Foulath Employee Handbook - 2021

Human Resource
Handbook
Contents
1. INTRODUCTION 5
2. ATTENDANCE & LEAVE RULES 6
3 BUSINESS TRAVEL RULES 12
4 SEPARATION 15
5 EMPLOYEE CONDUCT RULES 17
6 GRIEVANCE PROCEDURE 30
7 PERFORMANCE MANAGEMENT 31
8 COMPENSATION & BENEFITS 43
9 ANNEXURE 1 48
10 ANNEXURE 2 57
Human Resource Handbook 2

Employee Handbook
The Human Resources Employee Handbook has been
prepared to provide information relevant to your employment
in Bahrain. In addition to this handbook, Foulath Group uses
multiple communication channels to share information with
employees. These channels include, but are not limited to,
our intranet, notice boards, newsletters, meetings and emails.
We expect all employees to adhere to the communicated policies
and work in a manner that will meet with the mission and vision
and adhere to the values of the Company. Each employee is a
contributor to the Company’s goals and adhering to our values
will enable us to become the best in the industry that would
further help in meeting with our personal aspirations as well.

FOULATH
Our Mission
To enable sustainable value creation across the iron and steel
value chain through the thoughtful application of capital and
capability.
Our Vision
To be a leading value creator in the iron and steel industry,
delivering admirable and sustainable results through
innovation and inventiveness.
BAHRAIN STEEL
Our Mission
We shape iron to help our customers make great things,
putting people and planet first.
Our Vision
• To be the most preferred partner for our customers by
being customer centric.
• To create and deliver value with a solution focus.
• To be recognized and influential with regard to our safety
practices.
• To achieve admirable results in a sustainable manner,
through innovation and invention.
• To make a positive impact to Bahrain by being socially
responsible
SULB
Our Mission
To help build great things.
Our Vision
To be a leading customer-centric value creator in the steel
industry, focusing on people, safety and sustainability.
Our Values
• Safety: “Safety for all, above all, at all times, everywhere!”
• Customer Focus: “Customer service is not a department,
it is everyone’s job!”
• Sustainability: “Working viably to develop the future!”
• Integrity: “Do the right thing, even when no one is watching!”
• Collaboration: “Together we stand, divided we fall!”
• Respect: “Respect for myself, for others, for quality of life,
and for the planet we all share!”
• Innovation: “New ideas come from anywhere!”
• Do more with less : “Measure twice, cut once”

1. Introduction
Foulath Holding and its subsidiaries recognises that Human
Resources are its most important strengths and it is upon
their commitment and effort that the Company depends, for
its continued prosperity and success.
1.1 Controlling Law
• The controlling law for all human resources policies in the
Company is the Labour Laws of the Kingdom of Bahrain
(Law No 36 of 2012) and its implementing regulations/
Ministerial orders as it stands today and as may be
amended subsequently.
• In the event of amendments to the Law conferring more
benefits than those provided in this Manual, the Employee
will be entitled to the more beneficial of the two, but not
both.
1.2 Coverage
• The policies and procedures covered in this manual are
applicable to all Employees of the Company.
• Employees of subsidiary company outside Bahrain would
be governed by separate rules applicable to that country.
• Unless specifically stated in this Manual, this policy is not
applicable to Contractors/Consultants of the Company.

2. Attendance & Leave Rules
The Company encourages Employees to avail their annual
leave in a planned manner with due regard to business needs
of the Company.
2.1 Work Timings and Holidays
• The offices and production units of the Company will
function as per the timings laid down by the Management,
which may be altered/changed at its sole discretion.
• The present official Employee timings of Day Shift

Employees of Company are as follows:
Table: 1: Office timings
Days Time
Sunday to Thursday 7:00 am to 4:00 pm
• Muslim Employees may avail a fifteen-minute interval
during the prayer timings subject to prior information to

the Reporting Superior and managing the work schedule
without interruption.
• Employees may be required to work on week end/

other holidays and beyond the official timings based on
work requirements communicated in writing or through
the system/email by the Department Head/Reporting
Supervisor.
• All Employees are entitled to the public holidays as

declared by the Government and announced by the Human
Resources Department; Employee in production units will
be governed by the shift schedule
• Work performed in excess of these hours shall be
compensated in line with Overtime policy and procedures.
2.2 Ramadan Timings
• During the holy month of Ramadan, Muslim Employees will
be required to work only for 6 hours per day/36 hours per
week.
• Should a Muslim Employee be required to work beyond 6
hours per day/36 hours per week, they shall be entitled to
overtime payment
• The Human Resources Department will circulate the work
hours during the holy month of Ramadan.

2.3. Attendance
• All Employees are required to record their attendance
and reporting/departure time through the time recording
system/other means as decided by the Management.
• If due to any reason, technical or otherwise, if an Employee
is not able to log in the attendance through the system,
they should record their attendance in the register at the
Security Gate.
• The Reporting Supervisor/Manager will seek reasons/
explanations from Employees who report late or are absent
without leave/intimation.
• Employees should obtain prior permission from the
Reporting Manager before leaving the premises on account
of official work or for other reasons.
• The Reporting Supervisor/Department Manager is
responsible for monitoring the attendance/late coming
and should seek assistance from the Human Resources
Department in handling absenteeism/late coming.
• The Reporting Supervisor/Manager should input the
attendance evaluation file in the system capturing the
details of absence or extra hours of work.
• The Reporting Supervisor will endeavour to counsel
Employees who come late/or are absent without leave
of absence/valid reason at the first instance. Persistent
latecomers and Employees who are absent without
permission/leave will be dealt with as per the Code of
Conduct of the Company.
2.4 Leave Plan
• All Employees should plan their leave in advance at the
beginning of year in co-ordination with the Departmental
Manager and will be reviewed by the General Manager to
ensure that the production schedule/work is not affected.
2.5 Shift Working
• Employees may be required to work in shifts, including
afternoon/night shifts based on the requirements of
production/business as communicated from time to time
and approved by the Department Manager.
• Employees working in shifts during public holidays will
receive a compensatory day off or overtime wages of 150%
in addition to the normal wages
2.6. Annual Leave
• Whilst it is desirable that Employees avail annual leave as
per their entitlement, the timing of leave will be agreed
mutually and is liable to revision/postponement at the
discretion of the Department Manager.

• All Department Managers shall prepare an annual leave
plan by December of each year for the ensuing calendar
year and forward the plan to the Human Resources
Department.
• Employees are entitled to annual leave of 30 working days
for every completed 12 months of continuous service or 2.5
days per month of service.
• An Employee becomes eligible to avail leave after
probation.
• However, Employees may avail leave with the approval of
the Department Manager based on the work schedule/
annual leave plan; however, on separation any excess
leave availed will be recovered during the full and final
settlement.
• An Employee should avail a minimum of 15 working days
leave in a year with at least six consecutive working days.
• If an Employee is sanctioned leave without pay or is absent
without permission or is suspended from work without
salary, the annual leave entitlement will be reduced
proportionately.
• Official holidays falling during annual leave are not
considered part of the annual leave and such days will be
credited to the annual leave balance on resuming duty.
• With the prior approval of the Head of Department/
General Manager, the Reporting Manager, based on
the requirements of work may recall an Employee who
is on annual leave. If the Employee is out of station he
will be deemed to be on duty for the journey and will be
reimbursed to and fro travel fare applicable to his level.
• In case he is not allowed to resume the interrupted leave
the Employee may either encash the leave or it will be
credited to the leave quota. With the approval of the
Department General Manager and General Manager- HR &
Admin.
• An Employee may avail contingency/emergency leave of six
days within the total annual leave eligibility; the maximum
number of contingency/emergencies leave at a time should
not exceed two consecutive days.
• An Employee is not entitled to avail Sick Leave during the
annual leave;

• Leaves are considered parts of service with the Company
except on the following cases:
• At the time of termination of employment when cash in
lieu of leave accumulated is given to the employee as
part of his final settlement.
• If employee is on leave without pay with permission
• If the employee is on unpaid leave of absence without
permission.
2.7. Sick Leave
• Sick leave entitlement and payment during sick leave
for an Employee who has completed three months of
continuous service is as follows and governed by the Law:
Table 2: Sick Leave
Period Gross Salary payment
Fifteen days Full salary
Twenty days ½ salary
Twenty days Without Pay
• A certificate from a Company Clinic/Government Hospital

or the Company’s assigned Hospital/Clinic will be required
for availing Sick Leave, failing which the period of absence
would be treated as unauthorized absence or accounted
against eligible annual leave.
• The Sick Leave certificate will have to be submitted to the
Company Clinic for verification and approval.
• An Employee may carry forward unavailed fully paid or half
paid sick leave up to a maximum of 240 days
• Sick Leave applications from outside along with the
medical certificate should be forwarded to the Company
Clinic and will be entered in the system post approval of
the Company Doctor for approval or through the system.
• Any Sick Leave exceeding the entitlement will be treated as
leave without pay
• Any employee unable to report for duty due to sickness
is required to notify his line manager immediately and
should report to the on-site Medical Centre or provide an
appropriate medical certificate. Failure to do so will result
in the employee being regarded as absent.
2.8. Marriage Leave
• All Employees are entitled to avail three days paid leave
once throughout the period of their service with the
Company, for their own marriage.
• The leave should be availed within a period of one month
prior to or after the marriage. Proof of marriage should be
produced to avail the leave.

2.9. Maternity Leave
• Female Employees may be permitted to take Maternity
Leave with full wages of 60 calendar days inclusive of
public holidays, if any.
• Additionally, female Employees may avail additional leave
of 15 days without pay for confinement.
• The leave must be taken continuously before or after
confinement.
• A female Employee who intends to take Maternity Leave
shall give notice to the HR Department along with a
certificate from a medical practitioner specifying the
expected date of her confinement.
• A female Employee shall not be permitted to work within a
period of 40 days after confinement.
• On resuming duty after Maternity Leave, a female
Employee will be allowed two breaks of one hour duration
(or alternatively combined two hours) for nursing the child
until the child attains six months and two breaks of 30
minutes each until the child attains one year
2.10. Paternity Leave
• All male Employees are entitled to avail one day paid
Paternity Leave on birth of his child.
• The Leave should be availed within one week from the date
of birth of the child.
• Supporting evidence of birth of child should be submitted
to the Company to account the Paternity Leave.
2.11. Pilgrimage Leave
• A Muslim Employee is entitled to avail leave of 14
working days for the performance of pilgrimage of Haj
once throughout their service period within the group of
affiliated Companies.
• The maximum number of Employees from a Department
who may avail pilgrimage leave in any year may be limited
based on the work schedule as per the decision of the
General Manager/ Head of Department.
• The Employee must have completed at least five years of
continuous service with the Company before he is entitled
to avail pilgrimage leave.

