Philippine HR Policy Manual Sept 8 2004

IIRR
HSO Construction Corporation
HUMAN RESOURCE POLICY MANUAL
October 29, 2020

TABLE OF CONTENTS
Chapter 1 – Company Profile
Sec. 1. Vision, Mission, Values and Principles 1

Sec. 2. History of the Company 1
Sec. 3. The Board of Directors 2
Sec. 4. The Organizational Structure 2
Chapter 2 – Parameters of the Manual
Sec. 1. Institutional Goal of Human Resource Management 3

Sec. 2. The Human Resource Policy Manual 3
Sec. 3. Manual Maintenance 3
Sec. 4. Policy Administration 3
Chapter 3 – Employment
Sec. 1. Recruitment Policies 4

Sec. 2. Categories of Job Posts 4
Sec. 3. Temporary/Casual Employees 5
Sec. 4. Relatives 5
Sec. 5. Job Descriptions 5
Sec. 6. Requisition for New and Vacant Staff Posts 6
Sec. 7. Staff Recruitment 6
Sec. 8. Selection Process 6
Sec. 9. Pre-employment Requirements 7
Sec. 10. Staff Appointments 7
Sec. 11. Staff Orientation and Job Induction 8
Sec. 12. Appointment of Consultants and Service Contractors 9
Sec. 13. Staff Transfer 10
Sec. 14. Promotion 10
Sec. 15. Appointment of Officer in Charge 11
Sec. 16. Administration of Employment Contracts 11
Sec. 17. Change of Duty Station 12
Sec. 18. Separation from Employment 12
Sec. 19. Separation Procedures 13
Chapter 4 – Duties and Obligations
Sec. 1. Policy Guidelines on Employee Conduct 15

Sec. 2. Disciplinary Measures 15
Sec. 3. Administrative Guidelines 17
Sec. 4. Grievances 18
Sec. 5. Outside Activities and Interests 19
Sec. 6. Clearance of Paper, Publications and Others 19
Sec. 7. Gifts and Favors 19
Sec. 8. Confidentiality, Copyrights, Patents, and Royalties 19
Sec. 9. Hours of Work 20
Sec. 10. Absence from Work 21
Sec. 11. Decorum at the Workplace 21
Sec. 12. Official Holidays 22
Sec. 13. Income Taxes 22
Revised draft of August 5, 2004 1

Chapter 5 – Entitlements
Sec. 1. Salary Policy 23

Sec. 2. Salary Administration 23
Sec. 3. Overtime Pay 23
Sec. 4. Compensatory Time off 24
Sec. 5. Group Life and Personal Accident Insurance 24
Sec. 6. Health Care Benefit 24
Sec. 7. Vacation Leave 25
Sec. 8. Medical/Sick Leave 25
Sec. 9. Maternity Leave Benefit 26
Sec. 10. Paternity Leave 26
Sec. 11. Emergency/Compassionate Leave 27
Sec. 12. Leave without Pay/Extended Leave 27
Sec. 13. Statutory and Other Legally Mandated Benefits 27
Sec. 14. Retirement/Provident Plan 28
Sec. 15. Vehicles 30
Sec. 16. Cash Advance 31
Sec. 17. Supplemental Allowances 31
Chapter 6 – Staff Development
Sec. 1. Staff Development Policy 32

Sec. 2. Staff Education and Training 32
Sec. 3. Short Courses 33
Sec. 4. Service Period Upon Completion of Staff Development Activities 33
Chapter 7 – Staff Performance Assessment
Sec. 1. Staff Performance Assessment Policy 35

Sec. 2. Mechanics of Staff Performance Assessment 35
Chapter 8 – Official Travel
Sec. 1. Travel Authorization 36

Sec. 2. Travel Allowances 36
Sec. 3. Liquidation of travel Expenses 36
Sec. 4. Professional Meetings and Organizations 37

CHAPTER 1
COMPANY PROFILE
Section 1: Vision, Mission, Values and Principles
1. Vision
2. Mission
It is our mission to be the safest, most efficient, quality producing contractor
in engineering and construction industry. We will achieve this through
knowledgeable, accountable, well trained employees who are dedicated to
safety and quality and by maintaining a productive well maintained and state-
of-the-art fleet of equipment. We will focus on building and maintaining long
term relationships with our customers and suppliers by following open lines of
communication, honesty, fairness and consistency.
3. Values
We are HSOCC. We are Honest, Service-Oriented, Competent and
Compassionate.
4. Principles
H – Hiring right people with the right skills to right positions

S – Strengthening sense of community within the team
O – Optimizing resources for impactful service
C – Creating opportunities to stimulate creativity and innovations
C – Committing to improve employee’s quality of life
Section 2: History of the Company
Section 3: The Board of Directors
Section 4: The Organizational Structure
HSOCC Human Resource Policy Manual 1

CHAPTER 2
PARAMETERS OF THE MANUAL
Section 1: Institutional Goal of Human Resource Management

1. In accordance with the HSOCC’s strategic plan, the goal of Human Resource
Management is to manage, develop and recruit the human resources
necessary to meet the needs of HSOCC in a manner that realizes the full
potential of its personnel. HSOCC is committed to strengthening its human
resources by formulating and implementing policies and systems that address
personnel concerns consistent with the institutional human resource policy
framework and the prevailing laws in the Philippines.
Section 2: The Human Resource Policy Manual
1. The Human Resource Policy Manual (referred to as the “Philippine Manual” for
brevity) will form part of the company-wide Human Resource Policy Manual.
This Manual embodies specific policy provisions that pertain to company
operations and are in consonance with Philippine laws.
2. The policies contained in this Manual provide for implementing rules,

regulations and guidelines on key concerns related to employment, staff
duties and obligations, entitlements, staff development, performance
management and other employment-related matters of relevance to HSOCC’s
work at the main office and its instrumentalities.
Section 3: Manual Maintenance
1. All employees at the main office and its instrumentalities will be provided with
complete, updated and authorized copies of the Philippine Manual.
2. The provisions in this Manual are subject to periodic review every three (3)
years or at any earlier time depending on any significant internal changes or
changes in labor and employment laws that would require corresponding
adjustments in the Manual. The Human Resources Office will facilitate
consultations with the management and staff to generate consensus and
inputs. Final recommendations for amendments, revisions or policy changes
will be submitted to the President for review and subsequently to the Board
for approval upon consultation with the management and staff teams.
Section 4: Policy Administration
1. The Human Resources Office is responsible for the administration of this

Manual, and will formulate specific mechanisms to ensure sufficient
understanding and uniform application of policies.
2. The Manual sets out policy guidelines on major operating issues and concerns
of the Company. Should the need for clarification or interpretation arise on

matters not specifically provided for in this Manual, the Head, Human
Resources will exercise the administrative responsibility of providing for such
policy interpretation in consultation with the President and other management
and staff teams as appropriate.
3. All official actions and decisions made by the Company, including those, but
not limited to, employment, compensation, benefits, promotions and training
as contemplated in this Manual, shall be implemented without discrimination
as to gender, ethnicity, race, color, religion, disabilities or national origin.

CHAPTER 3
EMPLOYMENT
Section 1: Recruitment Policies
1. It is the policy of the Company to establish and maintain employment

conditions and practices that are fair to all parties and that encourage staff to
take pride in their work and apply their best talents in the performance of
their duties and responsibilities.
2. The Company subscribes to the principle of Equal Employment Opportunity.

Screening, selection and appointment of job candidates will be conducted on
the basis of merit and fitness, without discrimination as to gender, ethnicity,
race, color, religion, marital status, sexual orientation, age, or disabilities.
3. The Company shall appoint staff to various posts based on above-average,

meritorious work experience and other relevant qualifications from similar
offices or units.
Section 2: Categories of Job Posts
1. The following are categories of job posts at the main office or its
instrumentalities:
a. Regular Positions are full-time, budgeted and approved positions that are
essential and necessary for the Company to continuously operate in order
to meet its commitments to its project partners, suppliers and other
stakeholders. These positions enjoy full benefits as provided by the
Company, including those provided for under applicable laws.
b. Fixed-term Positions are classified into two (2) types:
i. Project-based Positions – are project-specific, fixed-term appointments

to positions of technical leadership or support functions that are directly
related to the attainment of specific project objectives. These positions
are explicitly co-terminus with a particular project or a phase of a
project with time-bound term and funding.
ii. Program-based Positions – are fixed-term appointments to positions of

technical leadership or support functions that are essential to the
attainment of program goals, needs and requirements. This category
includes staff posts to which professionals may be appointed as
technical staff, fellows or “seconded” staff for a fixed period of
engagement with the Company.
2. The Human Resources Office shall prepare and maintain a complete and
updated list of regular and fixed-term positions assigned at the main office
and its instrumentalities

Section 3: Temporary/casual employees
1. Employees hired on temporary status are those assigned to specific tasks or

services for a short term, i.e. less than six (6) months, and are paid on a daily
basis. These tasks usually include casual or seasonal works such as those at
the haulers, construction workers, ______, grounds maintenance and
administrative support services. Temporary/casual employees are entitled to
wages and benefits in accordance with law.
2. Completion of a temporary/casual employment term shall not entitle any

employee to a regular or fixed-term post. However, if such an employee is
considered for a regular or fixed-term post, his/her previous performance shall
be considered in the screening and selection process.
3. To hire temporary/casual employees, the supervisor concerned shall initiate a

staffing requisition by completing the appropriate form and securing proper
endorsement and approval. Approval for all staffing requests should be
obtained prior to hiring and placement of staff.
4. The Human Resources Office is responsible for implementing procedures for

hiring temporary/casual employees based on duly approved staffing
requisitions and in consideration of established staffing needs.
Section 4: Relatives
1. Hiring of relatives of current employees shall not be discouraged, provided

that such relatives shall undergo the standard recruitment procedures as set
forth in this manual.
2. Under no circumstances shall any staff be a direct supervisor of a relative who

is concurrently employed by the Company. Appropriate measures shall be
taken by the Head concerned to ensure consistent implementation of this rule.
3. For purposes of clarity and consistency, a relative is understood to be any of

the following:
Husband, Wife, Father, Mother, Son, Daughter, Brother, Sister, Uncle, Aunt,
First Cousin, Nephew, Niece, Father-in-law, Mother-in-law, Son-in-law,
Daughter-in-law, Brother-in-law, Sister-in-law, Stepfather, Stepmother,
Stepson, Stepdaughter, Stepbrother, Stepsister, Half-Brother, Half-Sister, or
Legal Dependent.
Section 5: Job Descriptions
1. Job Descriptions (or “JD”) are basic documents specifying key responsibility
areas of a particular job post, reporting relationships and qualification
requirements. They provide basis for establishing parameters for recruitment,

job evaluation, performance assessment and staff development. Specific
details such as job tasks and assignments are usually not stated in the job
descriptions; instead, they are specified in the work plans/assignments that
are normally prepared by incumbent employees concerned in consultation
with the immediate supervisor and other concerned staff, and based on
applicable job descriptions.
b. A Job Description shall be prepared for each staff post prior to the initiation
of a recruitment process. It normally contains (1) the job title; (2) a
general description of the post; (3) key responsibilities; (4) reporting
relationships; and (5) minimum qualifications required of the post.
c. The Office Head concerned shall be responsible for conducting periodic

review of JDs of specific posts under their supervision to ensure that the
actual job content, responsibilities and requirements of the posts are
sufficiently reflected in those job descriptions. The Head shall also
formulate JDs for newly created job posts in coordination with the Human
Resources Office.
d. In consultation with the units concerned, the Human Resources Office shall
review proposed JDs for new and existing posts before recruitment
activities or contract renewals are initiated.
Section 6: Requisition for New and Vacant Staff Posts
1. A new staff post may be created when (a) certain job functions are deemed
essential to a new or current management/program activity or operating
structure but are substantially different from, and cannot be combined with,
those of existing posts; or (b) a new project or a phase of it has been
approved for implementation, which requires new or additional staff posts in
which the functions are distinct and cannot be combined with those of existing
posts.
2. The supervisor concerned shall initiate a request for the creation of a new
staff post using the Staffing Requisition form. In consultation with the Head,
Finance (for budget considerations) the Head concerned shall approve the
creation of a new staff post and shall endorse it to the Human Resources
Office for appropriate recruitment action.
3. Staffing requisitions for existing but vacant posts shall be initiated by the
supervisor concerned using the same requisition form and following the same
procedure as outlined above.
4. All staffing requisitions shall be accompanied by duly approved job

descriptions and other pertinent documents as required (e.g. approved project
agreement in case of project-based posts).

