EMPLOYEE HANDBOOK

This confidential document is the property of the Holy Mary Women and Children’s Hospital
(HMWCH) .
All employees are required to surrender this document to HMWCH
Human Resource Department upon termination of employment from the company.
Clearance shall be withheld in case of failure to return this handbook.
© 2014 Holy Mary Health Care System, Inc. Women and Children’s Hospital

COMPREHENSIVE EMPLOYEE HANDBOOK

Table of Contents
THE PRESIDENT’S MESSAGE

HANDBOOK OVERVIEW

CHAPTER I THE COMPANY

A. Overview and History

B. Our Vision, Mission, Core Values, and Quality Policy
C. Our Basic Policies on Human Resources Management

CHAPTER II EMPLOYMENT POLICIES

A. Recruitment, Selection and Placement

1. Manpower Requisition
2. Minimum Hiring Standards
3. Initial Sourcing Through Recruitment Methods
4. Initial Screening of Applicants
5. Pre-Employment Psychological Examinations
6. Employment Interview
7. Job/Salary Offer
8. Pre-Employment Requirements
9. Background Investigation**
10. Pre-Employment Medical Examination
11. New Employee Orientation
12. Signing of Acceptance
13. Signing of Employment Contract
14. Types of Employment
14.1 Probationary Employee
14.2 Regular Employee
14.3 Contractual Daily Paid Employees
15. General Rule: Employment of Relatives
16. Issuance of Company Identification Card (ID)
17. Personnel Records
18. Company Uniform and Dress Code

CHAPTER III WORKING HOURS & PAY SCHEDULE

A. Days and Hours of Work

1. Official Work Schedules
B. Break Periods
C. Pay Deductions

CHAPTER IV ATTENDANCE

A. Timekeeping
B. Punctuality
C. Undertime
D. Absences
 1. Importance of Daily Attendance
2. Excused Absences
3. Forced Leave
4. Christmas/ Holiday Leave
5. Absence Due to Illness
6. Absence Without Official Leave (AWOL)
7. Unforeseen Absence
8. Leaving Company Premises
9. Abandonment of Work
E. Official Business Trip/Travel

CHAPTER V OVERTIME WORK

A. Overtime Pay Guidelines and Process

B. Approval
C. Maximum/Minimum Time
D. Filing
E. Hourage
F. Operational Exigencies
G. Computation

CHAPTER VI NIGHT SHIFT PAY

A. Minimum Night Shift Pay

CHAPTER VII HOLIDAY PAY

A. Coverage
B. Regular Holidays
C. Special Days
D. Premium Days
E. Absences

CHAPTER VIII SALARY ADMINISTRATION

A. Compensation
B. Fixed Payroll Cut-off Days
C. Salary Payment
D. Submission of Work Schedule

CHAPTER IX BENEFITS ADMINISTRATION GUIDELINES FOR

APPLICABILITY

A. Leave of Absence Benefit

1. Vacation Leave
2. Forced Leave
3. Christmas Vacation Leave
4. Maternity Leave
5. Paternity Leave
 6. Bereavement Leave
7. Indefinite Leave of Absence
8. Educational Leave of Absence
B. Annual Physical Examinations
C. Medical Services
1. Infection Control Program
2. Tuberculosis Prevention Program
3. Hepatitis B Prevention Program
D. Company Uniform
1. Guidelines for Applicability
2. Good Grooming

CHAPTER X TRAINING AND ORGANIZATIONAL DEVELOPMENT

A. The HMWCH Learning Compendium

B. Compliance to the Mandatory Trainings Imposed by AIMCO.
C. Other Types of Trainings
1. Internal
2. External
D. Feedback Initiative for New Employees (FINE)
1. Guidelines
2. Administration
E. Organizational Climate Survey (OCS)
1. Overview
2. Guidelines
3. Implementation

CHAPTER XI GOVERNMENT-MANDATED BENEFITS GUIDELINES FOR

APPLICABILITY

A. 13th Month Pay

B. HDMF/ Pag-Ibig Fund
C. Social Security System (SSS)
D. PhilHealth
E. Employees Compensation (EC)

CHAPTER XII PERFORMANCE APPRAISAL & SALARY REVIEW

A. Objectives
B. Rates of Pay
1. Salary Policy
2. Merit Increase
3. Promotions
3.1. Up-Grade (grade level) Promotion
3.2. In-Grade (within grade level) Promotion
3.3. Exclusions

CHAPTER XIII SAFETY & HOUSEKEEPING

A. Accidents
B. First Aid
 C. General Emergencies

CHAPTER XIV EMPLOYEE RELATIONS

A. Objectives
B. Committee Composition
C. Committee Responsibilities
D. Grievance Handling
1. Steps
2. Process Map

CHAPTER XV DISCIPLINARY ACTION

A. Objectives
B. Coverage
C. Administration
D. Procedures
E. Documentation and Recording
F. Appeal Procedure

CHAPTER XVI EMPLOYEE DISCIPLINARY POLICY

A. Objectives
B. Definition of Terms
C. Implementing Guidelines
D. General Policy
E. Company Rules and Regulations
F. Types of Offenses
F.1. Type A Offenses
F.2. Type B Offenses
F.3. Type C Offenses
F.4. Type D Offenses
F.5. Type E Offenses
F.6. Type F Offenses
G. Application of Penalties
F. Standard Due Process
G. Types of Disciplinary Action
G.1. Verbal Warning
G.2. Written Warning
G.3. Suspension
G.4. Dismissal
H. Procedures for Handling Misconduct for All Types of Violations
I. Administration of Employee Discipline Policies and Procedures

CHAPTER XVII IMPLEMENTING GUIDELINES FOR REPUBLIC ACT 7877

(ANTI-SEXUAL HARRASSMENT ACT OF 1995)

A. Policy Statement
B. Implementation
C. Definition of Terms
D. Place of Commission
 E. Committee on Decorum and Investigation of Cases on Sexual
Harassment
E. Procedures for Investigating and Resolving Sexual Harassment and
Relation Complaints
G. Complaint
H. Answer
I. Reply
J. Preventive Suspension
K. Hearing
L. Prescriptive Period

CHAPTER XVIII EFFECTIVITY CLAUSE

CHAPTER XVIV EMPLOYEE RECEIPT AND ACCEPTANCE

CHAPTER XVIII CONFIDENTIALITY AND PLEDGE

CHAPTER I
THE COMPANY

A. COMPANY OVERVIEW AND HISTORY

An anticipated milestone that was announced as Holy Mary Women and Children’s Hospital rises to offer
a world class health system. Leading a modern hospital with brand new features and a fresh culture that
isn’t stuck in “the way we’ve always done it”, the hospital leadership emphasizes the empowerment of
caregivers to heal through compassion, knowledge, innovation, integrated care and excellence.
The facilities of the said hospital are: 60-bed acute care hospital, 12-bed emergency department, 24/7
emergency services, transport team to tertiary hospital, 6 NICU beds, 2 delivery suites, 2 birthing suites, 4
labor and delivery beds, 2 state of the art operating suites, 4 pre-op, 4 post anesthesia care unit beds,
medical office building, 35 private rooms, medical-surgical and high risk pregnancy services.
Holy Mary Women and Children’s Hospital also offers radiologic services, laboratory services, out-
patient services, GYN services, pediatric services, women’s health services, neonatal services, telemetry
medicine, and intensive care services.
The hospital is located at Felix Gorriceta Avenue, Balabag, Pavia, Iloilo. It is the only hospital outside
Metro Manila dedicated to Women and Children’s care and the only private level 2 -hospital in the
second district of Iloilo.
Having the values of being compassionate and accountable in delivering an extraordinary hospital
service, HMWCH is ready to serve you in bringing “Quality Healthcare Close to Home”.
B. OUR VISION, MISSION, CORE VALUES, AND QUALITY POLICY

VISION STATEMENT

Our Vision is to create a world-class health system to advance medicine and increase access for the
communities we serve by empowering caregivers through compassion, knowledge, innovation, integrity,
care and excellence

MISSION STATEMENT

Holy Mary Health Care System Inc., Women and Children’s Hospital is dedicated to health and well-
being to the individuals and communities entrusted to our care
CORE VALUES
C – Compassion
A – Accountability
R – Responsibility
E – Excellence through Knowledge
S – Safety and Social Conscience

QUALITY POLICY

The Holy Mary Women’s and Children’s Hospital (HMWCH) is committed to consistently delivering
various healthcare services in a timely and accurate manner, through a team of highly motivated
manufacturing professionals who are compassionate and caring. This will be supported by state-of-the-art
facilities and equipment, clear and well-defined processes, and excellent education and training programs.

Moreover, the management will adopt a culture that fosters honesty & integrity, sense of responsibility
and continuous improvement through process excellence, life-long learning, innovation, and focus on
sales and service.

C. OUR BASIC POLICIES ON HUMAN RESOURCES MANAGEMENT

The Human Resources Management and Development policies of The HMWCH are founded upon the
principle that the success of the company and its profitability to the clients and communities it
collaborates with are primarily dependent on its human capital and the further development of the greatest
capability of its employees.
Hence, it is the policy of COMPANY to provide, whenever feasible and possible, training and
development opportunities to its employees so that they may be able to achieve the optimum level of
efficiency in production as well as satisfaction and fulfillment that comes with the working surroundings
conducive to fostering excellence, professional work ethics, optimum productivity, rewards and
recognition of a job well done.

TO ACHIEVE THESE ENDS, IT IS THE POLICY OF THE HOLY MARY WOMEN AND
CHILDREN’S HOSPITAL:

1. To employ human capital exclusively on the basis of qualifications.

2. To recognize each person as an individual throughout his or her entire tenure with HMWCH.

3. To continuously carry out positive affirmative action to ensure that equal opportunity is
granted to all qualified staff members and to applicants for employment regardless of race, creed,
color, national origin, sex, age, or physical limitations.

4. To periodically review the performance of all members of the staff and to keep them informed
concerning their status; to provide continuous guidance to help staff member to progress.

5. To promote or elevate from within HMWCH individuals qualified to fill vacancies in more
advanced positions.

6. To maintain a competitive salary scale which compares favorably with those paid for similar
work in the industry and administer individual salaries in a manner, which recognizes the relative
importance of each position and rewards meritorious performance.

7. To maintain a competitive benefits scheme having in mind that financial security and personal
welfare are of great value to members of the staff, their dependents.

8. To provide an attractive and efficient environment by maintaining good physical working

conditions and by fostering harmonious relations among the staff members.

9. To behold planned training, education and staff development activities as an investment for the
mutual benefit of the employee and HMWCH.

10. To communicate freely and openly to all employees on any level and to encourage
communications from them and among them.

11. To encourage members of the staff to participate in activities relating to national defense,
civic affairs, and community welfare projects.

12. To be guided by the Significant Policies in all dealings with the staff.
 CHAPTER II
EMPLOYMENT POLICIES

A. RECRUITMENT, SELECTION, AND PLACEMENT

HMWCH maintains a policy of non-discrimination with all the employees and candidates for
employment. All phases and aspects of employment are dictated and guided by the bases of merit,
competence, and qualifications and will not be influenced or dissuaded in any manner of race, color,
religion, sex, age, national origin/ ethnicity, handicapped or veteran status.

Also, all decisions made with respect to recruiting, hiring and promotion for all job classifications shall be
exclusively executed on the basis of individual qualifications. In the same manner, the administration of
all other personnel matter such as compensation, benefits, transfer, education and social/ recreation
program will be free from any illegal discrimination practices.

HMWCH desire is to establish a strategic and complicit recruitment and selection system devoid of any
discrimination so as to ensure that the best qualified candidate for any vacancy shall be appointed and/ or
hired.

Furthermore, The HMWCH’s Employment Policies are in place to maintain a policy of recruiting,
selecting and placing employees solely on the basis of competence, merit, and qualification. And also, to
implement a policy of non-discrimination for all staff and applicants for employment regardless of race,
color, religion, gender, sexual preference, age, ethnicity, handicapped, and veteran status or the like. And
to comply with all government laws and regulations with respect to recruitment and selection.

The Human Resource Management Office provides a system of action to conduct an extensive
recruitment, selection, and placement processes.

1. Manpower Requisition

1.1 For manpower requirements, the Personnel Request form (PRF) must be used and
properly filled out and approved by the necessary authorities.
 1.2 The requisitioning department’s hiring manager must draft and attach the Job Description
and Personnel Specifications using the Job Description and Personnel Specification
Forms to the approved PRF and submit it to the Human Resources Office for processing.

1.3 The Job Description must contain the following pieces of information:

1.3.1 Basic Function

1.3.2 Principal Functions and Responsibilities
1.3.3 Key Organizational Relationships

1.4 The Personnel Specifications shall contain the following pieces of information:

1.4.1 Required Level of Academic Qualification

1.4.2 Competency Profile (Knowledge, Skills Attitude and Habits)
1.4.3 Pertinent Professional Regulations Commission License/ Certificate (Only if
applicable).

1.5 Upon receipt of the PRF, the Human Resources Team shall check if the right authorities
have signed the request and verify if the Jobs Description and Personnel Specification are
attached/ written in the form.

1.6 If there is any incomplete item, or if any part of the process was missed, the PRF shall
not be honored. Hence, it will be routed back to the requisitioning department. The
department concerned will also be advised about the process that needs to be strictly
adhered to prior to accepting the request.

1.7 If the initial process has been observed, the Human Resources (HR) Team shall also:

1.7.1 Review each requisition against manpower budget and approved Table of
Organization in consultation with the Corporate Accountant and line manager.

1.7.2 If the position exists in the Table of Organization and the manpower request is still
within the budget allotted for the Department, s/he shall include the request in the
Weekly Summary of Manpower Request. If the position does not exist in the Plantilla
and is therefore non - budgeted, he/she shall inform the Hiring Manager that such
request will be referred to the CEO/ President for supplementary budget and
approval. Once the new plantilla item is approved, the HR Team then proceeds to
sourcing.

1.7.3 All approved manpower requests will be included in the recruitment methods to be
used by the Human Resource Management Office.

2. Minimum Hiring Standards

2.1 To be considered for employment, applicants must possess an acceptable level of basic
core competencies. Core competencies are the combination of knowledge, skills and
attitudes (KSAs) that are necessary to perform a critical job or function in the work
setting. These are the required qualifications that everybody in the organization should
have regardless of position or job grade level.
2.2 THESE CORE COMPETENCIES ARE:

2.2.1 Customer orientation: Ability to continuously exceed the rising expectations of

both internal and external customers; responds positively and sensitively to their
needs

2.2.2 Judgment/Decision-Making: The ability to weigh all available and relevant facts,
consult all sources of information and within a reasonable time able to determine the
course of action to be followed

2.2.3 Technical Competence: Exhibits knowledge of the part job plays in the over-all
effectiveness that exists relative to one’s place on the Company’s authority chain;
this includes knowing the concepts and procedures necessary to perform one’s job
and to carry out one’s responsibility

2.2.4 Communication Skills: Exhibits active listening and effective feedback in dealing
with people; ability to clearly and convincingly express one’s thoughts, ideas and
perspectives in several types of settings and to diverse group of people.