2.12. Mourning Leave
• An Employee may be permitted to take mourning leave
with pay of 3 consecutive calendar days in the unfortunate
event of death of his next of kin as follows:
• Death of spouse (in the case of male Employees) or
relatives up to the fourth degree of relationship.
• Death of spouse’s relatives up to the second degree of
relationship.
• Female Employees are entitled to one month leave with
pay on the death of her husband. Additionally, the female
Employee shall be entitled to complete the Iddah period by
availing eligible annual leave or loss of pay leave for a total
period of three months and ten days.
• The Employee should inform the Department Manager/
Reporting Supervisor by telephone or any other means
before availing the leave.
• Employees are required to provide documents establishing
the relationship to the deceased while applying for such
leave. If sufficient documentary evidence is not furnished,
such leave may be refused.
• The death certificate authenticated by the Ministry should
be submitted along with the Leave Form.
2.13. Leave Deduction/Encashment
• The gross hourly rate for deductions of unpaid leave/
absence without permission shall be calculated as
(monthly salary/30)/9.
• Unclaimed annual leave may be encashed or compensated
in the notice period for which he will be paid as per
leave encashment formula. (Monthly gross salary x 12 x
1.4 x Number of days annual leave in credit)/365.
2.14. Absence from Duty

• If the absence of an Employee is not covered by any of
the types of leave mentioned above or if the Employee
proceeds on leave without approval, or fails to report for
duty either on expiry of leave or otherwise, the Employee
will be deemed to be absent without leave.
• If an Employee fails to report for duty without leave
of absence/legitimate reasons as mentioned in the
Attendance & Leave Rules for a period of ten consecutive
days in any one year or for twenty intermittent days, the
Management may, at its sole discretion, strike the name of
the Employee off the rolls on grounds of abandonment of
employment and advise him accordingly, provided he has
been warned in writing earlier for absence for five days in
the former case or ten days in the latter case.

3 Business Travel Rules
• The air travel entitlement is as follows:
Table 3: Air Travel Entitlement
Grade Class
General Manager and above Business
Other grades Economy
• Foulath shall reimburse the cost of inter-city travel for

official business purposes in KSA and UAE for employees
using their own car. The following rates shall be applicable:
Table 4: Air Travel Entitlement
Country Allowance
Kingdom of Saudi Arabia 0.70 SR/KM
United Arab Emirates 2.00 Dhs/KM
• In the event an employee travels on company business

during the weekend or official holidays, the employee
shall be entitled to a compensatory off in lieu thereof in
accordance with Bahrain Law.
• The duration of overseas assignments related to company
business should not exceed one month unless approved by
the Chairman or his/her representative.
• Per Diem allowance will be paid to an employee who is
sent for an oversee assignment to cover the necessary
expense incurred by him/her during the assignment as per
the below.
Table 5: Per Diem Allowance on overseas trips
Grade Per diem (US $)
1-5 180
6-9 200
10-11 250
12-15 350
Managers, DGM, GM & 450
Equivalent
• The per Diem allowance for overseas assignments shall

be calculated from the date of departure of the country of
work until the date of departure from the country of the
business assignment.
3.1 Expenses covered by the Per Diem Allowance include:
• Hotel Room cost including local taxes
• Food and beverages
• Local taxi/conveyance cost for short business/
personal trips
• Laundry expenses at hotels
• Tips for porters and waiters for personal use

3.2 Expenses not covered by the Per Diem Allowance, however
which shall be paid in accordance with the prevailing
company’s procedure include:
• Training course cost
• Fax and internet cost during trip
• All telephone costs, both local and international, for
business purposes
• Expenses related to entertainment of company’s guest
• Car hire/taxi cost for long durations or distances when
travelling to a business meeting or function
• Train or air ticket cost to travel for business meeting or
function
• Additional baggage/weight charges at airports when
transporting/couriering items or samples for business
purposes
• Any item/gift purchased for business/customers with
the approval of the CEO/Sector/Department Manager
with clear indications of the receivers
• All entry visa charges and airport taxes
• An employee may opt for the company to pay for the
accommodation and receive only 50% of the per diem. The
company will cover the expense of a standard single room
excluding meals and other expenses. The reimbursement
shall not exceed the rate of a single standard room at the
Sheraton Hotel within the city to which they travel. This
should be applied in exceptional situations only and would
require special approval.
• If an employee, who is on overseas assignment, is a guest
of any country or institution or organization, the per diem
allowance will be reduced by 50%. The reimbursement
of entertainment expenses incurred while on such an
overseas assignment will be handled in the usual way of
handling such expenses in Bahrain.
No per diem shall be paid for trips from Bahrain to Saudi
SULB Office in Saudi Arabia, however the per diem for the
drivers is BD 20/- per day.
For UAE located sales staff who travel to SULB Office Bahrain
for monthly sales meetings, the per diem allowance will
be reduced by 50%. This amount shall cover all standard
expenses.

3.3 Domestic Business Trip Per Diem Allowance In Saudi
Domestic Business Trip per diem allowance in Saudi”
for Saudi SULB employees:
• 50% per diem allowance for non-overnight stay.
• Per diem allowance schedule based on Employee’s
grade as per following
Table 6:
Grade Allowance (SAR) per day
Chief Executive Officer/COO 800/-
Managers and GM 700/-
Grade 12-15 600/-
Grade 10-11 500/-
Grade 6-9 400/-
Grade 1-5 400/-

4 Separation
• It is the Company’s policy that Employees separating are
treated with dignity and fairness so that they continue to be
good ambassadors of the Company.
4.1 Categories
• Separation occurs whenever an Employee leaves the
Company for any of the following reasons:
• Resignation
• Termination
• Retirement
• Abandonment of service
4.2 Resignation
• A confirmed Employee who wishes to resign from the
services of the Company will be required to give 30 days’
notice of resignation as per the terms of contract to the
Manager - Human Resources through the Reporting
Manager.
• The Employee is not permitted to avail leave during the
notice period and should the Employee absent himself, the
period of notice will be extended to the number of days that
he has been absent.
• Employees should address the resignation letter to the
Manager - Human Resources through the proper channel.
4.3. Termination
• While genuine efforts will be made to re-deploy surplus
Employees, the Company may terminate the employment
contract with an Employee on account of business reasons
by giving 30 days’ notice, provided the services are not
being terminated on account of misconduct.
• In the event of misconduct (Article 107), performance
issues (Article 109), partial or total closure of business
with intimation to the Ministry (Article 110), the Company
shall follow the due process of the law along with the
notice.
4.4. Retirement
• Retirement from the services of the Company is on
attaining the age of 60 years for males & 55 years for
females.

4.5 Abandonment of Service
• If an Employee fails to report for duty without leave
of absence/legitimate reasons as mentioned in the
Attendance & Leave Rules for a period of ten consecutive
days in any one year or for twenty intermittent days, the
Management may, at its sole discretion, strike the name of
the Employee off the rolls on grounds of abandonment of
employment and advise him accordingly, provided he has
been warned in writing earlier for absence for five days in
the former case or ten days in the latter case.
4.6 Certificates on Separation
• Manager - Human Resource will issue a service and salary
certificate at the Employee’s request as per (Article 13)
only after effecting the full and final settlement.
• Any reference sought in respect of the Employee by
prospective employers should be referred to the Human
Resources Department for providing factual information;
individual Department Head/Reporting Manager should not
issue any references in writing.

5 Employee Conduct Rules
• Employees have a right to know about the Company’s
conduct and discipline rules and the consequences if they
are infringed.
• Employees should understand that any breach of these
rules could result in disciplinary procedures, including
termination. Additionally, violation of any law applicable
can also result in personal liability for the individual
responsible.
* Code of Conduct: Annexure 1
5.1 Whistleblowing Policy

• Employees shall promptly report to the Manager/General
Manager, when she/he becomes aware of any actual or
possible violation of the Code or an event of misconduct,
act of misdemeanour/fraud/theft etc. or an act not in the
company’s interest.
• They are required to maintain such information
confidentially until the investigation is completed.
• Concealment of such information, whether with ulterior
motives or not, will be construed as misconduct.
5.2 Safety & Health
• Employees are expected to always adhere to all health and
safety rules and procedures published by the Company
including fire drill, speed limits while driving and exercise
caution in all work activities based on the Company
directives from time to time.
• Employees must immediately report any unsafe conditions/
at risk behaviour / or incidents to their Manager/
Immediate Superior and the HSE/Safety representative.
Employees who violate safety standards, cause hazardous
or dangerous situations, or fail to report, or where
appropriate, remedy such situations, may be subject to
disciplinary action including termination of employment.
• In the case of an incident that results in injury, property
damage or fire regardless of how insignificant the incident
may appear, Employees should notify their Manager,
Head - Safety to inform the insurance company within the
prescribed time limit.
• Employees, who become aware of any health-related issue
that prevents them from normal duties, should notify their
Manager.

5.3 Gifts/Bribes/Favour
• Employees shall neither receive nor offer or make, directly
or indirectly, any illegal payments, remuneration, gifts, free
transport or accommodation, donations or comparable
benefits that are intended, or perceived, to obtain
uncompetitive favours for the conduct of its business.
• If failure to accept a gift would cause an embarrassment
that would affect the relationship, the Employee shall
accept nominal gifts (below BD 37 or USD 100), provided
such gifts are customarily given and/or are of a memorial
nature with company logo.
• Any gift of a higher value should be surrendered
immediately to the Department Head and the Employee
should inform the Manager - Human Resources by e-mail.
• Any decision given by the Department Head/General
Manager in this regard shall be binding on the Employee.
All such gifts received may be pooled together and
distributed during any Company functions/events at the
discretion of the General Manager- HR & Admin.
• No Company funds or other Company property may be
used for illegal, unethical or otherwise improper purposes.
• Bribes and kickbacks of any kind are strictly prohibited.
Specifically, no Employee or agent is permitted to:
• Offer, give or cause others to give any payments or
anything of value for the purpose of influencing the
recipient’s business judgment or conduct
• Solicit or accept a kickback or bribe, in any form, for any
reason
• Offer gifts of any kind to any government Employee for
the purpose of obtaining approvals.
5.4. Suppliers/Customers of the Company
• No Employee shall have, either directly or indirectly, any
business arrangement outside the limit of the Company’s
dealings, or use his position for any personal benefit or for
any benefit to any friend or relatives, with/from any of the
Company’s customers/agents/ suppliers/vendors.
5.5 Dress Code
• All Employees are required to come decently attired
in business casuals /semi-formals so as to give a
professional image and impression to all customers and
visitors.
• In the event of an overseas visit to meet with customers
or suppliers’ Employees must adhere to formal business
attire as appropriate to the local office customs.

• Employees visiting clients/customers are required to
adhere to customer office dress code, if possible or
alternatively wear a formal attire.
• Employees in Production Units should adhere to the
prescribed uniform including the personal protective
equipments failing which they may not be permitted entry
into the premises.
5.6 Smoking/Usage of Tobacco/Intoxication
• The Company and its premises (office/production/stores
etc) are declared as “Non-Smoking Areas”. Smoking in any
part of the Company premises, except in designated areas
is not permissible.
• Employees are prohibited to come to work in a state of
intoxication under the influence of alcohol or drugs or any
other narcotic/prohibited substance or be in possession
thereof at work.
• The manufacture, distribution, possession, sale, use or
purchase of drugs or psychotropic substances, alcohol or
controlled substances of abuse on Company premises or
property (including vehicles) are prohibited.
• In the event of any suspicion of use of alcohol or drugs
or any other narcotic/prohibited substance, the Manager
or the Human Resources Department may require the
Employee to undergo any confirmatory tests including but
not limited to breath analyser, blood tests etc. and failure
to co-operate in any such test will be considered as a gross
misconduct.
• If the Employee who is called to work outside official
hours on an emergency is under the influence of alcohol
or has used any sedatives/medicines, he shall inform
the Manager/Reporting Supervisor to prevent any unsafe
incidents and shall not take up work.
5.7 Relatives of Employee
• The Company prohibits the employment of relatives in
the same department up to and including the 3rd Degree
of relation, which includes father, father-in-law, mother,
mother-in-law, spouse/partner, own brothers, own sisters,
sons and their spouses, daughters and their spouses.
Considering the candidature of a relative of an Employee
shall not be encouraged.
• If Employees marry whilst in employment with the
Company, the Human Resources Department shall ensure
that they do not work in the same department or have any
reporting relationship.