Section 7: Staff Recruitment
1. Positions shall be open to both women and men on the basis of technical/
professional merit, appropriate competencies and proven, above-average
performance in areas essential to the posts.
2. Job vacancy announcements may be made through the following:
a. Bulletin boards and other communication channels within the main office;
b. Advertisements in newspapers, journals and/or magazines;
c. Vacancy announcements to partners; and
d. Vacancy announcements posted on the internet or other related media.
3. All job vacancies for new and existing posts shall be made known to all
current employees. Interested and qualified staff members who wish to be
considered for vacant posts should submit a letter of intent and updated
resume within the designated period. Related experience and performance in
other position(s) within HSOCC shall be given due consideration, but shall not
be the only basis for appointment.
4. External candidates for a vacant post are required to submit an application

letter together with a resume outlining professional track record, educational
background, major accomplishments (e.g., awards, publications), and three
(3) professional references.
5. Candidates for existing and budgeted posts shall be recruited and appointed
according to applicable employment laws and procedures, as well as the terms
and conditions duly established by Company.
Section 8: Selection Process
1. The Human Resources Office shall organize an interview panel which may be
composed of staff from different units/programs, and shall include the
immediate supervisor of the post for which recruitment activities are being
conducted, as far as feasible.
a. The panel shall be responsible for reviewing candidates’ resume for the
purpose of identifying and recommending a short list of candidates for
interview.
b. The panel shall conduct interviews with the short-listed candidates, and
shall submit recommendations to the Human Resources Office based on
the outcomes of interviews.
2. In coordination with the Head or immediate supervisor concerned, the Human

Resources Office may organize further interviews or other screening activities

(such as writing tasks) in order to obtain sufficient information on the
candidates’ professional qualifications or personal attributes relevant to a job
post for which recruitment is being undertaken.
3. Based on the results of interviews and other screening activities, the panel
shall collectively determine the most suitably qualified candidate for the job
post. The Human Resources Office shall conduct reference checks including
inputs from previous colleagues and/or supervisors of the candidate being
considered for the post.
4. In the event that all information gathered from the references are favorable to
the candidate being considered, the Head shall recommend a formal job offer
and the Human Resources Office shall prepare and send the necessary
employment documents.
5. Where a candidate is being considered for a position of technical or

administrative leadership, the Head concerned shall conduct a final interview
prior to a formal job offer.
Section 9: Pre-employment Requirements
1. Before an appointment is made, the successful candidate shall be required to

submit the following pre-employment requirements, as relevant:
a. Photocopy of diploma, official transcript of records or certificates of

academic completion
b. Valid medical examination report obtained within the last two (2) months
prior to employment and certifying fitness for work and drug-free condition
of the candidate
c. Photocopy of Social Security System I.D./SSS number, as applicable
d. Photocopy of Tax identification number, as applicable
e. Photocopy of Home Development Mutual Fund (HDMF)/Pag-ibig ID
number, as applicable
f. NBI or Police Clearance, as applicable
g. Photocopy of TESDA National Certifications, as applicable
2. The employee shall cover all costs associated with obtaining the above-
enumerated requirements including the pre-employment medical/physical
examination.
3. The Company shall assist employees in the registration process with the Social
Security System. It is the responsibility of employees concerned to register
with the Home Development Mutual Fund (HDMF)/Pag-ibig and the Bureau of
Internal Revenue to obtain proper identification numbers.
4. Consistent with the Equal Employment Opportunity policy of the Company and
in accordance with applicable laws, candidates who have been duly screened
and found to be highly qualified for particular posts shall not be deprived of an
employment opportunity due to any disability or maternity.

Section 10: Staff Appointments
1.The Company endeavors to provide resources necessary for all its employees to
effectively perform their responsibilities and achieve successful work
outcomes. To the fullest extent possible and subject to the application of law,
HSOCC shall provide for continuance of employment as may be essential for
the completion of its projects and programs. To this end, the following
guidelines shall apply to staff appointments:
a. Each new employee shall be issued an appointment letter and

an employment contract prior to commencement of employment.
Contracts will include the following details, among others:
 Position title
 Location of assignment/duty station
 Employment term/period (effective date and completion date)
 Monthly salary
 Staff benefits and privileges
 Other relevant terms and conditions of employment
2. Subject to applicable employment laws, appointments for all job posts shall be
strictly time-bound, and the specific period will be indicated in the
employment contract.
a. Employees who are hired to fill specific program-based posts are normally
appointed for a two-year term.
b. Employees hired as project-based staff are usually offered fixed-term

contracts in which the employment term is determined based on the
duration of a project or specific phase for which they are being hired. The
normal contract duration is two (2) years.
3. Upon completion of an employment contract, staff may be appointed for a

new contractual term on the basis of satisfactory performance, continuance of
funding for the posts, and overall needs assessment by the Company.
Section 11: Staff orientation and job induction
1. Transition to a new workplace or work responsibilities can be easier and more

effective for both the new and current staff by means of an appropriate
orientation and job induction process. To this end, the Company will ensure
that within the first two months on the job, newly hired employees will
undergo an orientation and job induction process in order to ensure smooth

transition to the new work environment, enable new hires to be introduced
formally to current staff and begin to establish positive working relationships
with them.
2. Orientation
Employee orientation is an effective mechanism for establishing the

relationship between a newly hired staff and the Company. It provides basic
information about the Compnay, its mission and work, systems and
procedures and current activities. The Human Resources Office will organize
and coordinate an orientation program for each newly hired staff. The
orientation will be organized and conducted by designated staff/officers
around the following topics:
a. Company’s history, vision, mission and objectives
b. Organizational values, professional standards and conduct
c. Organizational structure, policies, systems and procedures
d. Overview of finance-related systems and staff responsibilities
e. Information technology
f. Program framework
3. Job induction
At the beginning of employment, the Company provides ample opportunities

for newly hired staff to familiarize themselves with essential information in
relation to their assigned job responsibilities. The immediate supervisor and
the work unit concerned shall be responsible for ensuring appropriate job
induction focusing on the following areas:
a. Overview of functional roles and responsibilities of the work unit concerned

in relation to other units
b. Unit goals, objectives and current thrusts/activities
c. Job-specific responsibilities, competencies and performance expectations
d. Introduction to other colleagues
Section 12: Appointment of Consultants and Service Contractors
1. In situations where internally available competencies or resources would not

be sufficient to complete particular tasks or desired outcomes, the Company
may engage competent individuals (as consultants) or institutions (as service
contractors) to provide professional services in various areas in which the

Head concerned will authorize and approve their appointment. Appointment of
consultants and service contractors shall be made in accordance with the
following guidelines:
a. The supervisor concerned formulates a set of Terms

of Reference (ToR) and completes a Consulting Services Requisition form
for notation by the Heads of Finance and Human Resources, and subject
to approval by the Head concerned. The Terms of Reference (ToR) should
outline specific tasks, work outcomes and/or products that should be
accomplished through outsourced professional services, and should
specify duration of work based on a project, workshop or program-related
activity.
b. The approved Terms of Reference shall serve as a

basis for the preparation of the Consultancy Agreement or Service
Contract by the Human Resources Office.
c. Where a consultant or service contractor is being

considered for engagement with HSOCC for the first time, the requesting
supervisor shall attach the corresponding résumé or professional profile to
the requisition form for submission to the Human Resources Office.
d. The Human Resources Office shall discuss and

agree on the terms and conditions of work engagement with prospective
consultants or service contractors. It shall prepare a consultancy
agreement or a service contract, whichever is appropriate, based on the
approved Terms of Reference. All consultancy agreements and service
contracts are of a civil nature, and no employment relations are intended
or envisioned in such work arrangements.
e. A consultant or service contractor shall commence

work only upon approval of the consultancy agreement or service
contract, as the case may be. Consultants from other countries shall be
given ample opportunities to review and sign the Consultancy Agreement
prior to arrival at the specified duty station.
Section 13: Staff Transfer
1. Staff transfer is a lateral movement in which a staff is appointed to another

post of comparable job content or weight relative to other posts. Transfer
usually has the effect of change in job responsibilities and day-to-day tasks
but the breadth of responsibilities between the prior and new posts remains
relatively the same. If a staff is transferred to another post in another unit,
such movement may also result in a shift in reporting relationships.
a. Staff transfers may or may not be accompanied by salary adjustments

depending on the specific competencies that the incumbent staff is
required of, and brings to, the new post.

b. A staff member may be transferred as a result of his/her application for a
vacant post that is comparable to his/her original post, which has been
recommended and approved in accordance with the normal selection
process.
c. A staff may also be transferred to another post by virtue of an appointment

made by the Management in connection with functional streamlining or as
a contingency arrangement.
d. All staff transfers shall be covered by official, written notifications

addressed to the staff concerned. He/she shall be given a reasonable
period of time for proper turnover of activities prior to the effective date of
his/her transfer.
e. A temporary, time-bound assignment of a provisional nature to another

post is not considered as staff transfer as provided for in the Philippine
Manual.
Section 14: Promotion
1. Staff promotion constitutes an upward personnel movement in which a staff is

appointed to a job post of higher level and broader scope of responsibilities
based on the staffing requirements, staff capacities and performance. Vacant
posts for which staff promotion is possible will be advertised internally for
current employees. Promotion will be processed consistent with the following
guidelines:
a. Promotion is exclusively a management action in which a particular staff is

appointed to another post of substantially broader scope of job
responsibilities in consideration of his/her meritorious performance,
demonstrated competence, significant contributions to the work of the
company, and potentials for further development. Upon acceptance of the
appointment, a promoted employee may be eligible for a compensation
adjustment depending on the job level of the new post to which he/she is
appointed.
b. Promotions shall be made without discrimination on account of ethnicity,

race, color, religion, gender, sexual preference, civil status, age, or
disabilities.
c. To be considered for promotion to a newly created post, an employee

should submit a formal letter of interest to the Human Resources Office.
Upon favorable completion of normal selection/evaluation process, the
Human Resources Office shall issue an appointment letter to the successful
staff confirming the promotion. A reasonable period of time shall be
observed to allow for adequate turnover of responsibilities.
2. A staff may also be promoted to an existing post by virtue of an appointment

made by the Management in consideration of his/her meritorious

performance, capacities and potentials as they match the functional or
operational requirements arising from streamlining or reorganization.
3. A promoted employee shall assume the new post until completion of the
prevailing employment contract period or occurrence of any ground for
separation recognized by law, as applicable.
4. Promotion of a contractual employee, or any staff for that matter, shall not be
construed as a guarantee of contract renewal or extension.
Section 15: Appointment of Officer in Charge (OIC)
1. Appointment of Officer in Charge is made when (a) a staff of major supervisory

responsibilities is to perform official responsibilities outside of the duty station
or otherwise go on leave for a period longer than one (1) month; or (b) a staff
post of major supervisory responsibilities is vacated and there is a need for
another person, other than a duly designated deputy, to perform a substantial
part of the official functions in order to ensure continuity of work processes and
completion of outcomes. In both cases, an Officer in Charge shall be appointed
to perform temporarily the duties and responsibilities of the post. An OIC
allowance shall be provided at the rate of 20% of the current monthly salary of
the duly appointed OIC. This allowance shall be provided in the entire duration
of his/her term as OIC.
2. An OIC may also be appointed for shorter periods or to perform ministerial,

routine functions. Such cases shall not warrant the provision of an OIC
allowance.
Section 16: Administration of Employment Contracts
1. Staff with fixed-term appointments may be offered new employment contracts

at the completion of current contractual term. A new contractual appointment
shall be made based on mutual agreement, and in consideration of above-
average employee performance, continuance of the need for the employee’s
services in the program/project undertaking or activities for which the
employee was hired, overall staffing requirements and availability of
resources.
a. Within (3) months prior to completion of the prevailing employment

contract, the Management shall notify the employee concerned in writing of
its intention to offer or not to offer a new employment contract upon
completion of the one prevailing. The employee shall respond in writing
within fifteen (15) working days to indicate his/her intention in case a new
contractual appointment is offered at the completion of the current
contract.
b. In the absence of such notice as mentioned in the preceding item, it shall
be understood that the Company shall offer a new employment contract to
the staff concerned based on prevailing needs.

