COMPANY PROFILE

SOUL CAFES
PT. JIWA DI MANGKOK BALI
JDM COMPANY PROFILE // APRIL 2021

CONTENTS
SOUL CAFES OVERVIEW
Board of directors
SHARE HOLDERS
HEAD OF DEPARTMENT
SOUL CAFES RESTAURANT CONCEPTS
SOUL IN A BOWL
SOUL ON THE BEACH
SHOTGUN SOCIAL
BACON AND EGGS

EXPANSION STRATEGY
SHOTGUN SOCIAL
SHOTGUN SOCIAL SURABAYA
SHOTGUN SOCIAL BANDUNG

SHOTGUN SOCIAL BALANGAN

SOUL CAFES OVERVIEW

Conceived in 2015 by the Soul Cafes group, Soul in a Bowl was established to fill a
gap in the Sanur restaurant scene by offering innovative and healthy food, served in
a vibrant relaxed environment. The menus focus on flavors, locally sourced
ingredients, accompanied by great coffee, cocktails and wine.

After the resounding success of the flagship restaurant, a second followed in July
2017, with Soul on the Beach opening in the delightful beachfront location off
Jalan Pantai Sindu, Sanur, Bali.

In July 2020 Soul Cafes Group opened Shotgun Social, a micro-brewery-style beer
garden with a simple, high-quality, family-friendly venue which has focused on
good food and drinks.

It is the first Sanur's beer garden featuring 16 craft beer options on tap, unique
signature cocktails along with international food offerings and New York-inspired
pizza.

Shotgun Social is a place for everyone, any time of day and it naturally lends itself
to families, tourists, large groups, special events, and weddings.

B.A.E. has been launched at a location in Dewi Sri and has received exceptional
feedback from the food and beverage product thus far. B.A.E. is intended to test the
market with our new food and beverage products designed for the local Indonesian
market.
 JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - BOARD OF DIRECTORS

PRESIDENT COMMISIONER
Mr. Antony Rhodes
Born in the UK but now proudly Indonesian. Tony trained in
property investment in the city of London during the late
80’s. With the city moving into recession in 1990 and bored
by the lack of business; he left the city to follow one of his
passions. He worked his way around the east coast of the
U.S. and then back to London. Learning the restaurant
business for a few years starting from the ground up. He
opened his own restaurant at the age of 25 in London. He
was then instrumental in rolling out the Cullens Patisserie
brand in the mid 90’s with Cullens Supermarkets PLC and
the Roux brothers. Tony sold out and moved to Bali in 1996
to follow his other passion of scuba diving. He has
numerous business ventures in Bali ranging from property
design and development, diving live-aboard cruise ships, a
travel agency, an export paper factory employing over a
thousand staff, a fan import business and a spa products
company. Inspired by Josh Harrison’s talent and vision; he
has decided to revisit his original passion, this time in
Indonesia, with Soul as the vehicle.

PRESIDENT DIRECTOR
Mr. Joshua Paul Harrison
Born in Toronto, Josh started cooking at the age of 16 in
some of Toronto’s best fine dining restaurants. Completing
a comprehensive degree in kitchen management he
relocated to Vancouver in 2000 to build and manage a
catering company. He was then recruited to set up and run
a new restaurant in which became a hotspot and lead to
numerous television appearances for Josh. In 2003 he saw
opportunity to expand his experience and moved to
Melbourne working in numerous establishments before
opening his own restaurant, The Maple Tree, in Victoria.
Josh has numerous awards including 2010 overall golden
plate winner, 2010 best customer service, 2010 best
relaxed contemporary venue, 2010 runner up best chef,
2011 best chef ‘regional’, 2011 Best wine list, 2011 runner
up best customer service, 2012 runner up best chef, 2013
Three “runner up” awards; best chef, customer service, wine
list. Josh moved to Bali in January 2014 to consult for close
friends who needed help establishing a café named
‘Shelter’ in Seminyak Bali. Josh is now the driver behind
Soul and its expansion.
 JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - BOARD OF DIRECTORS

