indicate to the applicant whether they
are eligible for employment. Any tests, which are a follow-up to the initial medical
examination, will be at Digicel’s expense.
The company reserves the right to rescind the offer or terminate the services of any
employee who deliberately provides any information prior to being offered employment
that is later conclusively found to be untrue or inaccurate in any way who reports to work
prior to the company receiving negative results based on a medical report.
Digicel understands that personal medical information is highly confidential and as a
consequence, will treat it accordingly.
2.2
All new employees will serve a probationary period of six (6) months. If you perform
satisfactorily during this period you will be recommended for permanent employment.
PROBATIONARY PERIOD
The Company or the employee may terminate the employment contract at any time
during the probationary period without reason or notice.
TRAINING DURING PROBATIONARY PERIOD
The immediate manager or supervisor must ensure that the new employee is properly
trained for the position hired. There must be a plan of training on all components of
the employee’s job and also of the HR policies and procedures and generally accepted
common practices of the office. During the probation the employee must be made
aware of their progress and performance on a regular basis.
DIGICEL PACIFIC EMPLOYEE GUIDE 26
END OF PROBATION
2.2
PROBATIONARY PERIOD
At the end of the probationary period the immediate manager must complete the
probationary review form and submit it to the HR department indicating areas where
improvement is needed. HR will then generate a letter confirming an employee to their
role. The manager should then conduct a formal probationary review with the employee
to inform them of the outcome of their probation.
UNSUCCESSFUL PROBATIONARY PERIOD
The company reserves the right to extend the probationary period if it sees fit.
Additionally if the employee has not met the required standard of performance expected
the immediate manager will inform HR and conduct a meeting with the employee to
indicate to them that they will not be made permanent. HR will then manage the exit
process.
Based on the conditions of employment, employees of Digicel fall into one of the
following categories:
2.3
CONTRACT TYPES
PERMANENT EMPLOYEES.
These are employees who are employed without a fixed term, whether on a full time of
part time basis.
CONTRACT (TEMPORARY) EMPLOYEES
These are employees hired for a specific time frame or project and paid according to the
terms of hire.
After 3 months of employment casual employees will be eligible for NASFUND
contributions, medical insurance and commence accruing leave entitlements.
DIGICEL PACIFIC EMPLOYEE GUIDE 27
2.4
HOURS OF WORK
The official working hours is forty (40) hours per week exclusive of relief from 8:00am –
5:00PM Mondays to Fridays. We will maintain a working schedule of daily and weekly
hours consistent with normal practice in the industry in which we operate, and that
stipulated by legislation.
Our commitment to provide complete support and customer care service to our
customers 24 hours a day, 7 days a week throughout the year, means that working
arrangements and hours of work will vary from department to department.
In order that this business may be operated efficiently, it is agreed that employees in
essential areas will berostered to work extended hours of duty, which include days,
evenings and night work, Mondays to Sundays and public holidays.
It is recognized that the obligation to perform these rostered duties and to work
Mondays to Sundays and on public holidays when required is a part of the conditions of
employment of all the company’s employees.
When necessary, employees will be required to work overtime as requested by the
management of that department.
2.5
ATTENDANCE &
PUNCTUALITY
Digicel depends heavily upon its employees in order to meet its operational and customer
needs. In order to meet these needs, it is important that employees attend work as
scheduled. Dependability, attendance, punctuality, and a commitment to doing the job
right are essential at all times.
As such, employees are expected at work on all scheduled workdays and during all
scheduled work hours, as well as to report for work on time.
Employees must notify their immediate manager if they are unable to attend work or
will be late at least (1) one hour before their start of shift by phone. A text will not be an
accepted as authorising any absence. If he/she expects to be late or anticipate a delay
in returning from an appointment or lunch break they must also notify their manager
by phone.
While it is Digicel’s policy to be as fair as possible and take into consideration the personal
difficulties of each member of staff, failure to attend work repeatedly or repeat tardiness
without proper excuse or approval from your manager may lead to disciplinary action up
to and including termination of employment.
DIGICEL PACIFIC EMPLOYEE GUIDE 28
2.5
ATTENDANCE &
PUNCTUALITY
Where an employee, who is not on authorized leave of absence, fails to report for duty
for a period of one (1) working day, the Immediate Manager must attempt to make
contact with the employee as soon as it is known they are absent. If the employee does
not have a reasonable reason for being absent disciplinary action up to and including
termination of employment could result.
Where the employee fails to report for duty within a further one (1) working day or two
(2) consecutive days, they will be deemed to have abandoned their employment with
the company and will be terminated immediately and advised in writing.
2.6
Digicel recognizes the importance of good nutrition to the health and well-being of
employees.
LUNCH PERIODS
All employees will have a lunch period of up to one hour. Digicel’s lunch periods run
between the hours of 12 noon. – 2:00 p.m. Rostered employees will have their breaks
set as a part of their shift hours.
2.7
If at any time during your employment with Digicel an employee created (whether alone
or with any other person or persons) any intellectual property which relates wither directly
or indirectly to the business of the company, the employee shall promptly disclose to
the company fill details, including drawings and models, od this intellectual property to
enable the company to determine whether or not it is owned by the company.
INTELLECTUAL PROPERTY
If the company determines that is the owner of the intellectual property, the employee
shall not be entitled to make use of it for their personal benefit and shall at the company’s
request and expense transfer the intellectual property to the company.
DIGICEL PACIFIC EMPLOYEE GUIDE 29
2.8
RELOCATION
When employees are being relocated to other areas within the country or abroad, the
following policy should be adhered to:
RELOCATION
A request should be made by the immediate manager of an employee to be relocated. If
an individual is requested to relocate to another area by his or her manager and he/she
consents, the organization should be responsible for relocation expenses.
RELOCATION CHARGES TO INCLUDE:
•
Transportation to new location for employee and family
•
Freight charges valued at K700
•
Installation charges associated with all utility facilities; water, power, telecommunication valued at K200
•
Rental or lease charges of property for one month to be in a property recommended by the Company to enable the employee to find permanent accommodation.
Invoices and receipts will be required for all expenses to be paid.
DIGICEL PACIFIC EMPLOYEE GUIDE 30
3
RECRUITMENT
& SELECTION
DIGICEL RECOGNIZES THAT ITS
SUCCESS RESTS PRIMARILY IN
ITS EMPLOYEES
DIGICEL PACIFIC EMPLOYEE GUIDE 31
3.1
RESPONSIBILITIES
3.2
RECRUITMENT
PROCEDURES
The Human Resource Department, in consultation with Department Heads, is solely
responsible for the monitoring, structuring and coordinating of any and all Recruitment
and Selection initiatives within the Organization
The Company will recruit and select employees on the basis of merit, competency,
advancement potential and character without reference to race, colour, sexual orientation,
religion, class or gender. As far as practicable, initial employment engagements will be
done from within the Company.
The Company will maintain programs to identify employees eligible for promotion and
will assist all employees in preparation for higher positions within the Organization.
All things being equal, nationals of countries within which DIGICEL operates, will be given
preference when and where vacancies arise.
Expatriates will only be considered if the particular skill / competency requirement is
unavailable or otherwise restricted. In these cases, Digicel will ensure that capable and
qualified nationals are given opportunities to be trained and exposed to these specialized
skills.
The Company reserves the sole right to determine the suitability of candidates to fill
identified vacancies as well as the right to appoint / promote employees into vacant
positions, as it deems necessary.
Manpower requirements will be determined by the relevant Department Supervisor,
in conjunction with the relevant Department Head Human Resource Department and
Finance Department. Final approval rests with the Chief Executive Officer, in consultation
with the Human Resource Department.
Where and when a vacancy exists, the relevant Department Supervisor and Department
Head will be required to complete and approve anAuthority to Recruit Form and forward
same to the Human Resource Department.
HR, upon receipt, will verify the information; make the necessary recommendations
and forward to the Chief Executive Officer for approval (for permanent positions). All
Authority to RecruitFormshave to be signed off by the Chief Executive Officer.
DIGICEL PACIFIC EMPLOYEE GUIDE 32
3.2
RECRUITMENT
PROCEDURES
No recruitment and selection initiative will commence without an approved Authority
to Recruit Form.
The Human Resource Department is solely responsible for:
•
The monitoring, structuring and coordinating of any and all Recruitment and Selection initiatives within the Organization.
•
Communicating the outcome of any and all recruitment and selection initiatives
to affected candidates.
•
Initiating, expressing and communicating any offer (or any intention to offer) employment as well as the terms, conditions and timing of such offers in consultation with the relevant Department Head and guided by the approved
Authority to Recruit Form.
Once approved, and as required, the Human Resource Department will develop and post
the relevant Internal Staff Vacancy via Digicel Info and/or Job Advertisement utilizing
any fit-for-purpose advertisement mediums.
Any Digicel employee wishing to apply for a vacancy will be required to inform and notify
their respective Department Supervisor and/or Manager of their interest and intention to
apply for same prior to doing so.
As far as practicable, employees who have been confirmed in their respective positions
forless than six (6) monthsOR who are currently on an active level of discipline (See
Disciplinary Action Policy) at the time of the relevant recruitment / interview process will
NOT be eligible for short-listing / consideration.
Where applicable, Internal Staff Vacancy will be posted for a minimum duration of five
(5) working days.
Any application received past the communicated application deadline will not be
considered.
When and where necessary, external job advertisements will be prepared by HR and will
run for a minimum of three (3) working daysdependent on the type of vacancy utilizing
any fit-for-purpose advertisement mediums. An existing database of applicants may
also be used in tandem with external job advertisements and internal job postings.
In the event that an employee of another Company within the Group applies for an
advertised vacancy, HR will be required to inform (via official company correspondence)
the employee’s current Department Head and Chief Executive Officer (if different) of the
employee’s interest in being considered prior to the candidate being interviewed.
DIGICEL PACIFIC EMPLOYEE GUIDE 33
3.2
RECRUITMENT
PROCEDURES
Contingent on the prior notification (see 3.1.12 above), any successful potential
candidate who is, or has been employed previously within the Group, will be required to
successfully complete the requisite reference checks by the HR Department as part of
the final decision making process.
Where there is need to fill a very senior / critical position, recruitment may be executed
via an executive search agency or direct ‘head-hunting’ in order to ensure the appropriate
selection and overall confidentiality.
As far as practicable, all interviews must be held within two (2) weeks after the relevant
Internal Staff Vacancy or Job Advertisement deadline date.
HR, in consultation with the relevant Department Head and/or Department Supervisor
(or his/her delegate), will be required to pre-screen candidates and compile a shortlist of
qualified and suitable candidates
3.3
SELECTION
Once short-listed, HR will be responsible for contacting all candidates and confirming
their interest and attendance at the scheduled interview.
The following Minimum Standards for Employment will be maintained by the Company:
•
Applicants must be 18 years and over.
•
Applicants must have at leastfive (5) CXC O’Level passes, including English Language and Mathematics. The Department Head, with the explicit approval of
HR, reserves the right to waiver these requirements, if necessary.
•
Candidates, at the discretion of HR, may also be required to successfully complete
an aptitude / literacy test.
•
Candidates, at the discretion of HR, may also be required to undergo drug testing
and any other Tests that may be necessary and specific to job assignment, as part
of their pre-employment medical.
The above-mentioned applicant Minimum Standards for Employment applies to all
categories of employees (Full Time, Contract, Casual Part Time, Part Time, etc.).
The Human Resource Department will be responsible for conducting the relevant
screening and reference checks on ALL successful candidates.
DIGICEL PACIFIC EMPLOYEE GUIDE 34
3.3
SELECTION
As far as practicable, Digicel will not hire, transfer or promote relatives of current
employees if such employment results in one employee being directly supervised by
another. Relatives here refer to mother, father, sister, brother, son, daughter, stepchildren,
adopted children, spouse, niece, nephew, daughter-in-law, son-in-law, father-in-law and
mother-in-law, cousins, etc. In such a case, explicit approval must be obtained by the
Chief Executive Officer, in consultation with HR.
All new employees will be required to complete and submit the relevant New Employee
Welcome Package and submit same to HR for processing. Failure to do so may negatively
impact the timely processing of new employees and related payments.
3.4
INTERVIEWS
HR, in consultation with the relevant Department Head and/or Department Supervisor, is
responsible for the determination of the interview format and content of each selection
process.
Any information provided by an applicant for the purpose of obtaining employment with
the Company should be complete and accurate. This information includes an applicant’s
experience, employment history, credentials and qualifications. If the Company gains
knowledge at a later date that an employee intentionally provided false or misleading
information, or intentionally omitted information regarding background, employment
history, credentials or qualifications, the applicant may be subject to disciplinary action,
up to and including immediate termination.
The Company reserves the right to investigate the background, employment history,
credentials and qualifications of an employee at any time during the employment
relationship.
Although the timing and format may vary from time to time, HR will be required to
complete a reference check on ANY and ALL candidates identified for final selection for
any identified vacancy.
At a minimum, the relevant Candidate Reference Check Form will be required to be
completed for each candidate and attached to the relevant Interview File for review by
the Interview Panel as part of the decision-making process.
Standard Interview Assessment Forms (Ref: DTT-HRF-IAF) will be developed and used in
the interview process and, from time to time, will be revised by HR to ensure suitability
and effectiveness.
DIGICEL PACIFIC EMPLOYEE GUIDE 35
3.4
INTERVIEWS
All Interview files and forms are and remain the property of the Human Resource
Department and will be immediately returned to the HR Representative upon completion
of interviews or upon request. At no time, and for no reason, will interview panelists be
permitted to keep interview files in their possession after the relevant interviews have
been completed.
Interview panels, unless approved by HR, will not exceed four (4) in number, and will
comprise of the following:
•
Human Resource Representative: The HR Representative’s role is that of Facilitator and verifies the education, training, and personality characteristics
of the candidate looking for gaps in the resume and establishing springboard for the interview process. He / she commences the interview and creates the
rapport necessary to make the candidate comfortable.
•
Department Supervisor and Department Head (or a suitably identified delegate):
The Department Head’s (or his/her delegate) role is to assess the technical capability of the candidate with details of the job.
•
Independent:He/She is on the panel for objectivity and to lend balance to the
Team. In keeping with the recommended interview panel size, the identified HR
Representative may also perform this role.
Any interview panelist who is either related to and/or has had any prior interaction /
relationship (whether directly or indirectly) has an obligation to disclose this information
to the relevant HR Representative prior to the commencement of the relevant interview.
Failure to do so may result in appropriate disciplinary action.
The final decision for selection rests with the relevant Department Supervisor and/
or Department Head, in consultation with HR. Upon the completion of the Interview
Process, the interview panel will be required to unanimously make a final selection
regarding possible candidates for the position.
The selected candidate(s), at the request of the Company may be required to successfully
complete a fit-for-purpose Psychometric Assessment.
Upon receipt of the Psychometric Assessment Scores, the relevant HR Representative
will discuss the results and findings with the Interview Panel and confirm selection of
the preferred candidate(s) and unanimously make a final selection and ‘sign-off’ on
same as confirmation of social agreement.
DIGICEL PACIFIC EMPLOYEE GUIDE 36
3.4
INTERVIEWS
In some instances the Company may also conduct a second interview or follow-up
interview with the preferred candidate(s) in order to assist in making a final decision, as
it pertains to the particular vacancy.
If there are major differences of opinion among the panelists pertaining to final selection,
HR may refer the panel’s varying views to the next level, which is the Chief Executive
Officer, who will be required to make the final decision.
The successful, short-listed (if applicable) and unsuccessful candidate(s) will be so
notified, in writing, by the HR Department via official company correspondence.
3.5
GENERAL
HR will prepare and issue the relevant employment offer and contract clearly outlining
the terms and conditions of employment.
The relevant Department Head, in conjunction with the Human Resource Department,
and other stakeholder Departments, will be responsible for conducting a structured
Orientation and Induction Programme that will be aimed not only at providing the
new employee(s) with all the relevant forms to be completed, but also to assist the
employee in becoming aware and familiar with existing Company Policies, Practices and
Procedures.
The Department Head or his/her delegate, with guidance from the Human Resource
Department, will be responsible for ensuring that the relevant records are kept on
the employee’s probation, contracts (if applicable), employment dates, performance,
training, etc. and process the necessary confirmations, performance reviews, coaching
and counseling, oral reminders, written warnings, suspensions and/or termination at the
appropriate times and if applicable.
DIGICEL PACIFIC EMPLOYEE GUIDE 37
3.6
DOCUMENTATION
REQUIREMENTS FOR
HIRING A NEW EMPLOYEE
Unless otherwise explicitly stated and communicated, HR is responsible for the
processing and set-up of ALL new employees.
In order to allow for the timely processing and set-up of all new employees, the following
documentation is required to be completed and forwarded to HR in order to effectively
process all new employees AT LEAST ONE (1) WEEK PRIOR to the commencement of
employment
•
ApprovedAuthorityto Recruit Form
•
Signed Contract of Employment
•
Signed Job Description
•
Health and Criminal Declaration Forms or medical reportfrom Company
Doctor
Verified Documents (to be submitted to Human Resource prior to commencement of
employment):
•
Birth Certificate / Passport (copy)(expats only)
•
Identification Card or Passport (copy). If not a National of country evidence
of work permit/residence.
•
Resume and relevant evidence of Qualifications (if not previously submitted).
•
Two (2) passport-sized photographs (white background ONLY)(expats only).
•
Valid Police Certificate of Good Character* (expats only).
* A copy of the issued receipt will be required to be submitted to HR as verification of
request. All costs associated with obtaining the relevant Certificate of Good Character
will be the responsibility of the applicant(expats only)
DIGICEL PACIFIC EMPLOYEE GUIDE 38
4
COMPENSATION
& BENEFITS
BEST INTEREST OF THE COMPANY
AND OUR EMPLOYEES TO FAIRLY
COMPENSATE OUR WORKFORCE
DIGICEL PACIFIC EMPLOYEE GUIDE 39
4.1
SALARY PAYMENT
Salary payments will be made fortnightly
You will receive a pay slip each fortnightshowing your gross pay, statutory deductions,
voluntary deductions and net pay. It is the company’s policy that an employee pay slip
will only be given personally to that employee.
Salary payments will be deposited directly to your bank account each pay period.
4.2
SALARY REVIEW
Base salaries are customarily reviewed on an annual basis at the conclusion of each
financial year, during the month of April.
The revision of Base salaries are contingent on the overall performance of the Company,
cost of living, market conditions, evaluated periodically for sustained competitiveness
depending on the compensation surveys and as well as each employee’s overall
performance as per the Company’s Performance Review System(DPR).
Where a salary increase is awarded, the payment is customarily processed in the month
of May and paid retroactively to April 01.
4.3
BONUS PAYMENTS
At the discretion of the company, performance related bonuses will be paid on a bi-annual
basis and you will be entitled to be paid an amount not exceeding the percentage stated
in your employment contract. All bonus payments will be determined by the outcome of
your individual performance review along with the company’s performance. Employees
can make enquiries to the HR Department regarding the method of computation.
MARKET MODIFIER:
The Market Modifier is an additional element to be introduced to the DPR process that
allows for market performance to be reflected in employee’s bonus payout. The effect
is that bonus percentages will be apportioned between both individual and company
performance.
The market modifier is determined by market performance against Revenue, EBITDA,
CAPEX, Subscriber Numbers, Network Availability and Customer Service Levels and
ranges from a minimum of 90% to a maximum of 125%.
DIGICEL PACIFIC EMPLOYEE GUIDE 40
4.3
BONUS PAYMENTS
BONUS PAYMENTS UPON RESIGNATION/TERMINATION
Any employee that resigns, or leaves the company for any reason will not receive partial
payment for DPR Bonus. She/he must be actively employed by Digicel and on the payroll
at the actual date of the semi-annual payout in order to receive the DPR payout. (31st
March/30th September)
This payout will be based on the achievement of objectives for the 6 month period.
This policy only applies to resignation, if the employee’s fixed term contract is over and
Digicel is not renewing he/she will receive a partial part of the bonus.
4.4
HEALTH INSURANCE
Digicel currently offers eligible employees Health coverage under the Company’s Health
Plan. This Health Plan provides assistance with hospital and major medical insurance
coverage. The Human Resources Department will assist qualifying employees in making
the necessary arrangements for enrollment. The Health Insurance coverage includes
both Dental and Vision.
Eligible employees are required to complete the relevant registration and enrollment
forms in order to access this Benefit.
4.4.1
HEALTH INSURANCE
ELIGIBILITY
DIGICEL PACIFIC EMPLOYEE GUIDE 41
Full Time employees will be eligible for the Company’s Health Insurance Plan upon
commencement of employment.
Part Time or Casual employees, who have been in employment for a period of three
months continuous service will be included in the Company’s Health Insurance Plan.
4.4.2
HEALTH INSURANCE
ENROLMENT
Upon commencement of employment, the relevant Medical Application Form will be
provided to the new employee by the HR Department, for completion.
All Full Time employees will be required to complete the relevant Medical Application
forms upon commencement of employment and all other employees after 3 months.
Thecompleted forms must bereturn to the HR Department within one (1) week of
receving the forms.
Upon receipt of completed Medical Application forms, HR will be required to complete
the relevant Employer’s Section and identifying the employee’s effective date he/she is
eligible to be on the Plan.
Once accurately completed, the relevant Benefit Application Forms will be forwarded to
the Health Provider by HR within three (3) working days of receipt for processing.
Contingent on the satisfaction of the relevant Health coverage requirements, the Insurer
will add the employee and his/her dependents (if applicable) to the Company’s Health
Insurance Plan.
Premiums related to the provision of Health coverage for employees are currently fully
covered by the Company. Coverage extents to certain members of your direct family as
per the Health Insurance policy.
The Health provider reserves the right to require a medical assessment / examination for
any new addition to the Health Plan as it deems necessary.
4.4.3
HEALTH INSURANCE
SEPARATION
DIGICEL PACIFIC EMPLOYEE GUIDE 42
Upon an employee’s separation (retirement, resignation, death, termination, etc.), HR will
be required to notify the Company’s Health Provider in order to facilitate the cessation of
the Health Plan and associated premiums.
Unless otherwise explicitly stated, Health coverage will cease on the employee’s last day
of employment.
4.5
SUPERANNUATION
SCHEME (NASFUND)
4.6
SALARY PACKAGING
You will be required to contribute a minimum of 6% of your gross salary after tax and
the employer contributes 8.4% on behalf of the employee on a fortnightly basis and
into the National Superannuation Fund Limited (NASFUND) after 3 months continuous
employment with the company. The gross salary excludes overtime, bonuses, allowances
or cash presents made by the employer. Employee contributions can be used to take
advantage of the housing advance benefits. There is no limit as to the rate of employee
contributions. The employer may also elect to contribute additional contributions to the
8.4% employer contributions up to a maximum 15%.