5.8 Visa
• The Company will arrange visas for Employees and
dependant family members comprising of spouse and up
to three unmarried and unemployed children under the
age of 18 years (not exceeding 5 including the Employee)
at its expense for Employees in grade 10 and above and
shall renew it as per Law. Additional dependants may be
provided visa at the Employee ‘s own cost.
• Those eligible for dependant visa should reside in the
Kingdom of Bahrain for at least six months in a year.
• Employees in grade 9 and below may be provided
dependant visas for spouse, children and parents at their
own cost.
• Employees may request for visit visa for up to third degree
relatives at their own costs subject to the immigration laws
of the Kingdom. Typically, visit visas will be issued for a
duration of 1 month and may be extended by an additional
two months upon the Employee’s request.
• The Company shall cancel the visa of the Employee and
family members on separation of the Employee.
• The Company will assist Employees desirous of visiting
any country by providing factual details of service or other
relevant salary details as required by the respective visa
granting authority. All costs in this regard for a personal
trip are to be borne by the Employee and official/business
trips will be borne by the Company.
5.9 Company Identity Card
• All Employees will be provided an Identity card at the cost
of the Company on submission of the photograph and other
relevant information sought by the Company such a blood
group, emergency contact etc. The Company may decide
to incorporate new information such as blood group only
during replacement of the identity card.
• In the event of misplacing or losing the identity card or if
a change of information is required, the Employee should
inform the Human Resources Department and seek a
replacement.
• The identity card may be leveraged by the Company for
access control/attendance etc and should be returned to
the Company on separation.
5.10 Internet Usage/Wi-Fi Access
• The Company internet/Wi-Fi is intended for the Company’s
business.
• Personal browsing /usage during business hours is
discouraged except for occasional use/ emergencies.

• Employees are responsible for using the internet in a
manner that is ethical and lawful.
• The Company reserves the right to access and monitor
internet usage on its systems according to the Law.
• Employees are prohibited from using the internet for any of
the following activities:
5.11 Computer/E-mail Usage
• The computer/e-mail system is to be used primarily for
business purposes of the Company; occasional use for
personal work is not prohibited.
• Employees should not share the individual password nor
should access anyone else’s computer unless specifically
authorized during emergency by the Reporting Superior.
• All information and messages that are created, sent,
received or stored on the Company’s e-mail system is the
sole property of the Company.
• E-mail is subject to monitoring by the Company without
prior notice to the originators or recipients of such
e-mail. E-mail may be monitored and read by authorized
personnel of the Company for any violations of law,
breaches of Company policies or for any other reason.
• Employees should ensure that e-mails do not contain
statements or content that are defamatory, offensive,
illegal, derogatory, or discriminatory or that could be
termed as harassment.
• The following types of e-mails are prohibited:
• Occasional unsolicited personal e-mails may be
unavoidable and will not be a violation of this policy.
• Employees may not download software, executable files,
databases or other “live” technology received through
e-mail, downloaded from the Internet, installed from
external discs, or otherwise placed on the Company’s
computer system without the prior approval of the I.T
Security Department.
• The Company shall have the right to monitor and inspect
the computer systems (hard drives and external drives),
history files, log files and all other aspects of the Company
computers and software for any reason at its discretion.
• Accessing social networking sites like Facebook, LinkedIn,
Twitter except for official purposes is prohibited during
working hours except when it is accessed for official
purposes.

• Employees are expected to respond promptly to e-mails
and ensure out of office notification along with alternate
contacts is enabled while out of office if the Employee is
unable to respond to an e-mail within a period of two hours
except during air travel.
• Employees should be aware and comply with the I.T
and I.T security policies that govern access, usage and
restrictions.
5.12 Social Media Policy
• The Social Media Policy is aimed at ensuring that
Employees understand their role in protecting and
enhancing the company’s reputation and image and
carry out all activities on Social Media channels, digital
platforms and other online tools of communication
upholding the Company values.
• Social media is defined as online environments such as
websites and applications that enable users to create and
share content – and participate in social networking –
without limitation or regulation on freedom of speech.
• Employees are free to use social media/online/digital
tools in their personal capacity without using the Company
name or brand, image etc. and may engage on any social
media platform, and create their own accounts, blogs and
websites etc. in their personal capacity. At no point in time
Employees should state, create or express views/opinions
which refer to Company.
• Employees may leverage social media to build and promote
the Company brand in a positive manner subject to the
guidelines mentioned herein.
• Prior permission from the Human Resources Department/
Department Head is required if the Employee wishes to
use/leverage the company name in the social media. This
approval by the Department Head is to be obtained by
e-mail.
• Employees should take utmost care in projecting the right
image about themselves and the company in any social
media conversation if they are identified as Company
Employees.
• If Employees identify themselves as Company Employees,
they should abide by the Company decision to remove
or modify content that in the Company’s opinion could
negatively reflect/ affect its image.
• It is compulsory for all Employees who refer to their
association with Company on their social media pages,
blogs or websites to clearly display the disclaimer: “All
views expressed here are my personal opinion and do not
represent Company in any manner”.

• The Company logo and trademarks cannot be used on
any personal social media platforms without written
permission from the Human Resources Department.
• Creating an unofficial online/social media presence that
carries a Company name or trademark is not permitted.
Social media activities that represent the company
should be specifically approved by the Human Resources
Department.
• No references to the company customer, partners,
suppliers, or competitors are allowed on any Employee
personal social media platform, without the prior written
permission of the Human Resources Department.
• Employees may use their personal accounts to answer
any questions regarding Company products and services,
however they can only answer with information already
available publicly, and the answer has to be associated
with a reference – a link from Company website/brochure if
available.
• Any postings in the social media including any confidential
or unauthorized Company related information/content that
would have an adverse impact on the Company may be
reported to the Human Resources Department to respond
to and manage.
• Employees are expected to act as ambassadors of the
Company in expressing opinions and dealing with others
and should refrain from posting any content that is
illegal, obscene, defamatory, threatening or infringing on
intellectual property or invasion of privacy or otherwise
injurious or objectionable.
• Employees should avoid engaging in any acts that might
breach the laws of the country.
• Employees, who are using any social media platform where
the Company has an official presence, are encouraged
to “like”, “follow” or be members of any community that
Company officially creates on that platform.
• Employees are required to adhere to the confidentiality and
non-disclosure norms as per Company rules while sharing
any content on the social media.
• Employees should refrain from sharing non-public
information over any online platform.
• Employees should not post any financial, confidential,
sensitive or proprietary information about the Company
or any of our customers, affiliates, vendors, agencies and
candidates.

• Responses to any queries by customers or outsiders
should be referred to the appropriate department and
Employees should not give any reply on behalf of the
Company.
• The designated department by the Group Chief Executive
Officer is the only authorized team to represent the
Company online and in collaboration with other internal
department.
• Employees should refrain from creating fake/ghost
accounts or utilizing automated bots with any reference to
the Company to:
• Influence conversations
• Leave anonymous comments or take part in any other
misleading behaviour
• Increasing engagement or followership
• Employees are personally and legally responsible for
content they post on the social media, internet or in any
of the online platforms with different formats and hence
would need to be extremely careful not to defame others,
reveal trade secrets or proprietary information, copyright
infringements, among other things.
• Employees should be aware that the content stays in
cyberspace forever and hence should endeavour to
demonstrate the company values while using the social
media platforms.
• Users who violate the Policy may be subject to discipline,
up to and including termination of employment.
5.13 Company’s Property/Equipment
• The assets of the Company shall not be misused; they shall
be employed primarily and judiciously for the purpose of
conducting the business for which they are duly authorized.
• These include tangible assets such as equipment and
machinery, systems, facilities, materials and resources, as
well as intangible assets such as information technology
and systems, proprietary information, intellectual property,
and relationships with customers and suppliers.
• All Employees have a responsibility to safeguard Company
property/assets.
• The Company’s property/assets should not be taken out
of its premises without prior approval from the Reporting
Manager. (Unless it is intended as a mobile)

• All property of the Company (including flats/leased
accommodation/vehicles/equipment/ tools etc.) entrusted
to the Employee during employment shall be maintained
in good condition and returned in good condition on
separation from the Company or as and when directed by
the Reporting Manager.
• Employees shall not use the equipment/facilities other
than common facilities (viz. club, recreation centre etc.)
of the Company for their personal use except when
permission has been granted by the Human Resources
5.14 Company (owned or Leased) Vehicles
• All vehicles allotted by the Company should be used at the
own risk of the Employee.
• All vehicles should be used for official work of the
Company and are not meant for personal use without prior
approval of the Manager.
• The copy of the driving licence of drivers should be
registered with the Facilities Department.
• Employees using Company vehicles should comply with
all traffic and Company regulations and speed limits, wear
seat belts and refrain from using mobile phones while
driving.
• Employees using Company vehicles should be considerate
to other road users and the general public and act in a
manner that enhances the image of the Company.
• Employees should not drive Company vehicles when
they are medically unfit and must never drive under the
influence of any alcohol or drugs, including any prescribed
medicines that can cause drowsiness.
• The Driver must ensure that the following tasks are
completed after the trip and prior to returning the vehicle
to the Company:
a) The vehicle must be kept neat and clean
b) Fuel must be replenished
c) Log book must be filled with all the required details
d) Accidents, if any (regardless of impact) must be
appropriately reported
e) Maintenance related matters and errors must be
reported
• Drivers shall be responsible for all fines imposed upon
them during their use of company vehicle.

• Drivers must ensure that the tires are maintained
appropriately as it is very critical to safety. They should
a) Maintain tire pressure at the prescribed level set out in
the user manual for the vehicle being used
b) Check the pressure of each tire daily prior to use
c) All the surface of tires must also be routinely checked
for cuts, bulges, cracks or other damage and where a
tyre shows such damage it should be reported to FM
Soft Services Supervisor
• In case of an accident Drivers must comply with legal
requirements with respect to the accident and report the
accident to FM Soft Services Supervisor
5.15 Personal Record Update
• Employees have the personal responsibility to update any
changes to their personal or professional information
and emergency contacts with the Company through the
available forms or the system.
• Employees are required to keep Human Resource
Department informed of the personal details of their next
of kin or personal representative, who can be contacted
in the event of an emergency. The details will include the
name, address and telephone contact number.
• Employees are also mandated to update changes to any
declarations whenever there is a change to the status of
the earlier declarations.
5.16 Parking
• The Company has limited car parking space allocated for
Employees. Employees are required to avoid the following:
a) Parking in visitor areas or non-designated areas
b) Parking in neighbouring facilities
c) Double parking
d) Blocking the building/entry/exit or another vehicle
e) Parking that obscures sight of main road traffic or at
curbs and bends that could cause an accident
5.17 Miscellaneous Provisions
• Employees shall behave/act in such a manner which
will not violate any accepted norms of public decency or
morals.