MANAGING DIRECTOR
Mr. Philip Mimbimi
A tenured professional in hospitality worldwide. Formally trained
chef he has traversed the world in multiple locations. With work
assignments ranging from five star hotel groups to stand alone
restaurants and multiple franchise chain outlets. Philip has lived
in South East Asia for twenty years and in Indonesia for over
fifteen years. He's operated numerous types of food and
beverage businesses in Bali. Recently he has been highly
integral over the last eight years in the expansion and
development of varying brands with an international restaurant
group based out of Jakarta. Phil was an essential factor in
creating the food product and training for the opening of
Shotgun Social. Employed as a consultant Philip has been the
catalyst in developing a corporate structure, recruitment of key
staff and implementation of systems. The demonstrated success
of his involvement and impact has led the Board to offer Philip a
directorship in the company. Soul will be utilizing his knowledge
and experience to lead the company growth in expansion. He'll
be overseeing the business and developing the company
foundation, structure and systems in co-operation with The
Board, our General Manager and management team.

CORPORATE GENERAL MANAGER

Pak Eka Noviantara
Has been working in hospitality for over fifteen years. Working
both domestically and internationally Eka achieved a very high
level of management skills, knowledge, and experience.
Measurable by his impact since recruitment with Soul Cafes in
combination with his last position at FINNS as the corporate
director of beverage, Eka has a no frills business approach with
an exceptional eye for detail. He is focused on leading by
example in order to maximize higher profit margins.

Eka has also had tremendous success developing relationships

with sponsors to create dynamic and profitable events that
mutually benefit with increased company exposure. His success
in pre-openings, system management, large events and driving a
team to meet targets makes him an incredible addition to our
team.
COMPANY PROFILE - SOUL IN A BOWL

SOUL IN A BOWL
The restaurant is located on Jalan Danau
Tamblingan in Sanur, only a few minutes walk from
the beach. The flagship restaurant of Soul Cafes
group offers an urban style feel comparable to many
great cafes worldwide.

Open seven days a week, Soul in a Bowl is a place

for everyone, any time of day, breakfast, lunch, and
dinner. The restaurant is customer-focused, detail-
orientated and the diverse menus are creative,
continually evolving with a variety of daily specials.
Soul in a Bowl represents excellence in the
hospitality industry in Indonesia. Guests can expect
casual, unpretentious, and relaxed experiences
while being treated with sincere warmth.

The Space
The two-level modern style space casually reflects
an urban tropical vibe. The interior has a somewhat
calm natural popped up with tropical art and
foliage. With a Bali touch and highlights of classic
Indonesian elements, Soul in a Bowl is welcoming,
colourful, organic, eclectic, and evolving.

The downstairs al-fresco area with a living wall, air-

conditioned main dining area, are comfortable
banquette seating throughout, makes for a relaxed
bistro-style experience.

The upstairs bar and restaurant area are perfect for

private groups, meetings, live music, and more with
banquette seating, and a large area overlooking the
buzz on the main street.

Total capacity :
Seated : 76 pax
Standing : 130 pax
COMPANY PROFILE - SOUL IN A BOWL
COMPANY PROFILE - SOUL ON THE BEACH

SOUL ON THE BEACH

Located on the sand at Sindhu Beach in

Sanur, Soul On The Beach makes a
statement with its rustic beachside design
featuring recycled teak wood, hand-
painted tiles, comfortable lounge
banquettes mixed with sea breezes and
sand, topped off with stunning views of
the East Bali coastline, mount Agung and
Nusa Penida across the straight.

Open seven days a week, Soul on the

Beach caters to customers all day, for
breakfast, lunch, and dinner.

Soul on the Beach is a place for everyone,

any time of day. The restaurant naturally
lends itself to families, holiday travelers,
large groups, special events, and
beachgoers. The space has such a relaxing
and comfortable ambiance, guests often
stay on throughout until the sunset. The
beach is safe for swimming and there are
all numerous types of beach activities
available close by.

Soul on the Beach is customer-focused

and detail-orientated. The diverse menus
are creative, trendsetting, constantly
evolving, and complemented by a variety
of daily specials.