2.2.5 Integrity/Professional Ethics: Consistently exemplifies and upholds the highest

standards and ethics of professional development. demonstrates unwavering
adherence to code of conduct, ethical standards and rules and regulations.

2.2.6 Passion for Learning: Acknowledges one’s strengths, weaknesses, opportunities

and limits; displays high level of enthusiasm to develop one’s self to perform all
responsibilities effectively and efficiently.

2.2.7 Drive for Excellence/Quality Conscious: Does not settle for mediocrity; inspires
others to do their best especially if no one is looking; always doing better and better.

2.2.8 Team Player: The ability to create an atmosphere in which different people can
cooperate in the accomplishment of agreed – upon goals; establishes and maintains
effective work relationships both within and across section(s) or department(s).

2.3 The HR Team is tasked to identify the level of these competencies present in the
applicant. This can be done by conducting batter of psychological tests. Results of these
tests shall be forwarded to the requisitioning department for their guidance.

2.4 Other standards include:

2.4.1 Age: The candidate must be of legal age

2.4.2 Education: The candidate must be a college degree holder with relevant experience
(lesser qualifications for lower levels of position)
 2.4.3 Health: The candidate must be physically and mentally fit as determined the
appropriate medical examinations / certifications. The medical examination shall be
required after the candidate has passed the selection criteria specified in the selection
process.

2.4.4 Skills: The candidate must possess a level of technical competence as specified in the
Job Description and Personnel Specification.

2.4.5 Experience: The candidate must possess the minimum requirements stated in the
Personnel Specification Form.

3. Initial Sourcing Through Recruitment Methods

3.1 The Human Resources Department shall process the requirements for approved
manpower request using the following methodologies:

3.1.1 Internal Recruitment – attracting current members of the organization for vacant
positions.

3.1.1.1 Internal Job Posting

3.1.1.1.1 Internal applicants who are planning to apply may proceed to the HR
Department within seven (7) working days from the date of job
posting on the bulletin board and/ or release of memorandum.

3.1.1.1.2 Internal applicants shall go through the same recruitment process as

the external applicants. The time that they are going to allot for the
process should never be in conflict with the time that they have to
devote in performing their current duties and responsibilities

3.1.1.1.3 If none of the applicants possess the required competencies of the

job, external recruitment methods shall then be utilized.

3.1.1.2 External Recruitment – attracting potential workers who are currently not
employed in the company.

3.1.1.2.1 Direct advertisement

3.1.1.2.1.1 The requisitioning department identifies the required

competencies of the job.

3.1.1.2.1.2 The HR Team shall draft an advertisement taking into

consideration the competencies specified in the PRF.

3.1.1.2.1.3 Requisitioning/ hiring manager reviews the draft of the

advertisement (form and substance) for final approval of the
President.
 3.1.1.2.1.4 The HR Team will ask for quotations from leading newspapers
with national circulation.

3.1.1.2.1.5 Ad placement should always be within the approved budget for

the fiscal year.

3.1.1.2.2 Assignment to a Recruitment Agency

3.1.1.2.2.1 To be used as an alternative when manpower pooling is

insufficient. The agency must be accredited and should cater to
various fields of specialization.

3.1.1.2.2.2 Use of agency is a joint decision between the HR Group and the
requisitioning department and is subject to approval of the
Finance Director, Hospital Administrator and President/ CEO.

3.1.1.2.2.3 The HR Team will be responsible for:

3.1.1.2.2.3.1 Determining and negotiating for the fees for the

assignment; and
3.1.1.2.2.3.2 Supervising the work of the agency.
3.1.1.2.2.3.3 The Finance Director, Hospital Administrator and
President/ CEO shall approve the fees to be paid to the
recruitment agency.

3.1.1.2.3 Professional Organizations

3.1.1.2.3.1 The Human Resources Department shall establish a good

network with various relevant professional organizations for the
purpose of recruitment and professional development of its staff.

3.1.1.2.3.2 When the need arises or even for the purpose of manpower
pooling, The Human Resources Management Office may
forward a job advertisement to professional organizations.

3.1.1.2.3.3 The Human Resources Management Office may also participate

in job fairs organized by these organizations

3.1.1.2.4 Public Employment Service Office (PESO)

3.1.1.2.4.1 The Human Resources Management Office may also be in close

coordination with the PESO of nearby municipalities and cities.

3.1.1.2.4.1.1 HR should on a weekly basis update all PESO units

within the area about its current manpower requirements.
3.1.1.2.4.1.2 HR may also join and participate in job fair events
organized by PESO.
 3.1.1.2.5 Electronic Media Recruitment

3.1.1.2.5.1 Electronic media posting of current manpower requirements can

also be utilized as long as it is within the approved budget for the
fiscal year.

3.1.1.2.5.2 The procedures used in posting newspaper advertisement should

also be followed in posting an electronic ad.

3.1.1.2.6 Executive and Technical Recruiters

3.1.1.2.6.1 This technique may only be utilized for highly – specialized and
executive positions.

3.1.1.2.6.1.1 Highly – specialized and executive positions include

3.1.1.2.6.1.2 The management may classify any job as “highly –
specialized” especially if only a very few people possess
the competencies required.
3.1.1.2.6.1.3 Upon approval of the President/ CEO, the HR shall
contact an executive search firm to signal the need for
recruitment.

3.1.1.2.7 Active Files

3.1.1.2.7.1 Resumes that have been submitted by applicants through any

channel are stored in the resume bank. They should may
monitored within or discarded after 6 (six) months.

3.1.1.2.8 Recommendation

3.1.1.2.8.1 These are applicants that are recommended by the employees

regardless of the job level.

3.1.1.2.9 Walk-In Applicants

3.1.1.2.9.1 These are applicants that come to the company unsolicited and
their resumes are given personally or sent through the various
channels.

3.1.1.2.10 Job Fairs

3.1.1.2.10.1 Applicants who submitted resumes during the Job Fair sponsored
by the Government Offices and Public Employment Service
Office (PESO).

4. Initial Screening of Applicants

4.1 Generally, respondents may be classified into two: walk – in applicants and those who
responded from other recruitment sourcing techniques.

4.2 If an applicant is NOT a walk-in applicant, the below process shall be followed:

4.2.1 The HR Recruitment Officer shall record in the Applicant Tracker Log the pertinent
information from the applicant (e.g., Full Name, Position Applying for, Interview
Results, etc.).

4.2.2 The HR Department shall then conduct preliminary screening by comparing the
applicant’s qualifications against the Personnel Specifications.

4.2.3 The HR Team shall then call the applicants. HR must now speak with the qualified
applicants to invite them to come to the HR Office for pertinent examinations and
interview with The HR Director.

4.2.4 The interview date must be scheduled two (2) days at the most after the confirmatory
call.

4.2.5 In scheduling the selection process, HR Department must coordinate with the Hiring
Manager/ Requisitioning Manager about their availability for the interview.

4.2.6 In calling the applicants, the following guidelines have to be observed:

4.2.6.1 The caller should exchange pleasantries with the other line and must
introduce him/herself i.e. name, position and company and ask to speak with
the applicant.

4.2.6.2 If the applicant is now on the other line, the caller will explain that the
Company has received his/her application and that he/ she would like to
invite him/her to personally visit the HR Office to further process his/her
application and also to identify if he/she fits the requirements of the job.

4.2.6.3 The caller must also elucidate the schedule of the interview and examination
and remind the applicant about the requirements that he/she needs to bring
(i.e., Transcript of Records and Diploma, 2 x 2 half-body picture, an updated
copy of his/ her resume and a photocopy of the applicant’s latest payslip) for
the interview. The caller should also explain in brief the selection process
that the applicant will be undergoing (i.e., that the applicant may need to go
through a panel interview with the Hiring Manager together with a
representative from the HR Department).

4.2.6.4 If the applicant must confirm that he/she will be arriving on schedule, the
caller shall now thank the applicant for answering the call.
 4.2.6.5 If the applicant is not available on the said schedule, another schedule may
be given upon agreement between the HR Department. The applicant can
only reschedule his interview ONCE.

4.2.6.6 If an applicant arrives late for his/ her scheduled interview, he/ she shall
still be accommodated. However, it shall be noted that he was tardy.

4.2.7 For walk – in applicants, the following guidelines have to be followed:

4.2.7.1 An applicant who will be submitting a resume will be asked to log his/her
name in the Applicant Database.

4.2.7.2 Upon receipt thereof, the HR Assistant shall inform the applicant about the
current manpower requirements of the company, the specific duties and
responsibilities of each position and the minimum qualification for each
vacancy.

4.2.7.3 If the applicant is willing to explore the possibility of working for the
company and his/her qualification can be considered for supplementary
assessment, he/she will be asked to accomplish the Employment Application
Form. For vacant positions, the applicant shall be rescheduled for a panel
interview with the Hiring Manager, Director and/ or the HR Assistant.

4.2.7.4 If an applicant is not willing to apply for any vacant position or his/her
competencies do not match with the Personnel Specifications of any job,
he/she will be informed that his/her resume will be put on active file and s/he
will be considered once a position that matches his/ qualifications becomes
available.

4.2.7.5 Depending on the position, an applicant may be required to take certain

competency-based and personality exams before being able to go
through the panel interview.

5. Pre – Employment Psychological Examinations

5.1 Psychological Tests are given to supplement the interview and to determine the
applicant’s abilities, aptitudes, proficiencies, motivations and the like.

5.2 Since no single test can measure all aspects of an individual’s ability and aptitude, a
battery of validated tests will be used. The test battery will be interpreted in its totality
rather than on a particular score and will be interpreted and analyzed by competent and
professionally trained personnel.

5.3 Should the applicant’s ability, aptitude, proficiency and motivation fall below the
standard norm, his/her application will not be considered to any further.
 5.4 A battery of psychological tests may be administered. These include the following:

5.4.1 Mental Ability Test – measures the applicants’ ability to reason with numbers, words
and abstract items.
5.4.2 Purdue Non – Language Test (PNLT) – gauges the applicants’ aptitude to reason
with abstract items.
5.4.3 Personality Tests – intended to measure emotional stability and sociability

5.4.3.1 Basic Personality Inventory (BPI) – presents an inventory of the personality

of the applicant
5.4.3.2 Functional Competency Proficiency Test – this examination is aimed at
identifying the level of proficiency of applicants for professional and
technical positions especially in the medical field. This exam is given to
professionals like Staff/Industrial Nurse, Respiratory Therapist, Pharmacist,
Radiologic Technologist, Nutritionist - Dietitian and technical position like
Communication Staff.

5.5 All rank and file, supervisory and managerial employees will be asked to undergo all
applicable examinations.
5.6 Additional psychological examinations may be required for managerial and supervisory
applicants.

5.7 Applicants who do not pass the Functional Competency Proficiency Test will not be
allowed to retake the exam. Hence, his/her application will not be considered to any
further extent.

5.8 Results of all examinations will be appended to the papers of the applicant.

6. Employment Interview

6.1 The objectives of the interview are

6.1.1 To find out how well-qualified the applicant is for the vacancy that he/ she is profiled
for.

6.1.2 To give the applicant the information he needs to decide whether or not he will take
the job if it was offered to him/ her and

6.1.3 To create goodwill for the company.

6.2 There shall only be two phases of the interview, one with the HR Department and one
with the Hiring Manager. Depending on the position, the applicant may need to be
interviewed by MANCOM.

6.3 The Hiring Manager must at least be of the same job grade level as the applicant or
higher.

6.4 The interviewers shall use the Interview Evaluation Form. This document will serve as a
guide in assessing the applicant’s:
 6.4.1 Educational Background
6.4.2 Professional Experience and Relevant Trainings
6.4.3 Competencies
6.4.4 Leadership Skills
6.4.5 Communication Skills
6.4.6 Drive and enthusiasm
6.4.7 Proactiveness
6.4.8 Openness to change
6.4.9 Work Values
6.4.10 Team player skills
6.4.11 Business Sense
6.4.12 Commitment

6.5 Applicants for critical or executive positions (e.g., Managers, Directors, etc.) that have
been shortlisted will be then referred to the Selection Committee who will do the
concluding decision if the applicant will be hired or not.

6.6 The Selection Committee is composed of the Chief Executive Officer (CEO), Presidents
and certain Directors.

6.7 This decision of the Selection Committee is final, executory and irrevocable.

6.8 The result of the Selection Committee shall be reported to the HR Department and the
applicant must be informed within 24 business hours upon receipt of the results.

7. Job or Salary Offer

7.1 The job or salary offer is conducted to explain to the most qualified applicant the
compensation and benefits package that the company will offer based on his/ her
competencies and the responsibilities that the applicant is expected to execute in the
organization.

7.2 The compensation and benefits package shall be approved by the Director of Finance and
concurred by the CEO.

7.3 For non-supervisory, non-managerial, non-executive applicants, the Job Offer shall be
conducted by the HR Assistant. Otherwise, it shall be the responsibility of the HR
Director.

7.4 During the job offer, all possible efforts must be exerted or exhausted in order to get the
most qualified applicant. If the expectations of both parties do not meet, HR Team must
negotiate by revising the job offer ONCE.
 7.5 The revised job offer must still be approved by the Director of Finance. However, if the
revised job offer is not approved, the applicant shall then be informed and the HR
Assistant must process the next shortlisted applicant.

8. Pre-employment Requirements

8.1 Once the applicant accepts the Job Offer, she/ she will be asked to submit the following
pre- employment requirements:
8.1.1 2 pieces 2 x 2 half-body picture
8.1.2 Photocopy of the Transcript of Records and Diploma
8.1.3 Birth or Baptismal Certificate
8.1.4 Marriage Contract (if applicable)
8.1.5 Updated NBI or Police Clearance
8.1.6 Medical Clearance from an accredited Healthcare Facility
8.1.7 Drug Test Results from an accredited Healthcare Facility
8.1.8 Clearance and/ or Certificate of Employment from previous employer/s
8.1.9 Fully – accomplished ATM Application Form
8.1.10 Photocopy of Philhealth ID or Philhealth Number
8.1.11 Photocopy of SSS ID Card or SSS Number
8.1.12 Photocopy of Pag – Ibig (HDMF) Numbers
8.1.13 Fully – accomplished BIR Forms (2305, 2316 or 1905)
8.1.14 Photocopy of the applicant’s updated Professional License (if applicable)
8.1.15 Photocopy of the Birth Certificates of the applicant’s dependents
8.1.16 Personal Information Sheet
8.1.17 Updated resume
8.1.18 Fully – accomplished Application for ID Form
8.1.19 Specimen Signature Card
8.1.20 Duly signed Employment Contract and Job Offer Form
8.1.21 Job Description
8.1.22 New Employee Orientation Checklist

8.2 The newly-hired employee is required to submit all of the pre-employment documents
upon his/ her first day of work in the company.

8.3 If the newly-hired employee fails to submit any of the Pre-Employment Requirements,
he/ she may present a promissory note stating the due date of his requirements. The
promissory note shall be approved by the HR Director.

8.4 If the newly-hired employee still fails to submit the outstanding Pre-Employment
Requirements after the submission of a promissory note, a Notice-to-Explain shall be
served and appropriate Disciplinary Actions shall be imposed.