c. The Human Resources Office shall prepare a new employment contract for
review and signature by the employee at least one (1) month prior to
completion of the prevailing contract.
d. In case the staff notified the Company of his/her intention not to accept a
new contractual appointment, he/she should complete the standard
clearance procedure within (1) month prior to departure in accordance with
pertinent guidelines then in effect.
Section 17: Change of Duty Station
1. A change of duty station is considered to have taken place when an employee

is assigned or transferred from one duty station to another for a continuous
period of twelve (12) months or more.
2. The President shall have the final authority to designate the post of
assignment of all Company staff, provided that the latter’s concurrence is
secured.
Section 18: Separation from Employment
1. Contract Completion
In the event that the Company does not intend to offer a new employment
contract to a staff upon completion of his/her current contract, the employee
shall be so notified and shall be expected to complete the standard clearance
procedure within one (1) month prior to completion of the current
employment contract.
2. Redundancy
If a change in work procedures, organizational restructuring or operational

streamlining results in an employee’s post or duties as being redundant, every
effort will be made to place that employee in another post within the
organization. However, should it prove impossible for the employee to be
assigned elsewhere, the Company will serve on the employee concerned and
the regional office of the Department of Labor and Employment a written
notice of termination at least one (1) month prior to the effective date of
involuntary separation due to redundancy. The employee shall be paid
benefits in accordance with the existing policies, and subject to applicable
laws.
3. Retrenchment
In case the Company is faced with serious financial difficulties and maintaining
certain job posts is no longer feasible, the Management will implement
retrenchment procedure in accordance with law. Affected employees will be
served at least one (1) month prior notice of separation due to retrenchment,

and will be compensated accordingly. A written notice of termination will be
given to the Department of Labor and Employment in accordance with law.
4. Resignation
In cases where an employee wishes to leave the Company before contract

completion, he/she should submit a letter of resignation one (1) month before
the intended date of resignation, unless the Management decides to waive this
requirement in writing. Management staff members such as office heads, unit
heads and other similarly situated posts as well as program coordinators are
required to serve a three (3)-month prior notice of resignation, subject to the
Management’s right to waive this requirement in writing. Resignation letters
or notices should be addressed to the Head concerned and should state the
effective date of resignation and the reason/s for leaving the Company. An
employee, who resigns with proper advance notice or waiver as the cease may
be, will be entitled to all accrued benefits, including applicable
pension/provident fund benefits. In the absence of a waiver of advance notice
from the Management, resignations shall take effect only after one (1) month
or three (3) months, as the case may be, upon receipt of such letter of
resignation.
5. Dismissal
An employee may be dismissed from service at any time based on any of the
following just causes:
a. Serious misconduct or willful disobedience by the employee of reasonable

and lawful instructions of the Management;
b. Gross and habitual neglect by the employee of his/her duties;
c. Fraud or willful breach of trust reposed upon an employee by the

Management;
d. Commission of a crime or offense by an employee against the Company or

any of its staff; and/or
e. Other acts/offenses analogous to the foregoing.
As a policy of the Company, no employee shall be dismissed without due

process. Further, a female employee may not be dismissed while on maternity
leave or in hospital confinement due to her pregnancy.
An employee who is dismissed for a just cause will not be entitled to any
separation benefits, except payment for days/hours worked up to the time of
dismissal, proportionate 13th month pay, if qualified, and any other benefits
that may accrue regardless of the nature of the separation.
6. Retirement

Subject to applicable legal provisions, an employee may retire from service
upon reaching age 60 in accordance with the conditions and procedures set
forth in the Provident Plan Rules and Regulations.
7. Separation due to serious illness

a. In the event that a staff gets seriously ill and continuing work would be
inimical to his/her health or to that of other staff, the Company shall allow
him/her to rest and recuperate and his/her employment status shall
remain active, subject to the immediately following item of this provision.
The Company shall provide medical assistance to the extent that the
existing health care insurance plan may allow.
b. If the medical condition of the staff has been evaluated by a competent
public health authority to be of the nature or at such stage that the staff’s
continued employment is prohibited by law or is prejudicial to his/her
health as well as the health of his/her co-employees, and needs more
than six (6) months of treatment and recovery, the Company shall
exercise its prerogative to terminate the staff’s employment in accordance
with law.
c. In the event that the staff is separated due to serious illness in
accordance with law, due compensation shall be provided in addition to
other forms of assistance that the Company would be in a position to
provide. No employee shall be denied of employment on the basis of
minor, short-term illness or medical condition.
8. Separation due to closure of operations
In the event that the Company ceases to operate and its institutional structure
has been officially abolished, affected staff shall be separated from service and
shall be compensated in accordance with prevailing provisions of the Labor
Code then in effect as authorized by the Board of Trustees of the Company.
Section 19: Separation Procedures
1. Regardless of the reason for separation from service, employees must do the
following before their departure from the Company:
a. Return or transfer any and all Company property with proper turnover
documents.
b. Settle all outstanding obligations such as cash advances, expense

accounts, personal accounts, etc.
c. Undergo an exit interview with the immediate supervisor or the Head,

Human Resources.
d. Complete the standard clearance procedure by obtaining clearance from all

designated clearing officers.

2. The Finance Office shall arrange for final payment of salaries and benefits due
to the staff, if any, only after the above-mentioned requirements have been
fully completed by departing employees. All other separation-related benefits
shall be provided in accordance with pertinent contractual agreements,
HSOCC’s rules and regulations and the applicable labor laws.
3. Upon receipt of any and all separation-related benefits, the concerned staff
shall accomplish a Release, Waiver and Quitclaim form to be administered by
the Human Resources Office.

CHAPTER 4
DUTIES AND OBLIGATIONS
Section 1: Policy Guidelines on Employee Conduct
1. HSOCC employees are expected to conduct themselves in a responsible

manner befitting members of the corporation. By accepting an
appointment, they commit to discharge their functions primarily in the
interest of HSOCC and in ways that are compatible with the Company’s
policies, rules and regulations and the law.
a. Employees shall not engage in any activity that is incompatible with the
proper discharge of their duties with HSOCC. While they are not
expected to give up their national sentiments, constitutional rights or
their political, philosophical or religious convictions, employees shall, at
all times, bear in mind the reserve and tact incumbent upon them as
staff members of the Company.
b. Employees are expected to perform all duties and responsibilities
assigned by their respective supervisors in accordance with the
applicable job descriptions, work plans and job tasks that may be
assigned and agreed upon from time to time. They shall be accountable
to the Company for the official working hours, work outcomes and all
resources, materials and properties provided to them or assigned under
their stewardship in the course of their employment with the Company.
c. In the performance of their duties, employees shall neither seek nor
accept instructions from any government or from any other external
organization unless specifically authorized to do so by virtue of their
employment terms, or specific written instructions from the President
or the Head concerned.
d. Employees shall not disclose to any third party or use for their private
purposes any sensitive or confidential information pertaining or
belonging to the Company and known to them in the course of
performance of their official functions either during or after their
employment with the Company.
e. In the exercise of utmost discretion on official matters, no staff shall
engage in any form of partisan political activity in their official capacity
as a staff. This restriction, however, is not intended in any way to
abridge their rights of suffrage and freedom of expression.
Section 2: Disciplinary Measures
1. The Company adheres to the principle of progressive discipline in dealing

with unsatisfactory behavior or misconduct through the use of a range of
disciplinary consequences that are implemented depending on the nature
and history of the particular employee’s conduct. The objective of
progressive discipline is to correct unacceptable behavior or performance
and bring about permanent improvement whenever possible.
2. In the event that a staff commits an act constituting unsatisfactory conduct,
the Company may, after proper investigation, implement appropriate

disciplinary measures in accordance with the prescribed schedule of
disciplinary actions and subject to the following guidelines:
Category 1: offenses constituting violation of human resource and

administrative policies, rules & regulations and norms pertaining to
attendance, hours of work, use of tools and equipment and other matters
of the same or similar nature (examples: non-notification of absence;
unauthorized use of the Company’s tools and equipment).
Disciplinary actions
First offense - written reprimand
Second offense - Suspension for three (3) working days
Third offense - Suspension for five (5) working days
Fourth offense - Suspension for ten (10) working days
Fifth offense - Suspension for twenty (20) working days
Sixth offense - Dismissal
Category 2: offenses characterized by negligence of one’s responsibilities,

duties and obligations or error in judgment causing damage to the
Company’s personnel, property and interests (examples: driving while
under the influence of alcohol; use of the Company’s property such as
vehicles and buildings for personal purposes).
First offense - Suspension for three (3) working days
Second offense - Suspension for five (5) working days
Third offense - Suspension for ten (10) working days
Fourth offense - Suspension for twenty (20) working days
Fifth offense - Dismissal
Category 3: offenses characterized by willful acts or gross negligence

resulting in physical injury or moral damages to the Company, its
employees or damage to, or loss of, the Company’s property (examples:
sexual harassment; willful destruction of Company property).
First offense - Suspension for ten (10) working days

Second offense - Suspension for twenty (20) working days
Third offense - Dismissal
The Company shall ensure that all cases of sexual harassment shall be
subject to proper investigation within the purview of prevailing laws and
regulations governing sexual harassment at the workplace. While the
above-indicated disciplinary actions shall serve as guide in determining
commensurate sanctions, all actions and decisions on sexual harassment
cases shall take into account not only the frequency of the offense but also
its severity, any prior, similar infractions committed by the offender and
other circumstances that may be relevant to specific cases being
investigated.
Category 4: offenses characterized by or resulting from dishonesty

(examples: falsification of financial documents including official receipts;
tampering with time cards and other official documents).
First offense - Suspension for twenty (20) working days
Second offense - Dismissal
Category 5: offenses constituting crime against public order as per

prevailing laws whether committed within or outside the Company’s
premises. This category also includes just causes for termination as
provided for in Chapter 3, section Q, sub-section 5 of this Manual. Any and
all offenses under this category shall have the corresponding action of
dismissal.
Section 3: Administrative Guidelines
1. The disciplinary measures indicated in the foregoing section are not meant
to be inflexible and absolute and shall, at best, serve as guide in the
determination of actions to be taken on in any given case. The Management
shall exercise its sound discretion in the determination of appropriate
disciplinary measures in relation to particular situations, taking into
consideration any extenuating or aggravating circumstances then
prevailing. The Human Resources Office shall initiate and ensure proper
implementation of all disciplinary actions as approved by the Management.
2. An offense shall have a prescription period of two (2) years. Any further
offense of the same or similar nature that is committed after two (2) years
shall be considered as a first offense. However, prior offenses of the same
or similar nature shall be considered as a factor in establishing any
behavioral pattern and in determining appropriate actions.

3.1 An employee under investigation may be placed on leave with pay to allow
for a free and objective investigation of the case. Such leave shall be
without prejudice to his/her rights, including the right to be paid any
earned salaries. This leave of absence, pending investigation, is not a
disciplinary action, but a preventive measure.
3.2 If his/her continued presence poses a serious threat to the property of the
Company or the life of his/her co-employees, the employee may be placed
under preventive suspension, which has an effect of prohibiting the
employee from reporting for work and from receiving his/her pay for that
period of preventive suspension. A preventive suspension shall not last for
more than thirty (30) days, but the Company may extend this period
provided it pays the employee’s salaries and benefits during the period of
extension.
4. Suspension as a disciplinary action shall be characterized by mandatory

absence from work without pay.
5. Depending on the seriousness of the offense and other circumstances, the

Management may authorize the Human Resources Office to constitute a
fact-finding panel that will establish and analyze the facts and submit a
report including recommended disciplinary actions to the Human Resources
Office.
6. Concerned employees shall be given ample opportunities to be heard in

accordance with law, either orally or in writing. Prior to investigation of an
alleged infraction, a memorandum shall be served to the employee
indicating specific offense/s and instructing him/her to submit an
explanation on the alleged offense/s. The employee shall be expected to
respond in writing, and shall be allowed to present any evidences based on
his/her explanation/s.
7. A decision will be made upon due consideration of all circumstances having

established valid grounds to justify the corresponding disciplinary actions.
Employees found to have committed an offense shall be given a written
notice of disciplinary action stating the following: (a) specific offense or
offenses committed; (b) the Management’s findings; (c) disciplinary action
or actions to be taken with respect to the offense/s; (d) the effective date
of implementation; and (e) demand to return property belonging to the
Company, if the decision is to dismiss the employee from service.
8. In the event that an employee has been found to have committed an

offense that warrants dismissal from service, the Management shall notify
him/her in writing indicating the offense/s committed and the
Management’s decision to terminate his/her services including the effective
date of termination.
9. Within three (3) working days upon receipt of a written notice of

disciplinary action or termination, as the case may be, the employee
concerned may file an appeal addressed to the Head, Human Resources

seeking for a reconsideration of the decision rendered. Other senior
management members shall be consulted, and the decision of the Board on
the appeal shall be final and binding to all parties.
10. Duly received copies of all written reprimands, notices of disciplinary action
and termination will be kept in the personal/201 file of the concerned staff.
Section 4: Grievances
1. It is of primary concern to HSOCC that employees feel that they are treated
fairly and equitably. Therefore, appropriate procedures and mechanisms
shall be established so that every employee has the opportunity to raise
concerns, seek assistance or redress for grievances.
2. Employees wishing to have a grievance reviewed and resolved shall follow

the following procedures:
a. Employee concerned requests for a meeting (referred to as G-1) with

their immediate supervisor to discuss the situation. Every effort should
be made to understand all issues and to resolve the problem in a way
that is agreeable and acceptable to all parties concerned. Minutes of
this meeting should be properly documented, duly signed by all parties,
and submitted to the Head concerned within three (3) days after the
resolution.
b. If any party is not satisfied with the results of the meeting contemplated
in the foregoing step or if the issue remains unresolved, the Head will
call for a grievance meeting (or G-2, for brevity) with all parties
concerned. All issues will be heard and avenues exhausted towards a
mutually favorable resolution. The Head concerned will submit minutes
of the meeting to the President, duly signed by all parties in
concurrence, within three (3) days after the resolution.
c. If a concerned staff still is not in agreement with the decision made by

the Head concerned, he or she may appeal to the Head, Human
Resources who will, in turn, review all pertinent facts and related
information, and shall consult with other senior management members
as appropriate to be able to render just, objective and final resolution of
grievances. A decision made at this level shall be final and binding to all
parties concerned.