Total capacity :
Seated : 131 pax
Standing : 450 pax
COMPANY PROFILE - SOUL ON THE BEACH
COMPANY PROFILE - SHOTGUN SOCIAL

SHOTGUN SOCIAL
SHOTGUN SOCIAL

Shotgun Social has quickly become a

popular destination with people from
all over Indonesia. The venue is a
spacious 1400 m2 area with an open-
air colonial-inspired designed
building. Set within a garden
atmosphere under the canopy of two
mature Suar trees. The garden
commons has a covered outdoor
seating pergola area around the
perimeter with a focus on a 'tree
house' playground area for children.

Our concept appeals to all socio-

economic demographics with a family-
friendly space for children to enjoy.
While playing in a safe environment
as parents, family and friends can
enjoy the experience Shotgun Social
has to offer. Since opening in July
2020 we have proudly created many
fond memories for our guests.
Shotgun Social has sixteen draught
beer taps offering craft beer from
around the world served fresh by the
glass. Our team of mixologists is able
to recreate numerous classic cocktail
recipes. The bar also incorporates
fresh innovative ideas using house-
made infusions and ingredients
sourced locally.
The Shotgun Social food menu has
been carefully created to appeal to
every diner. The menu is designed
for all dietary requirements and
very popular with larger groups
who like communal-style shared
dining.
Our New York-inspired pizza menu
has received rave reviews by media
critics. With many other options
available we have created a menu
that suits a wide range of
individual tastes and profiles.
JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - SHOTGUN SOCIAL

 JDM COMPANY PROFILE // APRIL 2021

Shotgun Social EVENTS

With its beautiful open-air, colonial-inspired building and sprawling lawn,

Shotgun Social makes an ideal space for special occasions: from company
gatherings, dinner parties, music festivals, fashion shows, kids activities,
birthday blasts, bridal showers, anniversary celebrations, to romantic garden
weddings.

Total Capacity:
Seated : 234 pax
Restaurant and bar : 90 pax
Grass area : 72 pax
Pergola : 72 pax

Standing : 1000 pax

EXPANSION STRATEGY
SHOTGUN SOCIAL
After resounding success and tremendous
response, Soul Cafes aims to expand the Shotgun
Social brand across Indonesia.

Our target is to open Shotgun Social in three

strategic locations nationwide within a three-
year time frame.

We have identified these locations and are

building a target timeline to achieve having all
three outlets open within a thirty-six-month
period.
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Mr. Andrew David Shorten

Gender : Male
DOB : 3 February
Birth Place : Mansfield

Mr. Anthony Rhodes

Gender : Male
DOB : 2 November
Birth Place : London

Mrs. Bintang Lazuardi Izzati

Gender :Female
DOB : 9 September
Birth Place : Jakarta
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Mr. Joshua Paul Harrison

Gender : Male
DOB : 2 May
Birth Place : New York Canada

Mrs. I Gusti Ayu Paloma Adiani Blanco Oka

Gender : Female
DOB : 31 May
Birth Place : Denpasar

Mr.I Gusti Ngurah Bibin Karmadi

Gender : Male
DOB : 30 October
Birth Place : Badung
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Mr. I Komang Dwijanuriadi

Gender : Male
DOB : 2 Januari
Birth Place : Denbantas

Mr. I Wayan Teurus

Gender : Male
DOB : 31 December
Birth Place : Nongan

Mr. Nyoman Wirajaya SH

Gender : Male
DOB : 11 August
Birth Place : Buleleng
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Mr. William David Irwin

Gender : Male
DOB : 27 October
Birth Place : Arizona

Mr. David Paul Lambrix

Gender : Male
DOB : 10 June
Birth Place : America

Mr. Gavin Charles Essex

Gender : Male
DOB : 14 May
Birth Place : London
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Mr. Matthew Leigh Burrows

Gender : Male
DOB : 7 June
Birth Place : Welwyn Garden City

Mr. Nessy Sarinda

Gender : Female
DOB : 18 October
Birth Place : Indragiri

Mr. Drarg Mark Richards

Gender : Male
DOB : 2 March
Birth Place : Sublaco
 JDM COMPANY PROFILE // DESEMBER 2021