• The Employee will be required to sign a copy of any formal
letter issued to them/warning letter to acknowledge
receipt. If an Employee refuses to acknowledge receipt,
this will be noted on the letter/warning by those who
witnessed the refusal. A record of the warning letter
and any relevant notes will be placed in the Employee’s
personnel file. If relevant, the letter may also be forwarded
by registered post to the address of the Employee.
• Disciplinary action taken will remain active on the
Employee’s file for the period permitted by Law and will be
used as the basis for subsequent disciplinary action.
• Any Employee convicted by a Court of Law or arrested
on any charge, shall, at once report the facts to the HR
Manager irrespective of the country it occurred.
• Employees should respect the beliefs and religions of
others and avoid any act that may offend or create friction.
5.18 Harassment
• The Company is committed to providing a work
environment that is free of discrimination and harassment.
• Harassment of any nature is prohibited and any Employee
proved to be harassing any other Employee will be subject
to serious disciplinary action including but not limited to
termination. The Management may at the request of the
victim report the matter to the Police as per the relevant
laws of the country.
• If an Employee believes he has been a victim of
harassment, or know of another Employee who has been,
he shall report it immediately to General Manager- HR &
Admin.
• Employees can raise concerns and make reports without
fear of reprisal or victimisation.
• Any Employee who becomes aware of harassment should
promptly advise and is required to handle the matter in a
timely and confidential manner.
• The Employee being aware of the harassment or the Head
of Department/Manager and other individuals involved
in the investigation should handle the matter with great
sensitivity without disclosing the identity of the victim.
• Harassment in the workplace can take many forms. It can
be obvious or subtle, direct or indirect (e.g., where a hostile
feeling/environment is created without any direct attacks
being made on a person).

• Common forms of workplace harassment and
discrimination include but are not limited to:
a) Usage of abusive language
b) Bullying
c) Exclusion
d) Shouting, talking loudly in an offensive manner
e) Lack of courtesy
f) Breach of professional code of conduct
• Misuse of Authority: Harassment also includes misuse of
authority where an individual improperly uses the power
and authority inherent in a position to endanger a person’s
job, undermine the performance of that job, threaten the
person’s economic livelihood, or in any way interfere with
or influence a person’s career. It is the exercise of authority
in a manner which serves no legitimate work purpose and
ought reasonably to be known to be power intimidation,
threats, bullying, blackmail or coercion.
• Sexual Harassment is unwelcomed, unacceptable sexually
determined behaviour, affecting the dignity of personnel
at work, whether perpetrated by superiors, peers,
subordinates and Employees of contractors /agency or
even by an individual of the same gender. It might occur
as a single incident or a series of incidents which may
interfere with an individual’s performance or create an
intimidating, hostile or offensive work environment. Sexual
harassment includes, but is not limited to:
a) Offensive comments; sexually coloured remarks; sexual
or indecent jokes
b) Physical confinement against one’s will
c) Verbal or non-verbal conduct of a sexual nature
explicitly or implicitly.
d) Comments or teasing about a person’s alleged sexual
activities or private life
e) Offensive hand or body gestures; lurid stares
f) Unwelcome invitation/s, telephone calls, SMS, MMS or
e-mails at the workplace or at home;
g) Unwelcome physical contact and/or advances such
as patting, pinching, touching or putting arm around
another person etc.
h) Showing a person any sexually explicit visual material,
in the form of pictures/cartoons/screen savers on
computers /any offensive written material/pornographic
e-mails, derogatory or degrading poster, graffiti etc.

i) Display of sexually suggestive or pornographic material;
sounds or display of a derogatory nature that have the
purpose or effect of interfering with an individual’s
performance and dignity
j) Unwanted declarations of affection
k) Demands by a person in authority for sexual favours
in exchange for work-related benefits (e.g., increase
in remuneration, promotion, transfer, work-related
opportunities etc.)
l) Acts that create a sexually hostile work environment
m) Stalking or molestation
(This is an indicative list and is not intended to be an
exhaustive one)
5.19 Guidelines On How To Report A Harassment Incident
• Any aggrieved woman (not necessarily an Employees
and could include suppliers/visitors etc.) subjected to
harassment including sexual harassment at workplace
may prefer a complaint to a designated Lady Manager
(Manager- HR) within a period of three months from the
date of the incident/or date of last incident in the case of a
series of incidents.
• If the complaint is not in writing, the designated Manager
may assist the Employee to record the complaint in writing.
• In co-ordination with the designated Manager shall
proceed to make a formal enquiry into the complaint and
register the case with the police, if required as per Law.
• HR may, based on the recommendations of the designated
Manager take steps to protect the aggrieved woman
including transfer, or other interim relief etc.
• On conclusion of the enquiry the General Manager-
HR & Admin may decide on the matter with a suitable
recommendation to the Group Chief Executive Officer on
the punishment if the allegation is found correct.
• The Complaint or the identity of the aggrieved women,
respondents, witnesses or other information pertaining
to the matter shall be kept confidential by all persons
involved and should not be disclosed to the public, press or
media.
5.20 Misconduct
• The following acts/omission shall constitute misconduct:
** Disciplinary 2020 : Annexure 2

6 Grievance Procedure
It is the Policy of the Company that Employees should be
given a fair hearing concerning any grievance/issue they may
have arising out of their employment with the Company and
should be entitled to appeal to higher levels of Management
if they feel that their grievance has not been resolved
satisfactorily.
6.1 Procedure
• Informal (Stage I): An aggrieved Employee shall endeavour
to resolve grievances through informal discussions with
the Immediate Superior and both parties shall aim at
resolving the issue within the framework of the Company’s
rules.
• If required, the Immediate Superior shall co-ordinate with
the Department Head/ Manager or the Human Resources
Department for this purpose.
• Formal (Stage II): If the grievance has not been resolved
in stage I, the Employee shall present the grievance in
writing to the Manager - Human Resources who shall
investigate the matter in discussion with all concerned and
forward a summary of the grievance along with all relevant
documents to the General Manager- HR & Admin and the
Department Head/General Manager for consideration.
• After considering all facts presented and the
recommendations of the Manager- Human Resources
and post discussions with the Department Head/General
Manager, the HR Manager will meet with the Employee to
confirm and validate the report.
• The General Manager may in consultation with the Chief
Executive Officer/Group Chief Executive Officer take a
decision that would need to be communicated to the
Employee by the Manager - Human Resources within 30
working days of the receipt of the grievance.
• If a decision cannot be made within a period of 30 working
days the reason for the delay shall be communicated to
the Employee by the Manager - Human Resources. In any
case a decision shall be given within 60 working days of the
receipt of the grievance.
6.2 Exclusions of Disciplinary Procedure
• A decision given at the conclusion of the disciplinary
procedure of the Company or decisions regarding
redundancy of an Employee given on account of
commercial/business reasons are excluded from the
purview of the grievance procedure.
• A sexual harassment complaint should be taken up directly
with the General Manager – HR & Admin in the first
instance itself and will be investigated independently.

7 Performance Management
• The Performance Management framework is aimed at
achieving the Company’s business plans and objectives
through continuous and focused performance of its
Employees.
• It uses Strategic Goals, Key Performance Indicators
& Standards along with Core Competencies/Values to
measure and enhance performance of Employees.
• The objectives of the Performance Management policies
are as follows:
• Achieve the Company’s business plans and KPIs/
strategic goals through better Unit and individual
performance.
• Ensure consistency and transparency in matters
concerning performance management and associated
outcomes.
• Accountability for targets set/tasks assigned.
• Monitor performance and provide coaching to exceed
targets.
• Reinforce the strengths and plan for the development of
Employees.
• Aid in decision making on Employee rewards, job
rotation, career and succession planning etc.
7.1 Coverage
• The policies and procedures covered in this manual are
applicable to all Employees of the Company who have
completed their probationary period.
7.2 Review Period
• The performance management cycle for the Company is
from January to December every year.
7.3 Appraisee
• All Employees who have joined the Company on or before
30 September of the respective performance/financial year
will be covered in the year-end review process.
7.4 Appraiser
• The Appraiser will be the immediate superior of the
Employee (Appraisee).
• The Appraiser who has not supervised the person
appraised for the full term/year should complete the
assessment jointly/in consultation with the previous
superior and in his absence, obtain guidance from the
Human Resources Department.

• The appraisal of an Employee who is re-assigned/
transferred may be done before the re-assignment and
the average of the independent weighted ratings of the
current and previous assignment based on the tenure of
supervision will apply in such cases.
7.5 Reviewer
• The Reviewer will be the immediate superior of the
Appraiser.
7.6 Role of the Employee
• The Performance Management process requires
ownership of the responsibilities for effective
implementation; the tasks and responsibilities of the
Employee are mentioned below:
• Completing the Strategic Goals/ KPIs, standards of
measurement, weightage and rating guidelines along with
the immediate superior.
• Implementing the performance plans/goals agreed.
• Proactively requesting feedback from the Manager,
initiating dialogue, agreeing and implementing action plans
• Collating and entering objective data on performance &
competencies in the Self Appraisal during the published
timeline.
• Completing the interim review along with the Manager
• Proactively working on completion of the Performance
Improvement Plan (PIP), where applicable.
7.7 Process Brief
• The Appraiser/Manager and the Appraisee/Employee
meet to plan priorities for the upcoming year and reach an
agreement on the below mentioned areas:
• Strategic Goals: The major areas within which the
Employee is responsible for achieving results.
• KPIs: the specific results/outcomes that the Employee will
achieve within each Strategic Goal.
• Standards: establishing measurable parameters that
will be used to evaluate how well the objective has been
accomplished.
7.8 Strategic Goals
• The strategic goals of each Employee will contain those
genuine business areas that have an ultimate impact on
the success or failure of the Company as a whole and will
be derived from the overall business goals as applicable to
the job of the individual.

• Strategic Goals describe the reason why the job exists and
what are the broad deliverables of the Job – they are labels
and not long statements of outcomes or results.
7.9 KPIs
• KPIs are results that the Employee must accomplish within
each Strategic goal. KPIs represent ‘WHAT’ outcomes are
expected from the Employee during the year within each
Strategic goal.
• All of the Employees’ KPIs are required to be linked to their
Unit and the Company’s business plans/Strategic goals.
7.10 Features of KPI
• Focused: KPIs concentrate on outcomes, not activities. In
order to achieve any worthwhile objective a great deal of
activity will be put forth, but the focus is on results, not
activity per se.
• Limited, Crisp and Concise: KPIs should be limited in
number and avoid excessive descriptions. The longer it
is, the greater the likelihood that activity and actions are
being described and interpreted differently instead of
measurable results and the consequent neglect.
• Significant: In any job, a great number of KPIs could be set.
The KPIs should be limited to those that are of greatest
importance to the Company (80:20 principle).
• Prioritized: Not all KPIs are of equal importance. It
should be listed in the order of importance by providing
an appropriate weight to help Employees understand the
Company’s focus and prioritize them. It would also be
appropriate to mention which should be done first, if they
are all not going to be done simultaneously. This would
guide the Employee where the greatest amount of effort
should be expended.
• Fully Communicated: If the KPIs are communicated to
all within the team chances are bright that information
that can influence the accomplishment of the KPIs will be
brought to the notice of the person responsible. This can
also avoid unnecessary competition and rivalry among
peers.
• Quantifiable: The greatest challenge in KPI setting is
to develop statements that are capable of accurate
measurement.
7.11 Standards
• Standards are yardsticks that can be used to determine
how well the job has been done. The challenge lies in
writing KPIs in quantifiable statements that can be easily
measured and reported.