Section 5: Outside Activities and Interests
1. Under no circumstances shall employees accept any gainful engagement,

occupation or employment with other agencies in the duration of their
employment, not even when they are on leave or on official travel.
2. Specific staff members may be assigned to render technical assistance to

other agencies or associations as stipulated in a memorandum of
agreement, duly approved by the President, between the Company and
such other agencies.
3. No employee may be actively associated with the management of, or hold

financial interest in any business concern if, by reason of his/her position
with the Company, s/he will personally benefit from such association.
4. An employee who deals in an official capacity with any matter involving a

business concern in which he/she holds a financial interest shall disclose
the measure of that interest to the Head (e.g., receiving financial or other
compensation from other agencies). The mere holding of shares in a
company shall not constitute a financial interest within the meaning of this
rule.
Section 6: Clearance of Papers, Publications and Others
1. All employees are expected to secure clearance or authorization from the

appropriate management teams before issuing statements to media or
through speaking engagements, and publishing articles or documents on
matters that relate to the interests or activities of the Company.
Section 7: Gifts and Favors
1. Acceptance or giving of gifts and favors of significant monetary value in

work-related situations is prohibited. This does not include food,
refreshments, or gifts of nominal value received in the ordinary course of
conducting business.
2. Acceptance of honors or decorations from any external source shall be

reported to the Head and the Human Resources Office.
Section 8: Confidentiality, Copyrights, Patents, and Royalties
1. Absent prior written agreement to the contrary between HSOCC and the
staff member involved, work outputs accomplished by staff within the scope
of his/her duties and responsibilities are considered as part of the
Company’s property.

2. Contracts for technical services, assistance and research usually include a
confidentiality clause wherein Company staff may have access to
information and/or be involved in research which is proprietary, with the
use of said information and research results restricted to that authorized by
the President.
3. The concerned program/project staff shall be responsible for notifying the

Head concerned when a project involves a confidentiality clause. The Head
concerned shall then be responsible for notifying the President when a
project involves a confidentiality clause.
4. All reports (draft and final) involving confidential information and/or

research findings will be retained solely by the concerned program/project
staff. Computer files will be copied to flash drives and retained, along with a
single hard copy, by the program/project staff in a secure file. All computer
files containing confidential information (except the drive containing the
final report) of clients are to be purged when the final report is submitted to
the client. Upon request, this information will be made available to the
President or Head concerned.
5. Release of the report for use by staff will require the written authorization
of the program/project staff concerned under a check-out arrangement.
Additional copies or release of the information to third parties is not
allowed, except with written consent from the contracting party.
Section9: Hours of Work
1. Employees shall work on a 40-hour workweek from Monday through Friday.

The standard work hours are from 8:00 AM to 5:00 PM with a one-hour
meal break. However, staff are expected to work the hours necessary to
carry out the duties of their respective posts. Due to the nature of
Company's activities and subject to the requirements of the law, employees
may be required to work more than the standard 40 hours per workweek.
2. The immediate supervisor concerned may endorse flexibility in official

working time, provided that the official number of work hours is
maintained, and that the staff shall be at the workplace within the core
operating hours from 10:00 A.M. to 4:00 P.M. All such endorsements shall
be addressed to the Human Resources Office using the Change of Work
Schedule form.
3. Work hours of personnel such as housekeeping, drivers, and other staff

members on special duty shall be determined by the supervisors
concerned, with proper notification to the Human Resources Office.
4. The following guidelines shall apply in the administration of overtime work:
a. Overtime work defined

Work performed beyond eight (8) hours during a regular working day is
considered as overtime work, which is compensable in accordance with
law. Overtime work normally constitutes a work activity that is
necessary for the completion of a designated task necessary for (i) the
repair/maintenance of the Company’s property; (ii) the proper conduct
of its principal activities; and (iii) any emergency situations.
b. Overtime work authorization and eligibility
Overtime work shall be done with prior authorization from the

supervisor/officer concerned, and shall be compensated in accordance
with the existing policies and the labor laws. In accordance with law, all
program, administrative and supervisory/managerial staff shall not be
eligible for overtime pay.
c. Determination of overtime work hours
i. An employee who is required or authorized to work before the start

of regular work schedule is deemed to have modified his/her work
schedule for that day with authorization from a concerned
supervisor. Accordingly, the first eight (8) hours of work rendered on
that day shall be considered as regular work hours. Any authorized
work rendered beyond the regular hours shall be considered as
overtime work and shall be compensated based on applicable hourly
rates as provided by law.
ii. Any overtime work rendered between 10 PM and 6 AM (of the

following day) shall be compensated according to the appropriate
overtime rate, plus a night differential equivalent to 10% of the
applicable hourly rate.
d. Authorization of overtime work hours
i. Eligible employees who are required to render overtime work shall

secure proper authorization from the authorizing officer or immediate
supervisor before overtime work is rendered.
ii. Eligible employees who are involved in work activities outside of the
office premises of the Company shall be required to accomplish the
Field Assignment Time Sheet and submit the same to the Finance
Office immediately upon return to the duty station. This form shall be
duly noted by the supervisor concerned.
iii. The Finance Office shall verify the overtime hours applied for, and
shall prepare appropriate payments through the regular payroll
process.
e. Conditions for authorized overtime work

Overtime work shall be considered as compensable based on the
following:
i. The overtime work performed by the employee is required in order

to complete a particular work activity.
ii. The work rendered is with the knowledge and express authorization
of the immediate supervisor or authorizing officer.
iii. No other person has been designated or authorized to replace the

employee who completed the regular work hours.
iv. Waiting time is compensable if or when: (a) it is an integral part of

the work that an employee is required to perform; or (b) an
employee is required to remain on call within designated premises,
and the employee cannot use the time for his/her own purposes.
Section 10: Absence from work
Absence from work should be reported by telephone or written message

(including text message by cellular phone, upon proper verification) sent to the
supervisor concerned or the Human Resource Office within the first day of
absence and not later than 12:00 noon, unless arrangements were earlier
made. Disciplinary measures may be taken against employees if the reasons
given for absence are considered unsatisfactory or if they fail without good
reason to give the notice required in this provision. In addition, absence from
work for reasons other than reported illness or other justifiable reasons will
result in salary reduction in accordance with standard procedures of the
Company.
Section 11: Decorum at the Workplace
1. The Company prohibits drinking of alcohol during official work hours and
within the work premises. Employees who report for work under the
influence of alcohol or prohibited drugs will be subject to appropriate
disciplinary action.
2. Staff members are expected to report for work in appropriate attire and/or
Personal Protective Equipment (PPE).
3. Smoking shall be allowed only at designated places within the premises. A

no-smoking policy shall be observed in all offices, conference halls, and
other facilities.
Section 12: Official Holidays

1.Subject to applicable provisions of the law, the Company shall observe the
following regular holidays:
New Year’s Day January 1

Maundy Thursday (no fixed date)
Good Friday (no fixed date)
Eidul Fitr (no fixed date)
Araw ng Kagitingan April 9
Labor Day May 1
Independence Day June 12
Ninoy Aquino Day August 21
National Heroes Day Last Sunday of August
Bonifacio Day November 30
Christmas Day December 25
Rizal Day December 30
2. The following shall be observed as special, nonworking days as provided by

law:
All Saints’ Day November 1

Last Day of the Year December 31
3.The President of the Republic of the Philippines may issue special

proclamations declaring specific days as special, non-working holidays.
4.The city government of Ozamiz City may also issue municipal proclamations
declaring certain special, non-working days. It is the Policy of the Company
to abide by such presidential and municipal proclamations, provided, that
observance of such holidays shall not adversely affect the course of official
activities.
5.The President may declare a holiday for specific reasons, upon consultation
with the Human Resources Office. Other than the above-cited holidays, the
Management reserves the right to determine whether extra time off will be
granted to staff.
Section 13: Income Taxes
1. The Company shall be responsible for paying individual income taxes in

accordance with the prevailing tax rules and regulations enforced by the
Philippine government.

CHAPTER 5
ENTITLEMENTS
Section 1: Salary Policy
1. HSOCC establishes and maintains all salaries at levels designed to attract

and retain highly creative and qualified staff at every level of its operations.
The Company aims to provide salaries that are competitive with those
institutions with which it wishes to be associated, and which conform to the
prevailing laws, customs, and practices in the country.
2. To ensure competitiveness, the management periodically conducts surveys

and refers to salary studies and other pertinent data from selected, similar
organizations and institutions considered comparable to the Company. The
Company, through appropriate action of the Board, may revise its
compensation program and the Management may adjust staff
compensation on just and equitable grounds based on the results of these
periodic surveys.
3. The Company will maintain a Job Classification Scheme and a competitive

salary structure that corresponds to established job levels and the standard
position titles within each level. The salary structure shall take into account
the local labor and socio-economic conditions as significant factors in salary
determination and administration. The Human Resources Office shall
maintain and administer employee salaries in accordance with the salary
structure and the applicable labor laws.
Section 2: Salary Administration
1. Salaries are normally paid twice each month, either in pay envelopes or
through a designated bank.
2. The Company will abide by applicable laws and wage orders on mandatory
pay increases, and will institute measures to avoid any salary distortions in
the course of such compliance.
Section 3: Overtime Pay
1. Staff entitled to overtime pay are those below the level of

supervisory/managerial, professional/ technical and administrative
positions, which include secretary, driver, housekeeping staff and other
similarly situated posts. Eligible staff shall be paid in accordance with the
following factors as provided for under the Philippine labor laws:

Overtime
Work during
Regular Beyond Beyond
regular
work hours regular work regular work
hours
Categories of work within 10 hrs. hrs. from
(first 8
days PM-6 AM before 10 10 PM to 6
hours)
PM AM
Regular Day 100% 110% 125% 137.5%
Special Day or Rest
130% 143% 169% 185.9%
Day
Special Day and Rest
150% 165% 195% 214.5%
Day
Regular Holiday 200% 220% 260% 286.0%
Regular Holiday and
260% 286% 338% 371.8%
Rest day
Section 4: Compensatory Time Off
1. Staff at the technical/professional and administrative levels who may be

required or expected to travel or render work during regular rest days
(Saturday and Sunday) or holidays in relation to official activities may apply
for one (1) day off for each full week of work to provide a break from such
continuous work. Compensatory time off taken is understood as being
analogous to a change in work schedule, not as additional leave
entitlement. As such, it may not be charged to any accrued leave credits or
accumulate to augment any existing leave credits.
2. The procedure for applying for compensatory time is as follows:
a. The staff concerned shall complete the Change of Work Schedule form
specifying rest days in which official work activities have been rendered,
as well as the requested compensatory day/s-off.
b. The completed form shall be submitted to the Head concerned not later
than two weeks after the last day of the official activity in which the staff
has been involved. The timing for compensatory time off to be taken
shall be discussed and agreed upon with the Head concerned.
c. Upon approval of the request, the staff concerned shall forward the duly
signed form to the Human Resources Office for documentation and
implementation.
d. Any compensatory time off in excess of allowable number of days shall
be charged to staff’s accrued leave credits, assuming that such leave
request is supported by a separate, duly approved leave application.
e. Compensatory time off shall be non-cumulative and non-commutable to
cash.
Section 5: Group Life and Personal Accident Insurance
1. HSOCC will cover the costs of group life and accident insurance coverage
provided to its employees. Specific insurance coverage and applicable
terms and conditions shall be embodied in a group life and accident

