_ GUINNESS. POLICY RESOURCING POLICY HRIPOLIODS Version 1-D Page 1/7 Contents. Context 1 Purpose. {Ik Scope. IV- Policy Ve Process... 1. Identifying Need...... 2. Kick Off Meeting... 4. Internal Recruitment 5, External Recruitment. 7. Implementing the Selection.. 8, Candidates Feedback... 9. Package Negociation . 10. Checks. 11. References. 12, Contract Insurance. 14, Induction. 15, Assignment Of Company Property. 16. Governance, 3. Advertising Positions. 6. Assessment And Selection (Internal And External) .....0.0. 13, Employee on- boarding. rent Pages ap OooeRR HEHEHE NKRNNHNNN _— a VERSION | PAGES. DATE [NATURE OF EVOLUTION EDITOR LA 7 19/11/2013 Generation Madride NAHIMANA, 18 7 7/4/2035, Review, Louise MOUKOKO 1c Zz 3/3/2017 Revew Loulse MOUKOKO. LD 7 39/11/2018 Review Marcelle MENO AUTHOR(S) CONTROL AND APPROVAL Marcelle MENO Talent Lead Human Resource-Director NoMRollie TAGN1 : ——— uo 28/1 (2018 GE,wy poucy vruPoLoe Version 1-0 GUINNESS. RESOURCING POLICY Piga277 I- Context ‘The aim of the company and People strategy is to release every employee's potential in order to deliver performance goals. In support of this, our strategic imperative from a Talent perspective is to drive the attraction, retention and professional growth of a pool of diverse, talented employees. To enable this, we have standards, which will be adhered to when recruiting people into the business, and moving existing employees into new roles. Linking to our human rights policy and inclusion and diversity plan we will ensure that in all aspects of recruitment we will treat individuals justly, solely according to their abilities to meet the requirements and standards of their role. The resourcing team focuses on attracting and hiring external talent and facilitating the movement of our internal population; we do this in a fair and consistent way. As such we are developing the Diageo way of resourcing, which will include Guinness Cameroon resourcing policy. I- Purpose ‘The purpose of this policy is to set out the company approach to hiring talent and to establish the minimum standards, which should be adhered to by all units of the business when hiring individuals. It is important to have standards as a critical enabler for leveraging a talent poo! internally and externally. We consider applications from those who already have the right to live and work in Cameroon and if there are no suitable applicants itis possible for the company to recruit International Assignees that require a work permit. |- Scope This policy applies to internal and external recruitment into permanent positions, ‘We will also ensure that third party service providers e.g. our preferred suppliers apply the same professional standards whilst recruiting on our behalf. IV- Policy, ‘We will apply rigorous procedures to ensure the quality and integrity of all hires. We are committed to growing talent from within as well as attracting and hiring the highest quality external talent. Internal applicants with the required capabilities are encouraged to apply for any suitable internal vacancies. A// vacancies, except for the categories of exception listed in the Open Posting Principles and for internal promotions, will be posted on Career Shop, Data of Performance & Talent reviews (PTR) will be used for any recruitment. In case there is a Ready Now (RN) employee identified, A managed process will be adepted. I there is a R1, the hiring manager and Head of Function will decide whether they should take a risk on the candidate or not. If there are many *ready now’, the role will be opened internally and they will be included as preferred candidates External recruitment is considered when enough internal candidate cannot be found or where there is a scarcity of specialist skis (or other strategic reasons to recruit externally). The minimum standards set out in this policy must be adhered to when resourcing within and into the business. V- Process 1. Identifying Need ‘This process should begin as early as possible; for example, when the resignation is received, a job move is agreed or when the need for a new task to be completed is identified, Recruitment needs will be identified as part of the business planning process and an appropriate budget will be agreed. The resourcing plan, which highlights vacancies, will test Whether recruitment or development of an individual is the correct solution. Hiring Managers will work proactively with HR Business Partners to ensure that there is @ genuine need for the role and there is an appropriate role profile before carrying out any recruitment. ‘Suitable alternatives to recruitment should be considered and the HR Business Partners can advise on a number of possible options including: "QS; CERTIFIED TRUE a5 Uw PoLicy HRIPOL/O09 Wena aaa, Version 1-D GUINNESS. RESOURCING POLICY Page 3/7 + Reorganising work (eg. merging or suppressing roles) + Expanding an existing employee's responsibilities + Secondment opportunities (if on a temporary basis, for development purposes) Once it is established that there is a vacancy, the hiring manager should complete In Workday, a Request for Recruitment of Permanent Staff. 2. Kick Off Meetina_& Approval to hire, ‘A kick-off meeting takes place with the HRBP/ Hiring Manager and a representative of the Talent Engagement Team to agree the sourcing strategies. In case one of the parties is not available, the recruitment plan can be shared via email, 3. Advertising Positions All the adverts should be signed by the HR Director before being posted. Career Shop (Brassring) will be used by the Talent Engagement Team as our primary mechanism for advertising internal and external vacancies. If during the kick off meeting, enough internal candidates have not been identified and if the sourcing strategy adopted is both internal and, external, the role will be posted externally at the same time as the internal posting.