SHARE HOLDER PT. JIWA DIMANGKOK

Ms. Erica Georgina

Gender : Female
DOB : 21 September
Birth Place : Denpasar

Ms. Isis Miriam Khalima Rhodes

Gender : Female
DOB : 9 August
Birth Place : Denpasar

Mrs. Filicya Cicilya Tuhuteru

Gender : Female
DOB : 24 December
Birth Place : Samarinda
 JDM COMPANY PROFILE // DESEMBER 2021

COMPANY PROFILE - HEAD OF DEPARTMENT

HUMAN RESOURCE MANAGER

Mr. Ade Satria Kusuma

More than 13 years experience in Human Resources, and the last

Company before he join with Soul Cafes are Taum Resort Bali

CHIEF ACCOUNTING
Mr. Pradana Sanggita

More than 20 years experience in Finance, and the last Company

before he join with Soul Cafes are Adiwana Suweta Ubud

OPERATION MANAGER
Mr. Satria Wibawa

More than 9 years experience in F&B Bussineess, and the last

Company before he join with Soul Cafes are Manarai Beach
House, Nusa Dua Bali
 JDM COMPANY PROFILE // DESEMBER 2021

COMPANY PROFILE - HEAD OF DEPARTMENT

PR & MARCOM MANAGER

Mrs. Marsinta Adi (Didi)

More than 11 years experience in PR & Marketing including

front liner, and the last Company before she join with Soul Cafes
are Jannata Resort Ubud & The Acala Resort Lembongan

CHIEF ENGINEERING
Mr. Juli Sumitra

More than 14 years experience in Engineering, and the last

Company before he join with Soul Cafes are Anantara Seminyak
Bali Resort & Spa

BRANCH MANAGER
Mr. Made Astawa
More than 10 years experience in F&B Service, and the last
Company before he join with Soul Cafes are Beach Cafes Sanur

IT MANAGER
Mr. I Gede Agus Wibawa, ST., MT
More than 7 years experience in Information Technology
Hospitality Industry, and the last Company before he join with
Soul Cafes are Signature Hotel.
 JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - HEAD OF DEPARTMENT

SERVICE MANAGER
Mr. Endra Rusmawan

More than 9 years experience in F&B Service, and the last

Company before he join with Soul Cafes are Ossotel Legian

BEVERAGE SPECIALIST
Mr. Dewa Takesi
More than 10 years experience in Beverage, and the last
Company before he join with Soul Cafes are Hotel Indigo Bali,
Seminyak Beach

EXECUTIVE CHEF
Mr. Wayan Darsana

More than 15 years experience in Culinary, and the last Company

before he join with Soul Cafes are Ibero Crucero, Ligabue, Global
Cruise line
 JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - HEAD OF DEPARTMENT

QUALITY CONTROL AND IMPROVEMENT ASSISTANT

Mrs. Dita Ardriani
More than 8 years experience in Learning & Development, and
tshe last Company before he join with Soul Cafes are Ritz
Calrton Bali

ASSISTANT RESTAURANT MANAGER

Mr. Gede Pratama
More than 3 years experience in F&B Service , and the last
Company before he join with Soul Cafes are Artotel Sanur Bali

ASSISTANT RESTAURANT MANAGER

Mrs. Anis Uttari

More than 2 years experience in F&B Service, and the last

Company before she join with Soul Cafes are Alaya Resort Ubud

ASSISTANT CHIEF ACCOUNTING

Mr. Fandy Banar

More than 10 years experience in Finance, and the last Company

before he join with Soul Cafes are Finns Beach Club
 JDM COMPANY PROFILE // APRIL 2021

COMPANY PROFILE - HEAD OF DEPARTMENT

HEAD CHEF
Mr. Aris Sugianto

More than 10 years experience in Culinary, and the last Company

before he join with Soul Cafes are • CT99 Resto and Comedy
Kopi Bali, Grandmas Hotel-Bali

HEAD CHEF
Mr. Dewa Indra
More than 5 years experience in Culinary, and he start to
develop career from Cook Helper in Soul Cafes group until now
he promote to Head Chef position

SOUS CHEF
Mr. Adi Gunawan
More than 2 years experience in Culinary, and the last Company
before he join with Soul Cafes are Grastronomia Restaurant