insurance service agreement or insurance policy, whichever is applicable.
All staff including interns and volunteers shall be enrolled in the group life
and accident insurance plan for the duration of their employment/work with
the Company.
Section 6: Health Care Benefit
1. It is the policy of HSOCC to provide its staff upon employment with health
care insurance benefit, except those in casual or temporary positions. The
Company shall cover the full premium cost of staff coverage, and at least
50% of the qualified dependents’ premium cost.
2. Subject to specific policy provisions set forth by a designated health care

plan provider, qualified dependents shall include the following:
a. Dependents of single staff- parents below age 60; and brothers and
sisters below 21 years old, unmarried and unemployed.
b. Dependents of married staff- spouse below age 60; and children below
21 years old, unmarried and unemployed.
c. Dependents of solo parents- children below 21 years old or parents

below age 60.
3. Specific terms and conditions of health care insurance plan shall be those
that are promulgated by a designated health care plan provider as agreed
to by the Company, in consultation with the staff.
Section 7: Vacation Leave
1. Employees are entitled to fifteen (15) days of vacation leave in a year,

accrued at 1.25 day per month. Temporary/casual staff shall be entitled to
service incentive leave of 1.25 day for every month of service, provided
that it shall not be carried over beyond the expiration of the current
contract.
2. Vacation leave shall be pre-scheduled and approved by the Head concerned

at least two (2) days before actual leave is taken to allow for establishing
work arrangements for the period in which the staff would be on leave. In
extraordinary situations, however, staff concerned may file a leave
application after taking such leave, provided, that he/she has notified the
immediate supervisor concerned on the first day of absence consistent with
Chapter 4, section J of the Philippine Manual. Approved leave application
forms shall be submitted to the Human Resources Office within five (5)
working days upon return to work.
3. Earned vacation leave may be accumulated up to a maximum of thirty (30)

working days in a given year, and may be carried forward to the succeeding

year, provided that the total number of leave days does not exceed thirty
(30). Unused leave days beyond thirty (30) will be forfeited at the end of
each calendar year. The Human Resources Office shall be responsible for
implementing a system for monitoring and recording vacation leave days
taken by all staff.
4. Any vacation leave taken without proper notification and approval shall be
considered as absence without official leave and, therefore, subject to
appropriate disciplinary actions.
5. Any and all accumulated vacation leave shall not be subject to monetary
conversion at the end of the year. However, resigning or retiring staff
including those who are separated from service due to any authorized
cause such as retrenchment and redundancy shall be paid an amount
corresponding to the total, accumulated vacation leave days up to a
maximum of thirty (30) days upon separation from service, provided that
proper clearance and quitclaim procedures have been duly completed.
Further, the Company shall have the right to deduct from the applicable
amount any and all financial accountabilities incurred by the staff
concerned during the period of employment and remained unpaid at the
time of separation from service.
6. Under no circumstances shall any staff use any leave benefits to engage in
any gainful activity or employment outside of the Company
Section 8: Medical/Sick Leave
1. As a matter of policy, HSOCC provides Philippine-based staff with fifteen

(15) days of sick leave with pay in a given calendar year, which is accrued
at the rate of 1.25 day per month. This is intended to allow staff to rest
and/or recuperate from illness.
2. A staff member who is on medical leave due to serious illness shall be

evaluated by a competent medical doctor after a leave period of thirty (30)
working days. If the staff needs more time for recovery and/or medication
based on the doctor’s evaluation, he/she shall be allowed to continue on
his/her medical leave, and shall be subject to another medical evaluation
after a period of fifteen (15) days thereafter.
3. Medical leave with pay shall apply depending on accrued leave credits as
provided for in sub-section 1 of this section. As provided for in Chapter 3,
section Q of the Manual, the Company shall have the prerogative to decide
on continuance of employment based on the medical condition of the staff,
subject to applicable legal provisions.
4. An authentic medical certificate from a qualified physician should support

all applications for sick leave of two (2) days or more. Sick leave
applications should be submitted to the Head concerned or a duly
designated officer for approval, either before sick leave is taken or

immediately upon return from leave. Approved leave applications shall be
submitted to the Human Resources Office within five (5) working days upon
return to work.
5. Accrued medical leave of up to a maximum of eight (8) days shall be

carried forward from the previous calendar year and will be added to the
accruals of the succeeding year. Any unused medical leave beyond eight
(8) days shall be forfeited at the end of the year.
6. The Human Resources Office shall be responsible for implementing a

system for monitoring and recording sick leave days taken by all staff.
7. Under no circumstances shall any staff enter into any gainful activity or
employment at any point within the duration of sick leave.
Section 9: Maternity Leave Benefit
1. Female employees are entitled to the following maternity leave in

accordance with law:
Normal delivery 105 days

Delivery by caesarian section 105 days
Miscarriage 60 days
2. This benefit is not intended, and shall not be deemed, to replace the annual
vacation leave that the staff is entitled to.
3. Staff concerned may be allowed to take additional leave, charged to

accrued vacation leave credits, if any, for breastfeeding or to fully recover
from childbirth, as agreed upon with the Head concerned.
Section 10: Paternity Leave
1. Male employees shall be entitled to a maximum of seven (7) working days

of paid paternity leave for each childbirth or miscarriage by their legal
spouse. In accordance with the Philippine law on Paternity Leave, this
leave shall apply to the first four (4) deliveries by the legal spouse.
Section 11: Emergency/Compassionate Leave
1. Emergency/compassionate leave may be granted to allow employees to be

with their family in the event of serious illness or death of an immediate
family member, i.e. father, mother, spouse, any of the children, brother or
sister, or otherwise directly affected by major calamities such as fire,
earthquake, flood or storm.
a. Emergency/Compassionate Leave Days

Employees may be granted a maximum of ten (10) days of paid
emergency/ compassionate leave per calendar year, subject to approval
by the Head concerned.
2. General Procedure
Staff applying for emergency/compassionate leave shall fill out the

standard leave application form, specifying the reasons for such leave, for
approval by the immediate supervisor or the Head concerned. Given the
extraordinary circumstances under which such leave is taken, the staff may
file his/her leave application immediately upon return from leave, provided
that prior notification is relayed to the supervisor or the Head concerned.
Section 12: Leave without Pay/Extended Leave
1. Leave without pay as contemplated in this section refers to a leave of

absence of ten (10) working days or more which are beyond the coverage
of earned vacation leave. As such, it is an additional benefit that may be
granted in the exercise of Management prerogative.
2. Staff members who have completed at least one (1) year of service may be
granted leave without pay upon recommendation of the supervisor and as
approved by the Head concerned. Staff may be granted leave without pay
to enable him/her to attend to important matters requiring time beyond the
coverage of earned annual vacation leave.
3. A staff requesting for leave without pay will complete the standard leave
application form, supported by a written statement specifying the purpose
of leave, as well as work arrangements for accomplishing assigned
responsibilities during his/her leave of absence. The period of leave without
pay shall be discussed with, and approved by the Head concerned. Under
no circumstances shall any staff enter into any gainful activity or
employment outside of the Company during such leave without pay.
Section 13: Statutory and Other Legally Mandated Benefits
1. It is the policy of the Company to abide by applicable laws and regulations

in the Philippines governing statutory benefits applicable to Company
employees including the Social Security System, the Home Development
Mutual Fund/Pag-ibig Fund and the medicare/Philhealth benefits. The
Company shall make appropriate contributions as required under such
statutory benefit programs of the government, and shall be authorized to
make corresponding salary deductions for employee contributions to those
benefit programs.

2. The Company shall provide 13th month pay to all covered staff at the rate
and in such a manner as provided for by law. Applicable taxation on 13 th
month pay shall be implemented as prescribed by law.
a. As a customary practice, the Company shall release the first half of

the applicable 13th month pay to eligible staff in May, and remaining
amount not later than December 24th of each calendar year.
b. Staff who are hired after the commencement of a working year and
are eligible for 13th month pay shall be entitled to receive such
benefit at the designated timing of payment on a pro-rata basis.
c. Casual, temporary or seasonal staff hired by the Company from time
to time shall be entitled to a full or proportionate 13 th month pay as
the case may be, provided that they have worked for an aggregate
period of at least one (1) month during a calendar year.
d. Resigned staff or those whose services were terminated at any time
before payment of the 13th month pay shall be entitled to 13 th
month pay in proportion to the length of time they worked during the
year, reckoned from the time they started working during the
calendar year up to effective date of resignation or termination from
the service.
3. The payment of the 13th month pay shall be due and

demandable upon the cessation of employer-employee relationship.
However, such payment shall be made by the Company only upon
completion of the clearance procedure as required under this Manual.
Further, the Company shall have the right to deduct from the applicable
13th month pay and other benefits due any and all financial accountabilities
incurred by the staff concerned during the period of employment and
remained unpaid at the time of separation from service.
Section 14: Retirement/Provident Plan
1. Coverage of the Retirement Plan
HSOCC shall establish a retirement plan for eligible, Philippine based staff
in accordance with the retirement laws and the Company Provident Plan
Rules and Regulations. Under such retirement plan, the Company shall
provide for the retirement or separation benefits of its covered staff,
provided that they have completed at least one (1) year of service.
2. The Retirement/Provident Fund
a. The Company shall make regular contributions to the retirement fund

equivalent to 10% of the employees’ monthly basic salary.
b. Staff members may make voluntary contributions to the retirement
fund not exceeding 10% of applicable monthly salary. Such
contributions shall be done through the normal payroll process upon
express written authorization by the staff concerned.

3. Enrolment of Beneficiary/Beneficiaries
Upon membership in the Retirement/Provident Plan, eligible staff shall

complete and submit a specific form to enroll their immediate family
members such as spouse, children or other relatives as
beneficiary/beneficiaries under the Retirement/Provident Plan in accordance
with applicable laws. The Company shall be entitled to rely upon such
enrolment of beneficiaries as a legal and valid basis for the determination
of legitimate payee/s in case a staff member dies while in service.
2. The Retirement Committee
The Board of Directors shall appoint five (5) members to the Retirement
Committee in accordance with applicable laws. As established under the
Plan, and depending on subsequent directives of the Board of Trustees, the
following shall compose the Retirement Committee:
a. President
b. Vice-President for Operations
c. Head, Human Resources,
d. Head, Finance
e. Employee representative
5. The Provident Plan Rules and Regulations
The Company shall promulgate the Provident Plan Rules and Regulations in
accordance with the prevailing laws and standard practice among
comparable organizations based in the Philippines. The rules and
regulations shall provide for specific provisions dealing with the detailed
implementation and administration of the Plan.
6. Administrative procedures
The Retirement Committee shall be responsible for the formulation and

administration of detailed administrative procedures to address staff
concerns and needs in relation to the Retirement/Provident Plan.
Section 15: Vehicles
1. Subject to availability, the Company vehicles shall be provided to the

employees for authorized, work-related travel. Staff concerned shall be
responsible for making requests in accordance with established procedures.
2. Staff members may be authorized to drive Company vehicles in accordance

with the driver accreditation procedure then in effect. Staff concerned shall
exercise due care and stewardship in the use of assigned vehicles. They
shall be responsible for reporting any mechanical problems or concerns as

regards the assigned vehicle. Authorized staff members will be liable for
any damage to the assigned vehicle and to any third-party vehicle
attributable to staff members’ fault or negligence.
3. All pooled vehicles will be garaged at the motorpool or other designated

facilities.
Section 16: Cash Advances
1. Cash advances are only available for official purposes, and must have prior
approval by the immediate supervisor.
2. All cash advances shall be properly liquidated with original, official receipts
within ten (10) days from release to the staff. In case of official travel, all
travel-related expenses shall be liquidated within ten (10) working days
upon return from the official travel. Cash advances shall be granted
provided that all previous cash advances have been properly liquidated.
3. Non-liquidation of cash advances will result in payroll deductions of the

unpaid balance in accordance with established finance policies and
procedures.
Section 17: Supplemental Allowances
1. Additional entitlements such as allowances and other emoluments may be

provided to staff, with prior approval of the President, to compensate for
unusual circumstances, for extraordinary living costs, or for other valid
reasons.