This policy introduces Digicel employees to the benefits of flexible salary packaging.
Salary packaging allows you to receive part of your gross cash salary in a form other than
take-home pay. You are under no obligation to join the flexible salary packaging scheme.
You will be offered the opportunity to choose from a list of approved allowances, which
will be paid by Digicel on your behalf from your total remuneration package.
Digicel reserves the right to deduct the applicable salary tax from packaged benefits,
to disallow packaging if the packaging is incompliant with the salary packaging
practices accepted by the Internal Revenue Commission and to change salary packaging
arrangements in the event of changes to the relevant tax practices. If legislative or other
changes result in an increased cost of salary packaging, Digicel may elect to discontinue
salary packaging.
You enter salary package arrangements at the start of your employment and make
amendments on an annual basis. Every December/January period you will have the
opportunity to restructure your salary package. The amendments should not result in an
increase of the total value of benefits package beyond 50%.
4.6.1
SALARY PACKAGING
ELIGIBILITY
DIGICEL PACIFIC EMPLOYEE GUIDE 43
Full time staff members are eligible to take part in the flexible salary packaging scheme.
Casual / temporary staff members will not be eligible to participate.
4.6.2
SALARY PACKAGING
RANGE OF BENEFITS TO BE
SALARY PACKAGED
The total value of benefits packaged must not exceed 50% of an employee’s AnnualSalary
Package. If the benefits requested exceed 50%, the application will not beprocessed and
the employee will be requested to amend the application [unless Digicel has provided
its discretionary power to allow a greater percentage]. The remainder of the employee’s
salary will be paid on a fortnightly basis by Digicel after a deduction of the applicable
salary or wages tax.
The Employee may elect to include one or more of the package items below.
ACCOMMODATION / HOUSING ALLOWANCE
The company will pay directly to the landlord. A copy of a signed leaseagreement is to be
provided to payroll which is then retained by the company. An invoice for the applicable
rent should be provided on a monthly basis.
Staff living in their own homes and having qualifying housing expenditure need to
complete housing variation forms from Internal Revenue Commission and file Income
Tax returns annually. IRC will assess the application and advise the appropriate taxes to
apply.The variation forms will be issued to employees at the beginning of each year.
SCHOOL FEES
Staff can allocate part of their remuneration package towards payment of annual
school fees for primary and secondary education of their immediate children (or legally
adopted). By allocating school fees at the beginning of the year employees will accrue
funds for school fees for the following year. In a way this is a savings program for school
fees. At the end of the year the payment will be arranged by the company directly to the
schools nominated by the staff. Invoices or other advices must be provided within three
weeks to payroll to facilitate the payment. Employees allocating for school fees may not
apply for school fee rebates from IRC.
LEAVE FARES
Staff can allocate part of their remuneration package towards leave fares for one trip
per annum, for theirimmediate family members (spouse and children) to their place of
origin or recruitment. Staff may utilize this scheme to accrue leave fares for the following
year. The payment will be arranged by the company directly to the nominated airline
company. Invoices from the airline companies must be provided to the company to
facilitate the payment.
DIGICEL PACIFIC EMPLOYEE GUIDE 44
4.6.3
SALARY PACKAGING
CONDITIONS
4.6.4
SALARY PACKAGING
SEPARATION FROM
EMPLOYMENT
4.7
PHONE POLICIY
Use of accrued funds
Staff may utilize whatever funds are accumulated during the year as long as the
amountsought for usage does not exceed the amount accrued. As stated above, if funds
notutilized for other purpose than those mentioned above, normal income tax will be
appliedto the amount. Please note that staff members are restricted to twice a year
withdrawalsfor both airfares and school fee allowances.
When an employee exits employment the amount provisioned not taken is paid to
theemployee as part of final entitlement calculation and taxed accordingly. In the event
ofemployment separation, employees are required to repay the unearned portion of
theallowance that has been paid in advance.
The company offers mobile service to all its permanent employees. Each employee will
be provided with service.
Upon employment, depending on your role, you will be provided with a mobile phone
from Digicel and the company will waive the monthly charges in accordance with the
amounts stated in the company’s Equipment Policy. If however you elect not to accept
the company issues mobile telephone, you have the option to purchase your own.
Each employee will be allowed to have one account on the Staff Mobile Phone Plan –
your personal account only.
Upon termination of your employment contract for whatever reason, all employees are
required to return the SIM card. Should these employees wish to continue using the
service of Digicel, the assigned number will be withdrawn and a new number reassigned
as the MSDN (Number) remains the property of the company.
Further details of the staff phone policy is provided in the company’s Equipment Policy
on YourQube.
DIGICEL PACIFIC EMPLOYEE GUIDE 45
4.8
OVERTIME/ ON CALL,
SHIFT AND OTHER
ALLOWANCES
4.9
ACTING PAY AND
BENEFITS
Depending on the company work needs, employees may be required to work reasonable
additional hours. Employees in a non-managerial category will be paid an overtime
payment for work done in designated departments in excess of designated work hours.
All overtime must be approved by the Department Head in advance. Any hours that
are worked and are not authorized in advance will only be paid upon approval from the
Department Head ad will be at ordinary rates and not overtime rates. Any hours worked
without authorisation will not be paid.
Eligible employees with on-call (standby) and shift arrangements will be paid an
allowance based on duties performed for scheduled occasions.
An employee may be assigned from time to time to act in a position for another employee
when that employee is out of office for an extended period. An employee may also be
assigned to act in a position where that position becomes vacant for any reason.
If an individual is required to act in another position, which is senior to their substantive
position, the individual will be paid at the minimum, midpoint or maximum of the acting
grade, depending on the level of his/her present salary.
For example, a Call Centre Agent acting in a Team Leader role will be brought up to the
minimum of the band for the Team Leader salary scale; if the agent was already being
paid at the minimum of the Team Leader salary scale, he/she would be moved to the
midpoint of the Team Leader salary scale.
The following shall be the procedure regarding remuneration:
•
The individuals must have been acting in the position for at least 20 working days.
•
The Human Resources Department must be notified if an individual will
be acting in a position for twenty (20) working days or more.
•
The employee will be notified in writing by the Human Resources Department of the salary and benefits, which he/she will be entitled to for
the acting period
•
The Human Resources Department will notify Payroll Department of the
adjustments to be made for the acting period..
•
The employee’s first acting pay will be made after the first 20 days of him/
her acting in the senior role.
•
All other applicable benefits for the function shall accrue for the individual
acting in the position.
•
The acting assignment should last no longer than six (6) consecutive months.
DIGICEL PACIFIC EMPLOYEE GUIDE 46
4.10
SALARY ADVANCE
Salary advances will only be considered and approved for emergencies. The following
guidelines must be adhered to by all employees applying for a salary advance:
•
Employees are allowed a maximum of two (2) salary advances per year.
•
All salary advances must be repaid on or before the date agreed on the
salary advance form. Total repayment will be made via direct salary deduction the month following the processing of the request.
•
Persons must be permanently employed to the company for a minimum
of six (6) months before consideration will be given for an advance.
•
Salary advances will be restricted to a maximum of forty percent (40%) of
the monthly net salary.
•
An employee cannot apply and gain approval for two consecutive salary
advances.
•
4.11
SPORTS & SOCIAL CLUB
All applications must be completed and signed by the respective Department Head/Immediate Manager prior to submission for approval
by the Finance Director and Human Resources Director or designate prior
to disbursement of payment.
Membership in the company’s Sports and Social Club is open to all permanent and longterm contract employees. The objectives of the Company Sports and Social Club are to
plan and host social events and to foster positive social relations among staff members.
Details of sporting and social events are communicated on the company’s e-mail/
intranet system. A representative from each department sits on the Sports and Social
Club Committee and is responsible for communicating to his/her department all the
relevant activities of the club.
Employees make a monthly contribution via salary deduction and the company also
makes a contribution on a monthly basis for each employee who joins the club.
DIGICEL PACIFIC EMPLOYEE GUIDE 47
4.12
REWARDS &
RECOGNITION
This programme will reward employees for exceptional performance and superior
contribution to the company’s success.
In Summary, this programme has been designed to:
•
Reward employee efforts in a timely and effective manner
•
Provide a continuum of opportunities to recognize members of the Digicel
family
•
Maintain an environment of shared success and commitment
•
Highlight behaviors and activities which are characteristic of our values
DIGISTAR
SUPER STAR
SHOOTING STAR
DIGICEL PACIFIC EMPLOYEE GUIDE 48
ON THE SPOTS
SHINING STAR
4.12.1
REWARDS &
RECOGNITION
LEVELS & CRITERIA
LEVEL 1 – ON THE SPOTS (MAXIMUM VALUE 50 USD)
Reward & Recognition for excellence in service, performance or attitude as nominated
by colleague or manager.
LEVEL 2 – SHINING STAR (MAXIMUM VALUE 250 USD)
This is the 2rd level of award to recognize either an individual or team for superb job on a
project, task or activity including outstanding support of day-to-day business operation/
process, or for suggestions leading to the improvement of a work process, workflow,
innovation or in customer service.
LEVEL 3 – SHOOTING STAR (MAXIMUM VALUE 500 USD)
This is the 3rd level of award intended to recognize either an individual or team for
sustained over achievement and/or contribution above and beyond standard job
requirements or to recognize suggestions leading to improvements in the work process,
workflow, innovation or in customer service.
LEVEL 4 – SUPERSTAR (MAXIMUM VALUE 1500 USD)
This is the 4th level of award that may be given to an individual to recognize an
outstanding achievement and/or extraordinary contribution requiring great effort that
significantly impacted customer service, productivity, innovation or the business overall.
LEVEL 5 – DIGISTAR (LARGE MARKETS, CLUSTERS AND REGIONS ONLY)(MAXIMUM VALUE
3000 USD)
This highest level of award that may be given to an individual to recognize a major/
extraordinary achievement and/or extraordinary contribution requiring maximum effort
that significantly impacted customer service and productivity that is not likely to repeat
itself.
DIGICEL PACIFIC EMPLOYEE GUIDE 49
4.12.2
REWARDS &
RECOGNITION
ELIGIBILITY
GUIDELINES/VALUES
Winners must demonstrate the following:
•
Go “the extra mile” to complete a task or project
•
Provide exceptional service to an internal or external customer
•
Find a better way to work, process improvement, etc
•
Share information across departments
•
Share best business practices
•
Show innovation and creativity
•
Be a Team Player
•
Must meet the specific criteria for each award level
•
Positive / can-do attitude
PARAMETERS
4.12.3
REWARDS &
RECOGNITION
ADDITIONAL
GUIDELINES
All employees are eligible for each level of award however no one employee can win
more than once in any given level annually, the exception being category 1 – on the
spots.
These awards are not mandatory, only employees that meet the criteria may be a winner
Any employee with poor performance or under a current disciplinary sanction is not
eligible for any rewards.
Only employees who have successfully completed their probationary period are eligible
for these awards.
There is an online form in YourQube, where the employee will be able to nominate for
the awards
NOMINATION PROCESS
On the Spots and Shining Star nominations can be submitted online via HR YourQube
Shooting Stars, Shining Stars and DigiStars can only be nominated by management
All nominations need to be supported by justifications.
DIGICEL PACIFIC EMPLOYEE GUIDE 50
4.13
EXPENSES
It is the policy of the Company to reimburse employees where additional expenditure
is wholly, exclusively and necessarily incurred in the performance of the Company’s
business. It is not the intention that any individual should suffer financially as a result
of expenditure on Company business, neither is it the intention that individuals should
make a profit in the process of claiming expenses.
The general principle is that all legitimate expenses will be reimbursed.
EXPENSE CLAIM FORMS
All claims for employee expenses must be submitted to Finance using the Expense
Claim form
CLAIMABLE EXPENSES
Only legitimate expenses incurred in the course of business may be claimed. A receipt
or invoice for all amounts must be kept and attached to the Expense claim form. The
receipt or invoice must be submitted electronically in PDF format. Employees must
ensure that they have approval from their manager prior to incurring expenses.
PROCEDURE FOR SUBMITTING CLAIM
After creating the claim via the web-based expense claim solution and attaching all the
receipts/invoices and submitting, the requisition must be approved by the Department
Line Manager, then to the Department Director and onto Finance for final approval and
payment.
Expense claims by Department Directors must be authorized by the Chief Executive
Officer.
OUT-OF-POCKET EXPENSES
DIGICEL PACIFIC EMPLOYEE GUIDE 51
•
All out of pocket expenses, which include entertaining customers, dealers,
suppliers, contractors and business contacts, a maximum amount that
can be claimed will be agreed with your Head of Deparmentinany given
month with the prior approval of the Department Director.
•
overnight
The Company will reimburse employees for the cost of an evening meal
where required to work out of the country or the employees work location
and this work extends to and beyond 7 p.m. but not does extend to away from their home location. The maximum claimable is USD$40.00 or
K90.00 per day.
4.13
EXPENSES
•
The Company will reimburse employees for the cost of accommodation where employees are required to overnight away from their home location. In addition to accommodation the cost of breakfast and dinner will be borne by the company. The manager must approve this expenditure in advance. The
maximum claimable for breakfast and for an evening mea must be approved
prior to travel if no per diem is claimed. Any additional spend must have the approval of the Department Director.
OVERSEAS BUSINESS TRAVEL
In general, air travel should be conducted using the most cost efficient means possible.
All overseas travel must be authorized by the Department Director in advance (at least
five work days) on a ‘Travel Authorization Request Form’, which must be fully completed.
All air travel arrangements must be made in advance through the company’s travel
team. Travel for all categories of employees will be by economy class.
While travelling on Company business the following will apply:
•
The equivalent of a three (3) star accommodation will be reserved, the
cost of which will be borne by Digicel. Where extended business travel is
necessary short-term apartment rental will be considered. Any exceptions
must be approved in advance by the Department Head or Chief Executive
Officer.
•
The cost of ground transportation (e.g. taxi to place of work, pick-ups/
drop-offs, hire car if appropriate) necessary to facilitate the performance
of duties as approved by the Country Manager/Department Head will be
covered by Digicel.
•
Personal telephone calls home will not exceeding forty (40) minutes per
week will be reimbursed.
•
A per diem (daily allowance) will be paid per day to cover the cost of meals and incidentals based on the table below. The per diem is to compensate employees for expenses incurred over and above what he/
she would normally spend on a day to day basis.
Employees will not be required to provide bills once their expenses fall within the agreed
daily rate. Should expenses exceed this figure, receipts must be provided to support the
per diem and any additional approved expenses which may occur.
DIGICEL PACIFIC EMPLOYEE GUIDE 52
4.13
EXPENSES
RATE TRAVELLING TO LOCATION
US$50.00 Anguilla, Barbados, Bermuda, Cayman, Turks & Caicos, United States, U.S.
Virgin Islands, British Virgin Islands, the UK
US$40.00 All other regions
Department Administrators should assist employees with their per diem application. Per
diems should be applied for through the Finance Department at least five (5) working
days before travel takes place.
The Company will provide in advance, funds to meet business travel expenses on receipt
of an estimate of all costs contained in the Travel Authorization Form.
Procedure when traveling overseas on Company business or Training:
•
•
A Travel Authorization Request Form must be completed.
If more than one employee is traveling, a list of all employees’ names should be attached to the completed form.
•
The form must then be approved by the Department’s Director and CEO.
•
The Travel Authorization Request Form must then be submitted to the
Finance Department by the Department’s Administrator at least five (5)
work days before travel occurs, so that the necessary foreign currency requests may be made on a timely basis.
•
The company’s internal travel team should be used at all time. The Department Administrators and the Facilities Department will advise if
there is any change in the designated travel team.
The Department’s Administrator is responsible for handling all arrangements for
overseas training, which include - the preparation of all Purchase Orders, the approval
for all training courses, travel arrangements and booking of accommodation.
All expatriates and Technical personnel travel arrangements will be handled by the
respective Department Administrator.
DIGICEL PACIFIC EMPLOYEE GUIDE 53
4.14
CASH ADVANCE
In order to obtain a cash advance the appropriate section of the Travel Authorization
Form must be completed. Cash advances are not released more than five (5) work days
prior to the date of travel. Detailed reasons must be provided in order to obtain cash
advances more than five (5) working days before date of departure.
Approved form must be in the Finance department before the next “Cheque Run” (Friday
of each week) should advance cheques be required.
Cash advances must normally be accounted for and unspent balances returned to
Finance within 5 working days of the date of return indicated on the reverse. Failure to
comply may result in a payroll deduction, in the amount of the unaccounted advance,
being made.
CLAIMS PROCESS:
All claims for expenses must be made on the appropriate E-Expenses Claim Form,
supported by the appropriate receipts and details of reason for the expenditure to be
submitted by the middle of each month, to facilitate payment by month end. Only
the net cost of expenditure will be reimbursed. Audit requirements dictate that support
documentation for expenditures are the original receipts (paid invoices). Photocopies
will NOT be accepted. The following are exceptions to this receipt requirement:
•
Per diem meal charges
•
Tips and gratuities
Reimbursement Claims and Expense Reports should be submitted within seven (7)
work days of the return date of travel or from date of expenditure. Claims around Digicel
year-end are to be submitted as promptly as possible.
DIGICEL PACIFIC EMPLOYEE GUIDE 54
4.15
CREDIT CARDS
Digicel will facilitate the process of obtaining credit cards for employees at the Managerial
level, who are required to use a credit card to execute company related business.
The employee’s Immediate Manager will send the request to the Finance Department
for processing. These cards will be designated Digicel cards and Digicel will underwrite
the credit limit on the employee’s behalf.
All credit card bills must be submitted within seven (7) days of the transaction and all
statements must be submitted to the Finance Department by the end of each month to
facilitate accurate reconciliation of bills, after which Finance will prepare a cheque to the
Credit Card Company. Payments will be made for transactions conducted for business
purposes only.
When the employee is removed from and placed in an area where he/she is no longer
required to use a credit card to execute business related activities, he/she must return
the credit card immediately to the Finance Department.
DIGICEL PACIFIC EMPLOYEE GUIDE 55
5
COMPENSATION
& BENEFITS
DIGICEL BELIEVES IN THE
CONTINUOUS ASSESSMENT OF
EACH EMPLOYEE
DIGICEL PACIFIC EMPLOYEE GUIDE 56
It is the policy of Digicel to ensure that it is in the best interest of the company and our
employees to fairly compensate our workforce for the value of the work provided. It is
our intention to maintain a compensation system that provides the flexibility to:
1.
Recruit and retain a highly qualified workforce
2.
Reward employees for their performance and contribution
3.
Achieve internal and external equity (equity among employees and similar
jobs in other organizations)
The compensation and benefits requirements established are set in compliance with the
applicable laws. Digicel may from time to time, modify the compensation and benefits
policy and entitlements in accordance with changes in the business needs, changes in
the market and changes as dictated by the labour laws and any applicable contracts.
5
DIGICEL PERFORMANCE
REVIEW
Digicel believes in the continuous assessment of each employee’s job performance and
overall progress based on the requirements and expectations of the job.
The Digicel Performance Management appraisal system known as DPR (Digicel
Performance Review) is a positive and engaging performance framework designed to:
1.
Align individual goals with business goals
2.
Brings focus on achieving organisational goals
3.
Identify top performers and key talent
4.
Build accountability
5.
Improve profit, performance and customer experience
6.
Identify developmental needs
7.
8.
Creates a systematic and objective way of obtaining feedback as it relates
to employees’ performance and approach to respective job functions
Links pay and rewards to expected performance, results and behaviours
The Digicel Performance Review Process runs from April 1 through to March 31st each
year. Assessments are conducted bi-annually and will be used to determine promotions,
transfers, developmental needs and bonus payments.
DPR RATING SYSTEM - DIGICEL HAS A FOUR LEVEL RATING SYSTEM;
(1) Underachieved (2) Partially achieved (3) Fully Achieved (4) Overachieved.
All DPR forms are broken into two parts;
WHAT (Business Objectives) – 80%& HOW (Digicel Competences) – 20%
ROLES & RESPONSIBILITIES
The reviewing Line Manager conducts the DPR meeting with the Employee. The line
manager is responsible for DPR completion; however, the employee should think about
their performance throughout the period and should ideally complete a self-assessment.
DIGICEL PACIFIC EMPLOYEE GUIDE 57
5
DIGICEL PERFORMANCE
REVIEW
SELF-ASSESSMENTS:
•
A self-assessment is an employee’s narrative description of accomplishments
related to the job objectives and associated contributing factors identified on the
employee’s performance plan.
•
Writing an effective self-assessment takes some effort; however, the selfassessment should provide the employee with the opportunity to remind their manager
of all their achievements during the performance period and provides the manager
with a clear picture of the employee’s perception of his or her own performance and
contributions – objective by objective.
•
Finally, it gives the employee a chance to see if he/she has the same expectations
as their manager about how they work and the results they get. If the rating does differ
in some areas, it highlights the gaps and forces a discussion about how you can meet
those expectations next time.
The steps are as follows:
Step 1: Objectives are set in April of each year. The core goals of the company are
cascaded down from the board and reflected in SMART objectives (Specific, Measurable,
Achievable, Relevant and Timely) set in consultation between manager and employee.
Weightings are applied to each objective up to a maximum sum total of 100%.
Step 2: The Mid-Year Review period runs from April 1st through to September 31st
each year. Assessments take place in early October each year. Employees complete a
self-assessment of their performance during this period. In parallel Manager’s conduct
an evaluation of the employee’s performance, this evaluation is based on feedback
sought from peers, other managers, and customers in addition to observation and
delivery of objectives. Before beginning the discussion on achievements, the managers
should have a full understanding of what constitutes a rating of (1) Not Achieved (2)
Partially Achieved (3) Fully Achieved and (4) Overachieved. The manager finally assigns
a rating to the employee, which is then discussed with the employee. Also part of
this discussion is the employee’s development areas against their delivery of the set
objectives. The manager and employee discuss areas of improvement required and how
these development areas can be addressed. These areas highlighted are noted in the
improvement plan on the DPR form.
DIGICEL PACIFIC EMPLOYEE GUIDE 58
5
DIGICEL PERFORMANCE
REVIEW
Step 3: Bonus percentages are apportioned between both individual and company
performance (Market Modifier) .Based on the individual rating applied during the DPR
Mid-Year review, the Market Modifier and the employee target bonus amount as per their
contract of employment, the company issues a performance bonus to each employee.