SOUS CHEF
Mr. Ngurah Kade

More than 10 years experience in Culinary, and the last Company

before he join with Soul Cafes are Royal Garden Villa
VISION & MISSION

VISION

Soul Cafes is the leader in food and beverage experiences with

a commitment to deliver community development and ethical
sustainability

MISSION

1. The Soul Cafes Group strives passionately to deliver

exemplary guest experiences
2. Our brands engage with quality products that are
valuable, memorable, practical and life style oriented
3. Soul Cafes make a statement in every neighborhood
venue and destination
4. We build people through culture, talent and life skill
development
5. We are continuously supportive of our community,
through relationship that are ethically focused and
responsible
 SOUL CAFES SERVICE EXCELLENCE

S - SOUL DRIVEN SERVICE

Service is given with genuine smile in full heart, warm feeling
and friendly. As if you have a sun in your heart.
Serve and treat guests the same and with caring sensitive, no
differentiation of background

O - ORGANISED, OBSERVATION AND ANTICIPATION, ATTENTIVE, AGILE

ORGANISED - TERENCANA
Have work attitude with planning and order

OBSERVATION - PEMANTAUAN
Observing leads to understand situation

ANTICIPATION - ANTISIPASI
Before guests request more, identifiy and find out their need and
possible demand

ATTENTIVE - PENUH PERHATIAN

Giving attentiveness, wins trust and returning guests

AGILE - TANGKAS
Work with agility is working effectively

U - UNITY AND TEAM WORK

Working in a team, is working with many background of individuals and
culture. Understanding and tolerance needed

L - LIBERTY IN DIVERSITY (EXPRESS YOUR PERSONALITY

Being yourself and express your personality creates own character,
completing the part of the diversity in the team
Be self knowledge and wise with open mind
COMPANY PROFILE - CRISIS MANAGEMENT PLAN

WHAT IS CRISIS?
The Crisis Management Plan is designed to
provide a framework for the management of a
major security incident at Soul Cafes. The plan
defines the roles necessary for the management
of a crisis. It gives guidelines for mobilising a
crisis management team and for the practical
management of a crisis.

CONTENTS

1. What is a Crisis?
A crisis would be a major incident that threatens
life and/or Soul Cafes operations, reputation or
assets. It is something outside the control of an
organization whose management would consume
and divert significant time and resources. A crisis
may result from a singular event or be comprised
of a series of cascading or concurrent events.
N.B The types of threats that, if eventuating,
could constitute a crisis for Soul Cafes are
analysed and planned for via mitigation and
response strategies in the threat management
procedures section (CMP).

2. Crisis Management Team

The Soul Cafes crisis management teams
organize response to a crisis through the
implementation of this plan
COMPANY PROFILE - CRISIS MANAGEMENT PLAN

WHAT IS CRISIS?
The Crisis Management Plan is designed to
provide a framework for the management of a
major security incident at Soul Cafes. The plan
defines the roles necessary for the management
of a crisis. It gives guidelines for mobilising a
crisis management team and for the practical
management of a crisis.

CONTENTS

1. What is a Crisis?
A crisis would be a major incident that
threatens life and/or Soul Cafes operations,
reputation or assets. It is something outside the
control of an organization whose management
would consume and divert significant time and
resources. A crisis may result from a singular
event or be comprised of a series of cascading
or concurrent events.
N.B The types of threats that, if eventuating,
could constitute a crisis for Soul Cafes are
analysed and planned for via mitigation and
response strategies in the threat management
procedures section (CMP).

2. Crisis Management Team

The Soul Cafes crisis management teams
organize response to a crisis through the
implementation of this plan
 COMPANY PROFILE - CRISIS MANAGEMENT PLAN

CMP Team: The team managing the response from

Soul Cafes. The CMP team is independent from the
management to analyzed of the incident, reflect and
define the strategic direction of a crisis response. The
CMP team deals with broader organizational issues
arising as a result of the crisis such as risk,
reputation and resourcing, but in the end must be
trough approval from TOP Management (Executive
Committee)

Lines of Communication

The Crisis Management Team (CMP) will be make

analyzed regarding the category of Crisis, if any
response need immediately action the CMP team can
be do the action taking. But if the impact will be take
a long impact, CMP team must be coordinate with
TOP Management (Executive Committee).