• Measures that are related to any one or more of the
following can be used to establish standards.
• Quantity:
• Quality
• Cost
• Time
7.12 Rating Guidelines
• In order to have a transparent mechanism, the rating
guidelines should also be defined to indicate the level
of performance that would qualify for a specific rating.
Articulate the rating guidelines with appropriate stretch to
avoid any ill feeling or compulsion to moderate ratings on
conclusion of the performance period.
• The rating guidelines to evaluate how well the Employee
has achieved each objective should be clearly defined in
terms of time, quantity, cost or quality or a combination
of them along with the level of achievement in order to
facilitate an objective assessment of the Employee’s
performance.
• Rating guidelines will have to be defined in absolute
number without a decimal (viz. there will be no 3.5)
• Any changes to the rating guidelines will have to be
approved by the General Manager.
• Budgetary/Business Plan achievement are set at
‘3 - Solid Performance”.
7.13 Shared KPIs
• When Units have several individuals performing to achieve
common goals, the Manager may assign shared KPIs that
will be monitored on a collective basis.
7.14 Additional/New KPIs/Revisions
• The KPIs of a new Employee should be set within a period
of 90 days from the date of joining.
• In the event of organizational restructuring or if an
Employee is transferred to another unit/section or
promoted, the revised KPIs applicable to the new unit/
section/position should be set within a period of thirty days
from the date of restructuring, transfer or promotion.
7.15 Core Competencies
• After completing the KPIs, each line manager should
explain the core competencies and the behaviours
expected of the Employee while performing the job.
• The core competency framework describes the ‘HOW’
of the job. During the Performance planning phase,
the appraiser would discuss the competencies and the
expectations with the Employee in behavioural terms.

Table 7; Core Competency Framework/values
• Takes responsibility for own safety and

of those around
• Proactively seeks to learn and share
safety rules and standards
Safety
• Consistently demonstrates safety values
in all aspects and all environments
• Speaks up and stops work if safety is
compromised
• Listens, understands, anticipates

and responds to customer needs and
problems in a timely manner
• Works to make customers’ lives easier
and delivers a positive experience
Customer Focus • Uses customer insights and feedback
to improve and deliver relevant product
and service offerings
• Contributes to a customer centric
culture through personal actions and
behavior
• Able to balance social, environmental

and customer interests with business
operations for long term sustenance
• Strives to manage risks and uncertainty;
creates viable alternatives in the event
Sustainability
of adversity
• Thinks about the whole system in
developing solutions for the long term
• Acts everyday to optimize the use of all
resources, big and small
• Models high standards of honesty and

truthfulness in all dealings
• Honours commitments, promises and
confidentiality irrespective of outcomes
or personal gain
Integrity
• Accepts mistakes and shortcomings
upfront rather than trying to cover them
up
• Ensures words, actions and behaviours
are aligned and consistent

• Listens actively and appreciates the
views and inputs of others
• Works with others to understand and
address differences to achieve the
desired goals
Collaboration
• Helps build trust through empathy and
reliable actions
• Capitalizes on the complementary
strengths of team members to achieve
the outcomes
• Treats people with respect independent

of their status, or disagreement with you
• Is sensitive towards feelings and
emotions expressed by others, and
relates well to them
Respect
• Is mindful of the rights of others, and
speaks with awareness of tone, words
and body language
• Respects everyone’s time and adheres to
commitments
• Moves beyond the traditional ways of

doing things; pushes past status quo
• Makes time to reflect on what is working
and what is not
• Is comfortable with, and adapts to,
Innovation change
• Helps challenge assumptions to find
better solutions
• Encourages diverse thinking and
excitement among others to pursue
new ideas
• Is frugal
Do more • Views constraints as opportunity
with less • Uses technology to do more
• Creates value continuously
7.16 Interim Review

• All the Employees are required to undergo an interim
review, through a meeting with their Managers within the
framework of the Performance Management Cycle.
• The interim review phase is conducted to review the
progress towards meeting the KPIs set, identify strengths
and areas of improvement, provide corrective measures
when needed, and give the Employee appropriate
directions towards accomplishing the KPIs that are
expected to be achieved.
• The specific objectives of the interim review are:
• Review progress towards meeting the KPIs and taking
corrective measures; a soft rating based on the mid-
year accomplishments should be assigned to prepare
the Employee towards the year-end rating, should
performance continue at the same level.
• Revise/Modify/Add any KPIs as warranted by business
conditions or personal transfer or work assignments,
given that this would not be used to cover any
underperformance.
• Any revisions to KPIs during the interim review process
should be approved by the Reviewer/Head of the
Department/General Manager through the approved
work flow and will be monitored by Human Resources
Department. In the event of modifications of the KPIs, the
system would have audit trails of the initial KPIs.
• Review the KPIs weightage based on business conditions
or change in Company priorities.
• The Appraiser should indicate whether the Appraisee
is on-track, partially on track or whether there are
substantial improvements required to achieve the KPIs.
7.17 Year-End Review
• The year-end performance review comprises the following:
• Review of KPIs
• Review of core competencies/values
• Only Employees who have joined the Company on or before
September 30 will be part of the Year-End review.
• Any Employee joining on 1 October or later will be part of
the next performance management cycle.
7.18 Self-Appraisal
• The Appraisee may input the factual/qualitative data on
performance against each KPI/Objective in the system and
record the source of data before the Appraiser initiates the
appraisal discussion.
• The Appraisee may attach the performance information in
the system, as appropriate for the Manager to review.
• The failure to complete the self-appraisal will not prevent
the conclusion of the Year-End review process
7.19 Multiple Reporting/Transfer/Separation of Appraiser
• The Year-End Performance Review is conducted for
each Employee by the Manager who has supervised the
Employee for at least six months. If he has not supervised
the Employee for at least six months, he should conduct
the review jointly with the previous reporting Manager.

• If the Employee reports to two or more managers, the
appraisal should be done by the functional manager with
inputs by the administrative Manager.
• If an Employee is transferred/promoted or assigned to
a new role based on organizational restructuring, the
Manager should complete the appraisal for the period
of time that he has worked in the Unit for above three
months.
• During such appraisal, the KPIs should be proportionately
considered based on the actual period that the Employee
worked in the Unit or role.
• The reviewer will review the rating based on the approved
workflow and on approval, the KPI setting process will be
initiated based on the new Manager/Appraiser
7.20 Core Competencies/Values
• During the Year-End Performance Review meeting, the
Manager/Appraiser and the Employee/Appraisee would
need to discuss the Employee’s specific behaviours with
regard to the core competency/values framework.
• The Manager should refer to the core competency/values
framework and discuss/record the specific behaviours or
critical incidents to support the rating on a five-point scale.
• Given the importance of the competencies review, the
Manager should constantly monitor the Employee’s
behavior and document his observations in the system
throughout the evaluation period.
• These observations should show the specific behaviour and
the time of occurrence/date so that no defensive behaviour
is elicited during the review process.
• By the end of the review process, both the Manager and
the Employee should utilize the review results as the basis
of the Learning Needs Assessment in accordance with
the Learning and Development Policy. Additionally, the
functional competencies may also be used to guide the
Learning Needs Assessment process.
• Human Resources Department will be issuing a guide
that highlights the basic foundations of the competencies
measurement and the interventions to address the
opportunities for improvement revealed during the
competency review.
7.21 Rating Scale
• The Appraiser should mention the accomplishment against
each Strategic Goal/KPIs based on data provided by the
KPI process.

• Total Weight is limited to 100 points. Multiplying the
weightage of each objective by the rating as per the
accomplishments will give the weighted score for each
objective. The Total Weighted score would be the arithmetic
total of individual KPI/Objective weighted scores.
7.22 Rating Guidelines
• While the rating would depend on the rating guidelines
agreed with the Employee during the performance
planning phase, the broad guidelines on the rating
guidelines is given below:
• Outstanding ‘5’ = The Appraisee consistently exceeds
most of the expectations and has met exceedingly
difficult and challenging targets. Typically, the appraisee
has exceeded the KPIs assigned by over 120%.
• Excellent: ‘4’ = Performance in many areas exceeds
expectations and in all others, meets expectations.
Typically, the appraisee has exceeded the KPIs assigned
by over 105 to 120%.
• Solid Performer ‘3’ = Performance is at expected level.
The Employee has achieved assigned KPIs over 95 to
105%.
• Satisfactory: ‘2’ = Performance is marginally short of
expectations. Achieved between 75-95% of the assigned
KPIs.
• Unsatisfactory: ‘1’ = Performance does not meet
most expectations of the areas assigned; significant
improvement required. Achieved less than 75% of the
assigned KPIs.
Table 8: Competency Rating Scale:
• Demonstrate in-depth knowledge in

emerging trends and concepts related to
the competency. Displays all (100%) of
Role Model
the behavioral indicators consistently in
(5)
extremely challenging situations and is
considered as a role model; influences
others to display the expected behaviour.
• Demonstrate a thorough understanding

of the full range of concepts and
principles related to the competency.
Expert Displays over 75% of the behavioral
(4) indicators consistently in difficult/
challenging situations; displays other
listed behavioral indicators in normal
situations.

• Demonstrates a basic understanding
of concepts and principles related to
Intermediate
the competency. Displays 30-50% of
(2)
the behavioral indicators in normal
situations.
• Displays less than 30% of the behavioral

indicators in normal situations.
Basic
Considerable handholding required even
(1)
in the context of routine and day to day
operations.
7.23 Individual Performance Rating

• The final individual performance ratings are calculated as
follows:
Table 9: KPI/competency Weight:
KPI Competency
60% 40%
• The overall score is the arithmetic total of the weighted

score of the KPI and the competencies rounded off to the
nearest decimal (not to the nearest number)
• On completing the rating calculations, the Human
Resources department will consolidate the ratings and
discuss with the respective Head of the Department/
General Manager or in a combined meeting of all Head of
the Department/General Managers, the rating distribution
of the Unit or all Units as appropriate.
• The ratings as approved by the Head of the Department/
joint meeting of the Heads of the Departments/General
Managers will be consolidated across the Company and
informed to the concerned Employee.
Depending on the business results, the Management
may give guidelines along with the appraisal schedule
on the suggested distribution based on the actual overall
performance score or a percentile distribution for the
particular year.
7.24 Discretionary Bonus
• A discretionary annual bonus scheme is in place and
bonuses are not guaranteed.
• Should Foulath decide to pay bonuses, the Company’s
performance, Employee performance and basic salary of
the Employee will be taken in to account.
• Employees who have been appointed during the first
quarter of the year i.e. up to 31st March, shall be granted
full bonus as other Employees.