Sales staff receives commissions and not bonus payouts. The bonus amounts are paid
in the next payroll run after the DPR discussion.
Step 4: The DPR annual review is in March of each year. As per step 2 the employee
completes a self-evaluation. The manager seeks feedback on the employee’s performance
for the prior 12 months and based on this information plus his /her personal observation
completes the annual review. This entails providing written feedback to the employee
on their achievements, areas for improvement and plans for future development. He/
She then assigns a rating to the employees DPR.
Step 5: As per step 3 bonus percentages are apportioned between both individual and
company performance. The bonus amounts are paid in May/June of each year or in the
payroll run following the DPR conversation. Please be reminded that Sales staffs receive
commissions and not bonus payouts. For further details on the market modifier please
see the compensation & benefits section.
In general it is recommended that employees and management have regular discussions
about performance; this allows for open feedback to flow both ways and to ensure that
the Mid and End of year appraisal results are not a surprise.
GRIEVANCES RELATING TO PERFORMANCE REVIEWS
Where an employee’s has an issue which relates to their performance review, the process
open to them is as follows:
•
The employee should take some time to go away and consider the feedback
objectively. Not all feedback is comfortable, but most of it can be very valuable. If having
considered the appraisal, the employee believes that it is inaccurate, then they should
proceed to the next stage.
DIGICEL PACIFIC EMPLOYEE GUIDE 59
5
DIGICEL PERFORMANCE
REVIEW
•
Sit down with the first level manager / team leader who delivered the feedback
- raise the areas under question and seek further clarification. Most issues can be
resolved at this level, with further feedback, clarification or with amendments to the
documentation.
•
If the issue is not resolved, it can be escalated to the second level manager for
discussion.
•
If the issue is still not resolved, a member of the HR Team can be invited to join
a meeting with the employee and the second level manager to examine the situation
further. The decision reached at this stage will be deemed to be final.
The detailed Digicel Performance Review (DPR) policy and procedure is posted on
YourQube.
PERFORMANCE IMPROVEMENT PLAN PROCESS
Digicel is an environment that strives to constantly improve upon its previous performance.
This can only be accomplished through the contributions of Digicel employees. Each
year, aggressive goals require increased levels of individual performance.
In certain cases, an employee may not be meeting some or all performance objectives
or expectations. In such cases, a manager/supervisor should immediately focus on
helping the employee improve performance to a satisfactory level. Where informal
performance coaching does not result in a satisfactory improvement in performance, a
formal Performance Improvement Plan (PIP) should be put in place. An employee can
be placed on a Performance Improvement Plan at any time during the year.
The purpose of a Performance Improvement Plan is to identify and document specific
areas in which an employee’s performance must improve. The desired outcome of
a Performance Improvement Plan is that an employee improves performance to a
satisfactory level. However, an employee who does not meet performance requirements
set forth in a Performance Improvement Plan may be subject to Disciplinary action,
which may include dismissal
DIGICEL PACIFIC EMPLOYEE GUIDE 60
5
DIGICEL PERFORMANCE
REVIEW
DEVELOPING A PERFORMANCE IMPROVEMENT PLAN
A Performance Improvement Plan should be agreed upon between an employee and
his/her manager/supervisor. The plan should specify deliverables that must be met
in order for the employee to satisfactorily meet performance expectations. The goals
should be SMART – Specific, Measurable, Achievable, Realistic, and Time bound.
A manager/supervisor should start a Performance Plan, selecting a duration that
provides the employee with a reasonable period of time to improve his/her performance.
A Performance Improvement Plan should be a minimum of 90 days where Performance
improves. Where an employee is disciplined as a result of continued Poor Performance
or behaviour, the PIP will continue for the duration of the Warning, until a satisfactory 90
days has elapsed without the same Performance Issues re-occurring.
A PERFORMANCE IMPROVEMENT PLAN MAY CONTAIN THE FOLLOWING COMPONENTS:
Managing Work (Performance Objectives)
This section allows a manager/supervisor to state specific behaviours, actions, metrics
or deliverables that must be achieved during the performance improvement period.
At the beginning of the Managing Work section of the Performance Plan, a manager/
supervisor should begin with the following verbiage:
In order to improve performance to a satisfactory level, (NAME) must meet the following
objectives:
Examples of objectives within the Managing Work section:
DIGICEL PACIFIC EMPLOYEE GUIDE 61
•
Reduce absenteeism to less than 3%
•
Work in a more collaborative style with peers and managers/supervisors
•
Improve responsiveness/service level to employees and managers
•
Maintain adherence to work instructions
•
Improve work quality to an acceptable level (with a specific metric)
•
Ensure the accuracy of work content
•
Maintain more accurate records
•
Meet Individual Business Metrics as outlined by Manager
5
DIGICEL PERFORMANCE
REVIEW
DEVELOPING SELF& COMPETENCIES
Core to Digicel’s Performance assessment is not just what an individual achieves but
how they are achieving their goals. Employees must display strong competencies as
appropriate to their role.
Failure to display an acceptable level of behaviour can result in an employee been placed
on a PIP and or facing Discipline Action.
In some cases, specific training or development may help an employee reach a
satisfactory level of performance. A manager/supervisor should determine if any training
or development could be deployed in a cost-effective manner over a reasonable period
of time to help an employee reach a satisfactory level of performance.
Examples of Developing Self objectives:
•
Attend an Excel class
•
Ensure you are re-trained and re-certified in a specific area
•
Attend training on communication skills
•
Get coaching in Performance Planning, Reviewing Progress & Setting Expectations
MANAGING PEOPLE
The Managing People section should document specific deliverables that a people
manager should achieve in improving performance to a satisfactory level.
Examples of objectives within the Managing People section:
•
Hold weekly one-on-one meetings with each of your direct reports
•
Ensure close review of employee absenteeism issues
•
Act in a more inclusive style in driving for results
TECHNICAL SKILLS
This section includes objectives for an employee to improve upon the technical expertise
required to perform satisfactorily.
Objectives in this area may include:
DIGICEL PACIFIC EMPLOYEE GUIDE 62
•
Improve knowledge level in a particular area
•
Update skills and technological expertise
5
DIGICEL PERFORMANCE
REVIEW
An employee who does not agree with the Performance Improvement Plan has the right
to appeal the action to Human Resources. An employee’s refusal to acknowledge the
Performance Improvement Plan does not interfere with a manager/supervisor’s ability
to assess the employee against the plan’s criteria. In this situation, a note will be placed
on the PIP to record that the PIP was communicated to the employee but the employee
refused to acknowledge the communication.
Because of the seriousness of a Performance Improvement Plan, a formal communication
must accompany the delivery of the plan that explains the possible outcomes at the
conclusion of the plan. A copy of the formal communication should be forwarded to
Human Resource.
PERFORMANCE IMPROVEMENT REVIEW
In line with Digicel’s Performance Management philosophy, an employee owns his/her
Performance Improvement Plan and must therefore maintain responsibility for tracking
progress and meeting the specified deliverables of the plan. A supervisor/manager is
responsible for measuring an employee’s progress on a Performance Improvement Plan.
It is a requirement that a supervisor/manager meet regularly with an employee on
a Performance Improvement Plan to discuss progress and provide guidance. It is
important that feedback be specific, timely and balanced. Formal meetings should
take place at regular intervals during the Performance Improvement Plan period. For
example, an employee who is on a Performance Improvement Plan that is 90 days in
duration should receive at minimum formal feedback 30 days and 60 days into the
Performance Improvement Plan period but ideally they should receive feedback on a
weekly/bi-wkly basis. Two formal, documented meetings must be made during the
Performance Improvement Period.
The feedback provided during the progress meetings should focus on areas where the
employee’s performance has improved but also reiterate areas where the employee is
not performing at a satisfactory level. The employee should be given an indication as
to whether, on an overall basis, he/she is performing at a satisfactory level. A written
email, summarizing the performance discussion, should follow up each formal progress
meeting.
DIGICEL PACIFIC EMPLOYEE GUIDE 63
5
DIGICEL PERFORMANCE
REVIEW
CONCLUDING A PERFORMANCE IMPROVEMENT PLAN;
The conclusion of a Performance Improvement Plan can result in:
1.
Employee performance being assessed at a satisfactory level
An employee who successfully completes all objectives as set forth in the Performance
Improvement Plan should be informed of the successful completion of the Performance
Improvement Plan and returned to good standing with the company.
2. A onetime extension of the Performance Improvement Plan for a maximum
period of 30 days
An employee who has satisfactorily completed a significant portion of the Performance
Improvement Plan AND has made reasonable progress on the remaining objectives may
be given an extension in the anticipation that he/she will successfully complete the
Performance Improvement Plan. Only one extension should be given on a Performance
Improvement Plan. An extension is not a required component of the Performance
Improvement Plan process.
3.
The decision to Discipline the employee.
An employee who does not achieve the objectives set forth in the Performance
Improvement Plan should be informed that the plan has not been satisfactorily
completed and that he/she will now be subject to the Discipline Process at which point
Human Resources will take ownership of the process. This could lead to the termination
of employment.
The conclusion of a Performance Improvement Plan should be communicated with an
employee, using the Performance Review, at a planned conclusion meeting. A written
email, summarizing the conclusion of the Performance Improvement Plan, should
follow this meeting.
As per the Digicel performance management process, an employee who is dissatisfied
with the conclusion of a Performance Improvement Plan has the right to appeal the
decision to Human Resources.
DIGICEL PACIFIC EMPLOYEE GUIDE 64
6
LEARNING
& DEVELOPMENT
LEARNING IS THE LIFELONG
PROCESS OF TRANSFORMING
INFORMATION AND EXPERIENCE
INTO KNOWLEDGE, SKILLS,
BEHAVIORS, AND ATTITUDES
DIGICEL PACIFIC EMPLOYEE GUIDE 65
6.1
INTRODUCTION
6.2
TRAINING NEEDS
ANALYSIS
“Learning is the lifelong process of transforming information and
experience into knowledge, skills, behaviors, and attitudes”
•
Digicel recognises that all employees, regardless of their level in the Organization,
require new knowledge and skills in order to successfully participate in and contribute to the Organization’s success. To this end, Digicel will endeavour to
provide and promote an environment in which employees can learn and grow.
•
The Company will do so, by using an approach that is focused on 70% on the job
learning, 20% coaching and mentoring and 10% classroom based learning. As
such, the Company’s Learning and Development Policy seeks to establish the requisite policy and procedural framework necessary for the support of effective learning and development programs and in an effort to enhance employee effectiveness in fulfilling Digicel’s vision.
To ensure that the training and development programs offered are relevant to the needs
of the organization, as well as to its goals and objectives, a training needs analysis (TNA)
must be conducted on a periodic basis. The TNA should identify the following:
•
The strategic and tactical goals of the organization within a specific time frame.
•
The required skills and mindsets required by the organization in the future.
•
The current challenges and performance concerns facing employees in terms of
execution of the current duties.
•
The current skills and mindsets of the organization
•
The existing skills gap between ideal and existing situations.
•
The characteristics, goals and objectives, perceptions and preferences of employees.
•
Whether training is the solution to an existing problem.
•
Prioritising the training to be delivered i.e. who has the most urgent need.
Based on the above, the organization will develop training and development programmes
that will seek to address the current and future needs of the organization. Digicel will
conduct a comprehensive training needs analysis every two years. On a yearly basis, a
perfunctory needs analysis will be conducted to assist in the development of the training
plan for the coming year and the budget requirements. This will be done through an
online questionnaire, feedback from key stakeholders and overall business objectives for
the coming year.
DIGICEL PACIFIC EMPLOYEE GUIDE 66
6.3
INDUCTION
6.4
INDIVIDUAL
DEVELOPMENT PLAN
6.5
DIGICEL UNIVERSITY
PROGRAMMES
All new starts will be required to participate in induction. The induction will be conducted
in the first 30 days of joining the organization or as close to join as is possible. The
induction will include an overview of the organization, meet and greet, introduction to
policies and procedures and IT security awareness.
All employees in Digicel will possess an Individual Development Plan (IDP). An IDP is
a clear statement of an employee’s career goals. It is a map for attaining goals that
specifies immediate and long-range developmental needs. All employees should engage
in a plan to develop specific competencies (knowledge and skills) needed to improve
performance in a present position or to prepare for new responsibilities. The IDP can be
found on YourQube under the career development section.
The following programmes are delivered under the Digicel University.
Digicel Diploma in Leadership Excellence is a 7 day residency where 10 of our key talent
from a middle management layer are selected to attend based on the selection criteria.
It takes place twice a year. The objective is to build leadership capability and business
acumen in our middle management layer. The programme consists of 3 days of modular
based training as well as 4 days of project work where the end result is presented to
Group SMT. Please contact group L&D for more information.
Digicel DNA is a 5 day residency aimed at all new people managers in Digicel. It takes
place quarterly and participants should be nominated if they are newly appointed
managers, newly hired managers or employees who are on a fast track to a management
within a 3 month time frame. The objective of the programme is to develop their overall
understanding of how Digicel operates from a strategic level. They will also receive
additional training in people management and presentation skills.
E-learning is a new initiative that delivers Microsoft training to all employees in Digicel.
Please contact your local HR department for the login details.
Leadership Essentials is an initiative that all people managers are trained on. It is a series
of modules that supports our people managers in terms of managing their employees
more effectively and developing their leadership style.
Talent Management programmes consist of talent development panels for layer 2
nominees (Head’s of departments or direct report of the CEO) and development centres
for layers 3&4 (all other management). Individuals will be selected for these programmes
based on the talent and succession planning grids submitted from the markets (see
section 6.9 below)
DIGICEL PACIFIC EMPLOYEE GUIDE 67
6.6
REQUEST FOR TRAINING
Any employees wishing to attend a training programme should request approval from
their immediate line manager. In order to attend, a brief discussion should take place
between employee and line manager to confirm it is the best course of action for the
development need. The line manager should give written approval for attendance in
email and approval for any associated costs. Employees requesting places should email
L&D/HR to ensure they have a place and wait for a confirmation email to ensure they
have a place on the programme booked. Under no circumstances should an employee
show up to training without a confirmed training place.
6.7
•
ATTENDANCE AND
NON-ATTENDANCE
The Company recognizes and appreciates that, in light of the nature of our business and operational demands, employees may not always be able to attend
previously requested or scheduled training programmes or initiatives.
•
Once an employee is booked onto a programme, they are obliged to attend the
programme on time and respect the timing of breaks, and finish time.
•
If an employee has a need to cancel, it is requested that he/she give a minimum
of 2 days notice in order to facilitate replacing that individual. It is imperative that, in regards to the accuracy of training information, an employee’s Department Supervisor and/or Line Manager as well as HR be immediately informed when employees are unable to attend scheduled training programmes.
Doing so not only allows for more accurate training data and statistics, but also ensures accurate billing / invoicing and effective and efficient use of often
limited enrolment spaces.
•
As such, ANY employee unable to attend a scheduled training initiative will be
required to send an email to notify of same, adequately justify his/her absence
and submit it to his/her Department Supervisor and/or Segment Manger for approval at least 2 days prior to training or as soon as possible.
•
Copies of all Training cancellation emails are to be forwarded to HR/L&D for verification and tracking purposes.
•
In the event of sickness or unforeseen circumstances, please notify the training
facilitator at your earliest convenience.
•
Should an employee not present for an L&D event and do not notify L&D, their
manager will be contacted and may be liable to cover the cost of the training place.
•
Employees failing to complete and submit the relevant Training Cancellation Form OR adequately justify their cancellation / withdrawal may be subject to disciplinary action.
DIGICEL PACIFIC EMPLOYEE GUIDE 68
6.8
EXECUTIVE
DEVELOPMENT
6.9
SUCCESSION
PLANNING AND TALENT
MANAGEMENT
6.10
TRAINING COST
Senior Management may undertake executive development based on training needs
analysis outcomes. Executive development will be carried out periodically to include
Forte Executive Coaching as well as Digicel 360 feedback. The coaching will take place
between your local HR Coach and the senior management member with a completed
Individual Development Plan to support further development and growth.
Succession planning and Talent Management are an integral part of leadership
development in Digicel. The Succession planning and talent identifier matrix are sent
to all CEO’s and HR Directors for the year and must be completed within the specific
timeframe of a month based on market, layer and function.
The matrix should be completed in a collaborative style between HR, Head of Department
with calibration from the CEO. All matrix’s should be submitted to Group L&D for selection
onto talent management programmes.
All training rolled out by external facilitators or the Group Learning and Development
team requiring a payment should be paid for from the departmental budget. The
department is required to pay all costs of the training such as flights, accommodation
(where applicable), programme cost and any out of pocket expenses (a per diem can be
issued to account for this).
In some cases where it is a Group Learning and Development initiative, the cost will
be paid upfront by Group and will be recharged to each market once commitment to
attend the course and approval for recharge is obtained. For all other programmes, the
market will be expected to book and pay for their own flights and accommodation and
the programme cost will be recharged to the market i.e. Train the Trainer Programme.
A US$40 per diem is recommended to any persons attending a programme that is more
than one day in duration.
DIGICEL PACIFIC EMPLOYEE GUIDE 69
6.11
TRAINING METHODS
6.12
EVALUATION
•
Digicel recognizes we are all individual however we work hard together to achieve
company results, for this reason, Digicel will endeavour to employ a diverse range
of learning methodologies in order to engage learners across the organization.
•
Digicel will apply the 70-20-10 approach to learning and development. This means we endeavour to achieve 70% of our development on the job, 20% through coaching and mentoring and 10% classroom learning. The rationale for
this approach stems from research which suggests learners develop more when
they are engaged in the learning activity.
•
Digicel will formalize this process to ensure that it is in a position to be fully evaluated and to ensure managers can facilitate the process.
•
Learning and Development methods will include classroom training, e-learning
where available, self-paced learning to your desk-top, coaching and mentoring.
•
Learning and Development activities will take the form of classroom, online, self-paced, PowerPoint, cascade approach where necessary. All employees should
have access to training formats.
Evaluation should be carried out based on four different levels, reaction and learning will
be assessed on the day of the training session/ development piece. Reaction is based on
the employee’s initial feedback of the session. In an attempt to solicit and obtain valuable
input from employees in regards to the effectiveness of a particular training initiative’s
content structure and delivery, employees will be required to complete and submit a
Training Evaluation Form to HR upon completion of identified training initiatives.
The learning level is usually captured in the training session and is based on the increase
in knowledge or learning from the trainee- this can be done via quizzes, test, role-play or
other interactive evaluation.
It is recommended that a third evaluation be carried out one month later called the
behavior level, this will be done through feedback from the line manager to assess how
much learning has been applied on the job.
DIGICEL PACIFIC EMPLOYEE GUIDE 70
6.13
EDUCATIONAL
ASSISTANCE
Educational assistance MAY be provided to employees where the training has been
approved. The provision of financial assistance is discretionary and will be considered
based on the programme’s relevance to the current and future responsibilities of the
employee, the employees track record and perceived ability to manage the rigours of
such a programme, the reputation of the programme and provider, and the availability
of funds.
Once Digicel has identified that a particular training need exists within the organization,
then training where possible will be scheduled and executed, either internally or
externally. In these cases, Digicel will bear 100% of the cost of training.
Where an employee approaches Digicel and expresses an interest in pursuing a course
of study outside of that already identified by the company, the employee will be asked
to complete an Educational Assistance form indicating details of the development
programme and expected benefits from its pursuit. The employee’s manager and
human resources department will be required to approve the support of the training
programme. This investment will take the form of a tuition fee and a book allowance.
DIGICEL WILL SUPPORT A TRAINING PROGRAMME UP TO A MAXIMUM OF 75% OR A
MAXIMUM OF $2,600 USD.
The level of subsidisation may vary according to:
•
The relevance of the course to the business
•
The relevance of the course to the individual
•
The performance level of the employee
•
The budget available to the business and the number of employees requesting assistance.
SOME PRINCIPLES:
DIGICEL PACIFIC EMPLOYEE GUIDE 71
•
For courses that span a number of years (e.g. a 4 year part-time degree
programme), approval must be sought for each individual year- i.e. in approving year 1 of a course, this does not represent a commitment to approve all subsequent years, although such requests are generally regarded favourably.
•
The main date for submitted applications for Educational Assistance occur
in June each year, however there will be a smaller application process in December each year to facilitate some colleges who have February academic terms.
•
The Educational Assistance board, comprising the Senior Management
Team and HR will consider all requests.
•
Once a course has been approved or declined, the employee and their line manager will be notified of the decision, % of sponsorship, specific
conditions (e.g. the value of sponsorship, retention clauses etc…) and any
additional information.
•
Successful completion must be accompanied by a letter of confirmation
by the college/institution on appropriate letter headed paper indicating
that the employee has passed the necessary exams.
REPAYMENT CLAUSE
If the employee withdraws from the course prior to completion of the course, or fails to
pass the necessary exams, or leaves Digicel while on the course, they will not be eligible
for further educational assistance and will be required to repay in full the 100% that
Digicel has provided to them.
If the employee in receipt of educational assistance voluntarily leaves Digicel within 12
months of completing the course, they will be required to repay the previous year’s fees
on a pro-rata basis. For higher level/higher costs (i.e. Masters level), this period increases
to 2 years. If the employee voluntarily leaves within 24 months of completing the course,
they will be required to repay the last year’s fees on a pro-rata basis.
Before financial support is given to an employee, they will need to sign an agreement
confirming that they agree to the terms of this repayment clause.
STUDY LEAVE
Study leave is applicable only to permanent staff members of Digicel. Leave is granted
at the discretion of the management of the organization; it is not automatic. Leave is
granted only for approved courses of study supported by Digicel. The following guidelines
must be adhered to:
•
Professional Designations, Degree, Certificate and Diploma programmes
of 1 to 3 years- 5 days study leave per course + day of examination
•
Short Courses (1-12 months) - 1 day study leave per course + day of examination (if required).
•
Non examination courses- time to attend session.
The maximum number of days to which an employee is entitled per calendar year as
study leave is 5 plus the time to attend exams. Study leave cannot be carried over in the
following year as vacation leave can.
DIGICEL PACIFIC EMPLOYEE GUIDE 72
6.14
ROLES AND
RESPONSIBILITIES
MANAGERS AND DIRECTORS
Are responsible for their direct reports continuous development by doing the following:
•
Identification of training and development needs and objectives.
•
Pre L&D intervention discussion with employee to identify what they wish
to achieve from a given programme.