Roles, responsibilities and lines of communication of

all members of the crisis management teams are
detailed in form….
 COMPANY PROFILE - CRISIS MANAGEMENT PLAN

3. Crisis Management Criteria

A crisis situation can be declared by a

primary member of the Crisis Management
Team. The criteria for declaring a crisis can
include (but are not limited to):

An incident resulting in the death or serious

injury of a Soul Cafes staff member and also
major incident that threatens life and/or
Soul Cafes operations, reputation or assets
:
Serious injury to both staff and guests
Property damage due to accidents,
natural disaster or riots
Bad image due to posting in the media
There's a terror going on
Losses caused by staff either intentional
or unintentional
The situation caused by the pandemic
COMPANY PROFILE - EMPLOYEE BENEFIT MATRIX
 CHAPTER IX
WORK CONDUCTS AND DISCIPLINES

ARTICLE 43
GENERAL ILLUSTRATION

1. In general the formulation of this House Rules with objective to refrain any action in which
contradicted with the employment requirement between company and employee and to build a
healthy working condition.

2. When employee breached or commited an act against the rules formulated in the House Rules,
hence the company is allowed to give a disciplinary action to the employee by administer the
warning, whether verbal or written.

ARTICLE 44
CONDUCTS

1. All employees are obliged to follow the following conducts :

2. Respectful and corteous to guests, fellow employees, superiors, and subordinates.

3. Use polite language and expressions to guests, fellow employees, superiors or subordinates.

4. Do not blame, argue or lose patience toward guests or fellow employee.

5. Employees are to talk clearly using a good language.

6. Employee are to abide by the hygiene and grooming standards as stipulated by the Company.

7. Employees are not allowed to receive friend, brother/sister or acquaintance as guest while on
duty or eithin the premises for personal purposes.

8. Employee are not allowed to hang around the premises after duty hours or during off duties.

9. Employees are not permitted to use guest facilities.

10. Employee must surrender their package or bag or any thing taken in or out of the premises.

11. Employees are not allowed to smoke cigarette while on duty, or in a place which is not
assigned for smoking area.

12. Empoyees are not allowed to fight, gamble, or under influence of alcoholic drinks, or
consume narcotics or restricted drugs while on duty.

13. Employee are not allowed to work with or for other company when she/he is still employee
of this Company (PT. Jiwa Dimangkok Bali).

14.Employees are not allowed to eat food or candies or chew gums while on duty.

15. Employee shall always keep the confidentiality of the Company and shall not disclose it,
including even to the family members.

16.Employees are not allowed to running around, making noices, shouting, or laughing loudly.

17. Employee are not allowed to take out of the premises the equipment or Company belongings,
unless has been approved by the superior, witnessed and recorded by the security officer in
charge.
18. Employees are not allowed to change the work schedule by themselves, without approval in
advance by the superior.

19. Employee are not allowed to personally keep any things found in the premises. With or without
intention of personally possessing them, any thing found in the Company premises must be
surrendered to the lost and found at Housekeeping Department.

20. Employees are not allowed to be lazy, lying down or sleep while on duty.

21. Employees are not allowed to deface with graffiti or to remove announcement or flyers or memo
displayed on the notice board.

22. Employee are not allowed to collect funds or donation for whatsoever purposes unless approved
by the Manager of the Company.

23. Employees are to be responsible either collectively or individually to keep the totality or the
safety of the Company’s belongings, either if they are entrusted to the individual employee or not.

24. Employee are not allowed to abuse their position or authorities or the Company’s money for
personal gains.

25. Employee are restricted from bringing into the Company premisses fire guns, explosive materials
or any other dangerous items.

26. Employee are not allowed to incite, provoke, or slander fellow employees, superior, or
subordinates or guests which may or may not create disturbance in the Company premises or in the
work environment of the Company.

27. Employee shall be obliged to follow any kind training as planned

28. Employee are not allowed to put, circulate, show, with an intention of infuencing other people,
or to wear certain political party attribute or to bring in a political mission or do a practical politics
in the Company premises.

ARTICLE 45
PROCEDURE OF DISCIPINARY MEASURE

1.Any violation of company regulations made by the employee will be treated and followed-up with
the best and fair.