CHAPTER 6
STAFF DEVELOPMENT
Section 1: Staff Development Policy
1. HSOCC recognizes that the fulfillment of its institutional objectives depends

largely upon the competence of its staff, their interests in applying their
abilities to Company's work, and their commitment to Company's mission.
Therefore, the Company will provide various opportunities within its means
for staff to improve their competencies and capacities to be able to realize
their potentials and, in the process, make optimum contribution to
Company's mission.
Section 2: Staff Education and Training
1. The Company will provide education and training opportunities to help the
staff to learn and continuously improve skills and competencies necessary
to perform their current work assignments. Staff development activities
shall also enable staff to assume a greater variety of tasks and
responsibilities in different fields in which their services may be needed.
2. To the extent that available resources would allow, the Company will
provide its staff with opportunities to develop themselves in any or all of
the following ways:
 development assignments/sabbaticals;
 short-term courses;
 in-house training programs; and/or
 opportunities for professional contacts/activities such as workshops

and conferences.
3. Staff development opportunities shall be applied for by the staff concerned

using the Staff Development Application Form, and approved by the Head
in accordance with the Company goals and thrusts. A clear plan for sharing
and integrating learning from the intended education and training activities
should be developed and agreed upon by the staff and the immediate
supervisor. Appropriate time will also be determined in order to ensure that
other staff and the programs would likewise benefit from the staff
development activities undertaken. Staff time spent on approved staff
development activities shall be compensable in accordance with law.
Section 3: Short Courses
1. Staff attending a short training course in a venue that is close to or around

the duty station shall be provided an allowance in accordance with

approved rates and guidelines and subject to prior approval by the Head
concerned.
Section 4: Service period upon completion of staff development

activities
1. Staff development activities sponsored by the Company for a period of

three (3) to six (6) months shall have a corresponding service requirement
of six (6) months. Activities that are undertaken for a period less than
three (3) months shall have a corresponding service requirement of three
(3) months.
2. The applicable period of service shall be served immediately following

completion of the study undertaken by the staff. If the staff leaves before
completing the required service period, the cost of study proportionate to
the unserved period shall be charged to the staff.

CHAPTER 7
STAFF PERFORMANCE ASSESSMENT
Section 1: Staff Performance Assessment Policy
1. It is the policy of the Company to maintain high standards of work

performance and outputs, and to implement appropriate mechanisms to
monitor staff performance in order to:
a. measure their attainment of performance objectives;

b. recognize staff contributions to the achievement of program or
management goals and objectives; and
c. identify specific developmental areas and determine improvement
targets and support needed.
Section 2: Mechanics of Staff Performance Assessment
1. Supervisors and officers shall conduct a mid-term performance review for

all assigned staff in July of each year, and a formal performance
assessment at the end of each year.
2. The standard forms administered by the Human Resources Office shall be

used in accordance with the following implementation guidelines:
a. Performance Planning
Within the first quarter of each year, the staff and immediate
supervisors concerned shall collaboratively establish key result areas of
assigned jobs based on work plans that have been agreed upon and
approved. Building upon such key result areas, the supervisors and
staff concerned shall identify and agree on specific performance
objectives and key assignments, which would then be the basis for
reviewing and assessing performance. An agreement shall also be made
on the manner and frequency of performance feedback meetings within
the year. Staff performance objectives and key assignments are to be
documented at the within the first quarter of each year, copies of which
shall be shared with the Head and the Human Resources Office.
b. Performance Tracking and Feedback
Supervisors concerned shall carry out effective monitoring and

documentation of specific performance behaviors or outcomes based on
the performance objectives identified. Regular meetings shall be
conducted by the supervisors and assigned staff to provide opportunities
for coaching and continuing self-assessment. A mid-term performance
review shall be conducted in July for purposes of reviewing progress on
the performance objectives, identifying issues or factors affecting
performance and specific recommendations for improvement. Mid-term

performance review shall be documented using the standard form for
this purpose.
3. Year-end Performance Assessment
A formal performance assessment shall be conducted at the end of each

year in order to evaluate the attainment of performance objectives and key
assignments identified early in the year. This evaluation shall focus on
specific performance behaviors and outcomes that have been observed in
relation to the objectives and assignments. As far as applicable, staff
performance shall be evaluated taking into account the supervisor’s point of
view, self-assessment by the staff concerned, inputs from peers and from
his/her direct report staff. This process shall be documented using the
standard form for year-end performance assessment, to be submitted to
the Head for final review. All completed and duly signed performance
assessment forms shall be submitted to the Human Resources Office not
later than March of the following year.

CHAPTER 8
OFFICIAL TRAVEL
Section 1: Travel Authorization
1. All official travel should be requested in advance by completing a travel

authorization form.
2. Duly approved travel requests shall serve as valid authorization to issue the
tickets. They shall also provide basis for cash advance in accordance with
the authorized travel expenditures.
Section 2: Travel Allowances
1. Local Travel
Per Diem will be provided for employees who travel on duty, subject to
authorization by the Finance and Administrative Officer and approval by the
Head.
a. Transportation and accommodation expenses will be covered by an

authorized cash advance for an official travel, and will be liquidated with
official receipts within ten (10) days upon travel completion.
b. Allowances for trips involving an overnight stay shall be provided in

accordance with the standard rates and guidelines.
2. International Travel
International rates for per diem and other travel-related expenses shall be
provided in accordance with the Finance policy on international travel.
Section 3: Liquidation of Travel Expenses
1. Within ten (10) days upon completion of travel, the staff shall submit to the
Finance and Administrative Officer a completed travel expense report duly
signed by the Head and the staff concerned. Transportation,
accommodation (excluding tips), and other costs must be supported by
receipts.
a.After the travel expense report has been processed, the staff will
immediately return any unused cash, and a receipt will be issued by
Company for such remittance.
b.Delays in settling outstanding travel advances will result in payroll
deductions of the unpaid balance. Additional travel requests will not be
honored until the expense report of the previous trip has been filed and
settled.

Section 4: Professional Meetings and Organizations
1. Staff may be authorized to attend a professional meeting or international

conference, subject to approval by the Head. The nature of the meeting or
conference, company’s interest, and budget limitations are factors to be
considered.
2. Staff members are encouraged to participate in professional organizations.

They shall be responsible for individual membership dues and fees, which
are not reimbursable by the Company. On the other hand, institutional
membership fees are charged to the Company provided that all documents,
publications, surveys or other activities obtaining in such membership shall
be under the name of the Company.

Appendix A
Job Descriptions
1. President
As Chief Executive Officer (CEO), he shall have general powers of administration

and supervision such as, but not limited to:
a) Carry out the general policies laid down by the Board and shall have the power
to act within the ambit of said general policies, and shall have general
supervision of all administrative operations of the company. He/She shall
direct or assign the details of executive actions;
b) Hold all officers and employees to the full discharge of their duties and if, in
his/her sound judgment the necessity arises, he/she shall after consultation
with the Vice-President/Section Head concerned, in proper cases, initiate the
necessary proceedings for the disciplinary sanctions and/or separation from
the service of any of them. Relative thereto, all officers and the employees
shall be responsible to and under the direction of the President;
c) Serve as the official medium of communication between the employees on one

hand, and the Board on the other hand;
d) Direct the Board Secretary to prepare the agenda of all meetings of the BOD.
Provided, however, that any member of the Board shall be entitled to have any
matter included in its agenda;
e) Preside at all public programs and official functions of the Company;
f) Subject to the authority given to him/her by the BOD, recommend suitable

persons to fill up vacancies temporarily upon recommendation by the Human
Resource Officer; to make such appointments as permitted by the Board; and
to make such other appointments necessary to meet emergencies occurring
between meetings of the Board so that the operation of the Company will not
be hampered; Provided, that such arrangements are reported to the Board for
confirmation or appropriate action at its next meeting;
g) No new vacant position and/or item in the Company shall be filled in without
prior authorization from the President and approval by the BOD;
h) Submit an annual report to the Board on the work of the past year and needs
for the current year. He/ She shall also present to the Board the annual
operational with estimates of income and expenditures including the short
medium and long-term development and investment plans;

i) Subject to the approval of the Board of Directors, to enter into loan
agreements with government banks and other lending institutions to fund
approved projects of the Company;
j) Upon authority of and subject to confirmation by the BOD, execute and sign on
behalf of the Company all contracts, deeds and other instruments necessary
for the proper conduct of the business of the Company;
k) However, in regularly recurring undertakings and transactions where his/her

action is virtually ministerial, conditions and terms thereof having been fixed
by existing regulations and general laws, he/she may direct through
appropriate written instructions that approval in specified cases may be made
in his/her behalf by the concerned heads of offices or units, subject to such
safeguards as he/ she may impose;
l) He/She shall discharge the following specific duties, authorities and powers in
accordance with existing laws, rules and regulations:
i) Grants or denies leaves of absence and/or extend such leaves;

ii) Recommends to the Board of Directors the retirement of employees upon
application of the personnel concerned;
iii) Authorizes the transfer of employees from one department or unit in the
interest of the service; Provided, that the personnel concerned is notified
before such transfer is made;
iv) Subject to the approval by the BOD, he/she may approve/disapprove
permit for employees to attend or undergo training grants, fellowships,
assistantships or conferences sponsored by outside agencies/organizations;
v) Supervises and controls all projects of the Company through the Executive
Vice President and Section Heads;
vi) Subject to the approval of the BOD, authorizes the promulgation of such
rules which in his/her judgment is necessary for the safekeeping and
proper disbursement of funds or property officially approved or recognized
to examine and audit the accounts pertaining to such funds or property;
vii)Issues ad-interim appointments, contract of service or designations when
the interest of the service so requires;
viii) Subject to the BOD approval, renews appointments of the employees
concerned for not more than one (1) year if the budget permits and
services are necessary; and
m) Perform other powers, duties, responsibilities and functions as expressly

stipulated in the Articles of Incorporation, in such other relevant laws, rules
and regulations or such other powers as the Board may authorize or delegate
from time to time.

2) Executive Vice-President
a) Supervises all administrative offices and support services as reflected in the
organizational chart of the Company;
b) Assists the President in identifying priority thrusts of the Company in

administration and related services and initiate, propose, implement plans,
programs and projects for development of the units;
c) Assists the President in undertaking management studies relevant to the

operation of Administrative, Construction and Support Services and when
requested, in developing plans and programs for the Company in coordination
with other offices;
d) Recommends to the President the allocation of funds for the administrative and
maintenance operations of the Company after consultation with the Finance
Officer;
e) Ascertains that actual expenditures are in accordance with authorized

appropriations and accounting and auditing rules and regulations;
f) Provides effective management of auxiliary enterprises and other income

generating projects;
g) Approves, signs vouchers and checks for fiscal transactions not exceeding
Three Hundred Thousand Pesos (P300,000.00) except for personal services
which may exceed Three Hundred Thousand Pesos (P300,000.00);
h) Approves procurement of equipment and supplies based on approved

procurement plan not exceeding Three Hundred Thousand Pesos
(P300,000.00); and
i) Performs such other related duties seemed necessary for the good of the
Company.
II. Administrative Department

1. Human Resource Management Officer
a) Prepares job descriptions, advertises vacant positions, and manages the
employment process;
b) Orients new employees and trains existing employees;
c) Monitors employee performance;
d) Ensures that all employees are organized and satisfied in their work
environment;
e) Oversees the health and safety of all employees;
f) Implements systematic staff development procedures;
g) Provides counselling on policies and procedures;
h) Ensures meticulous implementation of payroll and benefits administration;
i) Communicates with staff about issues affecting their performance;
j) Ensures accurate and proper record-keeping of employee information in
electronic and digital format.