•
Post L&D intervention to assess level of learning and how it will be transferred on the job. It should be the line manager’s responsibility to
ensure learning and taken place and has been applied in order to assess
the return on investment. This can be done with a HR/ L&D representative.
•
Identification of the employee’s level of Knowledge, Skills and/or Attitude
before training/development (Training Request Form).
•
Identification of an appropriate training and/or development solution in
conjunction with local HR/L&D through an Individual Development Plan.
•
Evaluation and validation of training and developmental activities undertaken in conjunction with local HR/L&D.
•
Completion of appropriate documentation at all stages in the training and
development of their employees.
•
Timely transfer of all relevant training documentation and relevant training information to the L&D department.
Every Manager is encouraged, with the assistance of local HR and Group L&D where
necessary, to identify logical career paths within departments and the organization
and to communicate these identified career paths to employees and candidates for
employment, along with the requirements of each position in a career path.
EMPLOYEES
DIGICEL PACIFIC EMPLOYEE GUIDE 73
•
Employees are responsible for ensuring that they work with their manager
to discuss and identify training and development needs.
•
Employees will attend the training/development programs/activities provided for them.
•
Employees should make sure they obtain approval before attending any
training programme.
•
Employees are responsible for giving feedback on the value and effectiveness of the training they undertake.
•
Employees should participate fully in the Individual development planning
process and follow through on their own personal development.
Digicel provides a number of leave opportunities for its employees. These are outlined
in more detail below, including how the application of these absences is governed.
7
LEAVE
DIGICEL PROVIDES A NUMBER OF
LEAVE OPPORTUNITIES FOR ITS
EMPLOYEES
DIGICEL PACIFIC EMPLOYEE GUIDE 74
1.
Annual Vacation Leave
2.
Public Holidays
3.
Sick Leave
4.
Compassionate Leave/ Bereavement Leave
5.
Maternity Leave (paid and Unpaid)
6.
Paternity Leave
7.
Jury Duty and National Duty
8.
National Day/ Public Holidays
9.
Special Leave
10.
Unauthorized Absence
7.1
ANNUAL VACATION
LEAVE
Employees will be granted vacation leave with pay to allow them the opportunity to
have rest and relaxation. Digicel’s vacation leave year is January to December of each
year. Annual leave shall accrue to employees on a pro-rata basis from the date of initial
employment if permanent. If an employee starts mid-year their entitlement will be prorated for the first year.
Permanent Employees, annual vacation leave entitlement:
•
Three weeks (15 working days) with full pay to the end of the fifth year of
service.
•
Four weeks (20 working days) with full pay upon completion of five years
service.
Managers and Directors, annual vacation leave entitlements:
•
Four weeks (20 working days) with full pay to the end of the fifth year of
service.
•
Five weeks (25 working days) with full pay on completion of five years
service.
Part-time employees, annual leave entitlement:
•
Vacation entitlement will be prorated but on the basis of the number of
hours worked over a yearly period. Service will be taken into consideration.
Fixed term contract employees – vacation entitlement will be prorated based on number
of days worked per annum as per part-time employees.
Vacation Leave cannot be accumulated, except in cases where postponement was
needed in the interest of the Company and approved by your Immediate Manager in
writing. In such instances, a maximum of five (5) days will be permitted as carried
forward and must be utilized by March of the following year. At the end of the year
employees will not be allowed pay in lieu of any accrued vacation.
The vacation leave form (via HR YourQube) must be completed and submitted to your
Immediate Manager at least fourteen (14) days prior to the intended leave. The online
form must be approved by your manager and from there it will be submitted to the
Human Resources Department to ensure proper record keeping. Vacation Leave should
be taken at a time mutually convenient to you and your Immediate Manager, and should
be based on the requirements of the Company.
No more than 5 days leave can be carried over in any given year and must be taken
within the first three months of the new year. Exceptions can be made with approval by
HR and senior management.
DIGICEL PACIFIC EMPLOYEE GUIDE 75
7.1
ANNUAL VACATION
LEAVE
7.2
PUBLIC HOLIDAYS
7.3
SICK LEAVE
PAYMENT FOR LEAVE UPON SEPARATION OF EMPLOYMENT
On the termination of your employment you shall be entitled to pay in lieu of outstanding
vacation entitlement earned to date. The company reserves the right to withdraw this
benefit in the case where no vacation is logged on the HR system (HR YourQube).
Digicel observes all public holidays declared by the government. For all public holidays,
pay equivalent of one (1) day’s pay will be given. If a public holiday falls within vacation
leave, an additional vacation day with pay will be granted for the vacation day.
In the event that an employee is required to work on a public holiday the company will
pay them for the standard day of work plus an hourly wage of one and half times the
basic hourly wage for the hours worked.
The well-being of every employee is a matter of great importance. Sick leave is paid
leave of absence and is designed to cover absences where the employer is satisfied
that an employee was unable to perform his/her duties on account of illness. The sick
leave policy applies to all staff employees who are classified as fulltime and part-time
in service of Digicel.
The following people are not eligible to receive sick pay:
•
Fixed term temporary employees paid directly by Digicel, during their first
6 months service
•
Fixed term temporary employees/contractors paid by a third party
•
Contractors paid directly by Digicel
PROCESS FOR CALLING IN SICK: (FIRST DAY OF SICKNESS)
Digicel recognizes from time to time employees may suffer minor illness and maybe
required to self-certify for a period of up to one day.
An employee unable to attend work through illness should contact their line manager/
supervisor and HR by telephone on the first day of absence before 8.00am (a text or an
email is not acceptable). In the case that you cannot reach your line manager/supervisor
you should call his/her manager or the head of department.
DIGICEL PACIFIC EMPLOYEE GUIDE 76
7.3
SICK LEAVE
In the case of shift work, the employee has to contact his/her immediate supervisor no
later than one hour before the shift was due to begin. In the rare case that you are unable
to call yourself please ensure a relative or friend calls on your behalf. The following
information must be provided:
•
•
7.3.1
SICK LEAVE
CERTIFIED SICK LEAVE
The reason for the absence and the estimated duration of illness
During sick leave an employee may be requested to be accessible for the
employer where possible
A medical certificate is required from a Doctor, once you are sick and absent from work
for all occassions.However in certain circumstances, the company reserves the right to
request a medical report for any occurrences that are not seen to be legitimate periods
of absence.
The doctor’s certificate should state the following:
•
The predicted duration of the illness
•
The recommended return to work date,
•
The nature of the illness
•
A confirmation that the employee is not fit for work
•
The Doctor’s signature - a stamp will not suffice
The certificate needs to be submitted to the HR department and a copy to your manager
if requested. Where the above is not supplied the Certificate will be deemed invalid and
the Absence unauthorised. The company reserves the right to request the employee to
attend the company doctor around their continuous illness and to provide an independent
opinion on the illness. This doctor will evaluate fitness for continued employment.
7.3.2
SICK LEAVE
UPON RETURN TO WORK
THE EMPLOYEE MUST
IMMEDIATELY:
DIGICEL PACIFIC EMPLOYEE GUIDE 77
•
Submit his/her doctor’s report to the Human resource department for it to be
placed on file.
•
Complete the sick leave request via YourQube which will be approved by your
manager and sent to HR.
If the employee does not record his/her sickness according to the above the leave will be
considered unauthorized and therefore these sick days will not be paid or alternatively
viewed as vacation leave.
7.3.3
SICK LEAVE
SICK LEAVE ENTITLEMENT
Subsequent to the first ten (9) sick day’s mandatory entitlement, the company reserves
the right to make discretionary payments, based on the following criteria:
1.
10th day and up to 31st day of absence - full pay
2.
32nd day and up to 52nd day of absence - half pay
3.
53rd day and up to 73rd day of absence - quarter pay
4.
74th day and thereafter
- no pay
(Payment for this entitlement will be calculated on the basic salary only)
Digicel will not continue to pay sick leave for any period longer than 26 weeks.
Bonus: Employees will not receive a bonus for the period that they are absent from the
workplace.
Notice: Employees will not receive paid sick leave while serving their resignation notice
to the company.
7.3.4
SICK LEAVE
MEDICAL APPOINTMENTS
AND HOSPITAL TREATMENT
7.3.5
SICK LEAVE
FREQUENT ABSENTEEISM
DIGICEL PACIFIC EMPLOYEE GUIDE 78
If the employee requires leave to attend a medical appointment or operation and knows
in advance (e.g. planned surgery, doctors consult, check-up) they should submit the sick
leave request in advance through YourQube. Once approval has been provided by the
supervisor/line manager the employee can proceed to take the leave.
Employees who have an attendance record that can be deemed as persistent and
excessive absenteeism may be requested to visit the company doctor. Employees may
be subject to disciplinary action and loss of sick pay if they fail to attend the company
doctor upon request, or have high absenteeism or if they breach any element of the sick
pay policy.
7.3.6
SICK LEAVE
When an employee is on vacation and gets sick, he/she has to follow the same sick leave
procedure including providing a certification of illness if required in order to maintain the
holidays.
SICK DURING VACATION
7.4
BEREAVEMENT LEAVE
In the event of the death of a member of your immediate family, (e.g. spouse, child,
mother, father, brother, sister) an employee is entitled to a maximum of 14 days
compassionate leave each year. The company will pay for five (5) days with full pay per
annum.
Where additional leave is required authorization must be obtained from the most senior
manager in the function.
In the event of the death of an extended family member you will be entitled to a maximum
of five (5) days unpaid leave as a part of your compassionate leave entitlement of 14
days per annum which must be authorized by the Head of Department.
7.5
MATERNITY LEAVE
7.5
APPLICATION FOR
MATERNITY LEAVE
DIGICEL PACIFIC EMPLOYEE GUIDE 79
Digicel is committed to ensuring that all pregnant employees who are eligible for
maternity benefits be afforded the relevant benefits during their time of confinement.
All relevant laws relating to maternity leave will be fully complied with.
To qualify for maternity leave, you must have been in continuous employment with
the company for a period of not less than fifty-two (52) continuous weeks. Eligible
employees are entitled to two months maternity leave with pay.
Digicel is committed to ensuring that all pregnant employees who are eligible for
maternity benefits be afforded the relevant benefits during their time of confinement.
All relevant laws relating to maternity leave will be fully complied with.
To qualify for maternity leave, you must have been in continuous employment with
the company for a period of not less than fifty-two (52) continuous weeks. Eligible
employees are entitled to two months maternity leave with pay.
7.5.2
APPLICATION FOR
MATERNITY LEAVE
Employees without the minimum requirement (i.e. 52 weeks in employment with
Digicel) who however require maternity leave may be granted leave without pay up to a
maximum of two (2) months.
SICK DURING VACATION
7.5.3
APPLICATION FOR
MATERNITY LEAVE
Employees are required to notify their respective manager or department head and the
HR department, in writing, of their intention to return to work two (2) weeks before the
expiry of the maternity leave.
RETURN TO WORK AFTER
MATERNITY
7.5.4
APPLICATION FOR
MATERNITY LEAVE
EXTENSION OF MATERNITY
LEAVE WITHOUT PAY
7.5.5
APPLICATION FOR
MATERNITY LEAVE
ANTE-POST NATAL
MEDICAL CARE
DIGICEL PACIFIC EMPLOYEE GUIDE 80
A request for an extension of leave, supported by a medical certificate by the Company’s
practitioner for a maximum of three (3) months without pay, may be granted due to an
illness caused by the pregnancy, confinement or the state of health of the child. The
Immediate Manager must respond in writing to the initial request as well as any other
subsequent requests and copies must be sent to the Human Resources Department.
All employees are entitled to unpaid time off for medical appointments related to the
pregnancy. Where possible the appointments should be made at the beginning or the
end of the work day.
7.5.6
APPLICATION FOR
MATERNITY LEAVE
Employees who are absent from the workplace due to paid and unpaid maternity leave
are not eligible for DPR bonus for the period of their absence. Employees continue to
accrue vacation and public holidays during paid and unpaid maternity leave.
BENEFITS DURING
MATERNITY LEAVE
7.5.6
APPLICATION FOR
MATERNITY LEAVE
An employee who has a miscarriage after the 24th week of her pregnancy is entitled to
receive 6 weeks unpaid maternity. All guidelines for maternity leave are applicable in
this unfortunate event.
MISCARRIAGE
7.6
PARTENITY LEAVE
7.7
ADOPTION LEAVE
DIGICEL PACIFIC EMPLOYEE GUIDE 81
Digicel endeavours to support all employees equally, as such the company provides the
father of new born child to (5) days unpaid leave after the birth of each child.. A request
for this leave needs to be made in advance through the HR system and approved by the
employee’s line manager
To qualify for adoptive leave, you must have been in continuous employment with the
company for a period of not less than fifty-two (52) continuous weeks. Eligible employees
are entitled to two (2) months adoptive leave with pay from the day of placement.
Employees without the minimum requirement (i.e. 52 weeks in employment with
Digicel) who require adoptive leave may be granted leave without pay up to a maximum
of two (2) months. As per maternity leave the employee must notify their manager of
their request for adoptive leave at the earliest point but not more than two (2) months
in advance. Certification of placement must be given to the employer as soon as is
reasonably practicable.
7.8
JURY DUTY AND
NATIONAL DUTY
JURY DUTY
All employees of Digicel are entitled to Jury Duty leave if called or summoned to appear
as a witness. Special leave will be given providing that you notify your Immediate
Manager upon receipt of a Jury Service Notice or summons to appear in court. This
time-off will be given with pay.
NATIONAL DUTY
Employees will be given appropriate time off for any national duties including the
military reserve training and active duty. Other events may be representing the country
at national sporting, cultural or social events.
VOTING:
On days when elections for public office are scheduled throughout the country or
Electoral district in which the employee resides, work schedules will be modified as
needed to ensure that the employee has sufficient time to exercise his/her civil duty to
vote, to a maximum of three (3) consecutive hours.
7.9
SPECIAL LEAVE
7.10
JURY DUTY AND
NATIONAL DUTY
DIGICEL PACIFIC EMPLOYEE GUIDE 82
An employee may request and be granted additional leave up to five (5) days special
leave per annum with pay (provided he/she has exhausted all vacation leave). In the
event of serious illness of an immediate family member, disasters such as acts of god or
burglary or such emergencies agreed by your Immediate Manager. An employee is not
permitted to take more than 10 special leave days in a 24 month period.
Where an employee, who is not on an authorized leave of absence, fails to report for duty
for a period of two (2) consecutive working days, the immediate manager concerned will
make formal contact (via a call and email or letter) advising them to make immediate
contact or they will be deemed to have abandoned the job.Unauthorized absence will be
subject to the disciplinary process
7.11
ABSENCE RECORDING
DIGICEL PACIFIC EMPLOYEE GUIDE 83
All forms of Absenteeism must be logged on the Employee HR system (HR YourQube) by
the employee or the appropriate Manager and updated on daily/weekly basis depending
on the duration of the Absence.
8
TERMINATION
OF EMPLOYMENT
IT IS DIGICEL’S PRINCIPLE TO
PROVIDE STABLE EMPLOYMENT
TO ITS EMPLOYEES
DIGICEL PACIFIC EMPLOYEE GUIDE 84
It is Digicel’s principle to provide stable employment to its employees and to keep its
turnover rate at the minimum level possible, however, employees will inevitably leave
from time to time, thus it is necessary to have guidelines governing termination of
employment.
8.1
RESIGNATION
When an employee decides to leave the company, his/her Immediate Manager and the
Human Resources Department would like the opportunity to discuss the resignation
before a final action is taken. If however, after full consideration the employee decides
to leave, it is requested that the employee provide the company with the required period
of notice outlined in their contract of employment.
Minimum Notice Periods required per employee category is as follows, however this
may vary based on individual contracts:
1.
Support and Specialists
-
1 Month
2.
Manager -
2 Months
3.
Heads of/Directors -
3 Months
Notice of an employee’s intention to leave must be given in writing to their Immediate
Manager and a copy sent to the Human Resources Department.
If, as sometimes occurs, the Company wishes for the employee to resign prior to the end
of the employees notice period, the employee will be paid in lieu of notice. An employee
may request for Annual Leave to be used in lieu of notice and this is subject to approval
by the Company.
If the employee resigns without giving the required notice, he/she will be deemed to
be in breach of contract and the company is entitled to demand or withhold from the
employee’s final entitlement the amount equavalent to the notice period .
8.2
RETIREMENT
DIGICEL PACIFIC EMPLOYEE GUIDE 85
Employees wishing to retire from the Company (including early retirement or retirement
due to ill health) will be required to provide their Immediate Manager with a written letter
outlining their intention to retire and a copy sent to the Human Resources Department.
Notice must be given in accordance with the minimum notice period in their individual
employment contracts.
8.3
In the event that redundancies must be contemplated, consideration will be given to
redeploying if appropriate vacancies are available.
REDUNDANCY
Should the employee be employed continuously with the company after successful
completion of the probationary period and be made redundant, the company pays the
employee in accordance with local legislation on severance and redundancy payments.
8.4
The company is entitled to dismiss an employee for reasons outlined in their employment
contract, for reasons set out in the human resources policy manual and for any other
reasons allowed by law.
DISSMISAL
Should it become necessary to dismiss an employee, he/she will be given sufficient
notice or payment in lieu thereof, where applicable.
Where there is dismissal for cause, disciplinary actions and grievance procedures will be
adhered to.
8.5
NON-COMPETITION
Certain employees dependent on position are subject to non-compete clauses as per their
contract. Upon the termination of employment with the Company, for a period of six (6)
or twelve (12) months (dependent on contractual terms), employees are not allowed to
be engaged in employment within the Pacific region with any of our competitors directly
or indirectly, either alone or jointly with others whether as manager, agent consultant or
employee of any person, who shall comprise duties that are the same or substantially
the same as those performed during employment with the Company.
The Pacific region for the purpose of this Clause is that list of countries in which Digicel
does business or in relation to which markets Digicel has advanced plans for entry as the
list may be amended by Notice in writing from time to time. Presently those countries
are: Fiji, Vanuatu, Samoa, Tonga, Nauru and PNG.
8.6
POST RESIGNATION /
TERMINATION PROCEDURES
DIGICEL PACIFIC EMPLOYEE GUIDE 86
There are some important things to consider when an employee is leaving their
employment with Digicel. The check list below is designed to help ensure that everything
that needs to be done before and after leaving Digicel is completed.
8.6.1
POST RESIGNATION /
TERMINATION PROCEDURES
EXIT INTERVIEW
The Human Resources Department is responsible for scheduling an exit interview with
the employee leaving the company on the employee’s last day of his/her employment.
The purpose of the exit interview is to gather data for improving work conditions and
retaining employees as well as for arranging the return of company property including:
1. Company Identification cards/Security Access Cards
2. Health cards
3. Lunch cards
4. Laptops, blackberry, cell phones and SIM
5. Company vehicles and keys
6. Parking Permit stickers
7. Company issued credit cards
8. Office/desk drawer keys
9. Company safety and testing equipment
10. Company manuals and any additional company-owned or issued property
11. Any programs developed or being worked on, passwords, documentation etc
12. Keys to company provided apartments and houses
In the event that the Human Resources Department is not present or available when
the employee is finishing on their last day, it is the responsibility of the employees
Immediate Line Manager to arrange the return of company properties.
8.6.2
POST RESIGNATION /
TERMINATION PROCEDURES
FINAL PAYMENTS
DIGICEL PACIFIC EMPLOYEE GUIDE 87
Employees leaving the company must return all company properties before their
final payment will be processed or issued. Should an employee be indebted to Digicel,
(including outstanding phone bills) the amount owing will either be deducted from
the final payment or if the final payment is not sufficient to meet the excess, then the
employee must repay any balance still owing to the Company prior to departure
8.6.3
POST RESIGNATION /
TERMINATION PROCEDURES
BENEFITS
8.6.4
POST RESIGNATION /
TERMINATION PROCEDURES
EMAIL / IT SYSTEM ACCESS
DIGICEL PACIFIC EMPLOYEE GUIDE 88
1.
Any outstanding vacation pay or days owing is normally paid with the final payment.
2.
All benefits (life, health, etc) end on the last day of employment.
3.
In accordance with the current rules of the Company’s Pension Plan, employees
who resign, retire or are made redundant will be provided with the relevant Pension Plan contracts and any other related Pension Plan options / statements
associated with same.
Email access and access to any other systems normally ends on the final day of
employment. The HR Department will be responsible for formally requesting the IT
Department to de-activate all access to the company’s email, software and IT Systems.
9
GRIEVANCE
& DISCIPLINARY
DIGICEL’S REPUTATION WITH
THE PUBLIC IS DEPENDENT ON
THE HIGH STANDARDS OF WORK
PERFORMANCE
DIGICEL PACIFIC EMPLOYEE GUIDE 89
Digicel’s reputation with the public is dependent on the high standards of work
performance, conduct and appearance of our employees and managers. The Grievance
and Disciplinary Procedures have been designed to help ensure that these standards
are adhered to and also to provide an effective, fair and consistent method of dealing
with alleged failures to observe them.
9.1
EMPLOYEE GRIEVANCE
PROCEDURE
Digicel recognizes the rights of employees to express their grievances and to seek a
solution concerning disagreements arising from working relationships, working
conditions, employment practices or differences of interpretation of policies. It is the
Company’s policy to ensure that employees with a grievance have a course of action
to take which ensures their grievances are heard and responded to with objectivity and
sincerity.
These grievances shall only be handled in the following manner:
9.1.1
EMPLOYEE GRIEVANCE
PROCEDURE
1.
All grievances must be made within five (5) working days after the employee becomes aware of the event giving rise to the complaint
2.
The employee(s) raising the grievance must be directly concerned with or
be affected by the matter.
Employees with a grievance are strongly encouraged to discuss it informally with their
immediate manager/supervisor in the first instance. Many grievances can be resolved
at this informal stage once managers have an opportunity to actively participate in and
resolve work related problems.
INFORMAL DISCUSSIONS
9.1.2
EMPLOYEE GRIEVANCE
PROCEDURE
FORMAL GRIEVANCE STAGES
DIGICEL PACIFIC EMPLOYEE GUIDE 90
STAGE 1
IMMEDIATE MANAGER
If an employee feels that the matter has not been resolved through informal discussions,
or the employee does not wish to discuss the matter informally, Immediate Managers
should be the first point of contact (unless the complaint is against that Manager). In
most cases the Immediate Manager is in the best position to be able to understand
and resolve the employee’s problems or respond to their concerns. The Manager will
investigate the complaint within five (5) working days, unless otherwise mutually agreed
to between the employee and the Manager.