• Employees who have been appointed during the period
from 1st April to 30th September, shall be granted bonus
on pro-rata basis.
• The exclusions criteria shall apply to the following
categories:
• Employees who have been appointed after 30th
September,
• Employees served with warning letter/s during the year
• Employees who retired during the current year within 2
weeks prior to date of approving the bonus are eligible
to a full year’s bonus of the previous year as long as
they have worked a full year in the previous year.
• Employees who are in the Company’s service at the time of
payment of Bonus shall only be eligible to receive Bonus.
7.25 Merit Increase
• The Management may at its sole discretion declare the
percentage of increment on basic salary for various levels
of performance on a yearly basis based on the profits and
growth of the Company.
• Depending on the business plan of the ensuring year
the Group Chief Executive Officer will approve the merit
increase/annual increment on basic salary for various
levels of performance.
7.26 Promotion
• Eligibility for promotion to all levels will be based on
Employee’s performance as reflected on the nomination
reports for promotion.
• To be eligible for promotion following criteria must be
made:
1. Existence of a vacant position within the Company.
2. Employee should have been appointed to the position
for which he is going to be promoted for a minimum of
one year in the current position.
3. Employee should possess the requirements for the
position to which he is going to be promoted.
• Promoted Employee will either be granted the minimum
grade for the job to which he is promoted or 10% increase
on his previous salary whichever is greater provided the
salary after promotion is not less than his existing salary.
• Employee who is undergoing legal proceedings or
misdemeanor following dishonesty or immorality
or who has been suspended from duty during the
legal proceedings will not be eligible for promotion.
Furthermore, no consideration will be given to employee
who has been disciplined as per Company’s Disciplinary
Codes.
7.27 Progression
• Eligibility for progression to all levels will be based on
Employee’s performance as reflected on the nomination
reports for progression.
• Employee will either be granted the minimum grade for
the job to which he is promoted or 10% increase on his
previous salary whichever is greater provided the salary
after promotion is not less than his existing salary.
• Employee who is undergoing legal proceedings or
misdemeanor following dishonesty or immorality
or who has been suspended from duty during the
legal proceedings will not be eligible for progression.
Furthermore, no consideration will be given to employee
who has been disciplined as per Company’s Disciplinary
Codes

8 Compensation & Benefits
• It is a policy of the Company to design and implement a
salary structure that maintains internal equity and external
competitiveness to recruit, motivate, and retain effective
Employees; and also to reflect the relative importance and
value of jobs, their levels, and reward Employees for their
contribution.
• The salary is paid monthly in arrears around the 27th of the
month. Every Employee is required to maintain an account
with the designated bank for the purpose of crediting
salaries.
• Salary increases and any other performance linked pay-
outs are linked to the performance of the Company and
the individual and the market conditions. Employees must
maintain a good standard of work and conduct before an
increase is considered. Any increase, where applicable, will
be confirmed in writing by Human Resources Department.
• The Company has the right to deduct any amount owed by
the Employees to the Company from their monthly salary
or end of service gratuity/indemnity as per the Labour Law.
• Employees are required to maintain individual salary and
benefit related entitlements or pay-outs confidential.
• The Company also provides Employees with a range of
allowances and benefits. Entitlement to these benefits
and allowances will be determined by reference to the
Employee’s Contract of Employment and the Human
Resource Policy as it stands today and amended from time
to time.
8.1 Overtime
• Employees must adhere to their working hours and must
be prepared to work overtime as and when it is deemed
necessary to accommodate the needs of the Company.
• Overtime payments would depend on business
requirements and actual extra hours worked and is not
guaranteed.
• Overtime shall be approved by Department Manager and
General Manager and paid out on the following basis:
Table 9: Overtime
Overtime Paid
Description
(% of Basic Rate)
Additional work from 07:00 to 19:00 125%
Additional work from 19:00 to 07:00 150%
Weekly day of rest and Public Holidays 150%

8.2 Housing Allowance
• The Company may at its discretion decide to provide
housing accommodation to Employees based on availability
and/or business requirements.
• A fixed Housing Allowance is provided to Employees who
are not provided with Company accommodation as per the
contract of employment to provide for housing and utilities.
• Employees shall bear the full cost of electricity,
water, telephone, gas and any other consumables/
utilities irrespective of whether they receive company
accommodation or the housing rent allowance.
8.3 Social Allowance
• Employees are entitled to receive a social allowance based
on their grade and family status as per the employment
contract
• Expatriate Employees in Grade 9 and below are only
eligible for a Single Allowance.
8.4 Transport Allowance
• A fixed Transport Allowance is provided to Employees for
buying and using their own vehicle to commute to work
from their residence.
• The Transport Allowance will be withdrawn in the event of
the Company providing a vehicle
8.5 Shift Allowance
• Eligible Employees working on shift, shall receive an
additional allowance per shift in line with their entitlement.
8.6 Laundry Allowance
• Employees provided with uniforms by the Company are
entitled to receive Laundry Allowance per month for
laundry expenses.
8.7 Acting Allowance
• Any Employee who is appointed in an Acting position for a
temporary period shall be paid a monthly allowance equal
to 10% of the Employee’s current monthly basic salary.
• Should the Acting position receive any benefits which are
more favorable than the Employee’s current position,
the Employee would be entitled to receive the relevant
allowances and benefits of the position he is acting for.
8.8 Education Allowance
• Eligible Employees, as stipulated in their Employment
Contract, may be reimbursed education expenses for their
children as follows:
• Registration and examination fees,
• Approved tuition fees
• Institution Lab & Computer Fee
• Maximum eligible reimbursement amount per annum
per child for the actual expense from class 1 formal
school (kindergartens are not covered) to high school
or equivalent shall not exceed as per the employee’s
entitlement which is mentioned in the employment
contract.
• The amount paid is based on actual billing for a maximum
of three (3) children starting at the age of 5 up to the age
of 18 from class 1 formal school (kindergartens are not
covered) to high school or equivalent.
• The expenses will be reimbursed upon submission of
actual receipts for the education tuition expenses paid.
• In the event that a child turns 18, the educational
allowance shall be applied until the end of the current
academic year/curriculum.
• The Employee shall provide any supporting documents as
required.
8.9 Long Service Award
• Employees who have completed 5 continuous years or
multiples thereof (e.g. 10, 15, 20, 25& 30) shall receive a
long service award.
8.10 Medical Insurance
• The company furthermore provides Medical Services to all
its Employees at the company clinic.
• The company provides additional medical insurance to
cover all its Employees.
• Eligible dependents in accordance with the employment
contract for Employees of Grade 10 and above shall be
covered.
• Once a child turns 18 the medical insurance will remain in
place until the expiry date of the insurance policy.
• This insurance cover is conditional upon approval of the
insurance company as per premium agreed and in case of
non-approval by the insurance company, this benefit shall
be considered withdrawn.
8.11 Group Life Insurance
• Foulath will provide group life insurance for all Employees,
covering equivalent to 2 years’ Basic Salary plus Social
Allowance to the Employee as per the terms and conditions
stipulated in the insurance policy.
• This insurance cover is conditional upon approval of the
insurance company as per premium agreed and in case of
non-approval by the insurance company, this benefit shall
be considered withdrawn.

8.12 Social Insurance Organisation (SIO)
• All Employees will be registered with SIO and contributions
will be paid monthly for compulsory insurance against old
age, death and disability and (for Bahraini Employees only)
and against work-related injuries including death (for all
Employees).
• For Bahraini Employees, the Company shall pay 19% of the
Employee’s salary, which includes a 6% payable/deductible
from the Employee.
• In respect of Employees from GCC countries the Company
shall pay any amount due as per the relevant country of
origin. For expatriate Employees (other than GCC), the
Company shall pay 4% of the Employee’s salary.
• The Corporation will deduct any additional SIO
contribution(s) from the Employee’s salary, in accordance
with the Law.
8.13 Pension (SOI)
• All Bahraini Nationals shall be entitled to pension as per
the Bahrain Labour Law and SIO law.
8.14 End of Service Indemnity
• The Corporation shall upon the termination, resignation or
expiry of the contract of an expatriate employment, pay to:
• Grade 9 & below Employee a leaving indemnity for the
period of his employment calculated on the basis of half
a month’s basic salary for each year of the first 3 years of
service and 1 month’s basic salary & social allowance (if
any) for each year of service thereafter.
• Grade 10 & above a leaving indemnity for the period of his
employment calculated on the basis of 1 month’s basic
salary & social allowance (if any) for each full year.
• Gratuity will be calculated based on the last drawn basic
salary and up to the last working day.
• Employees will be entitled to receive gratuity for part of the
year at a proportionate rate.
8.15 Leave Tickets
• Eligible employees to receive a cash payment for the
annual vacation air tickets as per their eligibility and will
be paid in the salary based on the month of entitlement.

8.16 Salary Advance
• Confirmed employees faced with unforeseen emergencies
or proceeding on annual leave may apply for an advance
salary.
• In respect of Employees proceeding on annual leave, the
amount of advance will be limited to the actual salary
payable to the employee in the ensuing month after all
deductions.
• Employees who are proceeding on annual leave will be
sanctioned advance salary only if the leave period overlaps
the salary payment date.
• The amount of general salary advance will be limited to
50% of the basic salary and will be deducted three equated
instalments without any interest in the ensuing three
months’ salary payable to the employee.
• All applications for salary advance should be addressed
to the Manager – Human Resources through the proper
channel.
• Request for salary advance without a genuine reason is
discouraged and Employees are not permitted to apply for
salary advance for more than two occasions per year.
8.17 Sports, Recreational & Social Activities
The employee has the right to be a member of the Foulath
Club and take full advantage of the many benefits that the
company provides.
8.18 Company Restaurant
The Employee can take advantage of the subsidized meals
served in the company’s restaurant during the permitted
time.

9. *Annexure 1
Foulath Code of Conduct

Relevant to all employees of Foulath Group
The Foulath Code of Conduct (the ”Code”) is a set of principles that guide and govern the conduct of
Foulath and its subsidiary and/or affiliated companies (the “Foulath Group”) and their employees in
all matters relating to business.
The Code lays down the ethical standards that Foulath employees have to follow in their professional
lives, and it defines the value system at the heart of the Foulath Group and its many business entities.
If all of us, in our professional and personal capacities, can internalise the beliefs enshrined in the
Foulath Code of Conduct, the Foulath Group’s legacy and its future will remain in good hands. In
varying degrees, we are all the custodians of Foulath Group’s reputation. Accordingly, the company
expects each one of us to behave in an upright manner.
This Code of conduct applies to all officers and employees of the Foulath Group. It is designed to help
us understand our ethical and legal obligations in handling the Foulath Group’s business. Although
this code of conduct does not cover every issue that may arise, it is intended to establish guidelines to
which we can refer in situations where the proper course of conduct may not seem clear.
The guidelines set out in this Code are mandatory and, as such, must be observed by every one of us
at all times.
Chief Executive Officer

Foulath Holding

Foulath Code of Conduct
Clause: 1
National interest
The Foulath group is committed to benefit the economic development of the countries in which it operates. No
Foulath company shall accept any project or activity to the detriment of the wider interests of the communities
in which it operates.
A Foulath company’s management practices and business conduct shall benefit the country, localities and
communities in which it operates, to the extent possible and affordable, and shall be in accordance with the
laws of the land. A Foulath company, in the course of its business activities shall respect the culture, customs
and traditions of each country and region in which it operates. It shall conform to trade procedures, including
licensing, documentation and other necessary formalities, as applicable.
Clause: 2
Financial reporting and records
A Foulath company shall prepare and maintain its accounts fairly and accurately and in accordance with the
accounting and financial reporting standards which represent the generally accepted guidelines, principles,
standards, laws and regulations of the country in which the company conducts its business affairs. Internal
accounting and audit procedures shall reflect, fairly and accurately, all of the company’s business transactions
and disposition of assets, and shall have internal controls to provide assurance to the company’s board and
shareholders that the transactions are accurate and legitimate. All required information shall be accessible
to company auditors and other authorised parties. There shall be no deliberate omissions of any company
transactions from the books and records, no advance-income recognition and no hidden bank account and
funds.
Any deliberate , material misrepresentation of and / or misinformation on the financial accounts and reports
shall be regarded as a violation of the Code, apart from inviting appropriate civil or criminal action under the
relevant laws. No employee shall make, authorise, encourage or conspire in an improper payment, illegal
commission or bribing.
Clause: 3
Competition
A Foulath company or employee shall market the company’s products on their own merits and shall not make
unfair and misleading statements about competitors’ products and services. Any collection of competitive
information shall be made only in the normal course of business and shall be obtained only through legally
permitted sources and means.
On the other hand, it is vital that Foulath Company seek to obtain competitive edge that differentiate it from its
competitors and allows it to win the satisfaction of its customers. All staff are encouraged to participate and
be engaged in this effort.