9. Background Investigation

9.1 Background Investigation is aimed at exploring other people’s impressions of the

applicant especially his/ her technical competence, leadership skills, attitude towards
work, etc. It also envisions to check the veracity of some information provided by the
applicant such as but not limited to:
 9.1.1 Employment history
9.1.2 Designation of the employee in his previous employers
9.1.3 Performance of the applicant in his previous employers
9.1.4 Salary of the applicant when he/ she was with his/ her previous employers
9.1.5 Other pertinent information deemed necessary by the company

9.2 The background investigation process can be done either by a phone call or an e-mail.

9.3 The HR Associate performs the Background Investigation for non-supervisory, non-
managerial and non-executive applicants while the HR Director conducts the background
investigation for supervisory and managerial applicants.

9.4 Any false statement or willful omission of relevant information that the company deems
as important, shall be sufficient cause for the Company to immediately terminate the
employment of the employee.

9.5 The company has the right and discretion to conduct a reference check to any of its
employees.

10. Pre-Employment Medical Examination

10.1 No applicant shall be hired unless he/ she passes the pre-employment medical
examination through an accredited Healthcare Facility of the company’s choice.

10.2 As soon as the applicant decides to accept the Job Offer, The HR Assistant, must prepare
the Medical Examination Slip.

10.3 Applicants who are classified as probationary, contractual, project-based or even on-the-
job interns shall undergo the following medical examinations:

10.3.1 Chest X-Ray, Posteroanterior View

10.3.2 Urinalysis
10.3.3 Fecalysis
10.3.4 Complete Blood Count with Platelet
10.3.5 Hepatitis B Virus Surface Antigen
10.3.6 Drug Test

10.4 The official medical examination results shall be submitted by the applicant together with
all other pre-employment requirements upon starting his/ her first day of employment.

10.5 If the applicant is not fit to work, he/ she shall be required to clear any outstanding health
issues at his own expense.

10.6 The applicant shall be given 14 business days to clear any outstanding medical issue. If
the medical issue remains unresolved after the prescribed deadline, the company shall not
continue to process the employment of the applicant.
 10.7 The applicant shall only be allowed to start to work if the accredited Healthcare Facility
of the company’s choice issues clearance to the applicant.

11. New Employee Orientation/ NEO (Short Briefing)

11.1 All newly-hired employees must undergo an orientation program/ training/ class to:

11.1.1 Familiarize the new employee with the company operations, goals, structure and
people;

11.1.2 Arouse the employee’s interest in the importance of business and service of the
company;

11.1.3 Induct the new employee into his new job and work environment and;

11.1.4 Make the newly-hired employee feel and experience a sense of acceptance and
welcome to a new corporate environment.

11.2 A one-day New Employee Orientation shall be conducted by the HR Training and
Development Officer on the first day of the newly hired employee.

12. Signing of Acknowledgment

12.1 The newly-hired employee shall sign an acknowledgment/ understanding form signifying
that he/ she has been oriented regarding the company’s vision, mission, core values, code
of conduct and all other pertinent information deemed necessary.

13. Signing of Employment Contract

13.1 The Employment Contract (EC) is a document that stipulates the terms and conditions of
employment that the employee has to conform to during his/ her tenure with the
company.

13.1.1 The EC contains the following:

13.1.1.1 Designation
13.1.1.2 Employment Status and Job Grade Level
13.1.1.3 Company/ Business Unit/ Department/ Division Assigned
13.1.1.4 Compensation and Benefits; and
13.1.1.5 Work Schedule (if applicable)
13.1.1.6 A copy of the employee’s Job Description (JD) should also be attached in the
contract.

13.2 The approved salary for the position or the salary agreed with the employee during the
Job Offer shall be indicated in the EC.
 13.3 The HR Assistant is responsible for the distribution of the EC to rank-and-file employees
while the HR Director is the one that will explain the EC to supervisory, managerial and
executive employees.

13.4 The newly-hired employee shall affix his/ her full name and signature and the date in the
space provided in the contract. The original copy shall be kept the employee’s 201 File
while the Duplicate shall be given to the employee.

14. Types of Employment

The Employment Status in the Company can be classified into 4 categories

14.1 Probationary Employee

A person engaged either on a monthly-paid or a daily-paid basis for probationary assignment

not exceeding six (6) months before being permanently employed by the company. In the
case where the probationary period turns out to be unsatisfactory or the employee is unwilling
to continue his employment with the Company, either party has the right to cancel the
probationary contract of employment without any severance pay whatsoever, provided that
the other party is duly notified of the decision.

Should the employee voluntarily terminate his employment before the end of his probationary
contract, the company reserves the right to require the employee to render 30 calendar days
before the last day of his employment with the company.

The person who has satisfactory performance during his/ her probationary period, shall be
considered as a regular employee. Performance evaluation shall be on the 3 rd and 5th month of
the probationary period and the passing rate must be “satisfactory’ for rank-and-file
employees and “above satisfactory” for supervisory and up positions.

14.2 Regular Employee

The regular employment status is granted to an employee who has satisfactorily completed
the required probationary period and is therefore classified to be a permanent or regular
employee.

This status is also assigned to an employee who is permanently engaged in the actual time
worked and is paid on a daily basis.

14.3 Contractual Daily-Paid Employees

These are employees who have been hired to perform tasks, which may end anytime
depending on the accomplishment, volume, and status of work.

14.4 Outsourced Employees

Outsourced employees are employees that render their service the company through a
“third-party” employment firm. Even though, the company does not recognize them as a
 direct, in-house employee, they are still required to abide by the company rules and
regulations.

15. General Rule: Employment of Relatives

15.1 In general, employment of relatives up to 3rd degree of affinity or consanguinity is not

allowed. However, such case may be allowed if the subject relatives do not belong to the
same Business Unit/ Division/ Department.

15.2 Likewise, applicants who are relatives up to the 3rd degree of relation by consanguinity or
affinity working for competitors shall not be considered for employment. Exceptions may
only be authorized by the President/ CEO upon the recommendation of the HR Director.

16. Issuance of Identification Cards (ID)

16.1 All newly hired employees shall be provided with a company-approved Identification
Card (ID) upon day 1 issued by the Human Resources Department Office. However, in
cases that the ID Card is not available on the employee’s first day the HR Office may
issue a temporary ID Card.

16.2 All employees are required to wear their Identification Card within the company
premises.

16.3 Lost Identification Cards shall be charged to the employee at cost. An affidavit of loss
may be required of the ID is lost more than once.

16.4 The ID Card is non-transferable, and must not be deliberately altered or mutilated by the
employee.

16.5 The ID Card must be surrendered to the HR Office upon separation of the employee from
the company.

17. Personnel Records

17.1 Important events in the history of the employee’s tenure with the company shall be
documented and filed in his/ her personal file (201 File). The Personnel Information sheet
accomplished by every employee when he/ she applied with the company shall form a
part of his/ her permanent and confidential record maintained in the HR Office. Annual
performance reviews, change of personnel information/ data, commendations,
educational attainment records are examples of records maintained.

17.2 The accuracy and completeness of all information in the 201 File is dependent on the
employee’s cooperation.

18. Dress Code and Company Uniforms

Due to the nature of the hospital’s business, it becomes essential for employees to maintain a neat
appearance and should report for work in proper business/uniform attire. The required attire for
employees is as follows:
1. SURGICAL CENTER/ OPERATING ROOM

Staff Nurses: Approved designated OR Scrub Suit, White Shoes (inside the OR)
Plain white nursing uniform and white shoes (upon reporting to the Hospital)

2. ANCILLARY UNITS & NURSING SERVICE OPERATIONS

Laboratory: Designated Laboratory Scrub Suit, White shoes

Rehab: Designated Rehab Scrub Suit, White shoes
Auxiliary: Designated Auxiliary Scrub Suit, White shoes
Radiology: Designated Radiology Scrub Suit, White shoes
Heart Station: Designated Heart Station Scrub Suit, White shoes
Industrial Clinic: Designated Industrial Clinic Scrub Suit, White shoes
Pharmacy Designated Pharmacy Scrub Suit, White shoes
Staff Nurses: White clinical uniform or designated scrub suits

3. ADMINISTRATIVE DEPARTMENT

Designated office uniform, closed-toe shoes (No open toe footwear allowed) for the following
Units/Departments:

Quality
Business Office Human Resource Management
Information Technology Marketing & Customer Care
Materials Management Systems & Methods
Accounting and Treasury
Administrative Staffs/Officers for Medical & Ancillary
Administrative Staffs/Officers for Finance
Administrative Staffs/Officers for Executive Offices and Treasury

All of our employees are asked to dress in a business attire and well-groomed manner. We
frequently have guests who visit our medical center and offices and it is customary to provide
guests with a tour of our facilities. We make every effort to introduce you to them and we would
like to put our “best foot forward “and create a favorable and lasting impression.

Physical cleanliness is of utmost importance when dealing with the public. All employees are not
allowed to wear T-shirts, tattered pants, slippers, sandals, step-ins, athletic shoes, and shorts.
Culottes and the like at any time or any day of the week or even on wash day. However, night
duties can wear white pants and white shirts with white blazer or anything that suits them
comfortably.

HMWCH will shoulder the cost of the uniforms accordingly, however, if the employee provided
with the uniform voluntarily resigned during his/her probationary period he/she will have to pay
the pro-rated cost of the uniform thru salary deduction from his/her terminal/last pay. If the
separation from the Company shall be Management-initiated, no cost shall be charged to the
exiting employee.
 CHAPTER III

WORKING HOURS AND PAY SCHEDULES

A. DAYS AND HOURS OF WORK

Since the hospital renders a 24-hour, 7-day service, employees are given at least one day off per work
week. The regular work hours in a day are eight (8) hours, five (5) days a week. However, it is subject
to change as may be deemed appropriate by the hospital, to suit the requirements and/or demand of
the its operations. The employee will be notified of such changes prior to its implementation.

1. Official Work Schedules

 1.1.
Medical & Ancillary Staffs shall have an 8-hour work per shift in a day. Those
assigned in the main operational activities shall be assigned on at least 2-shift
schedule. Meanwhile for those assigned in the administrative support functions
shall have a 9-hour shift duty with 1-hour break time in a day.
1.2. All non-medical administrative staff shall have an 9-hour shift duty with 1-hour
break time in a day.
1.3. All non-medical officers, as well as Department Heads who are NOT performing
staff functions are required to render a total of forty (40) working hours within
any given week. Failure to render the required total number of hours shall merit a
corresponding deduction in compensation.
1.4. Where the organizational units require it, the usual work schedule maybe
modified but in number of work hours must still be equivalent to the normal
work per week and may require an employee to regularly perform in excess of
eight working hours in a particular day.
1.5. Authorized change in the work schedule must be rendered on or before the next
payroll cut-off period following the cut-off period of his original work schedule.
Failure to render the same within the specified period shall be considered on
Leave Without Pay or Leave with Pay, depending on availability of earned
Vacation Leave credits.
B. BREAK PERIODS

1. Employees from the medical division reporting for 8-hour shifts are only allowed to take a
30-minute compensable meal break during their entire work shift. Team members who are on
9-hour shifts are allowed to take one compensable 15-minute snack break in the morning and
another one compensable 15-minute snack break in the afternoon. Because of the additional
1-hour in their respective shifts as compared to team members with 8-hour shifts, employees
reporting for 9-hour duty are also entitled to a NON-compensable one-hour meal break within
their duty periods.
2. In cases where employees would want to take their meal/break outside of the hospital
premises, they are required to seek the approval of their immediate superior before going out.
They shall also be required to log in and out in the logbook provided in the employees’
entrance. The time therein for logging in and out shall be filled-in by the guard on duty to
ensure the correctness of the entries.
3. Compensable breaks must not be taken at the start or end of a work shift or an extension of a
non-compensable lunch break.

4. PAY DEDUCTIONS

The Payroll Team is responsible to make the deduction from the employee’s salary/ wage as
required by law such as SSS, PAGIBIG/HDMF, PHIC/ Philhealth, withholding tax and/ or
other authorized deductions.
 CHAPTER IV

ATTENDANCE

A. TIMEKEEPING

1. Use of the Timekeeping System

Employees are required to use the prescribed timekeeping system (biometrics) before reporting in
/ out for duty. This is to provide a basis of determining salary payment as well as entitlement to
leave benefits.

If the biometrics is not available to the employee, he/ she must use the Daily Time Record (DTR)
Card and have his clock-in and clock-out recorded by the punch clock.

Should there be any issues recording the clock-in and clock-out of the employee, he/ she should
manually log his/ her time records with the Guard-on-Duty.

Attendance of employees that do NOT reflect in the Timekeeping System shall not be honored
unless there is sufficient evidence showing of a justifiable cause other than the ones that have
been previously stated.

2. Entries in the Timekeeping System

Entries without “time in” and/ or “time out” shall not be honored and considered without pay.
 All entries are official and shall be the basis of the employee’s salary and leave entitlement.

Should there be any corrections, an employee must accomplish a Log-in and Log-Out Form and
secure an approval from the Security Guard-on-duty and the Department Head.

No employee is allowed to log-in and/ or log-out for another employee.

B. PUNCTUALITY

Each and every employee is expected to observe his/ her own official schedule. Tardiness shall
mean coming in for the work at the designated workplace beyond the required start of the
employee’s official schedule. It also means failure to be back on time in the designated workplace
after break or meal periods.

Tardiness may only be excused if:

 The employee is unable to make it to the designated workplace on time due inclement
weather (e.g., heavy rains, typhoon, heavy floods, etc.) or fortuitous events or any
circumstances entirely beyond the employee’s control. Tardiness due to the previously
mentioned cause/s must be reported immediately to the Human Resources Office for
proper documentation.

A five (5) minute grace period is allowed. An employee who comes beyond the appointed
time will be considered late. Accumulated Tardiness of 60 minutes within any calendar
month shall be constituted habitual or excessive and shall be subject to the appropriate
Disciplinary Actions.

Working beyond the official termination of working hours shall not offset tardiness for rank-
and-file and certain employees. Neither the working hours of any employee be changed
without prior authorization from the Department Head or Immediate Superior.

Corresponding deduction for tardiness shall be imposed on the salaries of rank-and-file and
other employees who are not bound by the “flexible schedule”. However, no corresponding
deduction shall be made for supervisory/ managerial or executive employees who are able to
complete a 40-hour workweek.

C. UNDERTIME

Under time, which is officially performing assigned work less than the required number of
hours a day may be allowed upon special prior request and approved reasons. Any request for
under time may be allowed upon the approval of the Department Head.
Only a maximum of two (2) hours of under time is allowed, however, still subject for
approval. Under time is subject for salary deduction.

D. ABSENCES

1. Importance of Daily Attendance

 The importance of daily attendance at work cannot be over-emphasized enough. In order
to maintain the efficient operation of the company, the employees are required to ensure that their
attendance be kept at maximum and absence to a minimal level.