2. General Affairs Officer
a. Oversees day-to-day activities of the employees;
b. Ensures good relationship between the company and it neighboring
communities.
c. Spearheads the sourcing and engagement activities with service contractors,
security services, canteen concessionaires and service providers.
3. Compensation Management Officer

a. Develops and evolves an organization’s pay scale and structure;
b. Determines competitive wage rates and change as necessary;
c. Ensures that the company's pay scale complies with existing laws and
regulations;
d. Oversees the distribution of pay to employees;
e. Works with managers to help develop promotion and retention strategies for
existing employees;
f. Oversees compensation and payroll support team.
III. Business Development Group

1. Survey Engineer
a. Surveying Team 1
b. Surveying Team 2
a. Directs or conducts surveys in order to establish legal boundaries for
properties, based on legal deeds and titles.
b. Calculates heights, depths, relative positions, property lines, and other
characteristics of terrain.
c. Determines longitudes and latitudes of important features and boundaries
in survey areas, using theodolites, transits, levels, and satellite-based
global positioning systems (GPS).
d. Prepares and maintains sketches, maps, reports, and legal descriptions of
surveys in order to describe, certify, and assume liability for work
performed.
e. Verifies the accuracy of survey data, including measurements and
calculations conducted at survey sites.
f. Records the results of surveys, including the shape, contour, location,
elevation, and dimensions of land or land features.
g. Prepares or supervises preparation of all data, charts, plots, maps, records,
and documents related to surveys.
h. Writes descriptions of property boundary surveys for use in deeds, leases,
or other legal documents.
i. Plans and conducts ground surveys designed to establish baselines,
elevations, and other geodetic measurements.
j. Searches legal records, survey records, and land titles in order to obtain
information about property boundaries in areas to be surveyed.
k. Coordinates findings with the work of engineering and architectural
personnel, clients, and others concerned with projects.
l. Adjusts surveying instruments in order to maintain their accuracy
m. Establishes fixed points for use in making maps, using geodetic and
engineering instruments.
n. Trains assistants and helpers, and directs their work in such activities as
performing surveys or drafting maps.
o. Analyzes survey objectives and specifications in order to prepare survey
proposals or to direct others in survey proposal preparation.
p. Computes geodetic measurements and interpret survey data in order to
determine positions, shapes, and elevations of geomorphic and topographic
features.
q. Develops criteria for survey methods and procedures.
r. Develops criteria for the design and modification of survey instruments.
s. Conducts research in surveying and mapping methods, using knowledge of
techniques of photogrammetric map compilation and electronic data
processing.
t. Locates and marks sites selected for geophysical prospecting activities,
such as efforts to locate petroleum or other mineral products.
u. Surveys bodies of water in order to determine navigable channels and to
secure data for construction of breakwaters, piers, and other marine
structures.
v. Directs aerial surveys of specified geographical areas.
w. Determines specifications for photographic equipment to be used for aerial
photography, as well as altitudes from which to photograph terrain.
2. Quantity Engineer
a. Reviews architectural plans and prepares quantity needs
b. Estimates the quantity and costs of materials
c. Prepares contracts and documents
d. Sets budgets for payments, inventory needs, and materials
e. Analyzes costs for maintenance and additional building needs
f. Tracks changes in plans or constructions; updates budgets
g. Negotiates with contractors and subcontractors
h. Keeps track of construction materials and inventory
i. Documents progress, materials, and reports on project
j. Sources maintenance costs and facilities management for clients
k. Develops and maintains working relationships with contractors and
subcontractors
l. Utilizes software to calculate, record, and track inventory and estimates
m. Analyzes completed projects to determine ROI and compare costs

3. Architects
Senior Architect
a. Reviews and designs architectural and engineering plans.
b. Ensures all plans are compliant with governmental health and safety
regulations.
c. Researches and maintains knowledge of various engineering disciplines,
application methods, and materials.
d. Monitors the work of other Architects and makes recommendations or
schedules workshops as required.
e. Provides guidance to subcontractors like builders, plumbers, and
electricians, and helps them interpret design specifications.
f. Liaises with clients to ensure all issues are addressed in a timely
manner, and that project requirements are met.
g. Ensures the team works together to achieve set goals and targets.
h. Acts as a mentor to new Architects and helps them fine-tune their
design skills and improve their industry knowledge.
Junior Architect
a. Meets with requesters to determine requirements of projects;
determines feasibility of project and prepares cost estimates.
b. Performs original design work utilizing specifications, sketches and ideas

on developing designs.
c. Analyzes space utilization effectiveness and changing demands for space

needs: recommends actions to meet new requirements.
d. Assists in compiling data for comprehensive facilities use and feasibility

data to be used for campus planning, capital improvement and long-
range planning.

e. Assists in compiling data for architectural plans, specifications, cost
estimates, reports, etc.
f. Assists in the preparation for plans for existing buildings where plans are
not available.

g. Assists in conducting preliminary studies of proposed projects to obtain
information as to space and design requirements, obtaining
measurements and making sketches preliminary to the preparation of
drawing.
h. Assists in preparation of scale drawing of details required for contract
drawing.
i. Assists in preparation of design development drawings.


j. Assists in the preparation of “record” drawings on completion of
construction.
k. Assists in preparation of layout and draws preliminary sketch of project

to present to client.
l. Assists in developing and/or coordinating development of detailed

working drawings and specifications after approval for project has been
obtained.

m. Assists with coordinating bid process.

n. Reviews shop drawings, specifications, cost estimates and construction
material recommendations submitted by outside architects and
contractors to ensure adherence to contract and notifies Architect of
discrepancies.

o. Reviews work of contractor, verifying specified materials are being used,
dimensions are as drawn and quality is according to contract document.

p. Provides support to Architects and management staff.
Interns
a. Attends meetings with clients to discuss the needs and budget for the
project;
b. Helps with the drawing of the design by hand and by using CAD
c. Researches the codes and regulations for the construction
d. Assists in the specifications for the buildings, detailing the requirements
and scheduling
e. Visits work sites under the supervision of a regular personnel
4. Engineers
A. Structural Engineer
a. Prepares reports, designs and drawings.
b. Makes calculations about pressures, loads and stresses.
c. Considers the strength of construction materials and select
appropriately.
d. Provides technical advice on safe designs and construction.
e. Obtains planning and/or building regulations approval.
f. Analyzes configurations of the basic components of a structure.
g. Liaises with professional staff such as architects and engineers.
h. Monitors and inspects all work undertaken by contractors to ensure
structural soundness.
i. Administers contracts and manages projects.
j. Inspects properties to evaluate the conditions and foundations.
k. Uses computer aided design technology for simulation purposes.

a.1 Draftsmen
a. Designs plans using computer-aided design (CAD) software
b. Works from rough sketches and specifications created by architects
c. Designs products with engineering and manufacturing techniques
d. Adds details to architectural plans from their knowledge of building
techniques
e. Specifies dimensions, materials, and procedures for new products
f. Works under the supervision of engineers
B. Electrical Engineer
a. Designs, maintains, implements, or improves electrical instruments,
facilities, components, equipment products, or systems for industrial,
commercial or domestic purposes.
b. Performs a wide range of engineering tasks by operating computer-
assisted design or engineering software and equipment.
c. Confers with customers, engineers, and others to discuss existing or
potential engineering products or projects.
d. Ensures that installation and operations conform to standards and
customer requirements by preparing electrical systems specifications,
technical drawings or topographical maps.
e. Establishes construction, manufacturing or installation standards or
specifications by performing a wide range of detailed calculations.
f. Ensures compliance with specifications, codes, or customer
requirements by directing or coordinating installation, manufacturing,
construction, maintenance, documentation, support or testing activities.
g. Writes reports and compiling data regarding existing and potential
electrical engineering projects and studies.
h. Prepares specifications for purchases of electrical equipment and
materials.
i. Supervises or trains project team members.
j. Estimates material, labor, or construction costs for budget preparation.
k. Maintains electrical equipment.
l. Works with a variety of technicians.
b.1 Draftsmen
techniques
C. Mechanical Engineer
a. implements and monitors of all mechanical related operations at the
site as per approved drawings and methods and safety rules.
b. designs the mechanical components of a building, the air and
plumbing systems within a building
c. performs its installation in accordance with the plans and specifications
the mechanical engineer designed.
d. answers questions that arise during install, review documents
submitted by the mechanical contractor to ensure that the materials
that will be installed are correct.
e. Attends meetings related to the construction project, and go on job

site walks to ensure the project is being built properly.
f. responsible for the records of the tasks, which will be the basis for
troubleshooting later and may also impact the warranty claims.
g. supervises all installations of machines and equipment at site
h. reviews the works produced by the design engineers and maintains
necessary coordination with other discipline engineers for the smooth
flow of projects.
i. reviews the progress meeting and will inspect the machine
components or other machinery.
j. checks the dimensions of the incoming material (rather of the sample)
to ensure that the material’s dimensions are within the permissible
limits.
k. installs/plans the air conditioning systems of buildings (sans the
electronics part)
l. Up-keeps and maintains various machines used at the site.
m. Ensures proper erection and alignment of pumps and turbines.
n. Executes and installs respective piping connection and quality analysis
of joints.
o. Estimates prepare and assign resources such as manpower, materials,
consumables, equipment, tools, etc., required for all Mechanical and
related works prior to execution.
p. Interprets construction drawings and studies the contract documents
and applicable standards or specifications prior to the execution of any
jobs.
q. Manages directly and provide engineering and technical support to all
the Mechanical workgroups at the site.
r. Plans the execution of all Mechanical related works and coordinates
the works to Electrical and civil groups.
s. performs other administrative-related duties as may be required by
the MEP Manager.
c.1 Draftsmen
techniques
D. Electronics Engineer

a. Reviews or prepares budget and cost estimates for equipment,
construction, and installation projects, and controls expenditures.
b. Represents employer at conferences, meetings, boards, panels,
committees, and working groups to present, explain, and defends
findings and recommendations, negotiates compromises and
agreements and exchange information.
c. Designs electronic components and software, products and systems
for commercial, industrial, medical, military, and scientific
applications.
d. Provides technical support and instruction to staff and customers
regarding equipment standards, and helps solve specific, difficult in-
service engineering problems.
e. Operates computer-assisted engineering and designs software and
equipment to perform engineering tasks.
f. Analyzes system requirements, capacity, cost, and customer needs
to determine feasibility of project and develops system plan.
g. Confers with engineers, customers, vendors and others to discuss
existing and potential engineering projects or products.
h. Reviews and evaluates work of others, inside and outside the
organization, to ensure effectiveness, technical adequacy and
compatibility in the resolution of complex engineering problems.
i. Determines material and equipment needs and order supplies.
j. Inspects electronic equipment, instruments, products, and systems
to ensure conformance to specifications, safety standards, and
applicable codes and regulations.
k. Evaluates operational systems, prototypes and proposals and
recommends repair or design modifications based on factors such as
environment, service, cost, and system capabilities.
l. Prepares documentation containing information such as confidential
descriptions and specifications of proprietary hardware and software,
product development and introduction schedules, product costs, and
information about product performance weaknesses.
m. Directs and coordinates activities concerned with manufacture,
construction, installation, maintenance, operation, and modification
of electronic equipment, products, and systems.
n. Develops and performs operational, maintenance, and testing
procedures for electronic products, components, equipment, and
systems.
o. Plans and develops applications and modifications for electronic
properties used in components, products, and systems, to improve
technical performance.
p. Prepares engineering sketches and specifications for construction,
relocation, and installation of equipment, facilities, products, and
systems.
q. Plans and implements research, methodology, and procedures to
apply principles of electronic theory to engineering projects.

r. Prepares, reviews, and maintains maintenance schedules, design
documentation and operational reports and charts.
s. Prepares necessary criteria, procedures, reports, and plans for
successful conduct of the program/project with consideration given
to site preparation, facility validation, installation, quality assurance
and testing.
d.1 Draftsmen
b. Works from rough sketches and specifications created by
architects
d. Adds details to architectural plans from their knowledge of
building techniques
E. Master Plumber Engineer

a. Maintains and repairs general plumbing components to include
toilets, urinals, faucets, hose bibs, and drains.
b. Installs, repairs, or replaces domestic hot and cold water lines.
c. Repairs and replaces steam to hot water exchangers for major
building heating systems and pools.
d. Repairs and replaces pneumatic steam valves, radiator valves, traps,
and steam and condensate pipes.
e. Repairs and replaces domestic hot water heat pumps, chilled water
pumps, sump pumps, and sewage pumps.
f. Installs, tests, and repairs all sizes of backflow prevention devices.
g. Leads troubleshooting efforts and repairs steam, water, and gas
distribution systems.
h. Ensures proper care in the use and maintenance of equipment and
supplies; promotes continuous improvement of workplace safety and
environmental practices.
i. Provides sketches and dimensions used by drafters to create plans
for subcontractor work.
j. Researches catalogs and vendor services for complex and/or
customized system retrofits.
k. Interprets and applies mechanical and structural blueprints to plan
plumbing repairs and modifications.
l. In coordination with management, assigns to and tracks corrective
and preventive maintenance tasks given to subordinate plumbers.
m. Performs miscellaneous job-related duties as assigned.
e.1 Draftsmen
b. Works from rough sketches and specifications created by
architects
d. Adds details to architectural plans from their knowledge of
building techniques
IV. Financial Management Department