Clause: 4
Equal opportunities employer
A Foulath company shall provide equal opportunities to all its employees and all qualified applicants for
employment without regard to their nationality, race, class, religion, colour, ancestry, marital status, gender,
age, nationality, ethnic origin or disability. Human resource policies shall promote diversity and equality in the
workplace, as well as compliance with all local labour laws, while encouraging the adoption of international
best practices.
Employees of a Foulath company shall be treated with dignity and in accordance with the Foulath policy of
maintaining a work environment free of all forms of harassment, whether physical, verbal or psychological.
Employee policies and practices shall be administered in a manner consistent with applicable laws and other
provisions of this Code, respect for the right to privacy and the right to be heard, and that in all matters
equal opportunity is provided to those eligible and decisions are based on merit.
Clause: 5
Gifts and donations
A Foulath company and its employees shall neither receive nor offer or make, directly or indirectly, any illegal
payments, remuneration, gifts, donations or comparable benefits that are intended, or perceived, to obtain
uncompetitive favours for the conduct of its business.
However, a Foulath company and its employees may, with full disclosure, accept and offer nominal gifts,
provided such gifts are customarily given and / or are of a memorial nature.
Clause: 6
Government agencies
A Foulath company and its employees shall not, unless mandated under applicable laws, offer or give any
company funds or property as donation to any government agency or its representative, directly or through
intermediaries, in order to obtain any favourable performance of official duties. A Foulath company shall
comply with government regulations and shall be transparent in all its dealings with government agencies.
Clause: 7
Political non-alignment
A Foulath company shall be committed to and support the constitution and governance systems of the country
in which it operates. A Foulath company shall not support any specific political party or candidate for political
office. The company’s conduct shall preclude any activity that could be interpreted as mutual dependence /
favour with any political body or person, and shall not offer or give any company funds or property as donations
to any political party, candidate or campaign.
Clause: 8
Health, safety and environment
A Foulath company shall strive to provide a safe, healthy, clean and ergonomic working environment for its
people. It shall prevent the wasteful use of natural resources and be committed to improving the environment,
particularly with regard to the emission of greenhouse gases, and shall attempt to offset the effect of climate
change in all spheres of its activities. A Foulath company, in the process of production of its products shall
strive for economic, social and environmental sustainability.

Clause: 9
Quality of products
A Foulath company shall be committed to supply goods and services of world class quality standards, backed by
after-sales services consistent with the requirements of its customers, while striving for their total satisfaction.
The quality standards of the company’s products shall meet applicable national and international standards.
Clause: 10
Corporate citizenship
A Foulath company shall be committed to good corporate citizenship, not only in the compliance of all
relevant laws and regulations but also by actively assisting in the improvement of quality of life of the people
in the communities in which it operates. The company shall encourage volunteering by its employees and
collaboration with community groups.
Clause: 11
Cooperation of Foulath companies
A Foulath company shall cooperate with other Foulath companies, by sharing knowledge and physical, human
and management resources, and by making efforts to resolve disputes amicably, as long as this does not
adversely affect its business interests and shareholder value. In the procurement of products and services,
a Foulath company shall give preference to other Foulath companies, as long as they can provide these on
competitive terms relative to third parties.
Clause: 12
Public representation of the Group
The Foulath group honours the information requirements of the public and its stakeholders. In all its public
appearances, with respect to disclosing company and business information to public communities such as
the media, the financial community, employees, shareholders, agents, dealers, distributors and importers,
a Foulath company or the Foulath group shall be represented only by specifically authorised directors and
employees. It shall be the sole responsibility of these authorised representatives to disclose information about
the company or the Foulath Group.
Clause: 13
Third party representation
Parties which have business dealings with the Foulath Group but are not members of the Foulath Group, such
as consultants, agents, sales representatives, distributors, contractors and suppliers, shall not be authorised
to represent a Foulath company without the written permission of the Foulath Company. Third parties and their
employees are expected to abide by the Code in their interaction with, and on behalf of, a Foulath company.
Foulath companies are encouraged to sign a nondisclosure agreement with third parties to support
confidentiality of information.

Clause: 14
Use of Name and Logo
The use of the Foulath, Bahrain Steel and SULB names and logos shall be governed by manuals, codes and
agreements to be issued by Foulath Holding. No third party or joint venture shall use the Foulath brand to
further its interests without specific authorisation.
Clause: 15
Ethical conduct
Every employee of a Foulath company, including the chief executive, shall exhibit culturally appropriate
behavior in the countries they operate in, and deal on behalf of the company with professionalism, honesty and
integrity, while conforming to high moral and ethical standards. Such conduct shall be fair and transparent
and be perceived to be so by third parties. Every employee of a Foulath company shall preserve the human
rights of every individual and the community, and shall strive to honour commitments. Every employee shall be
responsible for the implementation of and compliance with the Code in his / her environment. Failure to adhere
to the Code could attract severe consequences, including termination of employment.
Clause: 16
Regulatory compliance
Employees of a Foulath company, in their business conduct, shall comply with all applicable laws and
regulations, in letter and spirit, in all the territories in which they operate. If the ethical and professional
standards of applicable laws and regulations are below that of the Code, then the standards of the Code shall
prevail.
Clause: 17
Concurrent employment
Consistent with applicable laws, an employee of a Foulath company shall not, without the requisite, officially
written approval of the company, accept employment or a position of responsibility (such as a consultant or a
director) with any other company, nor provide freelance services to anyone, with or without remuneration. In
the case of the chief executive, such approval must be obtained from the board of directors of the company.
Clause: 18
Conflict of interest
An employee of a Foulath company shall always act in the interest of the company, and ensure that any business
or personal association which he / she may have does not involve a conflict of interest with the operations of
the company and his / her role therein. An employee of a Foulath company, shall not accept a position of
responsibility in any other non-Foulath company or not-for-profit organisation without specific approval.

The above shall not apply to (whether for remuneration or otherwise):
a) Nominations to the boards of Foulath companies, joint ventures or associate companies.
b) Memberships / positions of responsibility in educational / professional bodies, wherein such association
will benefit the employee / Foulath Company.
c) Nominations / memberships in government committees / bodies or organisations.
d) Exceptional circumstances, as determined by the competent authority.
Competent authority, in the case of all employees, shall be the chief executive, who in turn shall report such
exceptional cases to the board of directors on a quarterly basis. In case of the chief executive, the respective
Board shall be the competent authority. An employee of a Foulath company shall not engage in any business,
relationship or activity which might conflict with the interest of his / her company or the Foulath Group.
A conflict of interest, actual or potential, may arise where, directly or indirectly:
a) An employee of a Foulath company engages in a business, relationship or activity with anyone who is
party to a transaction with his / her company.
b) An employee is in a position to derive an improper benefit, personally or to any of his / her relatives, by
making or influencing decisions relating to any transaction.
c) An independent judgement of the company’s or Foulath Group’s best interest cannot be exercised.
The main areas of such actual or potential conflicts of interest shall include the following:
a) An employee of a Foulath company conducting business on behalf of his / her company or being in a
position to influence a decision with regard to his / her company’s business with a supplier or customer
where his / her relative is a principal officer or representative, resulting in a benefit to him / her or his /
her relative.
b) Award of benefits such as increase in salary or other remuneration, posting, promotion or recruitment
of a relative of an employee of a Foulath company, where such an individual is in a position to influence
decisions with regard to such benefits.
c) The interest of the company or the Foulath Group can be compromised or defeated.
Notwithstanding such or any other instance of conflict of interest that exist due to historical reasons, adequate
and full disclosure by the concerned employees shall be made to the company’s management. It is also
obligatory upon every employee to make a full disclosure of any interest which the employee or the employee’s
immediate family, including parents, spouse and children, may have in a family business or a company or firm
that is a competitor, supplier, customer or distributor of or has other business dealings with his / her company.
Upon a decision being taken in the matter, the employee concerned shall be required to take necessary
action, as advised, to resolve / avoid the conflict. If an employee fails to make the required disclosure and the
management of its own accord becomes aware of an instance of conflict of interest that ought to have been
disclosed by the employee, the management shall take a serious view of the matter and consider suitable
disciplinary action against the employee.
Clause: 19
Protecting company assets
The assets of a Foulath company shall not be misused; they shall be employed primarily and judiciously for
the purpose of conducting the business for which they are duly authorised. These include tangible assets such
as equipment and machinery, systems, facilities, materials and resources, as well as intangible assets such
as information technology and systems, proprietary information, intellectual property, and relationships with
customers and suppliers.

Clause: 20
Involvement in civic or public affairs
The involvement of a Foulath employee in civic or public affairs shall be with express approval from the chief
executive of his / her company, subject to this involvement having no adverse impact on the business affairs of
the company or the Foulath Group. Labor Union affairs are exempted from this clause.
Clause: 21
Confidentiality
Every employee of a Foulath company shall ensure, at all times, the integrity of data or information furnished
by him / her to the company. He / she shall be entirely responsible in ensuring that the confidentiality of all data
is retained and in no circumstance transferred to any outside person / party in the course of normal operations
without express guidelines from or, the approval of the management.
Data, information and documents pertaining to the Foulath Group are to be used strictly for the performance of
our respective duties and may be disclosed or communicated to persons outside the Foulath Group only to the
extent that the information in question is needed by such persons in connection with their business relations
with the Foulath Group, or where the information is already in the public domain or is required to be disclosed
by law or court order. In case of doubt as to whether the information may be disclosed and to whom it may be
sent, the employee should consult our supervisor or the Legal Department.
Every employee is required, for the duration of his / her employment with the Foulath Group and after his / her
employment terminates, to keep such information confidential and to use the utmost discretion when dealing
with sensitive or privileged information. Such information includes, in addition to the technology used by the
Foulath Group, intellectual property, business and financial information relating to sales, earnings, balance
sheet items, business forecasts, business plans, acquisition strategies and other information of a confidential
nature. Confidential information must not be discussed with or disclosed to any unauthorized persons,
whether Foulath Group personnel or persons outside the Foulath Group. We must take the necessary steps
to ensure that documents containing confidential information, when sent by fax or other electronic media, are
not brought to the attention of unauthorized persons, whether Foulath Group personnel or persons outside
the Foulath Group. Every employee must take appropriate security measures when destroying documents that
contain confidential information (regardless of the medium by which such documents are recorded).
Every employee must also keep confidential any similar information relating to the organizations with which
the Foulath Group has a business relationship of any kind.
Clause: 22
Whistleblowing
Every employee of a Foulath company shall promptly report to the management, when she / he becomes
aware of any actual or possible violation of the Code or an event of misconduct, act of misdemeanor or act
not in the company’s interest. Any Foulath employee can choose to make a protected disclosure under the
whistleblower policy (a copy of the Whistleblower policy is available on the Foulath Group intranet) of the
company, providing for reporting to the chairperson of the audit committee or the Head of Internal Audit. Such
a protected disclosure shall be forwarded, when there is reasonable evidence to conclude that a violation is
possible or has taken place, by an email, which shall bear the identity of the whistleblower. The company shall
ensure protection to the whistleblower and any attempts to intimidate him / her would be treated as a violation
of the Code.