9.1.2
EMPLOYEE GRIEVANCE
PROCEDURE
FORMAL GRIEVANCE STAGES
STAGE 2
DEPARTMENT MANAGER/HEAD
If for whatever reason the Immediate Manager is unable to remedy the complaint, or the
employee objects to the response provided, the employee may escalate the complaint to
their Department Manager/Head within five (5) working days of the response from their
Immediate Manager. The Department Manager will set up a meeting with the employee
to investigate the complaint and they will respond and resolve the complaint within ten
(10) days after it is heard by them.
STAGE 3
HUMAN RESOURCES
If for whatever reason the Department Manager is unable to solve the complaint, or the
employee objects to the response provided, the employee may submit their complaint
in writing to the Head of Human Resources or another representative of the Human
Resources team within five (5) working days of the response from the Department
Manager. Upon receipt of the written submission, the Head of Human Resources or
another representative of the Human Resources team will investigate the complaint
and they will respond and resolve the complaint within ten (10) working days after it is
heard by them.
The written submission shall set forth:
1.
A brief statement of the complaint and the facts upon which it is based
2.
The solution and/or correction requested
STAGE 4
CEO/COUNTRY MANAGER
If the employee is still not satisfied with the response from the Head of Human Resources
or another representative of the Human resources team, the employee may appeal in
writing to the CEO/Country Manager within five (5) working days of the response from
Human Resources. The written appeal must clearly indicate the grounds for their appeal.
The CEO/Country Manager along with the Head of Human Resources will discuss the
problem with the employee, review all aspects of the issue thoroughly and advise on the
means to bring a resolution to the issue.
The appeal to the CEO/Country Manager will represent the final step in the Grievance
Procedure and their decision will be final.
At all stages of the above procedure, except the first, the employee concerned has the
option to be accompanied by another Digicel employee, to act as an observer, if they so
wish.
DIGICEL PACIFIC EMPLOYEE GUIDE 91
9.1.2
EMPLOYEE GRIEVANCE
PROCEDURE
FORMAL GRIEVANCE STAGES
9.1.3
EMPLOYEE GRIEVANCE
PROCEDURE
CONFIDENTIALITY
9.2
DISCIPLINARY
PROCEDURE
The stages of the grievance procedure do not have to run sequentially. They are dependent
on the level of the grievance and the individuals involved. An employee may submit
their complaint in writing to the Head of Human Resources without going through the
preceding stages of this procedure. At all times, raising the grievance with the CEO/
Country Manager must be preceded by the previous stage of a written submission of the
complaint to Human Resources, unless the complaint is specific to the Head of Human
Resources.
Before pursuing formal grievance procedures, an employee may request the assistance
of any member of Human Resources who will act in an advisory role only in an effort to
resolve concerns/conflicts at any stage of the process.
Every effort will be made to treat the escalation with appropriate regard for confidentiality
and sensitivity. Reports of escalations, related correspondence, particulars of meetings,
related e-mails, notes and all other communications pertaining thereto, shall be kept
confidential, consistent with the need to conduct an adequate investigation.
Disclosure of reports of concerns to individuals not involved in the investigation will be
viewed as a serious disciplinary offense and may result in discipline, up to and including
dismissal.
The disciplinary procedure has been designed to help to ensure that company standards
are adhered to and also to provide an effective, fair and consistent method of dealing
with failures to observe them. The company will take disciplinary action against any
employee who commits a breach of, or fails to observe regulations or any work rules
or procedural practices. Improper conduct and consistent poor performance will also
result in disciplinary action up to and including dismissal.
Informal Procedures are recommended as a precursor to disciplinary action where
poor performance is the issue.
DIGICEL PACIFIC EMPLOYEE GUIDE 92
9.2.1
DISCIPLINARY
PROCEDURE
PERFORMANCE IMPROVEMENT
PLAN (PIP)
In certain cases, an employee may not be meeting some or all performance objectives
or expectations. In such cases, a manager/supervisor should immediately focus on
helping the employee improve performance to a satisfactory level. Where informal
performance coaching does not result in a satisfactory improvement in performance, a
formal Performance Improvement Plan (PIP) should be put in place for a period no less
than 90 days. An employee can be placed on a Performance Improvement Plan at any
time during the year.
The purpose of a Performance Improvement Plan is to identify and document specific
areas in which an employee’s performance must improve. The desired outcome of
a Performance Improvement Plan is that an employee improves performance to a
satisfactory level. However, an employee who does not meet performance requirements
set forth in a Performance Improvement Plan may be subject to Disciplinary action,
which may include dismissal.
All documentation relating to PIPs can be found at your HR Department or HR YourQube
9.2.2
DISCIPLINARY
PROCEDURE
FORMAL DISCIPLINARY
PROCEDURE
The disciplinary procedure has four (4) distinct stages. While, in general, these steps
will proceed in the order as outlined below, the Company reserves the right to begin
with, or move to, any particular stage of the procedure when the issue is deemed to be
sufficiently serious, provided that the treatment of the employee remains fair.
SANCTIONS
1.
Verbal Warning
The initial warning will be confirmed in writing, and the employee will be advised that
this warning constitutes the first formal stage in the disciplinary process. A record of
the warning shall be placed on the employee’s file and a copy made available to the
employee.
The warning will set out the standards that are expected for improvement. It will be
made clear that failure to improve and sustain expected performance, conduct and
behaviour, may result in the employee receiving further warnings or being dismissed.
All employees have the right to appeal a disciplinary decision. The appeals process is
outlined below.
A record of the verbal warning will be kept on the employee’s personnel record and will
remain in force for 6 months.
DIGICEL PACIFIC EMPLOYEE GUIDE 93
9.2.2
DISCIPLINARY
PROCEDURE
FORMAL DISCIPLINARY
PROCEDURE
2.
First Written Warning
The second level of warning is a first written warning and will be issued if, for example,
there has been no improvement in either performance or conduct since the verbal
warning was issued, or if a more serious form of misconduct has taken place. A record
of the warning shall be placed on the employee’s file and a copy made available to the
employee.
The warning letter will set out the standards that are expected for improvement. It will
be made clear that failure to improve and sustain expected performance, conduct and
behaviour may, result in the employee receiving further warnings or being dismissed.
All employees have the right to appeal a disciplinary decision. The appeals process is
outlined below.
A record of the first written warning will be kept on the employee’s personnel record, and
will remain in force for 6 months.
If there is a repeat of the same or similar offence 12months after the warning has expired,
the employee will revert back to the first written warning stage.
3.
Final Written Warning or Suspension without pay
The third level of warning is a final written warning or suspension without pay. The
warning shall be issued or the suspension imposed if once again, there has been no
improvement in either performance or conduct since the first written warning was
issued, or if a more serious form of misconduct has taken place.
Following investigation, the Manager/Department Head in conjunction with the Human
Resources Department will determine whether a final written warning or suspension is
more appropriate.
A record of the final warning shall be placed on the employee’s file and a copy made
available to the employee.
A record of the final written warning will be kept on the employee’s personnel record,
and will remain in force for 12 months.
If there is a repeat of the same or similar offence 12months after the warning has
expired, the employee will revert back to the first written warning stage.
DIGICEL PACIFIC EMPLOYEE GUIDE 94
9.2.2
DISCIPLINARY
PROCEDURE
FORMAL DISCIPLINARY
PROCEDURE
4.
Suspension
The employee may be suspended anywhere from one (1) working day and up to 5
working days with or without pay in order for HR to conduct the investigation. Upon
completion of the investigation the employee will be contacted to return to office to be
advised on the outcome of the investigation by upon the employee’s return, the Head of
Department Head and Human Resource..
5.
Dismissal
The final stage of the disciplinary process, an employee’s contract being terminated, will
be invoked if there is still no improvement in performance, conduct or behaviour and
every effort has been made to encourage the correct improvements, or in cases of Gross
Misconduct.
The dismissal letter will set out the reasons for the dismissal. This letter shall be placed
on the employee’s file and a copy made available to the employee.
All employees have the right to appeal a disciplinary decision. The appeals process is
outlined below.
9.3
INVESTIGATION
PROCESS/DISCIPLINARY
MEETING
Any allegation of actions and/or behaviours that violates the Company’s policies and
procedures or are inconsistent with the Company’s values and expectations will be
investigated in order to determine the validity of same.
•
Employees who are named in the relevant allegation(s) will be formally
communicated to and informed of the allegation(s) and charges, and the pertinent
information (e.g. date, time and location of investigation, etc) relevant to the disciplinary
investigation and/or interviews. The employee will be clearly advised that the interview
is a part of the disciplinary procedure.
•
According to the sensitivity of the allegation, incident and/or issue or if the
presence of the employee may adversely impact the progress and/or outcome of the
relevant investigation, employees may be required to be immediately removed from
the Company’s Offices / Worksite / Location and asked not to return to work while the
relevant Investigation is being carried out and a final decision reached. Unless otherwise
explicitly communicated, these employees will receive full pay during the period of
investigation.
DIGICEL PACIFIC EMPLOYEE GUIDE 95
9.3
INVESTIGATION
PROCESS/DISCIPLINARY
MEETING
•
As far as practicable, employees will be informed of the decision of the employer
within five (5) working days of the interview.
•
Following the investigation, a disciplinary meeting is held by HR (where available)
and Management to allow the employee the opportunity to respond to the alleged
offence or breach of Company Policy. Again, the employee will be formally invited (in
writing) to the disciplinary meeting by HR/Management and will be advised of the
reason why this meeting has been called.
If the employee is genuinely not available at the time specified by the Manager/HR
•
to conduct the initial investigation or the follow up disciplinary meeting, the employee
may within 24 hours of receiving the notification, postpone the interview to a reasonable
time within three (3) working days of the proposed date.
•
The employee is permitted to have another Digicel employee attend any of these
investigation or disciplinary meetings to act as an observer.
The Human Resources Department is responsible for ensuring that adequate
•
documentation is done of these meetings and notes filed accordingly.
9.4
An employee may appeal any stage of the disciplinary procedure, up to and including
dismissal, in the following way:
DISCIPLINARY APPEALS
PROCEDURE
•
An employee must clearly set out the grounds for their appeal in writing within
5 working days of when the sanction was issued. The appeal should be made to the
relevant HR Representative.
•
The appeal committee will comprise of an independent manager at the
appropriate level and HR both of whom were not involved in the process or decision
prior to the appeal.
DIGICEL PACIFIC EMPLOYEE GUIDE 96
9.4
DISCIPLINARY APPEALS
PROCEDURE
•
An appeal will not constitute a complete re-hearing of the case, but rather a
review of the appeal grounds in order to determine if the decision reached was unfair or
inappropriate.
•
The appeal committee may meet or speak with the employee to understand the
grounds for the appeal. They will consider all relevant information - reviewing
interview notes, findings and recommendations. On occasions the appeal committee
may wish to interview a witness if additional information is required.
•
Having considered all relevant facts, the appeal committee will issue a decision in
writing to either uphold the appeal or confirm the sanction. As far as practicable a
final decision will be communicated to the employee within seven (7) working days of
the receipt of the appeal.
•
The decision of the appeal will represent the final step in the internal appeals
process and their decision will be final.
EXAMPLES OF MISDEMEANORS
Minor breaches of Company rules, although not serious in isolated instances, may
constitute a misdemeanor if they occur regularly. Actions that constitute misdemeanors
include but are not limited to:
DIGICEL PACIFIC EMPLOYEE GUIDE 97
1.
Poor timekeeping, for example, lateness, extended lunch breaks
2.
Failure to comply with the Company’s rules on notification of absence and
the provision of evidence of incapacity
3.
Absenteeism
4.
Abuse of either the company or statutory sick pay scheme, including
fraudulent notification of sick absences
5.
Failure to observe safety rules
6.
Inadequate job performance
7.
Use of unauthorized software on Company computers
8.
Sleeping during work hours
9.
Loitering, loafing or horse playing during working hours
10.
Inappropriate attire on Company premises or operations, not in keeping
with the Company’s dress code policy.
9.4
DISCIPLINARY APPEALS
PROCEDURE
EXAMPLES OF GROSS MISCONDUCT
The following are considered serious breaches of the Company’s rules and will constitute
gross misconduct. Any employee whose conduct, actions or performance violates or
conflicts with Digicel’s policies and procedures may be terminated immediately and
without warning. Actions that constitute gross misconduct include but are not limited
to:
1.
2.
Deliberate falsification of records or damage to Company records, including the introduction of computer viruses or disregard for security and
integrity of computer data, tampering with the network or confidential
information.
3.
Accessing customers’ records without authority for the purposes of altering billing and/or customer information or giving customer/s information tounauthorized persons or for using same for any other unauthorized acts.
4.
Willful negligence of duties and responsibilities result in financial loss to t
he company and damage to Company property.
5.
Actions which brings the Company into disrepute.
6.
Commit any act of dishonesty generally or relating to the Company, any of
its employees or customers of the Company or otherwise.
7.
Conviction of a criminal offence involving dishonesty or injury to other persons which may affect the job and ultimately the company.
8.
Deliberately providing any information prior to being offered employment
that is later found to be untrue or inaccurate.
9.
Failure to follow the rules and regulations of the Safety Policy as regards
the use of safety equipment and procedures.
10.
11.
Divulging confidential information concerning the Company’s activities.
Racism, sexual or other unlawful harassment towards a customer, supplier
or employee.
12.
Deliberate non-performance of work.
13.
Pledging the company’s credit without specific authority
14.
DIGICEL PACIFIC EMPLOYEE GUIDE 98
Theft from the Company, customers, business partners, or work colleagues.
Disobeying or blatantly defying any reasonable instruction of a senior officer of the Company.
9.4
DISCIPLINARY APPEALS
PROCEDURE
15.
16.
19.
DISCIPLINARY ACTION
MATRIX
DIGICEL PACIFIC EMPLOYEE GUIDE 99
Possession of prohibited substances on the company’s property.
17. Reporting for work in an intoxicated condition or under the influence of
drugs.
18.
9.5
Possession of firearms, fireworks, explosives or dangerous weapons on the
company’s property.
Initiate fighting on the job.
Causing injury to other persons which may affect your job and ultimately
the company.
20.
Transporting unauthorized/non Digicel employees in company vehicle.
21.
Rioting and inciting employees to disorder.
22.
Absence without notification for 2 consecutive days.
23.
Intentionally causing damage to company properties.
24.
Driving company vehicle under the influence of alcohol.
25.
Passing on or sharing passwords, ID or Security Passes.
It is obviously not realistic to specify all offences, and the schedule below has therefore
been confined to those, which are more or less common to most industrial/corporate
environments.
The schedule will be generally followed; however, the company reserves the right to
treat any offence against the company rules and regulations on the merits of the case
as well as conditions specific to each department. As the schedule shows, disciplinary
measures will be more severe if previous offenses are recorded on the employee’s file.
9.5
DISCIPLINARY ACTION
MATRIX
TYPE OF OFFENCE
Breach of the company’s Confidentiality
Policy (including unauthorized disclosure
of passwords, ID and other system and
network access information).
Breach of the company’s Conflict of
Interest Policy
DIGICEL PACIFIC EMPLOYEE GUIDE 100
1ST OFFENCE
2ND OFFENCE
Final Written /
Suspension or
Dismissal
Dismissal
Final Written /
Suspension or
Dismissal
Dismissal
Drinking alcohol on the job or using
prohibited drugs on the job
Dismissal
Operating company vehicle/equipment
while under the influence of alcohol and/
or prohibited drugs
Dismissal
Reporting for work in an intoxicated
condition or under the influence of
prohibited drugs
Dismissal
Fighting on the company’s premises
Dismissal
Rioting or inciting employees to riot/
disorder
Dismissal
Possession of firearms, fireworks,
explosives or dangerous weapons on
company premises
Dismissal
Racism, sexual or other unlawful
harassment
Dismissal
Stealing or removal of property without
permission (from company, customers,
business partners/suppliers or work
colleagues)
Dismissal
Misuse of company’s records and
information (including customers and
employees)
Final Written /
Suspension or
Dismissal
Dismissal
3RD OFFENCE
4TH OFFENCE
9.5
DISCIPLINARY ACTION
MATRIX
TYPE OF OFFENCE
2ND OFFENCE
3RD OFFENCE
4TH OFFENCE
Any acts of Fraud
Dismissal
Absence without communicating a
reasonable explanation (one work
period)
Written Warning
Absence without leave for two (2)
consecutive days
Dismissal
Excessive absenteeism (sick leave)
Final Written
Warning
Dismissal
Failure to observe safety rules
Written Warning
Final Written /
Suspension
Dismissal
Consistent late arrival for work or leaving
work before the end of the official work
day (without permission
Verbal Warning
Written Warning
Final Written
Suspension
Dismissal
Final Written
Suspension
Dismissal
Causing damage to the company’s
property:
a) Intentionally
DIGICEL PACIFIC EMPLOYEE GUIDE 101
1ST OFFENCE
Final Written /
Suspension
Dismissal
Dismissal
Causing damage to the company’s
property:
a) Negligence - minor
Verbal Warning
Written Warning
Causing damage to the company’s
property:
a) Negligence - major
Final Written
Suspension
Dismissal
Failure to report damage: - minor
Verbal Warning
Written Warning
Final Written
Suspension
Failure to report damage: - major
Written Warning
Final Written
Suspension
Dismissal
9.5
DISCIPLINARY ACTION
MATRIX
DIGICEL PACIFIC EMPLOYEE GUIDE 102
TYPE OF OFFENCE
1ST OFFENCE
2ND OFFENCE
3RD OFFENCE
4TH OFFENCE
Refusing to carry out a reasonable
work-related request
Verbal Warning
Written Warning
Final Written
Suspension
Dismissal
Loafing on the job
Verbal Warning
Written Warning
Final Written
Suspension
Dismissal
Dismissal
Using company equipment or machinery
without permission - minor
Written Warning
Final Written
Suspension
Using company equipment or machinery
without permission - major
Final Written
Suspension
Dismissal
Sleeping on the job
Written Warning
Final Written
Suspension
Deliberate falsification of reports
Final Written
Suspension
Dismissal
Committing the company’s funds
without prior approval’ which includes
but is not limited to the procurement of
goods and service without an approved
Purchase Order
Final Written
Suspension
Dismissal
Failure to attend company sanctioned
training or event without prior
notification or justification. Premature
departure/exit from company sanctioned
training
Written Warning
Final Written
Suspension
Dismissal
Dismissal
10
MEDIUMS
OF COMMUNICATION
AT DIGICEL, WE OPERATE
A COMPREHENSIVE AND
ALL-ENCOMPASSING OPEN,
DIRECT AND TWO-WAY
COMMUNICATIONS MODEL
DIGICEL PACIFIC EMPLOYEE GUIDE 103
At Digicel, we operate a comprehensive and all-encompassing open, direct and twoway communications model. This model ensures open dialogue with all employees
and promotes a culture of mutual trust through ongoing information sharing and
consultation with employees. We have always viewed information and consultation as
key to all aspects of how we do business where accountability, ownership and decision
making are clear. We operate in a highly dynamic business environment where
innovation, flexibility and agility are paramount. Core to this are good communication
practices which ensure direct involvement of all employees.
10.1
CHANNELS
COMMUNICATION
10.2
OPEN
DOOR POLICY
Digicel has always been committed to direct communications with its employees and
deploys various channels of communications to this end:
•
Site-wide all staff communications
•
Group-wide communications (via email from the Group CEO and/or Group HR)
•
Team meetings
•
One to ones
•
Performance appraisals
•
Brown bag/Tete a tete/Captain’s table sessions
•
Newsletters/e-Bulletins (Digicel Connections)
•
All staff emails
•
Notice boards
•
Employee Opinion Survey
•
Grievance procedure (see policy)
•
Open Door Policy
Digicel’s policy is to maintain an atmosphere of open communications and trust between
employees and management. Digicel’s policy has been and will continue to be an Open
Door Policy under which all employees are encouraged to deal directly with their team
leaders and other members of management regarding work-related issues or terms and
conditions of their employment which will effect positive change in the workplace.
The company Open Door Policy is a channel of open communication between employees
and management to share information and ideas, suggest areas for improvement,
facilitate and enhance the resolution of work related problems and/or concerns in a
mature, professional and expeditious manner.
DIGICEL PACIFIC EMPLOYEE GUIDE 104
10.2
OPEN
DOOR POLICY
Process – Levels of escalation: Employees are free to raise work related concerns
or suggestions for improvement with any level of management at any time however
employees are encouraged to follow the following escalation path.
LEVEL 1
Immediate Manager/Manager – Supervisors/Managers should be the first point of
contact. In most cases, the Supervisor/Manager is in the best position to be able to
understand and resolve an employee’s problems or to respond to their concern or
suggestion.
LEVEL 2
If the employee is not comfortable talking with their immediate manager or if for
whatever reason the manager is unable to respond to the query/issue effectively the
employee may escalate to their Department Head.
LEVEL 3
If for whatever reason the employee does not feel comfortable discussing their concerns
with their Supervisor or Department Head the open door policy allows for employees to
raise their issues/concerns etc with the Human Resources Department.
LEVEL 4
If not satisfied with the response from any or all of the prior levels of escalation, the
employee may escalate to the Chief Executive Officer. To support complete understanding
of the problem or concern it is preferable for the employee to put their concerns in
writing.
It is the responsibility of Management and HR to respond to employee escalations in a
timely manner.
Confidentiality: Every effort needs to be made by all parties concerned to treat the
escalation with appropriate regard for confidentiality and sensitivity. Reports of
escalations, related correspondence, particulars of meetings, related emails and all
other communications pertaining thereto, shall be kept confidential.
DIGICEL PACIFIC EMPLOYEE GUIDE 105
10.2
OPEN
DOOR POLICY
Guidelines for Employees
Employees are encouraged to use the following guidelines:
•
Share information and ideas with Management on how the Company can improve.
•
Be open and honest about areas for improvement or the need for corrective action, thereby creating and fostering a continuous improvement culture.
•
Follow the recommended levels of escalation for speed of resolution.
•
Suggest solutions along with problems, where ever possible.
•
Act in compliance with the Company’s Confidentiality policy.
Guidelines for Managers
The following are some key guidelines that should be employed and practiced by
Company representatives in complying with the Company’s Open Door Policy:
•
BE AVAILABLE – Get to know people as individuals. It is difficult to solve the
problems of a stranger. When you are approachable, you will not have strangers working
for you.