1.1. Excused Absences

If an employee wishes to be absent from work, he/ she shall accomplish a Leave Application
form from the Human Resources Office and have it approved by his/ her Department Head at last
three (3) days before the intended leave date. I
If the employee fails to secure permission to be absent due to some emergency, illness, accident,
or other compelling reasons, upon returning to work, he/she should explain in writing the cause of
absence by accomplishing the required leave form subject for final approval by the Department
Head.
Employees who fail to comply with the above substantial and procedural requirements shall be
considered or tagged as having went on Absence Without Official Leave (AWOL) and shall be
properly dealt with in accordance with the Company’s Code of Discipline.
1.2. Absence Due to Illness
When an employee gets ill, the employee may need to consult with any accredited physician.
The immediate supervisor should be informed prior to any consultations. In case of absences due
to illness that last for more than 2 days, a medical certificate from any attending physician may be
required for sick leave application.
An employee may be required to submit to the company, upon returning to work after any illness,
a medical certificate and/ or a medical health clearance/ fit-to-work stating that the employee is
now medically safe to return to work.
1.3. Absence without Official Leave (AWOL)
Any absence without prior permission shall be considered Absence without Official Leave
(AWOL). The employee shall not receive any pay for the days he/ she is on AWOL nor may such
absence be charged against the earned leave credits. Likewise, extension of any types of leave
without prior authority, is not allowed and such unauthorized extension shall be considered
absence without leave.

1.4. Unforeseen Absence

Whether the employee could not have reasonably foreseen his absence, he is obliged to notify his/
her Department Head by telephone call, text message or any means of communication at least 2
hours before the start of the shift of the employee. Upon returning to work, the employee must
then file a Leave Request.
1.5. Leaving the Work Premises
No employee is allowed to leave the company premises anytime between the start and end of his
work schedule. If necessary, he may only leave the company by accomplishing Official Business
 (OB) Form and/or Travel Approval Form duly approved by his immediate superior and
Department/ Division Head
1.6. Abandonment of Work
An employee who is absent without official leave or permission for 3 consecutive days is
considered to have abandoned his/her work and therefore subject to dismissal (after due process)
for cause. Any absence incurred despite denial or disapproval of a request for leave shall be a
cause for dismissal on the ground of abandonment of work.
E. OFFICIAL BUSINESS TRIP/ TRAVEL

Any employee on Official Business trip/travel or out-the-office assignments shall secure and
accomplish an Official Business (OB) Form and/or Travel Approval Form that authorizes him/
her to leave his designated workplace during office hours or report to another location outside his
regular post to attend to some work – related tasks.

The employee’s immediate superior or Division Head prior to the assignment/field work shall
approve the OB form and submit to the Payroll Team for attendance monitoring and as reference
for payroll processing.

Supervisory, managerial and executive employees who go on overtime work while on Official
Business shall still not be eligible for overtime pay.

Additional monetary allowance (i.e., per diem and transportation allowance) may be granted to
Non-Field employees/ Office or production – based employees on Official Business trip/travel or
field assignments provided that there is a budget approved by the Director of Finance and the
CEO.
 CHAPTER V

OVERTIME WORK

Overtime (OT) is an authorized work rendered beyond the required eight (8) hours of regular
duty.
The policy of the company is to ensure that its employees utilize their productive time to the
optimum level. However, it is recognized that circumstances may, from time to time, require
certain employees to work beyond their prescribed working hours for reasons of business
exigencies as stated in the Labor Code provisions.

A. OVERTIME PAY GUIDELINES

1.1. Only rank-and-file employees are qualified to render paid overtime. However, in
extreme cases were the Department Head or Division Head or any employee in a
supervisory position has to act in order to accomplish a particular task during Official
Business which falls during the employee’s rest day, he/ she shall be paid depending
on the overtime rates set to him by the company.
1.2. No corresponding deduction for tardiness shall be imposed on certain supervisory,
managerial and executive employees who are able to comply with the 40-hour per
week work hour requirement.
1.3. Supervisors/ Managers and Executive employees who are performing staff functions
may be entitled to overtime pay and shall be subject to corresponding salary
deduction for tardiness. However, once an additional staff is hired to unload the
Supervisor/ Manager/ Executive employee of his/ her staff function/s and
responsibilities, the Supervisor/ Manager/ Executive employee shall then be
classified as one of whose functions are purely administrative in nature.

B. APPROVAL

1.1. The immediate superior shall recommend EXTENDED WORK HOURS subject to
the Division/ Department Head’s Approval

C. MAXIMUM/ MINIMUM TIME

No employee may be required to work on a combined regular straight time duty and overtime
assignment of more than sixteen (16) hours except in emergency cases. All employees who are
entitled for overtime pay are encouraged to render a minimum of one (1) hour.
D. FILING
All requests for overtime shall be filed to the Payroll Department using the Request for Overtime
Form.

E. HOURAGE
Authorized number of hours in the request shall be checked against the employee’s time records/
time logs. This shall be the basis for overtime payment provided that it has been covered by the
authorization of the employee’s immediate superior and/ or department/ division head.

F. OPERATIONAL EXIGIENCIES
When operational exigencies so require, management may compel the employee to render
overtime work, in which case the employee shall be held liable for non-compliance.

G. COMPUTATION

Prescribed working hour shall be paid for overtime Work as indicated in the following formula:
Basic rate/Monthly rate x 12/262 = Daily rate (DR)
Daily rate/8 = Hourly rate (HR)
Hourly rate/60 = minute rate (MR)

* Overtime during regular days:

Hourly Rate + 25% = OT rate per hour
* Overtime on rest days and Special Holidays:
First 8 Hours -HR + 30% = OT rate per hour
In excess of 8 hours:
Hourly Rate + 69% = OT rate per hour

*Overtime on Legal/Regular Holidays :

First 8 Hours -HR + 100% = OT rate per hour
In excess of 8 hours: HR + 160% = OT rate per hour
*Overtime on Legal/Regular Holidays falling on employees’ scheduled rest day:
First 8 Hours- HR + 160% = OT rate per hour
In excess of 8 hours: HR + 238% = OT rate per hour

CHAPTER VI

NIGHT SHIFT PAY

A. MIMUM NIGHT SHIFT PAY

Every employee is entitled to a night shift differential or night shift pay of not less than ten
percent (10%) of his regular wage for each hour or work performed between 10:00 pm and 6:00
am.
If overtime work or work in excess of eight (8) hours fall within the aforesaid period, premiums
for overtime work should first be integrated into the regular hourly rate of the employee before
computing night shift pay.
COMPUTATION:
a) Where night shift (10 pm to 6 am) Work is Regular Work
a. On an Ordinary day: Plus 10% of the basic hourly rate or a total of 110% of the basic
hourly rate.
 b. On rate on a rest day, special day or regular holiday: Plus 10% of the regular hourly
rate on a rest day, special day or regular holiday or a total of 110% of the regular hourly
rate.

b) Where Night Shift (10 PM to 6 AM) Work is Overtime Work

a. On an Ordinary day: Plus 10% of the overtime hourly rate on an ordinary day or a total
of 110% of the overtime hourly rate on an ordinary day.
b. On a rest day/special day/a regular holiday: Plus 10% of the overtime hourly rate on a
rest day/special day/regular holiday.

CHAPTER VII

HOLIDAY PAY

A. COVERAGE

This benefit shall apply to all employees except:

a) Officers, Supervisors, Managerial and Executive employees

b) Other employees whose time and performance are unsupervised by the company including
those who are engaged on a task or contract basis, purely commission basis or those who are
paid a fixed amount for performing work irrespective of the time consumed in the
performance thereof.

B. REGULAR HOLIDAYS
Every employee covered by the Holiday Pay Rule is entitled to his daily basic wage for any un-
worked regular holiday. The employee is entitled to at least 100% of his basic wage even if he did
not report for work, provided he is present or is on leave of absence with pay on the work day
immediately preceding the holiday.
Legal Holiday shall exclusively refer to:

 New Year’s Day (January 1)

 Maundy Thursday (Movable Date)
 Good Friday (Variable Date)
 Araw ng Kagitingan (April 9)
 Labor Day (May 1)
 Independence Day (June 12)
 National Heroes’ Day (Last Sunday of August)
 Bonifacio Day (November 30)
 Christmas Day (December 25)
 Rizal Day (December 30)
 Eidul Fitr/End of Ramadan Month (Variable Date)

C. SPECIAL DAYS
Executive Order no. 203 lists down two (2) special days that shall be observed in this country. All
Saint’s Day (November 1st), and the last day of the year (December 31st). The principle of “No
Work, No Pay” applies in the case of these two special days as well as other special days
proclaimed by the President.
Employees who do not report for work or are not required to report for work on those days are
not by law entitled to any compensation.
On the other hand, work performed on the previously mentioned days merits an additional
compensation of not less than 30% on top of the basic pay or a total of 130% and at least 50%
over and above the basic pay or a total of 150% if the worker is permitted or suffered to work on
that day which falls on his scheduled rest day.

 Ninoy Aquino Day (Aug 21)

 All Saint’s Day (Nov 1)
 Last Day of the Year (Dec 31)
 Other Government Proclamations

D. PREMIUM PAYS
Premium Pay refers to the additional compensation required by law for work performed within
eight (8) hours on non- working days, such as rest days or special days.
1. Premium Pay Rates
The minimum statutory premium pay rates are as follows:
a) For work performed on rest days or on special days:
Plus 30% of the daily rate of 100% or a total of 100%.
b) For work performed on a rest day which is also a special day:
Plus 50% of the daily rate of 100% or a total of 150%
 c) For work performed on a regular holiday which is also the
employee’s rest day:
Plus 30% of the regular holiday rate 200% based on his daily basic wage or a total of
260%
*(not applicable to employees in the holiday pay rule)
E. ABSENCES
a) All eligible employees shall be entitled to holiday when they are on leave of absence with pay
before the holiday. Employees who are on leave of absence
without pay on the day immediately preceding a regular holiday may not be paid the required
holiday pay if they have not worked on such regular holiday.

b) The company shall grant the same percentage of the holiday pay as the benefit granted by
competent authority in the form of employee’s compensation or social payment whichever is
higher, if they are not reporting for work while on such benefits.
c) Wherein the day immediately preceding the holiday is a non-working day or the scheduled rest
day of the employee, he shall not be deemed on leave of absence on that day. In this case, he shall
be entitled to the holiday pay if he reports to work on that day.
d) Where there are two (2) successive regular holidays, like Maundy Thursday and Good Friday, an
employee may not be paid for both holidays if he absents himself from work on the day immediately
preceding the first holiday, unless he works on the first holiday, in which case he is entitled to his holiday
pay on the second
 CHAPTER VIII
BENEFITS ADMINISTRATION

A. LEAVE OF ABSENCE BENEFIT AND GUIDELINES FOR APPLICABILITY

Paid leaves are granted to an employee for whatever purpose he/ she states. The company provides
several kinds of leave benefits
1. PAID LEAVE
The company believes that a periodic relief from work is beneficial to the holistic wellbeing of its
employees. Hence, each regular employee is given leave credits to enjoy annually for a period of rest
and relaxation.
Guidelines for Applicability
a.) A regular employee shall be entitled to fifteen (15) leave credits with pay annually. However,
there is no accumulation of paid leave credits.
b.) The paid annual leave credits are convertible to cash by 15 th of December of the same year
and is pro-rated at 1.25 days of accrual per month once the employee becomes regularized.
c.) Resignation of an employee prior to the completion of his probationary period shall not
entitle him/ her to any paid leave credit benefits.
d.) The employee can only use what has been earned/ pro-rated and should not exceed the total
accrued pain leave credits. Otherwise, any excess shall be considered leave without pay.
e.) As a rule, the 15-day paid leave credits must avail within a calendar year as there is no
accumulation of leave credits.
f.) Leave credits not utilized by the 15th December of a calendar year can be are transmutable to
cash.
g.) The company and its management reserve the right to schedule or reschedule an employee’s
scheduled paid leave in order to avoid any business interruption or inconvenience.
 h.) The regular employee may also utilize his paid leave credits to allow time for him/ her to get
medical attention without loss of his/ her regular income.

2. FORCED LEAVE

The company provides 8 days of paid forced leave to all of its regular employees who are required to
take such leave at anytime in a calendar year before the 30 th of November of the same calendar year.
a.) Forced paid annual leave credits are NOT convertible to cash and must be used by a regular
employee before the 30th of November of a calendar year. This type of leave is also pro-rated at
1.25 days of accrual per month once the employee becomes regularized.
b.) The forced paid annual leave credits, when not utilized within the calendar year, do not
accumulate or are not carried forward to the next calendar year and shall be forfeited should
employees fail to use them up before the 30th of November in a given calendar year.

3. CHRISTMAS VACATION

Due to the decline in the operational requirements in certain departments, the company provisions its
employees with paid Christmas Vacation Leave credits of 7 days starting from 23 rd December to 31st
December of a calendar year.
a.) Paid Christmas Leave credits are NOT convertible to cash and must be utilized by a regular
employee within the given time period- 23rd December to 31st December of a calendar year.
b.) Employees who are probationary status are also allowed to go on a Christmas Leave. However,
these employees shall not be paid during the entirety of the Christmas Vacation (23 rd December to
31st December of a calendar year.).
c.) The Annual Christmas Leave credits, when not utilized within the calendar year, do not
accumulate or are not carried forward to the next calendar year and must therefore be utilized by
the employee. Except when the company requires such employee work during Christmas
Vacation.

4. MATERNITY LEAVE

The company grants this type of leave to any regular female employee who has rendered an aggregate
service of at least six (6) months for the last twelve months immediately preceding the expected date
of delivery or miscarriage is entitled to maternity leave of not more than sixty (60) days for normal
birth and seventy eight days for caesarean birth (CS).

Guidelines for Applicability

a) Female employee is entitled to maternity leave with pay at the rate of 100% of her average daily
salary credit for 60 days as provided by the Social Security System.

b) A leave due to miscarriage or abortion shall also constitute and be encompassed within the term
maternity leave with pay.

c) A leave availed by an employee due to imminent but not actual miscarriage or premature delivery
shall be charged to paid leave credits of the employee.

d) The payment of SSS for maternity leave benefits shall be advanced by the company in two (2)
equal installments within thirty (30) days from the filing of maternity leave application. The first
installment will be paid upon receipt of the maternity leave application. The second will paid after
submission of the authenticated birth certificate of the baby by the employee. Maternity leave benefits
are limited to the first four deliveries only after March 13, 1973.

e) For the purpose of reimbursement by the Company, employees should furnish the Company a copy
of the registered Birth Certificate of the child and other medical related documents.

f) A pregnant employee shall immediately inform the HRM Office of her pregnancy and the probable
date of the childbirth and accomplish the Maternity Notification Form for the Social Security System.
Failure to inform HRM Office may be a cause for the forfeiture of maternity leave benefits.

g) The applicable provisions of the Labor Code and the implementing rules and regulations issued
shall govern maternity benefits by the Department of Labor.

5. PATERNITY LEAVE

The Company grants to any male married employee (probationary or regular status) whose legal wife
will give birth a seven (7) day paternity leave. Paternity leave refers to the benefit granted to a
married male employee allowing him not to report for condition that his spouse has delivered a child
or suffered a miscarriage for purposes of enabling him to effectively lend support to his wife in her
period of recovery and/or in the nursing of a newly-born child.