Clause: 23
E-mail and the Internet
Foulath Group owns the e-mail and internet systems used in the workplace and thus every employee should
use these systems primarily for work-related communications. Although each employee will have individual
passwords to access the e-mail and internet systems, the Foulath Group reserves the right, subject to applicable
law, to access and monitor the use of these systems in appropriate circumstances.
The employees are strictly prohibited from using the e-mail and internet systems for any improper or illegal
purpose, including the transmission of messages that may be viewed as insulting or offensive to another
person, such as messages, cartoons or jokes that could be construed as harassment of others on the basis of
race, color, religion, sex, age, national origin or disability.
Clause:24
A Shared Responsibility
Every employee is responsible for adhering to the values of Foulath Group in his / her daily lives as employees
of the Foulath Group and for making every effort to ensure that the rules of conduct are respected by all.
Conduct that is contrary to these rules is punishable by disciplinary action up to and including termination of
employment, in compliance with all applicable laws and procedures.
Clause: 25
Compliance with Laws
Foulath Group employees must comply with every local, state, federal, national, international or foreign law or
regulation that applies to the Foulath Group’s business. If we are unsure whether a particular legal provision
is applicable or how it should be interpreted, we should consult our supervisor or the Legal Department.
Many of the Foulath Group’s activities are subject to complex and changing legislation governing domestic and
international trade and commerce. Ignorance of the law is generally not considered a valid defense when an
infraction is committed, regardless of the jurisdiction where the Foulath Group is operating.
Note:
This Code of Conduct does not provide a full, comprehensive and complete explanation of all the rules that
employees are bound to follow. Employees have a continuing obligation to familiarise themselves with all
applicable laws, company policies, procedures and work rules.

10. **Annexure 2 Table 1
TYPE OF PENALTY AND THE PERCENTAGE OF

TYPE OF VIOLATION
DEDUCTION FROM DAILY WAGE
FIRST SECOND THIRD FORTH

NOTES
OFFENCE OFFENCE OFFENCE OFFENCE
1 First: Violations Related to

Working Hours
Delay in attendance up to 15 Verbal Written
minutes without permission or 5% 10%
Warning Warning
an acceptable excuse if this does
not result in delaying the work of
others.
Delay in attendance up to 15
minutes without permission or an Verbal Written
2 25% 50%
acceptable excuse if this results in Warning Warning
delaying the work of others
Delay in attendance for more than

15 minutes and up to 30 minutes
Written
3 without permission or an acceptable 15% 25% 50%
Warning
excuse if this does not result in

Written 1 Days
4 without permission or an acceptable 50% 75%
Warning Deduction
excuse if this results in delaying the
work of others

1 Days
Deduction
excuse if this does not result in

2 Days
Deduction
excuse if this results in delaying the
work of others
Delay in attendance for more than This in addition

1 hour without permission or an Written 1 Day 2 Days 3 Days to deducting
7
acceptable excuse if this does not Warning Deduction Deduction Deduction the hours of
result in delaying the work of others late coming
Leaving work early without

Written A Quarter 1 Day
8 permission or an acceptable excuse 10%
Warning of a day Deduction
not exceeding quarter of an hour
This in addition
Leaving work early without
Written 1 Days to deducting
9 permission or an acceptable excuse 10% 25%
Warning Deductionn the hours of
not exceeding 15 minutes
late coming
Returning or staying in the office

Written 1 Days
10 after working hours without a 10% 25%
Warning Deduction
justified excuse

Annexure 2
** Table 2

TYPE OF VIOLATION

NOTES
1 Second: Violations Related to Work

Regulations Verbal Written
15% 25%
Leaving the premises from Warning Warning
prohibited areas
Receiving visitors at the work place Verbal Written

2 15% 25%
without prior permission Warning Warning
Eating in non-designated places Verbal Written

3 15% 25%
and hours Warning Warning
Verbal Written
4 Sleeping during working hours 25% 50%
Warning Warning
Using the company phone for Verbal Written

5 25% 50%
personal purposes Warning Warning
Leaving the work area during 1 Days

6 10% 25% 50%
working hours Deduction
1 Days 2 Days
7 Manipulation of attendance records 25% 50%
Deduction Deduction
Failure to obey normal work 1 Day 2 Day

8 25% 50%
instructions Deduction Deduction
Failure to implement work-related

instructions provided that these 1 Day 2 Days
9 25% 50%
instructions are posted in a visible Deduction Deductionn
place of work
Sleeping in situations that require ½ Day 1 Day 2 Days 3 Days

10
constant awakening Deduction Deduction Deduction Deduction
Inciting others to violate orders and 2 Days 3 Days 5 Days

11 Termination
instructions Deduction Deduction Deduction
Negligence at work which may

result in causing harm to the health 2 Days 3 Days 5 Days
12 Termination
or safety of employees or that of Deduction Deduction Deduction
company material and tools
Smoking in prohibited areas or

2 Days 3 Days 5 Days
13 consuming alcoholic beverages at Termination
Deduction Deduction Deduction
work

Annexure 2
** Table 3

TYPE OF VIOLATION

NOTES
1 Third: Violations Related to Work

Behavior Verbal
10% 25% 50%
Collecting aid or money without Warning
permission
Verbal Written
2 Writing or posting ads on walls 25% 50%
Warning Warning
Excessive consumption of raw Verbal Written

3 15% 25%
materials without excuse Warning Warning
Falsely accusing colleagues or

1 Day 2 Days
4 superiors which may lead to a 25% 50%
Deduction Deduction
stoppage/delay in work
Refusing inspection while leaving 1 Day 2 Days

5 25% 50%
the company premises Deduction Deduction
Violations of health instructions at 1 Day 2 Days 5 Days

6 50%
the workplace Deduction Deduction Deduction
Use of objects, machines, or 1 Day 2 Days 3 Days 5 Days

7
materials for personal purposes Deduction Deduction Deduction Deduction
Fighting with colleagues and 1 Day 2 Days 3 Days 5 Days

8
causing riots at work Deduction Deduction Deduction Deduction
1 Day 2 Days 3 Days 5 Days

9 Falsifying sickness
Deduction Deduction Deduction Deductionn
Refraining from conducting a

1 Day 2 Days 3 Days 5 Days
10 medical test upon the request of the
Deduction Deduction Deduction Deduction
company doctor
Failure to provide money collected

for the company account within 2 Days 3 Days 5 Days
11 Termination
the specified dates and without Deduction Deduction Deduction
reasonable justification
Violating any rules and regulations 2 Days 3 Days 5 Days

12 Termination
related to work Deduction Deduction Deduction
Non-compliance with wearing the Verbal Written

13 10% 25%
uniform Warning Warning
Failure to complete training and Written

14 10% 25% 50%
development program Warning
Verbal Written
15 Refusal to work overtime 25% 50%
Warning Warning
Contracting deals to buy, sell or Written

16 10% 25% 50%
promote goods at the workplace Warning
Leaving important/confidential Verbal Written

17 25% 50%
information on the desk Warning Warning

TYPE OF VIOLATION

NOTES
Leaving important/confidential
Verbal Written
18 information on the printer, 25% 50%
Warning Warning
copier or fax machine
Destroying data backups without Written

19 10% 25% 50%
permission from the employer Warning
Failure to report theft of

Written
20 computers and their accessories 10% 25% 50%
Warning
or other devices
Not exiting the company network

or shutting down the computer Verbal Written
21 25% 50%
when leaving the company Warning Warning
unless otherwise is required
Verbal Written
22 Misuse of company email 25% 50%
Warning Warning
Verbally & physically abusing

Written
23 superiors or attacking them 10% 25% 50%
Warning
through any means
Concealing, destroying, or
opening documents received
through mail and making it easy Written
24 10% 25% 50%
for others to do the same. This Warning
clause applies to both printed
and electronic documents/files.
Failure to make copies of

Verbal Written
25 documents that require to be 10% 25%
Warning Warning
filed/saved in a safe place
Failure to close all system/

Verbal Written
26 online accounts at the end of 10% 25%
Warning Warning
official working hours

Annexure 2
** Table 4

TYPE OF VIOLATION

NOTES
Forth: Violations Leading to

Termination of Service Under Termination
Article 107 of the Labor Law without
1
If the worker has assumed a Notice &
false identity or submitted false Compensation
certificates or testimonials
If the worker has committed any

act which caused serious material Termination
damage to the employer, provided without
2
that employer shall report the Notice &
matter to the authorities within 24 Compensation
hours of his knowledge
If the worker, despite a written

warning, fails to comply with written
Termination
instructions which are required
without
3 to be observed for the safety of
Notice &
workers and the establishment,
Compensation
provided that such instructions are
posted up in a prominent place.
If the worker absents himself

without reasonable cause for more
than twenty days in one year or for
Termination
more than ten consecutive days,
without
4 provided that such dismissal shall
Notice &
be preceded by warning after an
Compensation
absence of 10 days in the former
instance and an absence of 5 days in
the latter instance.
Termination
If the worker fails to perform his
without
5 essential duties under the contract
Notice &
of employment.
Compensation
Termination
If the worker discloses the secrets
without
6 of the establishments by which he is
Notice &
employed.
Compensation
If the worker has been finally Termination

sentenced for a crime or a without
7
misdemeanor involving dishonor, Notice &
dishonesty or immorality Compensation
If the worker is found during the

Termination
hours of work to be under the
without
8 influence of alcohol or drugs; or if
Notice &
he committed an immoral act at the
Compensation
place of work.
If the worker assaults his employer

or his responsible representative or Termination
commits a serious assault upon any without
9
of his supervisors of work during Notice &
the course of employment or for Compensation
reasons connected therewith.

TYPE OF VIOLATION

NOTES
Termination
If the worker is not following the
without
10 regulations prescribed by the law on
Notice &
the exercise of the right to strike
Compensation
If the worker became invalid to

operate subject to the contract Termination
in cases such as the abolition of without
11
license to practice work or the loss Notice &
of qualification that entitles him to Compensation
practice the work
Termination
Sexually harassing an employee at
without
12 work whether by reference, speech,
Notice &
act or any other means
Compensation

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Human Resource

2. ATTENDANCE & LEAVE RULES 6

3 BUSINESS TRAVEL RULES 12

5 EMPLOYEE CONDUCT RULES 17

8 COMPENSATION & BENEFITS 43

Human Resource Handbook 2

Human Resource Handbook 3

Human Resource Handbook 4

Human Resource Handbook 5

• The present official Employee timings of Day Shift

• Muslim Employees may avail a fifteen-minute interval

during the prayer timings subject to prior information to

• Employees may be required to work on week end/

• All Employees are entitled to the public holidays as

Human Resource Handbook 6

Human Resource Handbook 7

Human Resource Handbook 8

• A certificate from a Company Clinic/Government Hospital

Human Resource Handbook 9

Human Resource Handbook 10

2.14. Absence from Duty

Human Resource Handbook 11

• Foulath shall reimburse the cost of inter-city travel for

• In the event an employee travels on company business

• The per Diem allowance for overseas assignments shall

Human Resource Handbook 12

Human Resource Handbook 13

Human Resource Handbook 14

Human Resource Handbook 15

Human Resource Handbook 16

5.1 Whistleblowing Policy

Human Resource Handbook 17

Human Resource Handbook 18

Human Resource Handbook 19

Human Resource Handbook 20

Human Resource Handbook 21

Human Resource Handbook 22

Human Resource Handbook 23

Human Resource Handbook 24

Human Resource Handbook 25

Human Resource Handbook 26

Human Resource Handbook 27

Human Resource Handbook 28

Human Resource Handbook 29

Human Resource Handbook 30

Human Resource Handbook 31

Human Resource Handbook 32

Human Resource Handbook 33

Human Resource Handbook 34

• Takes responsibility for own safety and

• Listens, understands, anticipates

• Able to balance social, environmental

• Models high standards of honesty and

Human Resource Handbook 35

• Treats people with respect independent

• Moves beyond the traditional ways of

7.16 Interim Review

Human Resource Handbook 37

Human Resource Handbook 38

• Demonstrate in-depth knowledge in

• Demonstrate a thorough understanding

Human Resource Handbook 39

• Displays less than 30% of the behavioral

7.23 Individual Performance Rating