1. Finance Officer
a. Oversees the approval and processing of revenues, expenditures and
position control documents, salary updates, ledger and account
maintenance and data entries, ensuring compliance with existing policies
and regulations while maintaining appropriate internal control safeguards;
b. Prepares financial statements at the institutions level and fiscal and budget
reports for internal management and external agencies;
c. Develops projections and analysis with conclusions and recommendations
for management;
d. Coordinates and analysis fiscal and budget systems for controls, policies
and procedures, expedite audits;
e. Reviews changing laws, procedures and accounting purposes and makes
recommendations for or implements changes in accordance with Company
policy;
f. Maintains records system in accordance with generally accepted auditing
standards;
g. Advises units on improvement of current fiscal procedures, implementation
of new fiscal policies and training of accounting and administrative
personnel.
2. External Auditor
a. Examines financial statements to be sure that they are accurate and in
compliance with applicable standards and regulations
b. Inspects account books and accounting systems for efficiency and use of
accepted accounting procedures
c. Assesses financial operations and makes best-practices recommendations
to management
3. Internal Auditor
3.1 Pre Auditor
a. Reviews the trial balance and accounting records to determine the

necessary pre-audit adjustments
b. Makes the necessary entries directly into the accounting software
system
c. Prepares the necessary accounting schedules for the auditors
d. Performs technical accounting research in order to prepare position
papers for auditor review
e. Prepares financial statements using the firm’s automated templates and
adjusted trial balance

f. Uses existing tools to efficiently update financial statements and
footnotes for minor audit adjustments throughout the reporting
process.
g. Acts as primary point of contact with the auditors to ensure a smooth
and efficient audit.
3.2 Post Auditor
b.1 Post Auditor Assistant
4. Cashier
a. Supervises the day to day operations of the cashier’s office which includes
the responsibility for cash and credit receipt and deposit activities of the
Company;
b. Supervises personnel, which includes work allocation, training and problem
resolution, evaluates performance and makes recommendations for personnel
actions, motivates employees to achieve effective and efficient productivity
and performance;
c. Prepares and implements internal policy procedures recommends policies
and ensures compliance with Company policy, contractual requirements and
standard accounting procedures;
d. Coordinates unit functions with financial management departments such as
general accounting, taxation and data control regarding accounting operations;
e. Reconciles and balances related financial reports and account;
f. Develops annual operating budgets and provides fiscal direction to the unit;
g. Establishes and implements short and long range unit goals, objectives,
strategic plans, policies, and operating procedures, monitors and evaluates
programmatic and operational effectiveness and effects changes required for
improvement;
h. Performs miscellaneous job-related duties as assigned.
4. Bids & Marketing
a. Monitors and evaluates the invitations to bid for government projects and
attends to all reportorial requirements and activities relevant thereto;
b. Attends all pre-bid meetings and coordinate all project requirements with
the project bidders.
c. Assists in the initiation and planning of the establishment of the income-
generating projects and other business affair activities;
d. Assumes the responsibility on financial matters relating to the operation of
the income generating project subject to pertinent provisions of law,
accounting procedures and that of the Company objective;
e. Reviews and endorses budget proposals, feasibility studies and contracts
for recommendation and implementation by the Executive Vice-President;
f. Evaluates and processes the business proposals based on the Company
objectives;
g. Prepares and submits to the Finance officer reports and communications
relative to business affairs.
h. Assists in the marketing operations of the Company; and
i. Does other related works as maybe deemed proper.

V. Procurement Department
1. Quality Control Officer/Material Engineer
a. prepares company’s QA manual control and supervises all amendments
and revisions
b. Controls and the distributes all the companies quality documentation
c. Monitors all quality related activities on the project

d. Performs all internal and external audits on behalf of the companies
management
e. Verifies contractor quality requirements are specified to vendors and
contractor documentation submittals.
f. Attends client quality management meetings
g. Reviews quality inspection personnel qualifications and training
requirements
h. Monitors the disposition of all issued nonconformance reports.
i. Monitors the progress and effectiveness of the project quality
management system. Recommends and implements improvements
when required.
j. Actions and closes all customer complaints
k. Controls all necessary documents upon the completion of the project.
2. Purchasing Officer
a. Conducts product research and sources new suppliers and vendors.
b. Sources materials, goods, products, and services and negotiates the
best or most cost-effective contracts and deals.
c. Performs inventory inspections and reordering supplies and stock as
necessary.
d. Conducts market research to keep abreast of emerging trends and
business opportunities.
e. Updating and maintaining records of all orders, payments, and received
stock.
f. Coordinates with the delivery team and follows up on delays or orders
that have been rescheduled.
g. Attends product launches and networks with industry professionals.
h. Establishes professional relationships with clients as well as vendors and
suppliers.
i. Ensuring all stock is packaged appropriately and delivered to the correct
location in a timely manner.
3. Warehouse & Material Control
a. Directs and supervises the work of staff engaged in various supply

activities such as storekeeping and property control;
b. Accounts for all supplies, materials and equipment;
c. Directs and supervises the work of staff and receives all deliveries based
on the inspection of the end-user and inspection committee and
distribute the same;
d. Takes charge of issuing and recording of books, supplies, materials and

equipment and preparation of bills of lading, requisitions and issue slips;
e. Keeps records of all shipments made, claims, covering losses of goods in

transit and or property;
f. Undertakes annual inventory and prepares report;
g. Recommends evaluation of unserviceable materials and equipment for

disposal;
h. Does related works.
4. Transportation & Heavy Equipment Service Officer

a. Schedules hauling and distribution of aggregates from point of loading
to project sites
b. Operates heavy equipment in compliance with the company's operating
safety policies and procedures.
c. Provides recommendations for maintaining and improving environmental
performance.
d. Loads and unloads equipment from vehicles and trailers.
e. Ensures company equipment, material, and the work site are
maintained, kept clean, and stored in a safe manner. Collects and
disposes of scrap, excess materials, and refuse.
f. Observes distribution of paving material to adjust machine settings or
material flow, and indicate low spots for workers to add material.
g. Completes required paperwork, reporting, and other documentation.
VI. Construction Department

1. Project Managers
a. Oversees construction projects from beginning to end
b. Manages the budget and estimates costs
c. Determines the necessary equipment, materials, and manpower needed
d. Keeps track of inventory, tools and equipment
e. Ensures supplies and equipment are ordered and delivered according to
schedule
f. Prepares reports regarding job status
g. Resolves any problems that may arise in project sites
h. Ensures compliance with safety regulations and building codes
i. Evaluates risks

j. Hires, trains and mentors construction workers and construction laborers
depending on the size of the project
k. Collaborates with subcontractors, engineers, architects and key team
members of the project team
l. Negotiates with external vendors on contract agreements
m. Obtains the appropriate permits and licenses from authorities for
construction sites
n. Plans construction operations and ensures all deadlines are met
o. Allocates and manages resources to ensure that they are available when
they are needed throughout the construction projects
p. Keeps all stakeholders aware of the progress on projects and prepare
progress reports regularly
q. Handles any environmental or local community issues that may come up
during a project
r. Conducts site checks to monitor progress and quality standards
2. Foreman
a. Coordinates tasks according to priorities and plans
b. Produces schedules and monitors attendance of crew
c. Allocates general and daily responsibilities
d. Supervises and trains workers and tradespeople
e. Ensures manpower and resources are adequate
f. Guarantees all safety precautions and quality standards are met
g. Supervises the use of machinery and equipment
h. Monitors expenditure and ensures it remains within budget
i. Resolves problems when they arise
j. Reports on progress to managers, engineers etc.
VII. Support Services

1. Motorpool, Equipment & Maintenance Manager
a. Provides administrative and technical supervision on the operation of

the Motorpool programs and activities;
b. Reviews and recommends improvement and innovation to improve
the quality of service in Motorpool programs and activities;
c. Prepares budgetary requirements to support the activities of the
Motorpool;
d. Supervises the Motorpool and maintains the orderliness and
cleanliness of the Motor Shop;
e. Custodian of all tools, equipment, supplies and materials in Motor
Shop;
f. Conduct semestral inventory of tools, equipment, supplies and
materials of the Motorpool;
g. Supervises and maintains all the time the vehicles, machinery and
equipment;
h. Monitors the official functions of all personnel in the Motorpool
Section;

i. Prepares proper documentation for the renewal of Company’s
vehicles;
j. Coordinates to the Finance office all the repairs and maintenance of
vehicles;
k. Coordinates to the Supply Officer all the purchase of supplies,
equipment and spareparts of vehicles;
l. Performs other related activities
2. Crushing Plant Manager

a. Responsible from production end to finishing end of materials.
b. Meets or exceeds all safety, health & environmental expectations
established.
c. Directs and oversees the maintenance, service and repair operations
of all plant equipment.
d. Plans, coordinates and directs activities concerned with production,
operation (maintenance), as well as the design, construction and
modification of these same production related equipment and
machinery.
e. Establishes realistic personal goals as well as plant goals to achieve
optimal productivity.
f. Attends to production needs as the business dictates to include
changes, appropriate feed changes, and rate changes all within a strict
QA/QC program.
g. Directs and occasionally participates in the operation, inspection,
maintenance and repair of production equipment, plant buildings, and
any moving or rolling equipment assigned to the plant.
h. Responsible for maintaining adequate inventory, supplies and repair
parts for the operations.
i. Perform Disciplinary action as required.
j. Establishes maintenance and repair schedules while achieving
production goals within budget costs.
k. Must effectively prepare cost analysis.
l. Occasionally assists with repairs of other operations within pits,
which may include crushing and screening equipment, marinating
equipment and rolling stock as well as other equipment, as needed.
m. Ensure Safety and Environmental Regulation Compliance.
3. Batching Plant Manager

a. supervises a team of employees assigned to the plant to deliver
concrete to job sites.
b. Manages typical day to day activities include batching trucks,
managing drivers and coordinates with central dispatchers and other
plant sites,
c. schedules and oversees delivery of raw materials to the plant, plant
material inspections, plant site concrete testing
d. ensures plant is clean and operational
e. communicates with field personnel and the QC Manager

f. Conducts daily inspections of the plant to identify maintenance issues
and works with maintenance personnel to ensure the plant is in a
dependable state to produce concrete on a constant basis.
4. Gas Station Manager (Phoenix)

a. makes sure that gas stations run smoothly and efficiently.
b. monitors employees and checks the facilities of the gas station.
c. Plans the daily schedule of employees
d. Creates and maintains budgets, and coordinates with and report to
Executive Vice-President of the company.

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IIRR

HSO Construction Corporation

HUMAN RESOURCE POLICY MANUAL

October 29, 2020

Chapter 1 – Company Profile

Sec. 1. Vision, Mission, Values and Principles 1

Chapter 2 – Parameters of the Manual

Sec. 1. Institutional Goal of Human Resource Management 3

Sec. 1. Recruitment Policies 4

Chapter 4 – Duties and Obligations

Sec. 1. Policy Guidelines on Employee Conduct 15

Revised draft of August 5, 2004 1

Sec. 1. Salary Policy 23

Chapter 6 – Staff Development

Sec. 1. Staff Development Policy 32

Chapter 7 – Staff Performance Assessment

Sec. 1. Staff Performance Assessment Policy 35

Chapter 8 – Official Travel

Sec. 1. Travel Authorization 36

Revised draft of August 5, 2004 2

Section 1: Vision, Mission, Values and Principles

H – Hiring right people with the right skills to right positions

Section 2: History of the Company

Section 3: The Board of Directors

Section 4: The Organizational Structure

HSOCC Human Resource Policy Manual 1

Section 1: Institutional Goal of Human Resource Management

Section 2: The Human Resource Policy Manual

2. The policies contained in this Manual provide for implementing rules,

Section 3: Manual Maintenance

Section 4: Policy Administration

1. The Human Resources Office is responsible for the administration of this

HSOCC Human Resource Policy Manual 2

HSOCC Human Resource Policy Manual 3

Section 1: Recruitment Policies

1. It is the policy of the Company to establish and maintain employment

2. The Company subscribes to the principle of Equal Employment Opportunity.

3. The Company shall appoint staff to various posts based on above-average,

Section 2: Categories of Job Posts

b. Fixed-term Positions are classified into two (2) types:

i. Project-based Positions – are project-specific, fixed-term appointments

ii. Program-based Positions – are fixed-term appointments to positions of

HSOCC Human Resource Policy Manual 4

1. Employees hired on temporary status are those assigned to specific tasks or

2. Completion of a temporary/casual employment term shall not entitle any

3. To hire temporary/casual employees, the supervisor concerned shall initiate a

4. The Human Resources Office is responsible for implementing procedures for

1. Hiring of relatives of current employees shall not be discouraged, provided

2. Under no circumstances shall any staff be a direct supervisor of a relative who

3. For purposes of clarity and consistency, a relative is understood to be any of

Section 5: Job Descriptions

HSOCC Human Resource Policy Manual 5

c. The Office Head concerned shall be responsible for conducting periodic

Section 6: Requisition for New and Vacant Staff Posts

4. All staffing requisitions shall be accompanied by duly approved job

HSOCC Human Resource Policy Manual 6

2. Job vacancy announcements may be made through the following:

4. External candidates for a vacant post are required to submit an application

Section 8: Selection Process

2. In coordination with the Head or immediate supervisor concerned, the Human

HSOCC Human Resource Policy Manual 7

5. Where a candidate is being considered for a position of technical or

Section 9: Pre-employment Requirements