Guidelines for Applicability

a) The probationary/regular married employee shall be entitled to a paternity leave of seven (7) days
with full pay for the first four deliveries of the legitimate spouse with whom he is cohabiting.

b) The male employee applying for paternity leave shall notify his employer of the pregnancy of his
legitimate spouse and the expected date of delivery.

c) He shall accomplish a Paternity Notification Form and submit it to HRM Office, together with a
copy of his marriage contract. An employee who has availed the paternity leave benefits shall within
a reasonable period of time, submits a copy of the birth certificate of the newly-born child, death or
medical certificate in case of miscarriage or abortion, as the case may be.

d) The applicable provisions of the Labor Code and the implementing rules and regulations issued
shall govern paternity benefits by the department of Labor.

6. BEREAVEMENT LEAVE

It is the policy of the company to maintain normal take home pay for employees for a specific number
of days to provide support in case of death of an immediate family member.

Guidelines for Applicability

a) The company shall grant three-(3) day Bereavement leave with pay for all regular employees
in case of death of an immediate family member. Immediate family member refers to natural
parents; natural brothers and sisters, legal spouse and legitimate children.
 b) Bereavement leave should be availed within the wake and internment period of the deceased
family member subject to approval of the immediate superior.

c) The leave credit is non- cumulative and non-commutable to cash.

d) The employee should immediately inform his/her immediate superior and Human Resources
Management office of the death of an immediate family member.

e) The employee should file his/her leave using a Leave of Absence Form together with the
supporting document such as Death Certificate. In case Death certificate is not yet available, a
written notice should be given as an attachment. However, this should be submitted a week after
the internment period.

f) Team members who lost a qualified dependent shall receive a bereavement assistance of P
2,000.00
7. INDEFINITE LEAVE OF ABSENCE

Guidelines for Applicability

a) Open to all regular employees with at least 2 years of service and subject for MANCOM
and/ or EXECOM approval.

b) All leaves are without pay but length of service is considered continuous.

c) Can be availed if the reason is any of the following:

1. Emergency Cases such as:

 Sickness of the employee after exhausting the sick/vacation leave credits and
SSS benefits not to exceed one (1) month. ii. Sickness of the immediate family
after exhausting the vacation leave credits not to exceed two (2) weeks.

Note: For married employees, immediate family refers to the spouse and
children while for unmarried employees, it refers to the parents and siblings.

8. EDUCATIONAL LEAVE OF ABSENCE

The employee of the company is also entitled to apply for an Educational Leave of Absence to
undertake full-time post-graduate studies for at least one academic year at a recognized university,
community college or technical institute; and/or to undertake an integrated course of academic
studies/program in preparation for a national licensure board/bar examinations provided this
undertaking can further the skills and knowledge of the employee and/or surge productivity/
efficiency and/or the courses are significant to keep abreast of new techniques in the field of work
and/or to acquire/maintain certification; which is deemed useful for the employee and/or the company

Guidelines for Applicability

a) This is open to regular employees who have rendered at least two (2) years of continuous service
to the company and subject for MANCOM or EXECOM approval.
b) The employee must have a recent performance rating of at least “High Potential”.
c) All leaves are without pay but the length of service shall be considered continuous.
d) Employees who have been granted educational leave must sign an agreement to return to work
after the leave period necessary and as stated in the agreement;
e) The employee must furnish due proof of the educational undertaking for the purpose of the leave
of absence thereupon stating the detailed information of the program/course of studies/degree and
such.

B. ANNUAL PHYSICAL EXAMINATIONS

The Company shall provide to all regular employees an Annual Physical Examination in order to
ensure that they are always physically fit.

C. MEDICAL SERVICES

The Company maintains an industrial clinic to attend to the medical needs of the employees. The
company shall provide first aid medicines and treatment in the company premises as provided by law.

Treatment of wounds and other minor accidental injuries, consultations, blood pressure readings,
referral to specialists, healthcare and family planning programs are some of the services the clinic can
provide at no cost to the employee.

9. INFECTION CONTROL PROGRAMS

Mitigating the effects of various infections in the company settings is among the most important tasks
that every employee must pay attention to. The spread of any infection in any of the departments in
the company could have a widespread business impact and could be potentially counterproductive.

The simple guidelines shall serve as a quick reference:

 Assume that every person is potentially infected or colonized with an organism

that could be transmitted in the workplace setting.
 All employees are required to report to the right authority if s/he, a fellow or an
employee is infected with a communicable disease

9.1. TUBERCULOSIS PREVENTION PROGRAM

 All employees must assume that every person is potentially infected or colonized
with an organism that could be transmitted in the company or workplace setting.
 Employees found to be positive for any strains of Tuberculosis (TB) must
immediately be isolated away from all employees to prevent the spread of the
infection.
 The employee with TB is required to submit himself/ herself to an accredited
Infectious Disease Specialist.
 An employee with TB infection shall only be allowed to return to work upon
submission of a Medical Clearance from an accredited Infectious Disease Specialist
physician.
 The company shall do all necessary measures to protect the TB-infected employee
from all forms of workplace discrimination.

9.2. HEPATITIS B INFECTION PREVENTION PROGRAM

  There shall be no discrimination of any form against employees on the basis of their
Hepatitis B status consistent with international agreements on non-discrimination ratified
by the Philippines. The company’s employees shall not be discriminated against, from
pre-to post-employment including hiring, promotion or assignment because of their
Hepatitis B status.
 Job applicants and employees shall not be compelled to disclose their Hepatitis B status
and other related medical condition. Likewise, co-workers shall not be obliged to reveal
any personal information about fellow workers.
 Access to the employee’s personal medical data relating to a worker’s Hepatitis B status
shall be bound by the rules of confidentiality and shall be strictly limited to medical
personnel or if legally required.

 Hepatitis B vaccine may be required by the company depending on the designation and
assignment of the employee.

5. COMPANY DRESS CODE

It is the policy of the company to strictly implement the guidelines relative to the proper attire/ dress
code to be worn by all employees in order to project a professional image and corporate identity.

1) Guidelines for Applicability

a) Office – Based Employees are required to dress decently, hygienically appropriately in

accordance with the company’s stature. Office-based employees are prohibited from wearing the
following but are not limited to sleeveless shirts, tattered shirts and jeans, short plants.

b) Certain employees in specific business unites maybe required to wear proper and complete
company-provided uniform with Identification Card during their assigned work.

c) Field-based employees may be required to wear company-provided uniform that is aligned with
the company’s branding policy.

d) The Company Dress Code Policy may be uplifted or suspended during company-sponsored
events provided that a memo has been circulated beforehand.

e) During official business trips outside the company such as out-of-town assignment, meetings,
conference, seminars and fairs with the approved Official Business Form, wearing of official
company-provided clothing maybe required by the company?

2) Good Grooming

 The employee’s clothes should be clean, stain, free, freshly-laundered and well-pressed
 Shoes must be tidy or well-shined
 For men, hair must be well-kempt and approved for company-branding and imaging.
 Fingernails must be clean and trimmed all the time
 CHAPTER IX

TRAINING AND ORGANIZATIONAL DEVELOPMENT

It is the policy of the company to have continuing training and seminars for all its employees as part of
their adherence to the principle that Human Resource Development should be a priority. The company
provides manpower development programs and activities that would help enhance the employee’s
personal and professional development on the job.

This starts with a formal new employee orientation, followed by an on-the-job coaching/ training from
either the employee’s designated department’s head or in-house subject matter experts. This shall in turn
enable the employee to perform his/ her job efficiently, safely and effectively.

There are two types of training programs that an employee can be eligible to enroll/ attend:

a. Internal/ In-House Training – these are trainings/ workshops/ programs that are
organized and conducted by employee-trainers/ subject matter experts (SMEs)
serving as instructors or facilitators. Whenever desirable or when the training
program so requires, external expertise may also be utilized.

b. External Training – on the other hand, are resorted to when the complexities of the
training program is beyond the capabilities of the company’s current pool of subject
matter experts. When employees are nominated by their Department Heads or
Immediate Superior to attend such training, their Department Heads have the
responsibility to accomplish the Training Request form and the nominated employee
must sign the Return Service Agreement form.

Training/ Seminars and/ or Workshops are held on a regular basis to further enhance the employee’s job
knowledge and help him/ her achieve work flexibility.

The employee is sent to trainings/ workshops and/ or seminars to acquaint him/ her with the modern
business and technological practices in the company or corporate setting.

A. THE COMPANY COMPETENCY – BASED LEARNING COMPENDIUM

The company believes that its organization can be developed through learning, training and staff
development. Hence, it shall create a dynamic learning compendium that satisfies the following practices/
or principles:

 Programs are always competency – based and aligned with the organization’s business objectives.
 All employee development programs stress on a process orientation to achieve results
 Learning programs developed are based on collaboration and systems – orientation.
 Organizational Development (OD) initiatives are interdisciplinary and focus on a behavioral
approach that draws from such fields as organization behavior, management, business,
economics, adult learning, counseling and public administration.
 The compendium employs a data 0 based approach to understanding and diagnosing its
organization
 Organizational development’s goal is to improve organizational effectiveness.
 OD recognizes the importance of top management’s commitment, support, and involvement. It
also affirms a bottom up approach.

Hence, the Human Resources Organizational Team must develop training and development programs that
are based on six (6) main business competencies:

1.) GROWTH – Growth shall be seen differently depending on the perspective. This targets
Personal Development (for rank-and-file employees), Trend Analysis and Team Growth (for
supervisors, officers and managers) and Sustainability Management for Senior Managers and
Executive-level employees.

2.) MARGINS AND EFFICIENCY – the second main competency aims to ensure that profit
margins are protected on any levels. Hence, the sub-competencies include Stewardship for rank-
and-file employees, Finance and Information Management for Officers, Supervisors and
Managers, and Financial Run and Projection for Senior Managers and Executive – level
employees.

3.) ORGANIZATION, PEOPLE AND CULTURE – The company believes in the motto
“Investing in the Right People” as it is the core Mission of The Human Resources Organizational
Development Team. As such, rank-and-file employees aims to embody the Champions
Communication sub - competency, while Supervisors, Officers and Managers target Coaching &
Mentoring, Workplace Dynamics Management sub-competency and the Senior Managers and
Executive- level employees aim to master Change Management

4.) BRAND – The fourth main company competency aims to either uphold, improve or protect the
company brand. Therefore, rank-and-file employees shall be developed to target sub-
competencies in Customer Focus, Understanding of Products and Services. Supervisors, Officers
and Managers must focus on Innovation and Creativity to enhance the company brand. And
lastly, Senior Managers and Executive – level employees must master being Brand Ambassadors.

5.) QUALITY AND SAFETY - To ensure that the company becomes a competitive player in the
specific market segments it wants to excel in, Quality and Safety is the fifth main company
competency. Rank-and-file employees shall be trained to imbue the Safety and Quality Mindset
sub-competency. Supervisors, Officers and Manages shall focus on Performance and Process
Improvement while Senior Managers and Executive – level employees on Quality Advocacy.
 6.) FACILITY AND OPERATIONS – The last and final company competency focuses on the
company’s assets and how they are being run. Hence, rank-and-file employees shall focus on
Process and Systems Proficiency, Planning, Organizing, Leading and Monitoring and Problem -
Solving Mindset for Supervisors, Managers and Officers and Macro-Operation and Strategic
Planning for Senior Managers and Executive employees.

7.)

B. THE LEAP (Leadership Enhancement & Advancement Program) ACADEMY

1. Overview – The Leadership Enhancement and Advancement Program (LEAP) Academy is an

annual, exclusive in-house offering for Company “High Potential (HiPo)” employees seeking to
enhance, augment to develop their leadership skills.

This unique tollgate program aims to not only prepare High Potential Employees for future
leadership roles but it also envisions to create a pool of employees to be prioritized for internal
job promotions.

2. Guidelines for Applicability

a. Once the roster of nominations has been announced by the OD Team, the
Immediate Superior or the Department head may nominate “High-Potential”
employee/s to be enrolled in the LEAP Academy.

b. The announcement of nominations shall only be valid or open for 20 calendar

days. Immediate Superiors who fail to nominate his/ her team member/s after the
nomination period may not be accommodated.

c. Nominated High-Potential Employees to be eligible must have NO active

Disciplinary Action Memos for the Calendar Year. They also must be a regular
employee with a “High Potential” Rating on their recent performance review. It
shall be the responsibility of the OD Team to screen all nominated employees
within 3 business days.

3. Guidelines
a. Once the nominated period has been closed, The Learning and Development
Officer must screen all nominated employees in 3 business days and release an
official list thereafter.
b. All nominated employees on the said list must now take the Leadership Exam
within 3 business days which shall be administered by the OD Team. The
nominated employees must be able to finish the exam within the allowed period.
c. In 48 business hours, the OD Team then validates the scores and releases an
official list of the nominated employees who passed the Leadership Exam. The
OD Team shall then release the Enrollment form where the employees can
register.
 d. The employees must now attend and pass all HR 101 courses in order to be able
to move on to the next phase of the program. If an employee fails to attend or
fails any revalida exams, he/ she is “dropped” from the program. He/ she may be
nominated in the next annual LEAP Academy.
e. The employees must also attend and pass all Essential Leadership Courses in
order to “graduate” from the LEAP Academy.
f. Employees who “graduate” from the LEAP Academy shall be registered on the
Leadership HiPo Bucket and shall have precedence in being processed for any
internal job opening (vertical type/ promotion) that becomes available in the
future.

C. TRAINING RETURN SERVICE AGREEMENT

The Return Service Agreement is an agreement which the company and the employee enter into which
among the other terms contained therein states that in consideration of the training given to the Employee
and the money spent by the company in imparting such training, the Employee, upon signing, agrees to
remain in the services of the company for the period stated in the agreement.

In case the Employee breaches the provisions of the Agreement, the Employee will be liable to pay a
certain sum of money, be it the expense incurred by the company in training of the Employee or all other
else.

D. FEEDBACK INITIATIVE FOR NEWLY HIRED EMPLOYEES (FINE)

As one of the various measures of the company to ensure that its employees, a survey to gauge an
employee’s perception and satisfaction of the company is administered on his/ her 90 th day with the
company.

E. ORGANIZATIONAL CLIMATE SURVEY (OCS)

The Organizational Climate Survey (OCS), a survey administered annually, provides a picture of the
company’s needs. The OCS can be used to solicit employee opinions on a variety of issues such as the
company's success in communicating its mission to employees, or local issues such as quality of the
working environment.

The types of items included in the OCS may concern areas such as:

1. Creativity
2. Innovation
3. Satisfaction
4. Senior Management
5. Interpersonal Relations
6. Functional Expertise
7. Compensation
8. Benefits
9. Customer Service
10. Communication
11. Obtaining Results
12. Analytical Thinking
13. Mentoring
14. Strategic Planning
15. Teamwork
16. Adaptability
17. Staff Development
18. Leadership

1. Guidelines and Process

a. Method of Administration – The Human Resources OD Team schedules a date with
every business unit/ department to conduct the OCS. A member from the OD team hands
out an OCS questionnaire to all of the members of the department or business unit within
a limited time.

b. Confidentiality of Participants – The OD Team ensures confidentiality of the

participants even after the administration of the OCS.
c. Focus Group Discussion – As soon as all the members of the business unit are done
with the OCS, a Focus Group Discussion (FGD) may be facilitated by an OD Team
member to further discuss and gather qualitative issues relevant to the survey.

CHAPTER X

GOVERNMENT – MANDATED BENEFITS

A. 13th MONTH PAY

This extra pay mandated by the government is given by the company to all employees.