2.To determine the level of seriousness of the breach, a proper investigation must be conducted or
the breach should be proven, and the employee is given a chance to explain about the problems and
defend her/him self as necessary.

3.The purpose of the provision of disciplinary action is to improve the attitude, appearance,
behavior, discipline or performance of an employee.

4. The violate bundle or disciplinary measure that has been given to the employee should be keep
properly by Department Head and Human Resources Department as an employee file and
administratif prooved.

5.Verbal (but administrated) warning can be executed directly by the employee’s immediate superior
and Human Resource

6.The First and Second warning should be done in consultation and together with the respective
Department Head and Human Resource.

7.The Third / Last Warning, Suspension and Termination must be done together with HR Department
and approved by General Manager
 ARTICLE 46
TYPES OF DICIPLINARY ACTION

1. Verbal Warning :
Verbally accost authorized by the employer if the violations were administrated for the
first tim.
Employer willprovide superior guidance to explain clearly the couse of given warning.
Given an oral reprimand should be recorded and stored in the archives of the relevant
employees. These records must include narrative offense, a reprimand is given, the
improvement of expected behavior, and signed by the employee.
Oral reprimand valid for a period of 3 months.

2. Reprimand Letter.
Is issued when the same minor violation is repeatedly done or offences which is
considered serious and committed for the first time.
TheReprimand Letter is issued by the respective Department Head and known by Human
Resource.
The Reprimand Letter is issued in three phases:
1. First Reprimand Letter
2. Second Reprimand Letter
3. Third/Last Reprimand Letter
Every reprimand letter is valid for 6 (six) months, it means after a reprimand letter has
been issued and exceeded six months without any issuance of other reprimand letter or
functional sanction, therefor the mentioned reprimand letter is no longer effective.
Employee on First Reprimand Letter who commits another disciplinary action will be
issued Second Reprimand Letter and so on up to the Third reprimand Letter.
The Third/LastReprimand Letter is issued to employee committing a Major Offence.
Should another offence is committed during the period, the consideration for termination
is to be considered.
Employeescommitted Grave Offence will be terminated in accordance to the prevailing
laws and regulations.
h)The issuance of reprimand letter does not necessarily follow what is stated in point ‘c’
above. For Critical violation the Company has autority to directly issue the Third / Last
Reprimand Letter.

3. Meanwhile Termination / Suspension:

Employeescommitting grave offence and being considered for termination but the
Company needs to further investigate before making a final termination decision, can be
suspended from all of his / her duties and responsibilities.
During the period of temporary employment termination / suspension of employees
assigned to be released from all duties and positions in the Company and will continue
to receive wages and other rights as usual until a decision is received from the
institutions of industrial relations dispute resolution that is fixed.

4. Employment Termination
A misconduct committed after the issuance of 3 Reprimand Letters will cause in
employment termination of which the compensation will be considered and processed in
line with the prevailing Manpower Regulation.
Employment termination without severance pay is permitted in the event of the following
misconducts:

1. Fraud, theft or embezzlement of company’s, guest’s, or other employee’s belongings

and/or money.
2. Forgery, falsification of records, supplying false or misleading information that will
result in a loss to the company or the country.
3. Drunk,drinking alcoholic beverage, use or under the influence of illegal drugs or drug
paraphernalia, alcohol, inhalants, controlled substances as defined by the existing
government law, in the company’s premises or any other areas designated by the
Company.
4. Immoralor indecent conduct, sexual harrasment to peers or guest, or gambling in any
form in the company’s premises.
5. Abuse or physical or mental intimidation, using vulgarity or threats of any kinds against
the owner, management’s member, fellow employees or their family.
6. Persuadethe company or fellow employees or guest to commit acts against the
regulation or the social norms in accordance with the existing law.
7. Deliberately defacing, adversing or endangering company’s property or through
neglecting acts which eventually results in the Company’s loss.
8. Disloyaltyor breaches of confidentiality unless it is on the demand by the state authority.
9. Any other acts at the work place thatmay be resulting in imprisonment charges.
 THANK YOU

SOUL CAFES
PT. JIWA DI MANGKOK BALI