•
BE RELAXED – When an employee brings an issue to you for discussion, give
them a chance to express themselves (professionally). Listen actively and project your
intention to give the issue fair consideration. This will serve your understanding of the
issue and help both you and the employee to focus on the magnitude of the issue.
•
GET THE FACTS – You want to understand the issue and avoid repeating what you
“think” you heard relative to the details of the issue. Be objective. Apply empathy and
sympathy as appropriate.
•
INVESTIGATE CAREFULLY – You need to know WHAT, WHO, WHEN, WHERE AND
WHY. Don’t rely on hearsay. Get the employee’s permission to investigate discreetly.
Understand what Digicel policies are involved.
•
BE TACTFUL – Never humiliate or embarrass an employee. Their issue is real and
valid in their mind’s eye and it is the Manager’s job to understand the content of the
issue and help focus on the resolution.
DIGICEL PACIFIC EMPLOYEE GUIDE 106
10.2
•
GIVE FEEDBACK – It is a fundamental and essential part of communication and
individuals should be thanked for their contributions
OPEN
DOOR POLICY
•
CONSIDER THE CONSEQUENCES OF YOUR DECISION – Make certain you know
what the effect of any resolution might be, not only to the individual but also to the rest of
your organization. A Manager’s decision may become precedent; therefore understand
when you have the obligation to consult on Policy issues.
10.3
COMMUNICATION
WITH THE MEDIA
10.4
ELECTRONIC
MAIL ETIQUETTE
All requests, for information should be directed to the Marketing/PR Department. The
Head of Marketing or PR will assign a designated officer to deal with media requests and
interviews.
The electronic mail (e-mail) systems provided by or used at Digicel are intended to assist
employees and vendors in carrying out Company business by facilitating communication
between individuals and work groups. The intent of this document and its standards are
to address the use of, access to, review, and disclosure of e-mail messages transmitted
through Digicel’s systems.
E-mail Considerations
E-mail, electronic scheduling and Lync are excellent tools for communicating, sharing
documents and scheduling meetings. These tools can reduce the time required to
share information and enhance business processes. However, information transmitted
via e-mail or other electronic mediums can be vulnerable to a variety of security/
confidentiality threats.
The following aims to guide individuals as to the appropriate use of our e-mail system.
The more apparent misuses are below.
DIGICEL PACIFIC EMPLOYEE GUIDE 107
10.4
ELECTRONIC
MAIL ETIQUETTE
Company e-mail systems must not be used to:
•
Continue, distribute or circulate chain letters.
•
Promote any personal commercial activity for staff, i.e. advertising social events,
sale of goods and services which are unrelated to Digicel unless directly issued by the HR
Department or CEO.
•
Communicate to a colleague when you can simply communicate in person or via
the telephone
•
Facilitate e-mail battles
Please ensure the proper use of the e-mail in relation to sending messages to intended
recipients.
•
For example, use of the reply all button to all staff or a distribution listing when the
response is intended for one individual, is inappropriate. Good business practices must
prevail.
•
Digicel treats all e-mail messages sent, received, and/or stored in its systems as
company records/material.
•
Computer viruses can be spread via e-mail systems; please be prudent when
accessing external sites or when receiving emails with large files or from unusual or
unknown addresses.
The following are prohibited:
•
Communications that contain defamatory, sexually-oriented, obscene, offensive,
threatening or harassing language.
•
Files that contain copyrighted materials for which required permission to use or
distribute was not obtained
•
Using of the password and encrypting keys to gain access to employee’s e-mail
messages
DIGICEL PACIFIC EMPLOYEE GUIDE 108
•
Distribute personal opinions that do not reflect the stated position of Digicel
•
Distribute information that may be sensitive to Digicel.
10.4
ELECTRONIC
MAIL ETIQUETTE
For full details on the Company email usage policy please refer to “ Internet Policy” but
also be guided by the following;
•
Ensure you change passwords in accordance with company standards
•
Use e-mail consistent with its intended purpose. Do not use an e-mail account
assigned to another individual to either send or receive messages. Use features/facilities
such as message forwarding to allow others read access to personal mail messages.
•
Your Digicel e-mail is a facility to conduct business and should be used for business
purposes only.
•
The company’s disciplinary procedure will be invoked against any employee who
instigates or circulates mails, which are pornographic in nature, or insensitive to another’s
sex, race, ethnicity, age or religion.
•
Internet access is provided to employees on the understanding that access will
be used for business reasons only. Usage of this facility can and will be monitored from
time to time.
E-mail Management/Appearance
In an effort to standardise our communications and to present a consistent corporate
image across the Digicel network to both our external and internal customers the
following must be followed when using email communication:
•
Please refrain from using colored or patterned backgrounds. If you are unsure how
to change this please contact the IT department who will change the screen background
to a standard format. The background (‘stationery’) in your emails must be “blank”.
•
Quotes of the day, religious quotes, mottos, personal statements, or philosophies
are not permitted.
DIGICEL PACIFIC EMPLOYEE GUIDE 109
10.4
ELECTRONIC
MAIL ETIQUETTE
Your email ‘signature’ should be as follows:
Name
Position (as stated in your contract)
Digicel <Territory> Limited
<Company Address>
Digicel Logo
Tel. <Area code + Business No>
Fax.<Area code + Business No>
Mobile <Area code + Business No>
Email: <Address>
This is not to erode individuality but to provide clear unambiguous and consistent
contact details.
10.5
EMPLOYEE
OPINION SURVEY
“LETS TALK”
Digicel believes strongly in direct feedback and seeks feedback through an employee
satisfaction survey each year via a third part company called Sirota. All responses to the
survey are managed by Sirota who consolidate the information and provide Digicel with
summary information.
A Manager who has five respondents or more is eligible to receive a report summarizing
the feedback from their team. Teams with less than 5 will not receive reports to ensure
anonymity however; their feedback will be rolled up into the overall department results.
Once a manager receives their report they should share the report with their team
during a feedback session. This session is an opportunity for the manager to understand
further the teams feedback and for the team to share with the manager examples to
help explain the feedback or to put forward suggestions on how to improve the work
environment.
DIGICEL PACIFIC EMPLOYEE GUIDE 110
10.6
SOCIAL
NETWORKING
Online collaboration platforms & social forums are fundamentally changing the way we
work and engage with each other, customers, partners and the world at large. It’s a new
model for interaction and we believe social computing when used in the right way can
benefit individuals and businesses build successful business relationships.
Digicel’s Social Computing Guidelines
1.
Know and follow Digicel’s code of conduct policy
2. Digicel employees are personally responsible for the content they publish on-line,
whether in a blog, social computing site or any other form of user-generated media. Be
mindful that what you publish will be public for a long time—protect your privacy and
take care to understand a site’s terms of service.
3. Identify yourself—name and, when relevant, role at Digicel—when you discuss
Digicel or Digicel-related matters, such as Digicel products or services. You must make it
clear that you are speaking for yourself and not on behalf of Digicel.
4. If you publish content online relevant to Digicel in your personal capacity use a
disclaimer such as this: “The postings on this site are my own and don’t necessarily
represent Digicel’s positions, strategies or opinions.”
5. Don’t provide Digicel’s or another’s confidential or other proprietary information
and never discuss Digicel business performance or other sensitive matters publicly.
6. Don’t cite or reference clients, partners or suppliers without their approval. When
you do make a reference, link back to the source. Don’t publish anything that might
allow inferences to be drawn which could embarrass or damage a client.
7. Respect your audience. Don’t use ethnic slurs, personal insults, obscenity or engage
in any conduct that would not be acceptable in Digicel’s workplace. You should also
show proper consideration for others’ privacy and for topics that may be considered
objectionable or inflammatory—such as politics and religion.
8. Be aware of your association with Digicel in online social networks. If you identify
yourself as a Digicel employee ensure your profile and related content is consistent with
how you wish to present yourself with colleagues and clients.
9. Be responsible – there can be a fine line between healthy debate and incendiary
reaction. Do not denigrate our competitors or Digicel. Nor do you need to respond to
every criticism or barb. Try to frame what you write to invite differing points of view
without inflaming others. Be careful and considerate particuarly when dealing with
sensitive areas such as politics or religion – once the words are out there, you can’t really
get them back.
10. Don’t use DIGICEL logos or trademarks unless approved to do so.
DIGICEL PACIFIC EMPLOYEE GUIDE 111
10.6
SOCIAL
NETWORKING
11. Be thoughtful about how you present yourself in online social networks. The
lines between public and private, personal and professional are blurred in online social
networks. By virtue of identifying yourself as a Digicel employee within a social network,
you are now connected to your colleagues, managers and even Digicel’s clients. You
should ensure that content associated with you is consistent with your work at Digicel. If
you have joined Digicel recently, be sure to update your social profiles to reflect Digicel’s
guidelines. Even when you are talking as an individual, people may perceive you to be
talking on behalf of Digicel.
12. Don’t forget your day job. You should make sure that your online activities do not
interfere with your job or commitments to customers.
Managers and executives take note: The standard disclaimer noted above does not
by itself exempt Digicel managers and executives from a special responsibility when
participating in online environments. By virtue of their position, they must consider
whether personal thoughts they publish may be misunderstood as expressing Digicel
positions. And a manager should assume that his or her team will read what is written.
Public forums are not the place to communicate Digicel policies to Digicel employees.
DIGICEL PACIFIC EMPLOYEE GUIDE 112
11
HEALTH
AND SAFETY
THE HEALTH OF OUR EMPLOYEES
IS OF PARAMOUNT IMPORTANCE.
DIGICEL PACIFIC EMPLOYEE GUIDE 113
The health of our employees is of paramount importance. Digicel believes it has a
responsibility to provide a work environment that is safe and healthy. Creating such
an environment has practical benefits for our business, since quality performance can
best be achieved by a physically and emotionally sound team of people working under
excellent conditions.
All hazards must be eliminated by constant vigilance and through regular supervision
and inspection of all facilities.
Strict adherence to posted safety standards is required. Violation of any regulations
can result in an employee’s termination
Digicel’s policy is that all reasonably practicable steps will be taken to safeguard the
health, safety and welfare of its staff. To this end every effort is made and will continue
to be made to seek to provide the safest and healthiest working conditions possible.
11.1
RESPONSIBILITIES
11.2
OBLIGATIONS
It is the responsibility of each Department Head to ensure that all employees are
knowledgeable of and familiar with the Company’s Health, Safety and Security Policy
and to fully comply with same at all times.
Each member of staff whilst at work has the following specific duties to observe regarding
health and safety:
•
To take reasonable care for the health and safety of oneself and or others
who may be affected by one’s acts or omissions at work. Others will include fellow members of staff and members of the public with whom
one come into contact during the course of work.
•
To co-operate with the Company by complying with all duties and requirements regarding health and safety as laid down by the Company
•
Not to interfere intentionally or recklessly or misuse anything provided by
the Company in the interests of health and safety.
•
Special attention will be paid to the provision of pleasant and healthy working conditions.
•
Each employee must take personal pride in keeping the work area in good
order.
•
All employees should pay special attention to cleanliness, sanitation and
hygiene at all times. No areas, fixtures or equipment must be defaced or
damaged.
All employees are required to report to his/her immediate Manager all unsafe working
conditions, practices, equipment and all accidents at work regardless of whether injury
occurs to any person or damage is caused to property to the Facilities Manager
DIGICEL PACIFIC EMPLOYEE GUIDE 114
11.3
The initial management of any injury or illness suffered at work. It does not include
giving tablets or medicine to treat illness.
FIRST AID
A qualified First Aider is defined as a person having successfully completed a 3 day
occupational first aid course, or equivalent refresher course within the last 3 years by an
approved institution.
11.3.1
Department Managers are responsible for assessing the First Aid needs of the organization
that are appropriate to the workplace and types of jobs. In assessing the needs, Manager
must consider the following as a minimum:
FIRST AID
FIRST AID
RESPONSIBILITIES
•
Workplace hazards and risk
•
The size of the organization
•
The nature and the distribution of the workforce
•
The remoteness of sites from emergency and medical services
•
The needs of travelling, remote and lone workers
•
Employees working on shared or multi occupied sites
•
Annual leave and other absences of First Aiders
Department Managers must also ensure that the appropriate numbers of First Aiders
are available at all times
Department Managers must ensure that all staff is aware of the Company’s First Aid
arrangement. Notices must be displayed in prominent locations. These notices must
give information regarding the location of the first aid boxes and the name of the first
aiders. First Aid arrangements must also be included in employees’ induction.
DIGICEL PACIFIC EMPLOYEE GUIDE 115
11.3.2
FIRST AID
FIRST AIDERS
First aiders will respond to the incident according to their training. If injured party
requires more than basic first aid (i.e. hospital treatment) the First Aider will arrange
transportation by taxi or ambulance (depending on the seriousness of the condition) to
hospital. All qualified First Aiders shall have access to First Aid boxes.
A list of qualified First Aiders and their telephone numbers shall be displayed throughout
the offices.
First Aiders must ensure that the following records are kept:
First aid supplies: including location and content and the person responsible for checking
and recording supplies and details of first aid treatment administered
11.3.3
FIRST AID
First Aid kits are maintained at convenient locations. You are requested to contact the
Facilities Department or HR if you require access to medications within the cabinets
FIRST AID KIT
11.4
EMERGENCY EVACUATION
11.5
MANUAL HANDLING
All Digicel employees are required to make themselves familiar with the evacuation
procedure from the building in the event of a fire, or bomb scare, or any other reason
that requires immediate evacuation from the premises. This process is managed by the
Facility and Security Department.
This procedure outlines the management of manual handling hazards to assist in the
prevention of sprain/strain injury and provides guidance for the management of risks
associated with manual handling tasks and summarises and interprets key elements of
the relevant legislation to ensure compliance of worksites and the development of safe
systems of work.
Manual handling is any activity requiring the use of force exerted by a person to lift,
push, pull, carry or otherwise move, hold or restrain any person, animal or thing
DIGICEL PACIFIC EMPLOYEE GUIDE 116
11.6.1
ROLES & RESPONSIBILITIES
MANAGEMENT
RESPONSIBILITIES
11.6.2
ROLES & RESPONSIBILITIES
IDENTIFICATION OF RISK
11.6.3
ROLES & RESPONSIBILITIES
ELIMINATION OF RISK
DIGICEL PACIFIC EMPLOYEE GUIDE 117
Employers are required, as far as is reasonably practicable, to provide safe systems of
work to prevent or minimise manual handling risks in each workplace. Managers must,
in consultation with employee representatives, systematically identify and analyse all
risks associated with manual handling and, redesign where necessary, situations or
activities to minimise the potential for injury.
Identification of manual handling tasks that are likely to present risks to health and
safety can be done through:
•
Consultation
•
Direct observation
•
Analysis of workplace injury and incident records
•
Employee reports
Whenever possible, Management should seek to avoid manual handling altogether and
consider whether the handling operations are necessary or if the desired result could
be achieved using an alternative method, for example mechanization, automation or
changing work layout/ design.
Note: the introduction of either of the examples stated above may create different risks
requiring precautions of their own.
11.6.4
ROLES & RESPONSIBILITIES
CONTROL OF RISK
Management should take into account existing preventative or precautionary measures
that comply with legislation. These may already control or reduce the risks sufficiently;
however, Management should ensure that the control measures reduce the risk to the
lowest practicable level.
Control measures may include one, or a combination of the following:
•
•
eliminate the task
job re design e.g. modify workplace layout, rearrange work flow, modify
actions, movement and forces
•
modify the task e.g. break the load into smaller packages, team lifting
•
mechanize the process or provide mechanical assistance
•
ensure training is provided – including induction training
•
administrative controls, e.g. signage, rotation of tasks.
•
personal protective equipment, e.g. protective clothing
A combination of control measures may be required for effective control of manual
handling hazards and must be evaluated and monitored for effectiveness. These controls
may form part of a Safe Work Practice.
11.6.5
ROLES & RESPONSIBILITIES
CONTROL OF RISK
Employees are responsible for:
•
•
reporting hazards associated with manual handling and consulting with
Line Managers and Supervisors in relation to appropriate risk control measures.
•
Advising their supervisor(s) of manual handling tasks they perform which
may pose a risk to health and safety.
•
Co-operating with their employer on matters regarding occupational health, safety and welfare and participate in risk assessments.
•
DIGICEL PACIFIC EMPLOYEE GUIDE 118
not placing themselves or others at risk of injury
Comply with established work practices.
11.6.6
•
Assisting Line Managers and staff in the identification and assessment of
manual handling health and safety risks
ROLES & RESPONSIBILITIES
•
Assisting with the implementation of risk control measures associated
with manual handling.
•
Providing guidance and information to staff on how to undertake risk assessments to meet the requirements of the legislation
•
Assisting Managers and Supervisors in coordinating the implementation of
the manual handling procedures
•
Reviewing the accident/incident statistics to assist in determining priorities for manual handling risk control measures.
HEALTH AND SAFETY COMMITTEE
IS RESPONSIBLE FOR:
•
Assisting in determining the priority for control measures.
Ensuring control measures include one or more of the following components:
11.6.7
ROLES & RESPONSIBILITIES
MANUAL HANDLING ASSESMENT
DIGICEL PACIFIC EMPLOYEE GUIDE 119
•
redesign
•
manual handling aids and personal protective equipment
•
training as appropriate
In assessing manual handling activities, the assessor should consider the following
categories:
THE LOAD:
•
Weight of load,
•
Size of load,
•
Shape of load,
•
Stability of load,
•
Rigidity of load,
•
Contents of load,
•
Sharp edges,
•
Temperature and grip provided by packaging
11.6.7
ROLES & RESPONSIBILITIES
MANUAL HANDLING ASSESMENT
THE TASK:
•
Whether the task involves twisting, stooping or reaching above shoulder height
•
Location of loads and distances moved
THE INDIVIDUAL:
•
Skills, training and experience
•
Age, fitness, size, male/female, tired, pregnant
•
Personal characteristics and special needs of employees
•
Clothing worn
Activities likely to require risk assessments include; purchasing, moving heavy or large
items, lifting injured persons and storage of equipment.
11.6.8
ROLES & RESPONSIBILITIES
TRAINING
11.6.9
ROLES & RESPONSIBILITIES
RECORDS
DIGICEL PACIFIC EMPLOYEE GUIDE 120
All persons responsible for undertaking manual handling risk assessment should have
necessary training to ensure their competency.
All persons required to manually handle a load should be able to assess a load, the
environment and recognize his limitations with regard to the task and be able to use
provided mechanical aids and apply good handling techniques.
Records of all safety and job-specific training, instructions and written procedures must
be kept for a period of 5 years and updated as required.
11.6.10
ROLES & RESPONSIBILITIES
ELECTRICAL EQUIPMENT
PROCEDURE
11.6.11
ROLES & RESPONSIBILITIES
DEFINITIONS
The purpose of this procedure is to ensure that the risk of property damage and personal
injury from working with electrical equipment is identified, assessed and controlled. This
procedure applies to all electrical equipment used at Digicel’s workplaces including cell
sites
COMPETENT PERSON:
A person who has acquired through training, qualification or experience, or a combination
of both the knowledge and skills required to safely carry out a task.
ELECTRICAL EQUIPMENT:
Any item within the workplace that either is or has the ability to be connected to a
source of electricity such as mains power, battery power or generated power i.e. solar,
fuel generated.
SYSTEM:
An electrical system in which all electrical equipment is or may be electrically connected
to a common source of electrical energy and includes such source and such equipment.
(that is all parts of the circuit and not only the functioning instrument).
11.6.12
ROLES & RESPONSIBILITIES
RESPONSIBILITY
THE FACILITIES SUPERVISOR IS RESPONSIBLE FOR:
•
•
Ensuring all electrical equipment is identified and regularly inspected and tested in accordance with PNG Bureau of Standards specifications or
equivalent specifications;
The existing circuit (s) of the premises can cope with additional load
•
Ensuring that maintenance work of electrical equipment is conducted in
accordance with this procedure;
•
Ensuring any equipment purchased or manufactured is designed and assembled in accordance with PNG Bureau of Standards specifications or
equivalent specifications;
•
The provision of suitable resources and training for competent personnel
for Ensuring records are maintained of electrical equipment testing and
inspections.
DIGICEL PACIFIC EMPLOYEE GUIDE 121
11.6.12
ROLES & RESPONSIBILITIES
RESPONSIBILITY
11.6.13
ROLES & RESPONSIBILITIES
PROCEDURE
EMPLOYEES’ RESPONSIBILITIES
•
All employees must ensure that all electrical equipment and systems are
treated reasonably and not misused in any form.
•
Employees must not attempt to repair electrical equipment and systems.
Defects with electrical equipment and systems shall be reported to Facilities Supervisor and/ or the HSE Committee.
Equipment and systems should be examined and checked and as necessary, tested at
the time of commissioning and maintained at suitable intervals thereafter to ensure
that they in safe working order. This should include, where practicable, the effectiveness
of electrical protection and any other safety features provided.
Equipment and systems should be visibly tagged to identify when inspection and service
is due.
Records should be kept for all portable and fixed installations.
Equipment that has failed shall be removed from service until repaired and re-tested
and/or replaced.
11.7
NEW AND EXPECTANT
MOTHERS PROCEDURE
Pregnancy is not ill health. It is part of life and many women work for a significant
proportion of their confinement before taking their maternity leave. A large number of
these new mothers subsequently return to work whilst still breast-feeding
In both instances managers are responsible for assessing the risks associated with
the job responsibilities for the new or expectant mothers. This places the following
commitment on the Company:
•
•
•
•
DIGICEL PACIFIC EMPLOYEE GUIDE 122
To carry out a risk assessment
To identify the hazard and risks that would adversely affect the health and
safety of new and expectant mothers.
To make every reasonable effort to reduce or eliminate that risk.
Where a risk cannot be removed, to ensure that alternative arrangement
of work are offered, including considering suspension from duties.
11.7.1
NEW AND EXPECTANT
MOTHERS PROCEDURE
New or Expectant Mother refers to an employee who is pregnant, who has given birth
during the previous six months or who is breast-feeding.
DEFINITION
MANAGEMENT RESPONSIBILITIES
11.7.2
NEW AND EXPECTANT
MOTHERS PROCEDURE
ROLES AND RESPONSIBILITIES
DIGICEL PACIFIC EMPLOYEE GUIDE 123
Once Management has been informed by the employee that she is pregnant or has
given birth within the last six months, or is breast feeding, the manager will arrange to
undertake a risk assessment. (Appendix 1)
When considering hazards, and the risks they pose to employees, managers should
pay special attention to the consequences of work for new and expectant mothers. It is
the managers’ responsibility to ensure that the employee is not exposed to significant
hazards and risks. The list of hazards and risks below is not exhaustive, but are common
examples of working practices that should be taken into account during assessment of
risks to the unborn child or the child of a woman who is still breast feeding.