Guidelines for Applicability

a.) An employee who has worked with the company for at least one month during the given
calendar year, shall be entitled to receive a 13 th month pay.
b.) The amount of the 13th month pay shall be based on the employee’s latest basic salary divided
by the total months of the year.
c.) The required 13th month pay shall be paid not later than December 24th of each calendar year.

The 13th month pay of not more than PhP 90,000.00 as mandated by the law will not be subject to
tax. In excess of the PhP 30,000.00 shall be subjected to corresponding withholding tax.

B. PAG-IBIG / HDMF FUND

The company supports the government’s initiative to promote and provide covered members with
adequate housing assistance through an effective savings scheme.
 Guidelines for Applicability

a.) All employees are covered.

b.) The PAG-IBIG Fund is a program instituted by the government to provide housing loan
assistance and provident benefits. The membership to the program is mandatory.
c.) The company is mandated to match its employee’s monthly contribution with the amount
equivalent to two percent (2%) of the monthly compensation of each covered employee.
d.) PAG-IBIG offers its members the following benefits:
 Savings Program
 Multi-purpose Loan (MPL)
 Housing Loan (Expanded Housing Loan Program – EHLP)
 Livelihood benefits
e.) Withdrawal from the PAG-IBIG Savings after its maturity of 20 years. However, a member
who signs up under RA 7742 (Pag-Ibig Universal Coverage Law) shall be allowed partial
withdrawal after 10 to 15 years of continuous membership, provided he has no outstanding
loan with the fund.
f.) For lot purchase, the Fund has set PhP 150,000 as maximum loanable amount. For other
housing purposes, PhP 500,000 is the maximum loanable amount.

C. SOCIAL SECURITY SYSTEM

The company supports and abides by the policy of the government to establish, develop, and
promote a sound and viable social security suitable to the need of the people, which shall provide
to covered employees including their family’s protection against the hazards of disability,
sickness, old age, and death.

Guidelines for Applicability

a.) The Management shall observe all current benefits by SSS to a covered employee.;
b.) SSS provides the following benefits:
 Sickness
 Maternity
 Salary Loan
 Calamity Loan
 Stock Option Loan
 Disability
 Funeral
 Death
 Retirement
 Employee Compensation (EC)

D. PHILHEALTH

The company supports the government’s initiative to provide total medical service to covered
employees by adopting and implementing a comprehensive medical care plan based on the
corresponding health care program

Guidelines for Applicability

 a.) All current employees are covered
b.) Philhealth benefits can be availed only when there is centerization of at least 6 hours
c.) The program does not cover centerization resulting from normal delivery
d.) Philhealth benefits may vary with the type of healthcare facility and the nature of medical
services provided.
e.) To avail of the benefits, the employee must have at least three (3) months Philhealth
contributions prior to the confinement period.
f.) The Philhealth form duly signed by the designated Human Resources Personnel must be
submitted to the healthcare facility before the employee- patient is discharged. Otherwise, the
confined employee shall pay for the portion, which would have been paid by Philhealth.

E. EMPLOYEES COMPENSATION (EC)

The company shall also support the government’s initiative to promote and develop a tax-exempt
employee and their dependents, in the event of work-related disability or death, may promptly
secure adequate income benefits, and medical or related benefits

Guidelines for Applicability

a.) All current employees are covered.

b.) The EC Program pays for the days that an employee is unable to work due to a work-related
accident or illness. However, these benefits can be availed only when there is an approved
claim by SSS.
c.) No minimum contribution is required for as long as the employee is a member of SSS.
d.) Under the SSS Double Recovery Program, a work-related accident or illness could be
claimed as EC Benefit and as Sickness Benefit.
e.) The benefit under the EC Program are in the form of income and services and may consist of
the following
 Medical services, appliances and/ or supplies
 Rehabilitation services
 Temporary total disability
 Permanent total disability
 Permanent partial disability
 Death
f.) The employee, his dependents, or anybody on his behalf, shall notify the employer within
five (5) days from occurrence of the contingency.
 CHAPTER XI

PERFORMANCE APPRAISAL AND SALARY REVIEW

A. OBJECTIVE

Performance appraisal is a process of evaluating or reviewing the work performance and

capabilities of an employee. Employees must know what they have to do, how they are doing
their assigned tasks and how they feel about the job. Performance appraisal shall be used by the
company as basis for decisions on

a. Reclassification of the status of work standards are met by the employee.

b. Reassignment of Employees
c. Awarding of merit increase to deserving employees
d. Promotion to a higher position
e. Identification of training needs
f. Establishing better coordination and teamwork
g. Termination of an employee due to his consistent failure to meet the requirements of
the job assigned
h. Performance Incentive Bonus

A regular employee will receive a performance appraisal from his or her supervisor bi-annually.
It is based on the performance and attitude shown by a team member for a particular period. It is
also a vehicle to discuss job concerns and career development goals.

B. RATES OF PAY

1. Salary Policy

It is the company’s policy to establish a minimum and maximum salary range for each position
classification

1. Merit Increase

Increase in salary above the minimum step rate can be done in recognition of the outstanding
performance upon the recommendation of Supervisor/ Department Head. Evaluation is done
every six (6) months- January and July of the year or based on the recommendation of the
Department Head subject for the approval from the Executive Committee

3. Promotions
Whenever possible, competent employees are promoted to positions commensurate with their
abilities and proven performance. Eligibility for promotion depends on the employee’s
qualifications, performance, initiative and leadership qualities. Seniority alone shall never be the
sole basis for promotion.

1. Up-Grade (Grade Level) Promotion

g. The employee, upon recommendation of the Group Head/ Department

Head and approval from MANCOM and/ or the Executive Committee
shall be appointed to the promoted position on a temporary/ probationary
status for a period of 6-months.
h. Performance shall be evaluated on the 3rd and 5th months of the employee
being in the newly promoted position or designation.
i. An “Excellent” performance rating on the 3rd month may merit
confirmation to the position
ii. A “Very Good” performance rating on the 3rd month may merit
confirmation on the 5th month.
iii. A “Satisfactory” performance rating on the 3rd month shall require
another performance evaluation on the 5th month. Rank-and-file
employees must get at least a satisfactory rating on the 5 th month to
be regularized to the position and a “Very Good” rating for
Supervisors/ Managers/ Executive level employees on the 5 th month
may be confirmed as permanent or regular employees or upon
deliberation of the Management Committee.
i. Replacements for employees who are promoted on temporary status shall
assume the position as Reliever or Officer-in-Charge (OIC) to the post.
j. Upon confirmation of the promotion, the Reliever/ OIC may be classified
as necessary.
k. In case the promoted employee does not fulfill the requirements of the
new position or designation, the Reliever shall be given at least 30 days
of notice of the end of the Reliever Contract Agreement.
l. The Management and/ or Executive Committee shall have the authority
to approve promotions and the corresponding salary increases.

4. In-Grade (within grade level) Promotion

a. At the end of each rating period, the Human Resources Management
Department shall provide the Management Committee with the list of
employees who have met the requirements for this type of promotion.
b. The Vice President for Finance and CEO shall concur on the Annual
Salary Increase budget per employee.
c. The Management and/ or Executive Committee shall have the authority
to approve in-grade promotions and the corresponding salary increases.
5. Exclusions
a. An employee shall not have been given any promotional increases during
the last six (6) months.
b. An employee shall be qualified only to at least one promotional increase
for a year.
c. Any in-grade promotions due to an employee who has been given a
grade level promotion during the year shall be postponed for the
succeeding year.
 CHAPTER XII

SAFETY AND HOUSEKEEPING

The company intends to provide a safe and healthy environment and workplace for all its employees,
clients, stakeholders and visitors. The company strives to play a leadership role involving environmental
stewardship, health protection and safety standards and in its compliance with laws and regulations
relating to workplace health and safety.

The company adopts the following objectives in order to help meet its goal or providing a safe and
healthful work environment for all its employees, clients, stakeholders and visitors:
1. All work-related activities and tasks inside the company premises and compound shall be conducted
in accordance with environmental, health and safety regulations.
2. Employee exposure to chemicals and other health hazards shall be kept as low as reasonably
achievable. This goal shall be met by providing appropriate work practices, engineering controls and
personal protective equipment.
3. The company shall provide complete job safety instructions or orientation
4. The company shall inform its workers about the hazards associated with the work that they are
expected to perform.

A. ACCIDENTS

If any injury occurs to the employee on the job, no matter how slight, he/ she must report it
immediately to his/ her immediate superior and Department Head. Failure to report an injury could
affect the subsequent Employee Compensation Claim.

B. OCCUPATIONAL HEALTH SERVICES

The company ensures that occupational health services (clinic)are available during its business and
operational hours. The and shall have a part-time or full-time occupational health physician as one of
its personnel. Such occupational health physician shall perform the duties of an occupational health
physician.

C. GENERAL EMERGENCIES

Fire is ever – present, especially where electrical equipment is concerned. Employees are required to
familiarize themselves with the locations of fire extinguishers and building exits. This information
shall be pointed out during the employee’s orientation.

CHAPTER XIII

EMPLOYEE RELATIONS

Employee relations as the most important concern by the HMWCH Management, the creation of the
Grievance Committee shall be organized with a clear mandate to come up with clear guidelines that
would facilitate grievance handling across the organization.

I. OBJECTIVES

 `To create the Grievance/ Complaints Committee to properly manage and process
any employee related issues/ concerns and complaints
 To provide a direct channel of communication between employees and the
Management
 To enhance employee participation in decision-making
 To provide means for constructive cooperation between employees and the
Management.
  To study and discuss possible solutions to mutual problems affecting work relations.

II. COMMITTEE COMPOSITION

The committee shall be convened accordingly based on the criticality of the case/ complaint and
level of the employee involved; as follows:

A. If the respondent is a Rank-and-File employee, the composition of the grievance committee

is:

a.1. Committee Head – Division or Department Head of another department or division

a.2. Vice Committee Head – Human Resources Director
a.3. Members:

 One (1) Rank-and-file employee from another department/ division (voting)

 Department or Division Head where the employee is involved (non-voting)
 Department or Division Head of another department or division (voting)
 Systems and Methods Department representative (voting) OR an Audit Department
Representative

B. If the respondent is a Supervisor/ Officer/ Manager or an Executive-Level employee, the

committee composition shall be

b.1. Committee Head – Department Head of another Business Unit

b.2. Vice Committee Head- Human Resources Director
b.3. Members:

 Department Head of the concerned Business Unit/ Department/ Division

 Department Head of another Business Unit/ Department/ Division
 Systems and Methods Department representative (voting) OR an Quality Assurance
Department Representative

III. Grievance Committee’s Responsibilities

 The Grievance Committee is required to attend the hearings of employees accused of

violating the company policies and procedures.
 The Grievance Committee addresses the complaints and grievances aired by
employees either by communicating it with proper authority or resolving it with the
concurrence of the President or CEO.

IV. GRIEVANCE HANDLING

While complaints and grievances are inevitable in any organization, the company has wide array
of programs to minimize, if not to prevent the occurrences of complaints and grievances. In the
event however, that some valid issues become the subject of grievance, then the following steps
shall be observed to resolve them in the most conciliatory and amicable manner.

A. STEPS

1st Step- DEPARTMENT HEAD LEVEL

 The Department Head, upon officially taking cognizance of the grievance shall invite the
parties concerned to discuss the problem and will try to settle the problem within 2 days.

2nd Step – HUMAN RESOURCE MANAGEMENT LEVEL

If the Department Head has not satisfactorily settled the grievance, then either party may
bring the matter up to the Human Resources Department, who shall attempt to resolve it in 5
business days.

3rd Step – GRIEVANCE/ COMPLAINTS COMMITTEE

If the concerned parties are still unsatisfied with the Human Resources Department’s
resolution, then either party may elevate the matter to the Grievance Committee who shall
convene with the concerned parties and attempt to resolve the concern in 3 business days.

4th Step – MANAGEMENT AND/ OR EXECUTIVE LEVEL

Should the Grievance or Complaints Committee be unable to settle the issue, the concern may
be escalated up until the Executive Committee Level which shall be the final resolving body
and provide resolution in 2 business days.

It is the policy of the company to always maintain and enforce discipline to its entire dominion in order to
promote peace and foster harmony in the organization

A. OBJECTIVE

The company promulgates rules and regulations to:

a. Provide a safe and orderly working environment.

b. Serve as guide and regulate the employee’s conduct and behavior in the company.
c. Provide clear-cut guidelines in the administration of disciplinary cases to ensure fairness and
due process in the imposition of disciplinary actions.
Upon regularization, an employee is entitled to avail his accrued Leave Credits during the tenure of his
probationary period.

Disciplinary Actions herein provided are intended to prevent and correct rather than to punish
violators. The company applies such disciplinary action measures only when necessary and warranted
by the gravity and frequency of the offense.

B. COVERAGE

This Code of Employee’s Conduct shall be applied impartially to all employees regardless of rank or
employment status.

C. ADMINISTRATION

1. Application of Penalty

a. All Disciplinary Actions provided in this Code shall be implemented by the Department
Head concerned in coordination and consultation with the Human Resources after due
 investigation. In case of suspension or termination, the erring employee must be accorded
his rights under the constitution and the Labor Code. It is advisable that HRM Office is
always consulted for any disciplinary action that may be implemented to avoid biases and
prejudices and to ensure that actions are in accordance with company policies, rules and
regulations.
b. Offenses that are not specified in the list of rules and regulations, but may constitute
violations against work, rules and practices shall be decided on a case-to-case basis.
Management may impose disciplinary action that is not included on this code whenever it
may deem fit and necessary.

D. PROCEDURES

1. An Immediate Superior must initiate the process by drafting an Incident Report and must
submit it to the HR Team within 48 hours of the occurrence of the incident.

2. The HR Team will draft and issue a Notice to Explain (NTE) to the employee/s involved

3. The employee assumed to have committed a violation shall be given the opportunity to
explain his/her side in writing within 120 business hours upon receipt of the NTE.

His/her immediate superior evaluates the nature of the violation and requires him/her to
explain in writing within a given period of time, this is the Notice to Explain. In all cases
industrial “due process” must be observed.

4. The employee, upon receipt hereof, shall submit his/her written explanation to his/her
immediate superior within 120 business hours. This notice to Explain is not a
Disciplinary Action and is only used as part of gathering facts and evidence that may be
helpful in imposing appropriate action.

5. The immediate superior together with the department head shall conduct an impartial and
thorough investigation. The investigation must be in writing to form part of the record of
the case. After having ascertained all relevant facts, the immediate superior recommends
the appropriate action to The HR Team for the evaluation of the offense.

6. If evidences are strong, The HR Department may call for a hearing. In recommending the
appropriate disciplinary action, the following factors must be taken into consideration:
a. Gravity of the offense
b. Extent of guilt
c. Previous record of employee thru 201 files, and among others
7. A memorandum of disciplinary action from HRM Office shall be served through the
immediate superior (who shall sign the same), to the employee who shall be required to
acknowledge receipts of the notice in three (3) copies:
a. Original – employee
b. Duplicate – HRM Office/201 file
c. Triplicate – originating department

8. All cases involving possible damages to the company’s property or finances, pilferage or
theft of company property or other criminal offenses shall be coordinated with Security
and the Legal Department and to the erring employee’s Immediate Superior. The
employee shall then be placed on preventive suspension once the continuous presence of
 the employee poses a concrete threat or danger to the company’s employee’s visitors,
clients, property and/ or finances.
a. Suspended employees shall be prohibited from entering the company premises.
However, if there is an emergency matter that requires the suspended employee
to enter the company premises, a clearance must be secured from the Human
Resources Department and Legal Team.