•
Moving and Handling of Patients and Inanimate objects
•
Dealing with awkward or aggressive clients
•
Climbing
•
Working with Substances Hazardous to Health
•
Sharps and Needle stick Injuries
•
Working on Display Screen Equipments
•
Driving
11.7.2
NEW AND EXPECTANT
MOTHERS PROCEDURE
A further list of hazards may include the following:
•
Environmental and physical
•
Biological
•
Chemical agents and processes
•
Psychological
ROLES AND RESPONSIBILITIES
Any assessments undertaken by the manager should be copied in triplicate and filed as
follows:
•
A copy should be given to the employee
•
A copy should be retained by the manager
•
11.7.3
NEW AND EXPECTANT
MOTHERS PROCEDURE
NEW AND EXPECTANT MOTHERS
RISK ASSESSMENTS
DIGICEL PACIFIC EMPLOYEE GUIDE 124
A copy should be sent to the Human Resources Department to be placed
on the employee’s personal file
•
A Risk Assessment may indicate that a substance or process may cause damage
to the health and safety of the new and expectant mother, their child or children. It is
not, however, right to assume that effects encountered by one employee will necessarily
be the same for another. In essence each case of pregnancy should be treated on its
individual merits.
•
If the assessment on one employee indicates a risk, the manager would inform
the Health and Safety Committee representative who will be responsible to inform ALL
female employees of child bearing capacity within the same environment of the risks
they are likely to be exposed to if they are or could become pregnant in the future or if
they are breast-feeding a child. Employees will also be informed of the actions to be
taken to ensure that they are not exposed to the identified risks.
•
Risks identified during assessments should be eliminated at source wherever
possible. A prime example of this would be to exclude an expectant mother from
conducting moving and handling tasks during the period of the pregnancy.
11.7.3
NEW AND EXPECTANT
MOTHERS PROCEDURE
NEW AND EXPECTANT MOTHERS
RISK ASSESSMENTS
•
If a significant risk to the health and safety of a new or expectant mother cannot be
avoided then the Manager will make an informed decision on the course or courses of
action to be taken. If appropriate, further advice will be taken from the Human Resources
Department. As a result of a Risk Assessment, where there are genuine and justifiable
causes for concern of the health and safety of the employee, the following actions may
be implemented:
•
A temporary adjustment of her working conditions and/or hours of work
•
The offering of alternative work, if it is available
•
The possible suspension from her work (giving her paid leave) for as long
as is necessary to protect the health and safety of her and the unborn child
•
Whenever the employee undertakes a task for the first time during the course of her
confinement or when the matters to which the assessment relates are no longer valid,
further assessment may be required. Whilst the hazards associated with a particular
task are likely to remain constant the possibility of damage to a foetus as a result of a
hazard will vary at different stages of a pregnancy. Managers should consider the risks
to the employee who are breast-feeding as a separate issue. It should always be their
intention not to expose such employees to risks that could damage theirs and the child’s
Health & Safety for as long as they continue to breast-feed. There is no time limit on this
point.
•
The managers would give special considerations to new and expectant mothers who
work at night. Where risks are identified, the hazard should be removed or action taken
to prevent exposure to the risk(s). Where removal of the risk is not feasible then every
effort should be made to control it. The following course of action should be considered
only when all other protective and preventative measures have been considered.
•
Offering suitable alternative daytime work, if any is available
•
Reducing hours and providing assistance
•
DIGICEL PACIFIC EMPLOYEE GUIDE 125
Suspending her from work (giving paid leave) for as long as is necessary to
protect her health and safety
11.7.4
NEW AND EXPECTANT
MOTHERS PROCEDURE
ROLES OF THE EMPLOYEE
It is the responsibility of the individual employee to inform their manager of their
pregnancy or of having given birth within the last six months or breast-feeding. The
employee would be required to take part in the Risk Assessment process
(See Appendix I).
The employee would take every reasonable step to ensure that she adheres to the actions
and arrangements agreed with the manager to manage the hazards and risks at work
All new employees will be required to inform Human Resources Department in confidence
if they are pregnant or have given birth in the last six months or are breast-feeding. Both
Human Resources Department and relevant managers would be informed so that Risk
Assessment can be completed. If the staff member disagrees with the assessment or
any review they must appeal the findings, in writing within two weeks of the date of that
review.
DIGICEL PACIFIC EMPLOYEE GUIDE 126
12
GENERAL
DIGICEL PACIFIC EMPLOYEE GUIDE 127
12.1
IDENTIFICATION CARDS
Employees will be issued with identification cards upon commencing employment with
Digicel. All staff must wear these ID cards with the face displayed at all times while on
the company’s premises.
Access to secure areas such as our Call Center and Switch offices may be refused unless
you can produce your ID card. On termination of your employment you will be required
to surrender your ID card. The loss of same must immediately be reported to the Human
Resources Department.
Temporary identification cards will be issued to consultants and contract workers to
ensure access to the building. These will be issued by the Human Resources Department
and should be returned upon departure from the company.
12.2
VISITOR ACCESS
DIGICEL PACIFIC EMPLOYEE GUIDE 128
Persons who visit Digicel’s office for any reasons must be treated with courtesy. It is also
very important that the policy of confidentiality be adhered to; consequently, employees
must therefore exercise caution in admitting visitors to the property. The following
procedure must be observed:
•
Visitors are not allowed on the premises between 5pm and 6am and on
weekends. In addition visitors are not allowed on the sensitive locations at
any time. These includes Switch Buildings and Cell Sites
•
All Visitors including delivery persons MUST be directed to the main Reception area.
•
The receptionist will thereafter advise the staff member of the presence
of their visitor and issue the visitor with an identification card. The card
must be attached to the front of the visitors clothing at all times while on
the company premises-.
•
The visitor must be met at the reception area by the staff member and be
escorted to the meeting area.
•
When visitors are leaving the office the relevant staff member should escort them through the door to the elevator on a point of courtesy as well as to ensure that they leave the building.
•
The visitor ID strip must be collected from the visitor and be discarded.
12.3
DRESS CODE
All employees MUST dress in a tidy and presentable manner, bearing in mind that they
represent Digicel. Individual style is a personal matter and the company does not wish
to inhibit this providing that your dress is businesslike and conforms to the company’s
standards and at no time brings the company into disrepute.
The following gives a guide as to the acceptable attire for both male and female
employees, working in office and on the road.
BUSINESS DRESS – IN OFFICE
•
Employees are required to wear business attire in the office i.e. shirt and
smart trousers/ skirt.
•
A tie for men, although recommended, is optional.
•
No tight fitting or revealing outfits
•
No transparent clothing
•
Length of skirts should be no more than two inches above the knee
•
Splits in skirts should be moderate
•
Sandals are acceptable but not flip flops
•
Sleeveless blouses and dresses are allowed for women; however it is recommended that they are worn with a cardigan or jacket.
•
Shoes, jewelry and accessories should be suitable for the professional environment and compliment clothing
TECHNICAL TEAM – OUT OF OFFICE
Short-sleeved button-down shirts, jeans, khakis and other conservative type trousers are
acceptable. Ties are not required for the Technical field staff. Safety clothing/boots etc
should be worn at all times when on site.
Although the above-mentioned listing is not intended to be exhaustive, employees are
strongly encouraged to exercise their better judgment in making responsible decisions
pertaining to their work attire.
DRESS FOR COMPANY AND CORPORATE EVENTS
DIGICEL PACIFIC EMPLOYEE GUIDE 129
•
Employees representing the company at corporate events/functions should adhere to the dress code stipulated on the invitation.
•
Employees representing the company at ‘Digicel sponsored’ event, or required to make a media appearance are required to have the Digicel branding evident
12.4
SEXUAL AND
OTHER UNLAWFUL
HARASSMENT
We are committed to providing a work environment that is free of discrimination, bullying
and unlawful harassment. It is our intention to make the environment an enjoyable
experience where you can perform your duties without any such harassment from your
colleagues or any other source.
Appropriate disciplinary action including dismissal for serious offences, will be taken
against any employee who violates this policy.
HARASSMENT/SEXUAL HARASSMENT
Harassment/Sexual Harassment can be defined as actions, jokes or comments based on
an individual’s sex, race, ethnicity, age or religion and will not be tolerated.
Harassment (both overt and subtle) is a form of employee misconduct that is demeaning
to another person, undermines the integrity of the employment relationship, and is
strictly prohibited.
Sexual harassment includes unwelcome comments, remarks, jokes, suggestive objects
or pictures or physical contacts that might be considered objectionable, offensive or
stressful to the offended staff member.
This prohibition includes but is not limited to intentional acts such as:
•
Physically harming others
•
Verbally abusing others
•
Using intimidating tactics and making threats
•
Sabotaging another’s work
•
Use of foul language
•
Stalking others
•
Making false statements about others with malice that cause harm
•
Touching and making physical advances
Digicel believes that everyone, both Managers and employees should be treated with
dignity and respect and that the office environment should be free from bullying,
harassment and intimidation. All employees are encouraged to establish and maintain
a positive and supportive working environment, irrespective of their role within the
organization.
DIGICEL PACIFIC EMPLOYEE GUIDE 130
12.5
BULLYING
Bullying is the persistent demeaning and downgrading of individuals by words and
actions often unseen, introduced over time to undermine confidence and self-esteem.
Bullying within the organization can occur between an employee and a manager or
supervisor and between co-workers including trainees.
Isolated incidents are not classed as bullying, only inappropriate aggressive behaviour
that is systematic and ongoing is regarded as bullying.
It is the responsibility of all Managers to ensure that employees within their respective
teams understand that Bullying is not tolerated at Digicel and to ensure that they take
the necessary corrective measures to deal with the behavior which may be offensive
once it is brought to their attention. If a Manager or Supervisor feels that a reported
incident might constitute bullying, and feels that they are incapable of handling the
situation, then this must be immediately reported to the Human Resources Manager/
Department.
Employees who experience bullying can seek to resolve it either informally or formally.
INFORMAL PROCESS
•
It is often preferable for all concerned that complaints of harassment or bullying are dealt with informally whenever possible. This is likely to produce solutions, which are speedy, effective and minimize embarrassment and the risk
of breaching confidentiality.
Thus, in the first instance, a person who believes that they are the subject of harassment
or bullying should ask the person responsible to stop the offensive behaviour. In addition
to recording the incident and when they asked the person to stop the offensive behavior.
DIGICEL PACIFIC EMPLOYEE GUIDE 131
•
If the harassment continues the employee should report the incident of sexual
or other unlawful harassment to his immediate manager or directly to the Human Resources Department. Employees can raise concerns and make reports
without fear of reprisal.
•
If this action does not result in a cessation of the harassment or bullying, or where a more serious incident has arisen, the employee should use the formal
procedure. It is recognised that it may not always be practical to use the informal
procedure particularly where the harassment or bullying is serious or where the people involved are at different levels in the organisation. In such instances
the employee should use the formal mechanism set out below.
12.5
BULLYING
•
The making of false or malicious complaints of harassment, sexual harassment,
or bullying will be regarded as a serious disciplinary offence.
FORMAL PROCEDURE
•
If the employee has tried to resolve the problem informally and it is clear that
the behavior is inappropriate, then it must be reported first to your immediate
Manager or if the alleged harasser/bully is the Manager, then the report is made
to the next more senior Manager. However, the employee also has the option of
making his or her report directly to the Human Resources Manager who will then
advise the employee on the best suitable approach.
•
Any complaint made should be confirmed by the employee in writing and signed
as having read and agreed to what is being reported. As much as possible, details
must be clear, indicating dates/times, witnesses and if any warnings were given
to the alleged harasser/bully.
•
All complaints will be handled and investigated in a timely and confidential manner by the Human Resources Department.
•
The alleged harasser/bully will be awarded the opportunity to explain his/her
view of the issue. He/she will have the right to have a witness in all such meetings.
•
If the allegation after investigation is found to be true, disciplinary action not excluding termination will be taken against the harasser.
Whilst it is desirable to maintain the utmost confidentiality once an investigation of an
issue begins, it may be necessary to interview other staff. If this is so, the importance
of confidentiality will be stressed to them and maybe asked to sign a confidentiality
agreement. Any statements taken from witnesses will be discussed in a general format
with the person making the complaint and the alleged harasser/bully for their comments
before any conclusion is reached in the investigation.
The time limitation for any formal complaints is 3 months from the date of the original
incident.
The formal investigation process for alleged harassment, sexual harassment and bullying
are as follows:
An investigation team will be appointed by the CEO and HR Director. The investigation
team will comprise of a business manager from a separate function/Channel and a HR
Manager.
DIGICEL PACIFIC EMPLOYEE GUIDE 132
12.5
BULLYING
INVESTIGATION PROCESS
Firstly the investigation team will review the complaint in order to establish the alleged
sequence of events; they will then meet with the alleged victim to go through their
complaint in detail. The alleged harasser/bully is then interviewed and given the
opportunity to respond to the allegations. Any other witnesses will also be interviewed
as part of the process.
Having considered all relevant facts, the investigation team will issue findings, and
recommendations. Depending on the recommendations the local HR Manager and
Functional Head within the local market may have to instigate the disciplinary process.
When the investigation has been completed both parties will be informed as to whether
or not the complaint has been upheld. All complaints received will be treated seriously,
confidentially and dealt with as soon as is practicable. Strict confidentiality and proper
discretion will be maintained, as far as is possible, in any necessary consultation to
safeguard both parties from innuendo and harmful gossip. Human Resources will
maintain a record of all relevant discussions, which take place during the course of the
investigation.
APPEALS PROCESS FOR BOTH BULLYING & HARASSMENT
Appeal Process:
Any employee wishing to appeal the findings of an investigation must follow the below
process.
DIGICEL PACIFIC EMPLOYEE GUIDE 133
•
Submit their appeal in writing 5 working days from the findings been issued.
•
The appeal must state clearly the grounds for the appeal.
•
The appeal should be lodge with the Human Resources Manager conducting the investigation.
•
The appeal committee will comprise of a business manager from a separate Business Unit / Channel and a different HR Manager.
•
An appeal will not constitute a complete re-hearing of the case, but rather
a review of the appeal grounds in order to determine if the decision reached was unfair or inappropriate. The appeal committee will meet with the employee to understand the grounds for the appeal. They will then consider all relevant information - reviewing interview notes, findings and recommendations. On occasions the appeal committee may wish to interview a witness if additional information is
required.
12.5
•
Having considered all relevant facts, the appeal committee will issue a
decision to either uphold the appeal or confirm the warning
BULLYING
•
The decision of the appeal committee will represent the final step in the
appeals process and their decision will be final.
ACTION POST-INVESTIGATION:
Where a complaint is upheld a disciplinary hearing will take place. The disciplinary action
to be taken will be in line with the company’s disciplinary policy. This may include transfer
or other appropriate action up to and including dismissal. Records of any warnings will
remain in the employee’s file and will be used if any further allegations or offences of
the same or a similar nature occur in the future.
Regular checks will be made by the persons investigating the complaint to ensure that
the harassment has stopped and that there is no victimisation. Retaliation of any kind
against an employee for complaining or taking part in an investigation concerning
harassment, sexual harassment or bullying at work is a serious disciplinary offence.
DIGICEL PACIFIC EMPLOYEE GUIDE 134
13
MOTOR
VEHICLE POLICY
DIGICEL PACIFIC EMPLOYEE GUIDE 135
13.1
POLICY STATEMENT
In order to ensure that work is carried out in a timely manner, Digicel will provide certain
categories of employees with transportation as necessary. This policy applies to all
Digicel employees who are required to use their personal vehicle from time-to-time or
are assigned company vehicles to be able to perform work duties.
Fully maintained motor vehicles or a monthly car allowance is provided as a part of
the compensation package for certain senior management staff and expats. Vehicles
are provided primarily to individuals in the Technical Department, or persons who are
required to travel on company’s business and who are in possession of a full clean
driver’s license.
The Facilities Manager with the approval of the Chief Executive Officer (CEO) will allocate
the type of vehicle to be allocated to employees and departments based on assessment
of needs.
13.2
VEHICLE OWNERSHIP
13.3
ELIGIBILITY
The Vehicle(s) remain, at all times, the property of the Company or the rental Company,
as appropriate. At no time does ownership transfer to the individual employee or driver.
Company employees and contractors are only eligible to drive a Company vehicle.
Heads of Departments propose the details of the employee including a business reason
to Facilities Manager and also Security Department. All proposed employees will be
required to produce a clean PNG driver’s license to the Fleet co-coordinator in order
to maintain an updated database and will also be required to partake in a practical
assessment conducted by a member of the Security Team. Only approved employee’s
who successfully pass these requirements will be permitted to drive Company vehicles.
Each vehicle will be issued with a log book where the kilometers driven will be logged
from point A to point B etc. It is compulsory that all drivers of vehicle complete the log
book accurately as this is an auditable document. It is the responsibility of the driver to
ensure a log book is available in the vehicle before any trip.
The Head of department is to hold a weekly vehicle inspection of the vehicles in his/
her department and give written feedback to the CEO in an email where the Facilities
and Security managers are also Cc’ed in. This forms part of a command and control
measurement over the vehicles and damaged vehicles can be reported as well as the
necessary repair and maintenance steps taken as soon as possible.
DIGICEL PACIFIC EMPLOYEE GUIDE 136
13.3
ELIGIBILITY
13.4
INSURANCE
QUALIFICATIONS
13.5
POOL VEHICLES
The Company reserves the right to remove the eligibility to drive a Company vehicle
from an employee who does not provide the necessary license or pass the required
tests and assessment and/or who neglects the care of the vehicle, or who damages the
vehicle through carelessness, negligence or breach of policy or procedures.
To be eligible to drive a Company vehicle, all employees must satisfy the following
preconditions:
a.
Must be approved by Head of Department to drive a Company vehicle.
b.
Must pass the required written driving test and driving assessment.
c.
Be aged, and not over 65 years of age.
d.
Hold a full, clean Papua New Guinea driving license (no L or P plated drivers permitted to drive unless specifically approved in writing by the CEO).
e.
Not have any disqualifications under the Papua New Guinea Road Traffic
Act or under any act in driver’s home or resident country.
f.
Not have any physical or mental disabilities likely to impair driving and
control of vehicle skills unless noted and validated on a PNG license.
g.
Hold the appropriate license for the type of vehicle that he/she will drive
i.e. class 1, 3, 6, or 7.
The Company operates a pool of vehicles which are provided primarily to employees
who are required to travel for Company business purposes. All employees required to
drive a pool vehicle will be approved by their Head of Department and will be required to
successfully complete the requirements outlined in 2. Eligibility above.
The Company also operates a pool of vehicles for Expatriate Employees for social and
personal usage. The current policy endeavors to have one shared vehicle per company
property where possible. It is the responsibility of the tenants of each property to negotiate
the use of the vehicle taking into consideration that each employee has equal opportunity
to use the vehicle unless the vehicle is specifically assigned – only SMT members has
assigned vehicles – the rest of the fleet are owned by the various departments. Only
approved drivers are eligible to drive pool vehicles.
DIGICEL PACIFIC EMPLOYEE GUIDE 137
13.5
POOL VEHICLES
Eligibility may be extended to spouse of expatriate employees providing they have
specific written approval from the CEO and authorized by the company and furthermore,
meet the requirements of Eligibility and qualifications of the Company Insurance policy,
and have been fully briefed by Head of Security and understand the unique safety and
security issues present in Papua New Guinea. A request form is available for this purpose
and must be completed and approved by the Facilities Manager and Security Manager
before a non-employee is allowed to drive a Company Vehicle.
13.6
Company vehicle(s) will only be allocated upon meeting requirements as set out in 13.3.
Eligibility.
ALLOCATION OF VEHICLES
Only the SMT members have the privilege of an allocated vehicle, the rest of the fleet is
functionally managed by the various departments under logistical control of the Facilities
department. All Company vehicles including pool and assigned vehicles may be required
at any time for business needs and allocation of vehicles will be based on business needs
and demands.
The Company reserves the right to remove the allocation of a company vehicle from
any employee at any time based on business and operational needs. The Company also
reserves the right to remove eligibility and allocation to use a company vehicle to any
employee who breaches the Company Motor Vehicle Usage and Maintenance policy, or
may issue a disciplinary action.
After hours, the vehicle fleet may be used by an approved expat member (driver) who
may make use of the vehicle afterhours and over weekend, pending on work related
availability of the vehicles. A culture of sharing vehicles must be promoted within the
expat community and they should learn to share vehicles among one another, thus
placing less stress on the transport vehicles.
DIGICEL PACIFIC EMPLOYEE GUIDE 138
13.7
DRIVER (EMPLOYEE/
CONTRACTOR)
RESPONSIBILITY
Employees including Contractors in receipt of a Company vehicle or pool vehicle
are directly responsible for the care and upkeep of the vehicle, while it will be the
responsibility of the Facilities Manager to ensure that all vehicles fully comply with
statutory requirements of roadworthiness. It is incumbent on individual drivers to ensure
that all necessary safety checks are conducted. These checks include:
a.
Before commencing on a trip, a first parade must be carried out in conjunction with a transport representative (First/last parade clerk) on the
vehicle regarding the roadworthiness of the vehicle. Any defects that may
classify the vehicle as un-roadworthy must be reported to the Transport Officer. This task must be personally executed by the driver and
not delegated to a subordinate.
b.
Drivers must NOT drive any vehicles that has an expired safety sticker or
registration, to do so will make the driver totally liable for any accident or
fines of any nature.
c.
After completion of the trip, a last parade must be carried out in conjunction with the member as above-mentioned. Defects/faults experienced during the trip must be reported to the Transport Officer.
d.
The completeness, careful handling and security of the vehicle’s tools,
equipment and load at all times. He/she will be held responsible for any
damage or loss.
e.
f.
g.
DIGICEL PACIFIC EMPLOYEE GUIDE 139
Follow the shortest route at all times where possible.
A driver is responsible for the load of his/her vehicle and he/she is to take
the necessary precautions to guard against theft or damage.
A driver is to ensure that his/her vehicle is not overloaded.
h.
When loading, load must be evenly distributed over the floor space of the
vehicle and properly secured where necessary. The canvas covers must be
used to secure goods and to ensure neatness.
i.
The driver must ensure that his/her load does not protrude over the sides
of the vehicle
j.
A driver of a Digicel vehicle must never drive in a negligent manner or in
such a manner or at such a speed that the vehicle represents a threat to
the public. Whilst driving, all road conditions including weather, traffic density, road signs, road conditions and traffic regulations must, as stipulated in the Road Traffic Act of PNG.
13.8
TERMS AND CONDITIONS
OF THE USE OF VEHICLES
MOBILE PHONE
All drivers are to have with them at all times their company provided mobile phone.
Drivers are not to make or answer any phone calls, sms or use their phone whilst the
vehicle is in motion. Drivers are only allowed to use their phones when the vehicle is
parked ‘up or stationary or in an emergency situation.
DRUG AND ALCOHOL USAGE
Driving under the influence of alcohol, drugs or betel nut (buai) is strictly prohibited at all
times. Disciplinary action up to and including termination of employment will be taken,
against any employee found to have been driving under the influence of alcohol, drugs
or betelnut.
Drink driving is against the law in PNG and is a criminal offence. Any accidents incurred
as a result of driving under the influence of alcohol, drugs or betel nut will not be covered
under Company insurance and the Company will not be liable. In the case of driving under
the influence of alcohol or an intoxicating substance the driver will be held responsible
for any damage that might occur.
The Company reserves the right to randomly test any driver, regardless of stature, for
drugs or alcohol – this includes a breathalyzer test or other test the Security or Facilities
Manager may request. Failure to submit to such a test may have driver privileges removed
or could result in termination of employment
SMOKING
Smoking is not permitted in any company vehicle at any time. Disciplinary action up to
and including termination of employment will be taken for any employee found smoking
in a Company vehicle.
FUEL
It is the driver’s responsibility to ensure that the vehicle has a minimum of half
tank full of fuel. Please note that for pool cars that it is the returning driver’s
responsibility to ensure that the car is refueled for the next user. The refueling of
vehicle is prohibited over weekend and the following timings should be utilized from
Monday to Friday:
DIGICEL PACIFIC EMPLOYEE GUIDE 140
a.
8am to 10am and 4pm to 5pm for Diesel.
b.
Petrol is obtained from the Service Station using a company fuel card
13.8
TERMS AND CONDITIONS
OF THE USE OF VEHICLES
SEAT BELTS AND VEHICLE SAFETY EQUIPMENT
Seatbelts are required to be used by law. Digicel is committed to ensuring the safety and
comfort of all its passengers and recognizes the essential function of passenger safety
equipment. Drivers and all authorized passengers including children are required to wear
seatbelts, and any other required safety equipment at all times while travelling in cars
both for business and social purposes. The Facilities Manager will ensure that all safety
equipment is in good working order, appropriate to the number and needs of passengers
and are fitted properly.
It is the driver’s responsibility to ensure the Facilities Manager is updated immediately
with any faulty or damaged safety equipment.
VEHICLE GARAGING AND STORAGE
Drivers permitted to remove company vehicles for usage after hours are responsible
for the secure parking and garaging of the vehicle and is only permitted to park and
store the vehicle in approved locations. A stabling authority authorizing members to take
Company vehicles home should also be completed by the member driving the vehicle
and submitted to the Facilities and Security managers for approval (benefit of after hour
authorization when and if a vehicle should let stolen when not parked inside the car park
at the office, this will just make it easier with the insurance company).
PRIVATE USE OF COMPANY VEHICLES
Unless specifically approved in advance by the CEO, Company vehicles are not permitted
for personal or private usage. In some employee contracts provision is made for these
members to make use of the company vehicles after hours. Any charges or penalties
incurred by the driver as a result of breach of traffic rules and regulations including parking
fines will be borne personally by the driver.
PARKING FINES & DRIVING OFFENCES
If you are required to drive in the course of your role, it is your responsibility for ensuring
that the vehicle drives in accordance with the rules and laws of PNG, and that it is parked
safely and legally. Any fines, charges or penalties imposed on you or the car should be
paid promptly – if you do not, the Company will pay to avoid prosecution and deduct it
from your salary. Bribes should never be paid to Traffic Officers.
DIGICEL PACIFIC EMPLOYEE GUIDE 141
13.8
TERMS AND CONDITIONS
OF THE USE OF VEHICLES
MAINTENANCE
It is the driver’s responsibility to ensure that the motor vehicle is maintained in a clean
and tidy condition at all times and returned in good condition. All pool car drivers should
ensure that the vehicle is returned and handed over in the same clean and tidy condition.
VEHICLE SERVICING
It is the responsibility of the Facilities Manager to ensure that the company vehicles are
serviced after every 10,000km of usage. There is a different measurement for the vehicles
used in the Regions.
VEHICLE AND DRIVER SAFETY.
No vehicle should be driven unless it is in a safe, roadworthy condition. Steering, brakes,
wipers, lights, reflectors, rear view mirror, horn, silencer and tyres must be in good
condition. The vehicle must pass a first parade assessment. If not, this should immediately
be rectified by the driver or in the case of a more complicated situation; the Facilities
department should be contacted immediately.
Please take note that the mechanics are not there to ensure that the water and oil of a
vehicle is filled up, that is the job of the allocated driver. The normal filling up of water and
fuel is the responsibility of the driver.The mechanic will only assist if there is a breakage
on the vehicle.
DIGICEL PACIFIC EMPLOYEE GUIDE 142
a.
Drivers are responsible for carrying out daily inspections of the vehicle they are using and the Head of Department at least once weekly. It is the driver’s responsibility to check: lights, indicators, mirrors, wipers, tyres, tyre pressures,
wheel nuts, tail door weekly. Test steering and brakes before driving off. It is the
driver’s responsibility to immediately report any defects or damage. Failure to
report any defect or damages may have driver privileges removed or could result
in termination of employment
b.
Drivers are responsible for maintaining their vehicles in the proper working condition including maintaining water, oil, battery and fuel levels; lubricating as
directed; cleaning as directed. Report faults or damage immediately.
c.
Drivers must be aware of and keep to the “Rules of the Road”, despite the sometimes poor road conditions and the poor driving of others.
d.
Drivers are advised that the carriage of passengers who are not Digicel employees
or the transaction of any business other than authorised Digicel business while in
charge of the vehicle is not allowed.
13.8
TERMS AND CONDITIONS
OF THE USE OF VEHICLES
e.
Drivers should exercise extreme care in unsafe road conditions. Drivers must pay attention to appropriate speed limits, surface conditions, lighting, width of
roadway, blind spots, other road users, access from buildings, and avoid civil disturbances etc.
f.
Drive with care and courtesy at all times – remember whom you represent when
on the road. Be aware that a high percentage of other drivers may be under the
influence of drugs including betelnut and alcohol and it is advisable to avoid confrontation that may result in road rage.
g.
Park with care and courtesy at all times – do not obstruct or create a danger for
other road users, but beware of the street vendors and street kids.
h.
Digicel accepts no responsibility for any legal penalties that may be imposed on a vehicle driver in respect of Road Traffic Acts offences. Drivers must report
any incident to their manager. Including accidents or breach of traffic regulations
including all International Road Traffic Regulations. Be especially mindful of the
interpretation of the local Police on the rules relating to traffic lights; do not turn
right unless there is a green arrow.
i.
Drivers are advised that their prime responsibility is to concentrate on their assigned task of driving in a safe and productive way. Neglect of this responsibility
while in charge of vehicle can lead to danger.
j.
Employees are advised that neglect or failure to obey instruction, particularly that which may endanger life is of a very serious concern and will result in disciplinary action.
EXTRAS
You are not allowed to fit any extras to the vehicle assigned to you (Digicel or Rental).
If you do so, you will be held financially accountable for the expense of removal and
reinstatement of the vehicle to the original condition.
ANNUAL LEAVE / OUT OF COUNTRY
If you have been allocated a dedicated car and are going to be out of town or on leave, you
are required to ensure the vehicle is returned to the office and the pool car system. You
are not permitted to make arrangements independently or hand over the vehicle to
another employee. Over weekends all vehicle keys will be signed in at the Security
office.
DIGICEL PACIFIC EMPLOYEE GUIDE 143
13.9
VEHICLE INSURANCE
POLICY
Except in an emergency, all communication and queries regarding the company car
insurance policy must be made through the Facilities Manager or in his/her absence CFO.
Please contact the Facilities Manager for specific details of the Company Insurance Policy.
ACCIDENTS/DAMAGES
If you are unfortunate enough to be involved in an accident whether or not you are
responsible, you must:
a.
Immediately contact the Digicel Security Department Emergency Number
(7222 5522). Do not do anything or make any statements without the
presence of one of the Security Department’s members present. In your
security briefing, you are given specific instructions how to deal with different severities of incidents – follow these instructions implicitly.
b.
Take insurance details, registration and names and addresses of other parties involved.
c.
Report it to the nearest police station within twenty-four (24) hours on
workdays and on the first day of work, following a weekend or holiday. A
copy of the police report should be secured. The Security Department may
assist with this, but it ultimately remains your FULL responsibility to obtain
this report.
d.
e.
f.
DIGICEL PACIFIC EMPLOYEE GUIDE 144
Get the name of the police officer involved.
If there is any dispute as to the liability, the police must be called to the
scene of the accident.
Never accept liability at the scene of an accident (BRIBES).
g.
If the vehicle has been damaged in any way, no matter how small, you
should report this immediately by completing an Accident Report Form.
This form should be signed by your manager and returned to the Facilities
Department, no later than 24 hours. In the case of Digicel owned vehicles
you will be required to complete the Insurance Claim Form and hand it to
the Facilities Department, no later than 24 hours. In some cases a Police
Report might also be required and YOU will be responsible to obtain this.
h.
In the case of a rental vehicle being damaged, the Accident Report Form
is to be completed. This will be reported to the Rental Agent by the Facilities Department. You will then be required to go to the Vehicle Rental
Company and complete their Accident Report Form and Insurance Claim
Form.
13.9
VEHICLE INSURANCE
POLICY
i.
No damage can be repaired unless an Accident Report Form has been completed and authorization received from the Insurance Company. The
proper financial authority has to be obtained before any repairs are done.
j.
If the car is damaged by the car holder’s negligence than the assignee/
driver will be expected to pay for the cost of the repair, or meet the excess
gap in the insurance. This will be determined out of the different reports
and referred to the Human Resources Department for a disciplinary hearing
if required.
k.
Ensure that all vehicle collisions, damages, misuse and thefts are reported
to the Security and Facilities departments and recorded in the relevant
register, an Incident Report is to be opened. The Security team must investigate the matter and the Damage and Loss Control Committee (Security, Facilities, HR and Head of department of the members involved in the accident) should then decide whether further steps is to
be taken, via the correct channels in accordance with the Company rules,
regulations and procedures.
Parking of Company vehicles, the following steps must be taken when a Digicel vehicle
is parked after normal working hours:
DIGICEL PACIFIC EMPLOYEE GUIDE 145
a.
Company vehicles must be parked inside the car park after 6pm. No vehicle may
then be still outside on the street.
b.
Company vehicles may not be parked overnight at private residences, buildings
or single quarters, without the necessary authority. A form is available from the
Facilities Manager.
c.
Employees must be reminded that if a company vehicle is found parked on the street or in an unsecured place, the driver of the vehicle will be held financially
responsible for possible damage or loss of the vehicle. Failure in parking a vechicle
properly and accordingly as per procedure may have driver privileges removed or
could result in termination of employment
13.10
REPAIR AND
MAINTENANCE
The responsibility for vehicle repair and maintenance is a shared one between the user
(designated /allocated vehicles), the Transport Manager and the Technical Service Centre
Manager. The Transport Manager is the coordinator. The different repair and maintenance
procedure may vary at the discretion of the Facilities Manager, however generally the
procedure is as follow:
a.
It is the task of the user to inform the Transport Manager in writing that the vehicle must undergo a service or corrective repair.
b.
The transport section registers a works requisition for submission to the Technical
Service Centre.
c.
The Technical Service Centre calls the vehicle in for in-inspection. The vehicle and
the vehicle history file will be signed over to the Technical Maintenance Service
Centre. If the vehicle is referred for industrial repairs, quotations will be obtained
and approved according to procurement guidelines.
d.
On completion of the repair or service, an out-inspection will be done to ensure
that the repair was done satisfactorily. The Technical Service Centre will update
the vehicle history file and the vehicle released on the computer system by the
transport section.
e.
The vehicle and vehicle history file will be signed over to the transport section and
the latter will confirm that the vehicle history file has been updated.
REPLACEMENT OF TYRES/BATTERIES
The following procedures must be adhered to:
f.
The user will inform the transport section in writing for the need of the replacement.
g.
The transport section must submit a written request to the Technical Maintenance
Service Centre.
h.
The Technical Maintenance Service Centre will determine whether the required
stock is available for the specific vehicle. If not the procurement process will be
followed.
i.
ii.
DIGICEL PACIFIC EMPLOYEE GUIDE 146
When the equipment is available, the transport section will complete a works requisition for the task to be completed by the Mechanical Maintenance Service Center.
The finalization of the task is the same as for the repair tasks.
13.11
VEHICLE INSPECTION
Vehicle Inspections are executed to determine serviceability and detect faults to avoid
defects and/or accidents that will result in enormous expenses.
The sustainability of vehicle serviceability is extremely important and therefore regular
stable parades will be executed monthly according to an approved company programme.
Vehicles will be inspected to identify any possible defects, which should be rectified to
enhance total serviceability.
The completed preforma will be submitted to the transport section after the stable parade.
The latter will analyze the document and problems identified during the inspection must
be rectified.
Defects as identified during the inspection, such as damages/losses must be forward to
the Quartermaster in order to compare it with the Damages and Loss Control Register.
13.12
STOCKTAKING OF
VEHICLES
DIGICEL PACIFIC EMPLOYEE GUIDE 147
The Yearly Stocktaking Programme will indicate when the stocktaking of vehicles is to be
executed. The following procedures must be followed:
a.
Execute a physical stocktaking of all vehicles with reference to the Model
no, engine no, chassis no and colour.
b.
Execute a physical stocktaking of all vehicle history files.
c.
Compare the physical vehicle details against the vehicle history files.
d.
Report and investigate all discrepancies.
e.
The recommendations with regards to investigations must be implemented.
13.13
NO GO ZONES FOR
VEHICLES
13.14
RENTAL CARS
DIGICEL PACIFIC EMPLOYEE GUIDE 148
Management reserves the right to restrict any or all drivers from taking vehicles to
anyplace and/or at certain times, these will be known and No-GO-Zones. And these will
be published by Security with consultation with the Facilities manager from time to time.
Under no circumstances are vehicles to be taken, driven or allowed to enter any restricted
area as spelled out to you during your security briefing.
An employee who, at the company’s request and through the company’s authorization is
asked to operate a rented vehicle, leased vehicle or which the company provides a vehicle
allowance while on company business will only do so from a licensed agency that rent/
lease vehicles meeting all legislative, registration, safety and inspection requirements.
This policy will address how to organize Digicel employees to effectively prepare and
when necessary, respond to any unusual situation or natural disaster while in the
workplace i.e. fire, bomb threat, hurricane, earthquake etc.
Digicel’s primary concerns in the case of a disaster are:
14
POLICY
DIGICEL PACIFIC EMPLOYEE GUIDE 149
The safety and welfare of the Employees.
2.
The security and protection of all equipment and property.
3.
The security and protection of the Core Network.
Digicel has a Crisis Management Committee (CMC) as follows:
DISASTER
THIS POLICY WILL ADDRESS
HOW TO ORGANIZE DIGICEL
EMPLOYEES
1.
•
Human Resources HOD
•
Customer Care HOD
•
Marketing HOD
•
Technical HOD
•
Sales HOD
•
Financial Controller or Finance Manager
•
Country Manager/CEO
THE ROLE OF THE CMC IS TO:
•
Coordinate, review and update the process of implementing the Business Disaster Plans when it becomes apparent that Digicel’s business facilities may be
adversely affected by a disaster such as a hurricane.
•
Decide on activities to direct an orderly shutdown and startup of the entire business or portions thereof, in the event of a hurricane.
•
Issue communications regarding hurricane status, closure of the business activities and return to work of the employees.
•
Authorise requests for shelter, assistance, supplies or equipment, information
from individuals, government agencies, other organised groups and individuals
including the press.
•
Review reports on damage throughout the business and co-ordinate efforts to
ensure speedy return to normal operations.
•
Communicate with staff throughout the entire disaster process
14.1
EVACUATION PROCESS
14.2
IN THE EVENT OF A FIRE
DIGICEL PACIFIC EMPLOYEE GUIDE 150
EMPLOYEES SHALL:
•
On hearing the alarm, immediately proceed to evacuate the building using the
nearest Emergency Exit on your floor.
•
Do not attempt to collect belongings.
•
Proceed directly to the assembly point and report to your manager or safety representative.
•
Once the alarm sounds, the security guard will not allow anyone to enter or reenter the building until there is an “all clear” signal to do so.
•
All employees who have responsibility to shut down Business Critical Systems
must do so before proceeding to the designated assembly area.
•
The Call Center Manager must activate the Automated Messaging System.
•
The Receptionist and Front Office Supervisor must ensure that all visitors in the
lobby proceed to the evacuation point.
•
Visitors in the care of employees are the responsibility of the employee.
•
Each Manager shall quickly make a roll call to account for all the employees in
their area of responsibility and report to the Facilities Manager/Security Manager.
•
If there are doubts surrounding an employee’s where about, this must be communicated immediately to the Facilities Manager/Security Manager.
•
The Facilities Manager/Security Manager shall give the all clear to re-enter the
building or to completely vacate the premises.
•
Once it is safe to re-enter the building, an SMS shall be sent to advise the employees.
•
A fire that is detected by any of the detectors will automatically trigger the alarm
bell.
•
If there is a fire and the alarm bell is not set off, manually set the bell off by pulling down on any “pull stations” located on your floor.
•
Extinguish or contain the fire using Fire Extinguishers located at different points in
your building
•
Be aware of the potential electrical shock hazard associated with fighting the fire
with water.
•
Evacuate the building and go to the assembly point.
14.3
•
If a bomb threat is received by telephone, the person receiving the call should try
and get as much information as possible from the caller.
•
The person should try and ascertain where the bomb is planted and when it will
go off. Always listen carefully to the words used by the caller and the accent of
the caller.
•
Provide this information discretely to your duty manager or manager only, who
will advise the appropriate person.
•
If your Manager is un-available, communicate this to the Head of HR, the Security
Manager or the Facilities Manager. Do not communicate this to anyone else.
•
This information will be communicated to the Police by the Facilities Team, the
Security Team and/or The Building Management Teams. The police will advise if /
when the building should be evacuated.
•
If the building should be evacuated the fire bell will be triggered.
•
You should then evacuate and proceed to the assembly point.
•
The police will conduct the necessary checks of the building and then make a
determination.
14.4
1.
Duck under sturdy object, Cover your head and body with the object and Hold on
to the object for support. Do not run or panic.
IN THE EVENT OF AN
EARTHQUAKE
2.
Take cover under a desk, heavy table or bench, or against inside walls and doorways or in the corner of the room.
3.
Stay away from glass, windows and outside doors (e.g. balcony). Watch out for
falling debris or tall equipment that may topple or slide across the floor.
4.
Do not leave the building until the earthquake motion stops and it is safe. Stay
where you are. If indoors stay indoors. Most injuries occur because people are trying to enter or leave buildings in a state of panic.
5.
Seek safety in the immediate area you are in and then calmly evacuate the facility
IN THE EVENT OF A
BOMB THREAT
DIGICEL PACIFIC EMPLOYEE GUIDE 151
14.5
IN THE EVENT OF A
HURRICANE OR TROPICAL
STORM
Weather updates can be obtained from the PNG Emergency and Disaster Agency.
Hurricane WATCH: Hurricane conditions are possible in the specified area of the WATCH,
usually within 36-48 hours.
Hurricane WARNING: Hurricane conditions are expected in the specified area of the
WARNING, usually within 24 hours.
EMPLOYEES SHALL:
•
Keep alert through the hurricane season on the internet and local media for hurricane watches or warnings.
•
On the notification of a hurricane watch or warning employees should continue
to report to work but also take appropriate action to prepare their own property
for the approaching storm.
•
Ensure that if you are planning on traveling or are on business travel that you
notify your manager.
•
Ensure you follow all instructions from your manager on leaving the workplace at
an appropriate time before the storm/ hurricane.
•
Regular staff updates will be sent via email and SMS from 400 right up to and
after the hurricane storm
•
A return to work message will be communicated via SMS from 400 before work
commences.
•
All employees who have responsibility for Business Critical Systems will be notified before the storm and if required to work will be accommodated appropriately.
SOME TIPS FOR HURRICANE AND STORM PREPARATION:
PREPARE A PERSONAL EVACUATION PLAN
DIGICEL PACIFIC EMPLOYEE GUIDE 152
•
Identify ahead of time where you could go if you are told or forced to evacuate
your home. Choose several places such as a friend’s home in another town, a motel, or a shelter.
•
Keep handy the telephone numbers of these places as well as a road map of your locality. You may need to take alternative or unfamiliar routes if major roads are closed or clogged. (you may also refer to the front of your local telephone directory for emergency hotlines)
14.5
IN THE EVENT OF A
HURRICANE OR TROPICAL
STORM
•
Listen/watch local radio or TV stations for evacuation instructions. If advised to
evacuate, do so immediately.
•
Take these items with you when evacuating:
-
Prescription medications and medical supplies
-
Bedding and clothing, including sleeping bags and pillows
Bottled water, battery-operated radio and extra batteries, first aid kit, flashlight
-
Car keys and maps
Documents, including driver’s license, National ID cards, proof of residence,
insurance policies, will, deeds, birth and marriage certificates, tax records,
etc.
Assemble a Disaster supplies Kit
•
First aid kit and essential medications.
•
Canned food and can opener.
•
At least three gallons of water per person.
•
Protective clothing, rainwear, and bedding or sleeping bags.
•
Battery-powered radio, flashlight, and extra batteries.
•
Special items for infants, elderly or disabled family members.
Do a check of property before hurricane season
•
Ensure property is insured
•
Check roof for leaks and damaged hurricane straps, repair and replace as
necessary.
•
•
Report trees in close proximity to power lines to the power company. DO
NOT ATTEMPT to cut these yourself.
•
Secure storm shutters or stock 5/8” ply sheet to protect windows and other vulnerable areas.
•
DIGICEL PACIFIC EMPLOYEE GUIDE 153
Prune tall trees from around homes
Clean drains on your property and ensure that your neighbor does the same.