E. DOCUMENTATION AND RECORDING

All document/ memoranda/ notices and the like pertaining to the violations committed by the
employee by the subsequent disciplinary action taken must be forwarded to the Human Resources
Team for inclusion in his/ her 201 File.

F. APPEAL PROCEDURE

1. In the event that an employee is not satisfied with the decision rendered, the employee
may seek appeal with his Immediate Superior through writing within 48 hours of receipt
of the Decision Memorandum. If the Immediate Superior stands firm with his decision
then the employee may elevate the matter to their Department Head.

2. Should the employee feel dissatisfied with the action taken by the Department Head, the
employee may seek appeal with the Human Resources Team. The Human Resources
Team shall attempt to settle to the satisfaction of the concerned employee. Otherwise, the
erring employee may seek appeal with the Management and/ or Executive Committee
whose decision will be final without prejudice to the employee’s recourse to possible
conciliatory remedies such as voluntary arbitration.

CHAPTER XIV

EMPLOYEE DISCIPLINARY POLICY

1.0. Objectives

1.1. To define the Company Rules and Regulations promulgated for the guidance of and
compliance by all employees of the Company.
 1.2. To establish a disciplinary procedure built on equity in line with the principle of
natural justice.

2.0 Definition of Terms

2.1. The Company pertains to HMWCH.

2.2. Employee means all persons, including probationary and contractual/casual

employees, under the employ and in the active payroll of HMWCH.

2.3. Employee Discipline is the practice of good conduct or the employees act
in accordance with the rules and regulations of the Company.

2.4. Due Process is a systematic and equitable course of administrative action designed
to assure every employee being subjected to disciplinary proceedings of ample
chance to be heard in his defense as required by law.

2.5. Company Premises mean all landholding and other properties owned or rented by
HMWCH. It covers the working area occupied by employees on company business or
acting in behalf of HMWCH.

2.6. Company Property means all landholdings, machines, tools, equipment, vehicles
and other properties owned by the Company.

2.7. Profane Language means any use of vulgar words, phrases or signs uttered or done
with malice, irreverence or contempt.

2.8. Insubordination means refusal to obey any lawful order or instructions of superiors

2.10. Intoxicated means affected by or as if by alcohol.

2.11. AWOL or Absence Without Official Leave is when an employee goes on absent
from work without securing prior expressed approval from his/her superior(s).

2.12. Prohibited Drugs means any drugs or chemical preparation, whether natural or
synthetic, with the physiological effect of a narcotic, stimulant or hallucinogenic drug,
which may be habit forming. Included herein are those classified under the Dangerous
Drug Act (RA 6525 as amended) as “regulated drugs” such as self-inducing sedative
hypnotic drugs.

2.13. Deadly Weapon means any object or firearm, which is likely to produce bodily
harm or death.

2.14. Dishonesty means any act of lying, defrauding, concealment or deception.

2.15. Offense means any act or omission in violation of the Company Rules and
Regulations.

3.0. Implementing Guidelines

c. General Policy

i. The Company considers the maintenance of the utmost level of discipline of

all employees as a matter of fundamental importance in providing
harmonious working atmosphere in The Company.
ii. All employees are expected to observe and respect The Company Rules and
Regulations. Such rules are necessary to ensure that the rights and interests of
The Company and its employees are protected and proper working
environment is maintained,
iii. Violation of any provision of The Company Rules and Regulations
constitutes ground for Disciplinary Action and will subject the employee to
penalty prescribed in each type.

d. Company Rules and Regulations

i. The schedule of The Company Rules and regulations are set for the guidance
of and compliance by all employees. The schedule of offenses and penalties
are meant not to be punitive but corrective measures and the Management
shall ensure that the administration of Disciplinary Actions is always
justified and reasonable.
ii. The following offenses are classified accordingly depending on the degree of
violation:

1. TYPE A OFFENSES

a. Stealing against The Company, its employees, clients,

visitors and/ or stakeholders

b. Commission of any crime of any offense that involves threat

to life by the employee against a person of his/ her employer
or any immediate member of the employer’s family or
representative

c. Falsification of Company records, forms or any document in

which the Company has interest

d. Malversation of misappropriation of Company funds or

money,

e. Fraud or willful breach by employee of the trust reposed to

him/ her by his/ her employer or representatives.

f. Disclosure or divulging The Company’s classified

information to outside parties. Leakage of vital information
such as but not limited to processes, formulae, trade secrets,
vendor’s competitive bids and/ or any other information
which The Company deems as classified.

g. Unauthorized withdrawal of a co-employee’s salary through

deceit or misrepresentation.
 h. Misrepresentation or concealment of material fact during the
employment application process.

i. Falsely representing oneself as an agent or representative of

The Company or any of its departments, agencies,
subsidiaries or business units.

j. Engagement in another job or other business activities in

conflict with The Company’s business interest.

k. Deliberately damaging The Company, co-employee’s or

Company visitor/s’ property.

l. Absence without Official Leave for more than fifteen (15)

days.

m. Introducing, sale, possession, or bringing of any prohibited

drugs or substances in The Company premises.

n. Unauthorized possession or discharge of firearms, explosives

or any deadly weapon of any nature in The Company
premises

o. Proven drug addiction or utilization of prohibited drugs or

substances.

p. Substituting Company-owned materials tools or equipment.

q. Intentionally attempting to cause/ Causing injury to another

person on working time or within The Company Premises.

r. Unauthorized use of vehicles, equipment, and/ or any other

Company property resulting to physical injury or property
damage to a third party.

s. Failure to abide by safety and security regulations resulting

to Company losses, major damage of properties or serious
injury of another person.

t. Attempt to commit or committing any crime against chastity

while in company premises or at job sites or committing any
act constituting immorality of such scandalous proportions
as to offend the moral sensibilities of the community

u. Any immoral act by the employee either by himself or with

another person; including but not limited to sexual
harassment committed within company property or premises
or job sites or during company activities.

2. TYPE B OFFENSES
 a. Attempting to steal against The Company, its employees,
clients, visitors or stakeholders.

b. Attempting to damage Company, co-employees, clients,

stakeholders or The Company’s visitor’s property that may
result to major damage or serious losses.

c. Negligence or carelessness committed during working time

or within The Company premises resulting to personal injury
or damage to the Company or to third parties, or causing
expenses to be incurred by the Company.

d. Actual fighting or creating a serious scandalous situation

within Company premises.

e. Inducing, coercing or intimidating other employees not to

tender to their usual work or overtime.

f. Offering or accepting bribes, personal favors or anything of

value in exchange for preference or for better considerations
g. Making statements tending to destroy, besmirch, tarnish,
malign or lower the reputation of the Company either
directly, indirectly or through an allusion verbally, non-
verbally, online or via any of the Social Media Platforms
such as but not limited to Facebook, Twitter, Instagram,
Reddit.
h. Spreading of malicious or baseless rumors that affect
employees’ morale such as, but not limited to possible
layoffs, bankruptcy,
i. Deliberate slowing down, hampering and/or restricting
output or inducing or encouraging others to do the same.
j. Direct or indirect participation or involvement in any
unauthorized transaction involving any person or any firm
where such participation is deemed improper or undesirable
in the interest of the Company.
k. Evading responsibility, giving false testimony or
introduction of falsified evidence in any Company
investigation or inquiry conducted by the same.
l. Acts of Lasciviousness during working hours or within the
Company premises.
m. Drinking of alcoholic beverages during working hours or
within the Company premises.
n. Failure to abide by safety and security regulations resulting
to serious damage or injury to another person.
o. Forcible Entry
p. Gambling within the Company premises

3. TYPE C OFFENSES
a. Failure to comply with official orders and/ or Company
directives and/or perform regular assigned duties or specific
instructions related to the employee’s duties.
b. Promoting and taking part in any lottery and other illegal
game of chance during working hours or within Company
premises.
c. Insubordination, discourtesy or disrespect to the employer or
his/her representatives, employees or refusal to the lawful;
authority or supervisory or managerial employee.
d. Discourtesy or disrespect to the Company’s employees,
clients, stakeholders or visitors.
e. Threatening, coercing, intimidating, or instigating a fight
with a fellow employee
f. Timing in or out for another employee or requesting another
employee to time in or out for him/her.
g. Exhibition or distribution of pornographic materials or
committing immoral conduct.
h. Unauthorized entry in restricted areas or assisting or
allowing unauthorized person to enter or loiter within the
Company premises or working areas.
i. Unauthorized withdrawal or intentional misplacement of
Company records or documents or gross negligence resulting
in the loss of the same in which the Company has interest.
j. Unauthorized holding of meetings or caucuses or forming
associations or organizations on Company’s time or within
Company’s premises
k. Failure to abide by safety and security regulations resulting
to minor damage or injury to another person.
l. Vandalism or deliberate defacing of Company property.
m. Concealing serious and/or contagious disease/s which may
endanger himself or another employee/s.
n. Sale, possession, or bringing in the Company premises any
alcoholic or intoxicating beverage.
o. Reporting for work while intoxicated or under the influence
of liquor.
p. Posting unauthorized notices, circulating memoranda and
other forms of reading materials without written permission
or approval.
q. Erasing, changing, smearing or tampering of any poster,
bulletin, or notice posted by the Company.
r. Evading responsibility or misleading an investigation
s. Utilizing company time and materials for personal use.
t. Failure to report to the Company within 48 business hours or
intentionally concealing the occurrence of loss, spillage,
wastage, defect or damage to the Company properties which
directly results in prejudice to the Company.
u. Knowingly furnishing false, misleading or inaccurate data or
information to a person duly authorized to receive the same,
arising out of the employee’s failure to discharge his/ her
 duty to make proper research or verification, which such act
causes prejudice to the Company.

4. TYPE D OFFENSES

a. Absence without Official Leave (AWOL) for six (6) to

fifteen (15) days.
b. Sleeping during working hours
c. Soliciting or collecting signatures or contributions for any
purpose whatsoever in the Company premises without
permission from the Company.
d. All other acts of dishonesty, which cause or tend to cause
prejudice to the Company.
e. Intriguing against another employee which causes dishonor,
discredit or contempt upon the latter.
f. Malingering or feigning illness to avoid doing of assigned
work.
g. Engaging in any form of money peddling activity inside the
Company premises for profit.
h. Discourtesy or disrespect to co-employees
i. Unauthorized possession, use of tools, office or production
equipment and other Company properties.
j. For employees with company-issued cars: Failure to abide
by road regulations using company-owned vehicles resulting
to injuries and/ or damage to the said company property I.e.,
company vehicle

5. TYPE E OFFENSES

a. Absence without Official Leave (AWOL) for less than 6

days.
b. Failure to abide by safety and security procedures and
requirements such as personal protective equipment, devices,
hazardous materials suit and the like.
c. Prolonging breaks or failure to report back to the designated
work stations on time after break or meal periods.
d. Refusal to submit to reasonable inspection conducted within
the Company premises by authorized Company Security
Personnel.
e. Smoking within Company premises
f. Leaving work area at working time; loitering, loafing
g. Using, uttering or saying profane, indecent, abusive,
derogatory, and/ or indecorous words or language against co-
employees or anyone during working hours or within the
Company premises.
h. Vending or peddling any type of goods during working
hours or within Company premises without prior permission
from the Management of the Company.

6. TYPE F OFFENSES
 a. Improper use and care of Company facilities and other
properties.
b. Failure to inform the Human Resources Team within 30
calendar days of any change in civil status, address and
additional dependents.
c. Failure to wear prescribed uniform or dress code/ wearing of
improper attire.
d. Creating or contributing to the uncleanliness and poor
sanitation/ housekeeping such as spitting, urinating or
littering within company premises
e. Failure to log-in or log-out/ clock-in or clock out
f. Frequently entertaining personal visitors during working
hours
g. Engaging in lengthy discussions not related to the job which
hampers one’s and other’s work performance during
working hours.
h. Unexcused tardiness

e. Application of Penalties

i. The cumulative violation of any Type D, E, and F Offenses is subject to a

sliding 12-month limitation or cleansing period; Type C, 3 year sliding
period and Type B, 5-year sliding period. A repeat violation of a rule
previously committed under the aforementioned types shall consider the
penalty more severe than the previous offense.
ii. The corresponding penalty to the offender depending on the degree or
classification of any offense committed and the frequency of commission are
as follows:

TYPE A 1st Offense Dismissal

TYPE B 1st Offense Suspension 30 days without pay

nd
2 Offense Dismissal

TYPE C 1st Offense Suspension (6 days without pay)

2nd Offense Suspension (30 days without pay)
3rd Offense Dismissal

TYPE D 1st Offense Suspension (6 days without pay)

2nd Offense Suspension (15 days without pay)
3rd Offense Suspension (30 days without pay)
4th Offense Dismissal

TYPE E 1st Offense Written Warning

nd
2 Offense Suspension (3 days without pay)
3rd Offense Suspension (6 days without pay)
4th Offense Suspension (15 days without pay)
5th Offense Suspension (30 days without pay)
6th Offense Dismissal

TYPE F 1st Offense Verbal Warning

 2nd Offense Written Warning
3rd Offense Suspension (3 days without pay)
4th Offense Suspension (6 days without pay)
5th Offense Suspension (15 days without pay)
6th Offense Suspension (30 days without pay)
7th Offense Dismissal

iii. Penalties shall be imposed immediately when the employee is proven to be at

fault. However, if offense/s transpire/s before the end of the year, the
imposition of penalties may be carried over the following year.

iv. When a single act constitutes two (2) or more offenses under any type, when
an offense is a necessary means for committing the other, the penalty for the
more or most serious offense shall be imposed.

v. The proper penalty leading to suspension or dismissal shall be recommended

and imposed by the Section or Department Head after conducting the
investigation or hearing on the matter, subject to the approval of the
Management and/ or Executive Committee.

vi. Any misdemeanor prejudicial to the interests of the Company (constitutes

against established work rules, regulations and practices) or an employee, not
specifically included in the schedule of the Company Rules and Regulations
shall also be acted upon and punishable. The penalty to be imposed
depending on the gravity of the offense shall be decided upon by the
Management.

vii. If the penalty of an offense warrants dismissal, the employee under

investigation may be placed under Preventive Suspension if his or her
continued presence or employment in the company poses a threat to the life,
property, or finances of the employee or the Company.

viii. The Company reserves the right to penalize undescribed offenses as it deems
fair under the circumstances, considering the record of the employee and he
nature and gravity of the infractions.

ix. Any violation of the Company Rules and Regulations must be reported by
the Immediate Superior. The Immediate Superior shall be held equally liable
should he/ she fail to report any violation of his direct report/s within 28
business hours of the occurrence of any violations.

f. Standard of Due Process

i. In all cases of penalty imposition, the following standards of due process

shall be substantially observed:

1. A written notice served on the employee specifying the ground(s) for

Disciplinary Action and giving to the said employee reasonable
opportunity within which to explain his or her side (providing
Employee Notice to Explain Form)
 2. A join investigation conducted by the Human Resources Team and
the Immediate superior to prove if the employee is at fault or not.
During the inquiry the employee may ask the assistance of an
external legal counsel if he or she so desires, given the opportunity to
respond to the charge, present his or her evidence or rebut the
evidence presented against him/ her; and

3. A written notice of Disciplinary Action served on the employee

indicating that upon due consideration of all the circumstances
grounds have been established to justify his/ her punishment

g. Types of Offenses

i. Minor Offenses are those violations of the Company Rules and Regulations
that are unacceptable, but for which the employee will only be served a
Verbal Warning or Written Reprimand for the violation.

ii. Major Offenses are those willful or deliberate violations of the Company
Rules and Regulations that are unacceptable but for which the employee will
be suspended or dismissed from the company.

h. Types of Disciplinary Action

i. Verbal Warning

The Immediate Superior counsels the employee following the commission of

offense in an effort to make the erring employee understand the proper conduct
and work behavior. For reference purposes, verbal warning shall be recorded and
filed in the Employee’s 201 File.

ii. Written Warning/ Reprimand

The employee receives a written notice of Disciplinary Action following the

repetition of minor offense(s) previously committed. The purpose of written
reprimand is to make certain that the employee is fully aware of the misconduct
he/ she has committed thereby enabling the employee to avoid a recurrence of the
offense

iii. Suspension

An employee receives a written notice of Disciplinary Action following the

commission of a major offense or further repeated minor offenses. Disciplinary
suspension denotes the number of days whereby an employee will temporarily be
detached physically from work without pay. The purpose of suspension is to
assure that the employee understands

iv. Dismissal
 An employee is dismissed i.e., his/ her employment with the company is
terminated as the result of committing of a Type A Offense or the final step in the
accumulation of Minor to Major Offense.

i. Procedures for Handling Misconduct for All Types of Violations

i. Occurrence
ii. Drafting of the Incident Report by the Immediate Superior of the erring
employee.
iii. Department or Division Head conducts verification and investigation
iv. Preparation of the following

1. Incident Report
2. Notice to Explain (NTE)

v. Sending of the signed Incident Report and Notice to Explain to the Human
Resources Team
vi. The Human Resources Team acknowledges the receipt of the NTE and sends
it back to the Department or Division Head concerned
vii. The Department or Division Head serves the NTE to the erring employee
viii. The Human Resources Team upon receipt of the NTE conducts proper
investigation.
ix. The Human Resources Team imposes Disciplinary Action or Memo on
Exoneration, whatever the outcome may be. Note: A one- business week
timeframe shall be observed from the occurrence to the NTE being received
by the erring employee whereby the erring employee shall be given 24
business hours to explain.
x. The Human Resources Team shall release a triplicate copy of the Notice of
Disciplinary Action for the implementation: (1) First Copy – Erring
Employee, (2) Second Copy – Employee’s Immediate Superior and (3) Third
Copy – 201 File
xi. Any violation of the Company Rules and Regulations shall be recorded by
the Human Resources Team for reference.
xii. The employee must surrender his/ her ID card and other company properties
in his/ her possession. These shall be returned to the employee upon his
return to work at the expiration of his/ her suspension.
xiii. The Human Resources Team shall record the effectivity of the employee’s
suspension for payroll computation.
xiv. If the employee is dismissed the Human Resources Team shall assist the
employee in completing his/ her separation requirements including the
clearance certificate and separation benefits, if any.

j. Administration of Employee Discipline Policies and Procedures

i. The Human Resources Team shall be responsible for the review of the
policies with view of updating the same when necessary. The Company
reserves the right to revise, modify, amend or otherwise change the
provisions of the Company Rules and Regulations herein set forth as
circumstances may warrant.
 ii. All Disciplinary Actions (Written Warning, Suspension, Dismissal) imposed
on an employee shall be kept in the Employee’s 201 File.

iii. If the offender is a Manager or an Executive – level employee, the Human

Resources Team shall refer the case to the Management or Executive
Committee for decision – making.

CHAPTER XV

IMPLEMENTING GUIDELINES FOR REPUBLIC ACT 7877

(The Anti-Sexual Harassment Act of 995)

1. POLICY STATEMENT

The HMWCH believes in and upholds the human dignity of all its employees. As such, it adheres
strictly to a working environment where all employees respect one another and behave in
accordance with the highest ethical standards. It therefore, commits itself to the implementation
of R.A. 7877, The Anti-Sexual Harassment Act of 1995.

2. IMPLEMENTATION
2.1. Definition of Terms

As the company is a work-related, employment and training environment, the following term
shall mean and be understood as indicated below

Sexual Harassment – is defined as a n unlawful act, committees by an employer, employee,

officer, supervisor, agent of the employer, or any other person who, having authority,
influence or moral ascendancy over another on a work or training environment, demands,
requests or otherwise requires any sexual favor from the other regardless of whether the
demand, request or requirement for submission is accepted by the object of the said act.

2.1.1.In a work-related or employment environment, sexual harassment is committed

when:

2.1.1.1. The sexual favor is made as a condition in the hiring or in the

employment, re-employment or promotion of the said individual, or in
granting the said individual favorable compensation, terms conditions, or
privileges, or the refusal to grant the sexual favors resulting in limiting,
segregating or classifying the employees which in any way would
discriminate, deprive or diminish employment opportunities or otherwise
adversely affect the said employees.

2.1.1.2. The above acts would impair the employee’s rights or privileges under
existing labor laws; or
2.1.1.3. The above acts would result in intimidating, hostile or offensive
environment for the employee.

2.1.2.In a training-related environment, sexual harassment is committed;

2.1.2.1. Against one who is under the care, custody or supervision of the
offender;
2.1.2.2. Against one whose education, training apprenticeship is entrusted to the
offender;
2.1.2.3. When the sexual favor is made a condition to the giving of the payment
of a stipend, allowance or other benefits, privilege or conditions or
2.1.2.4. When sexual advance result in an intimidating, hostile or offensive
environment for the trainee or apprentice.
2.1.2.5. The following may be considered FORMS OF SEXUAL
HARASSMENT

 Preferential attention, dropping of a case, employment and others in

exchange for sexual favor
 Malicious touching of the sensitive parts of the body
 Threats which are sexual in nature
 Actual sexual assault
 Persistently telling smutty jokes/ constant talk of sex or sexual
innuendos directed to a particular person
 Displaying offensive pictures or publication
 Asking intimate questions regarding sexual activities
 Making offensive hand or body gestures
  Making obscene phone calls inside and/ or outside the company
premises
 Directing or inducing another to commit any act of sexual
harassment as herein defined, or who cooperates in the commission
thereof by another without which it would not have been committed
shall also be liable under these rules. Penalty shall likewise be
imposed on the person who employed inducement or cooperated.
 Other related acts which may create an environment of sexual
harassment

Any person who directs or induces another to commit any act of sexual harassment as herein
defined who cooperates

2.2. Place of Commission

Sexual harassment may be committed in any work environment. It may include but is not
limited to the acts of sexual harassment committed:
a.) Within or outside the work premises
b.) In the course of work assignments or course assignments outside the work premises
c.) During work0related or training-related conferences, seminars, studies or sessions;
d.) During work-related or training – related travel

2.3. Committee on Decorum and Investigation of Cases on Sexual Harassment

2.3.1.Composition of the Central Committee on proper Decorum and Investigation of
cases on Sexual Harassment

The committee shall be composed of the following:

 Chairperson – Vice President from any Business Unit
 Co-Chairperson – Vice President for Human Resources Corporate Strategy
 Members – Department Head of the Complainant
Department Head of the Respondent
Two (2) rank-and-file employees

2.3.2.Functions of the Committee

2.3.2.1. To conduct meetings as the case may be, with officers and employees, to
increase understanding and prevent incidents of sexual harassment
2.3.2.2. To conduct the investigation of and hear alleged cases constituting sexual
harassment.
2.3.2.3. To prepare and submit reports with corresponding recommendation for
the decision of the President and CEO.

3. PROCEDURE FOR INVESTIGATION AND RESOLVING SEXUAL HARASSMENT

AND RELATION COMPLAINTS

3.1. Complaint

3.1.1.All complaints will be filed at the office of the HR Vice President for. The central
committee in the Proper Decorum and Investigation may investigate, hear and
resolve the case en banc or the chairman may create a sub-committee from among
 its members the composition of which shall depend on the person of the
Complainant and the Respondent which shall in no case be less than three (3)
members.

3.1.2.The complainant must be in writing affidavit format signed and sworn to nu the
complainant. However, it must contain the following:

 The full name, profession/ position, and home address of the Complainant
 The full name, profession/ position and home address of the Respondent
 A specification of the charge or charges
 A brief statement of the relevant and material facts

When a complainant is not under oath, the Complainant shall be summoned by

the Committee to swear to the truth of the allegations in the complaint. Failure of
the Complainant to do so, shall be ground for non-cognizance of the complaint.

3.1.3.In support of the complaint, the Complainant shall submit his/ her evidence
including affidavits of witnesses.

3.1.4.When the complaint is vague or too general, the Human Resources Team may
require the Complainant to specify the acts complained of as sexual harassment in
writing within five (5) business days from receipt of the notice. Otherwise, the
complaint shall be dismissed.

3.1.5.In the case where the complainant withdraws, the committee shall make a report
that the complainant has withdrawn from the case. This will then be submitted to
the Human Resources Team for proper action. A withdrawal of the complaint made
or filed at any stage of the proceedings does not preclude the committee from
proceeding with the investigation of the case.

3.1.6.The Human Resources Team shall serve the complaint and the other evidences to
the Respondent within five (5) working or business days from receipt thereof.

3.2. Answer

3.2.1.Answers shall be filed within ten (10) working days from the receipt of the
complaint may be granted extension of five (5) additional working days on
meritorious grounds.

3.2.2.The answer shall be in writing, signed and sworn to by the Respondent, and copy
furnished the Complainant. No particular form is required but it is sufficient if the
answer contains a specific admission or denial of the charge or charges and a
statement of the relevant facts constituting the Respondent’s defense.

3.2.3.In support of the answer, the Respondent shall submit his evidence including
affidavits of witnesses.

3.2.4.Failure of the Respondent to file an answer or to appear in the investigation shall be

construed as a waiver to present evidence in his behalf. On the basis of evidence
and pleading submitted, the Committee shall then resolve the case.
 3.3. Reply

3.3.1.The Complainant may file within five (5) working days from the receipt of the
answer.

3.4. Preventive Suspension

3.4.1.The Committee may recommend for the suspension of the Respondent for no more
than 30 days pending an investigation, if there are strong reasons to believe that he/
she is guilty of the charges which would warrant his/ her termination.

3.4.2.When the case against the respondent under preventive suspension is not finally
decided after such period to the decision, evidence is found to be insufficient, the
suspension may be lifted, even before the period thereof has expired. Provided that
the delay in the disposition of the case is not due to the Respondent’s fault,
negligence or petition, the period of suspension shall remain unaffected.

3.5. Hearing

3.5.1.The Committee shall conduct a hearing not later than seven (7) working days before
the date thereof, specifying the time, date and place of hearing.

3.5.2.The parties and their respective witnesses shall be notified of the scheduled hearing
at least three (3) working days before the date thereof, specifying the time, date and
place of hearing.

3.5.3.Either party may require the attendance of witnesses and the production of
documentary evidence in his favor thru the compulsory processes of subpoena or
subpoena duces tecum.

3.5.4.Either party may seek help from the services of an external legal counsel.

3.5.5.No postponement shall be granted except on meritorious cases.

3.5.6.All documentary evidences shall be submitted for whatever value they may have
and shall be attached to the record of the case.

3.5.7.The parties may be required to submit their respective memoranda within ten (10)
working days after the hearing of the case

3.5.8.Confidentiality must be observed while in the course of investigation

4. PRESCRIPTIVE PERIOD

4.1. Any complaint of sexual harassment must be filed within six (6) months from the date of
the commission; otherwise it shall forever be barred.

CHAPTER XVI
 EFFECTIVITY CLAUSE

A. This policy supersedes the Company Rules and Regulations previously issued and all other
previously issued and all other previously promulgated Company Rules inconsistent with its
provisions; otherwise, those rules that are not inconsistent herewith, shall supplement this Policy

B. In the event of any inconsistency between the provisions of this Employee Handbook and any
policy contained in a Memorandum or written instructions issued by the Company, the provisions
of the Memorandum or written instructions shall prevail, unless such memorandum or written
instructions, unless such Memorandum or written instructions is expressly superseded or repealed
by another subsequent Memorandum or issuance in which case the latter shall prevail.

C. This Employee Handbook that contains the HMWCH Policies and Procedures shall take effect on
08 February 2020, Iloilo City, Philippines

Prepared by:

RALPH CHRISTIAN D. BENEDICTO, RN, CLSSGB

Director, Human Resources

Noted:

FE V. ROBLES MA. LOURDES ELSA B. VILLALUZ

Hospital Administrator Director, Finance

REX A. QUILLA, RN, RM, MAN GIOVANNIE DE LOS REYES

Director, Quality Assurance Chief of Hospital

Approved:

MARIA ROSARIO S. LOPEZ MARY THERESE L. SABELLANO

Chief Executive Officer President

CHAPTER XVII
EMPLOYEE RECEIPT AND ACCEPTANCE

I hereby acknowledge receipt of the HMWCH Employee Handbook.

I understand that it is my continuing responsibility to read and know its contents. This handbook
describes important information about HMWCH. However, I understand that if I have questions or
concerns about the handbook and the standards/code of conduct, I should consult immediately my
supervisor, my manager, or the Human Resources Department for clarification.

Furthermore, I acknowledge that the HMWCH Employee Handbook is neither a contract of employment
nor an evidence of employment. I understand that it is my responsibility to comply with the policies
contained in the HMWCH Employee Handbook and any revisions made to it.

Finally, I understand and agree that nothing in the HMWCH Employee Handbook creates, or is intended
to create, a promise or representation of continued employment. I have read and understood, and I
expressly agree to all of the above. I have also read and understood the HMWCH Employee Handbook. I
agree to return the HMWCH Employee Handbook upon termination of my employment.

Signature : ___________________________________________

Print Name : ___________________________________________

Date : ___________________________________________

CHAPTER XIX
CONFIDENTIALITY AND PLEDGE

While working for the HMWCH, any information about the HMWCH – its officers, employees, and
patients – that an employee learns and that is not otherwise publicly available constitutes confidential
information.

Employees may not disclose confidential information to anyone who is not employed under HMWCH or
to other persons employed by HMWCH who do not need to know such information in rendering services.

Disclosure, distribution, electronic transmission, or copying of HMWCH’s confidential information is

prohibited. Any employee who discloses confidential Q HMWCH information will be subject to
disciplinary action (including possible separation or legal action), even if he or she does not actually
benefit from the disclosure of such information.

I understand the above policy and pledge not to disclose confidential information.

Signature : ________________________________________

Print Name : ________________________________________

Date : ________________________________________

Please sign and give one (1) copy to the Human Resources Department.