- «= Infine with the Diageo Open Posting Principles, the vacancies which cannot be filled through internal promotions willbe posted internally and externally for a minimum of 10 working days first. However, if after five (05) working days there have been enough ‘qualified’ internal applications interview stage can start. 4, Internal Recruitment For all open vacancies, only internal candidates who have spent 42months in their current role can apply. The Line manager recommendation as an exception of this statement will be sent by mail fo the Talent Engagement Team. The Talent Engagement team ensures that the vacancies opened are appropriately adver internally. sed and communicated 5, External Recruitment Ifwe have not found suitable applicants internally, then the role will be advertised "Externally" on Career Shop. The Talent Engagement Team also has the possibilty to headhunt or fo refer to a third party recruitment agency. Any recruitment agency will be selected based on our preferred supplier list where it has been approved. All advertisements managed by Guinness Cameroon will ensure that we adhere to our branding regulations, legal and statutory requirements, ‘All applicants responding to an external advert must send a curriculum vitae to the Diageo recruitment online platform or {o the assigned agency (where the recruitment is outsourced) before the application deadiine (www.diageo-careers.com ‘or guinness.Cameroon.recrutment.com).Cover letters can also be requested ‘The agency would typically conduct the recruitment process on behalf of the company at the end of which a shortlist of candidates will be provided through the Talent team. 6. Assessment and Selection (Internal and External) Candidates will be objectively assessed against defined requirements, capabilities and skills for the role that is being recruited. Assessment may take several forms e.g, interviews, practical & written Tests. Interviews will be fair and consistent. As a minimum step every hire must have been interviewed by at least one Guinness Cameroon Manager. If psychometric testing is used it must be done in accordance with the relevant code of practice. The same method must bbe used for internal and external candidates, | £6; CERTIFIED TRUE |w ROLIEY HRIPOLI009 Version 1-D. GUINNESS. RESOURCING POLICY Pagers? The Talent team is responsible for developing the assessment pack and advising on any policy or procedure issues that arise. Where necessary, the Talent team will arrange trainings for all those involved in interviewing and assessing candidates. The First Point HR Advisor shall coordinate the selection logistics and ensure that candidates, assessors and employees receive appropriate communication We review procedures and selection criteria regularly to ensure equal opportunities for all applicants in order that individuals are selected, promoted and otherwise treated according to their relevant individual abilities and merits. Reasonable adjustments will be considered to ensure that no applicant is disadvantaged in any way. This applies to prospective as well as established employees, ‘Where there are a large number of candidates, it may be necessary to conduct a pre-assessment or screening interview to reduce the numbers, Where five or more applications are short listed; a test may be conducted before interviews. The test shall evaluate relevant functional and leadership capabilities through the use of various selection methods. Heads of the relevant units/functions and trained assessors shall be fully involves the selection process. 711 ting the Selectio ‘The HR Business Partner is accountable of the implementation of the recruitment and selection process «Talent Team is responsible of screening of CVs received via career shop/Guinness.cameroon.recruitement and active headhunting of potential candidate. '* Long list of candidates is sent to the line Manager, ‘¢ The Line Manager provides to Talent Team the short list of candidates for the interviews sessions, ‘+ Initial interviews take place with the Line Manager, an HRBP or HR representative and 1 Manager (Except for mass recruitments) ‘* Final interview takes place with the grand father (line manager's manager or head of function) Note: For L4# recruitments, at least 2 Exec members are part of the panel and the final interview is done by the Managing Director. At the end of the assessmenvinterview calibration, the Talent team keeps the interview recording sheets, which have been filed by members of the pane! during the interview process, 8, Candidates Feedback Itis essential to provide feedback to candidates. ‘¢ Those who sent us their CV and were rejected at the first screening phase will receive a rejection email sent by the Talent Engagement Team al the appropriate stage of the recruitment process,U poucy. HRIPOLIODS Version 1- D GUINNESS. RESOURCING POLICY Page 5/7 ‘© External candidates who were not short listed for interview must receive a rejection email sent by the Talent team at an early stage of the recruitment process ‘+ External candidates who came for one or several interviews or assessments and were then rejected must receive ‘an email from the Talent Team from the Talent team at the end of the recruitment process after the offer has been accepted by the successfull candidate. ‘¢ Internal candidates who were rejected after interviews must have their feedback (verbal / written) from the Hiring Manager or HRBP of thier function. 9. Reward Package negotiation When an agreement has been reached regarding the reward package, candidate will be provided with a written offer of ‘employment signed by the HR Director. A copy of the written offer should be signed by the employee and kept in his File. ‘Then will start all checks (medical check, reference check, background check), 10. Checks ‘The Talent Team will be responsible for ensuring that evidence of qualifications deemed to be essential are checked, where possible verified, and ensuring photocopies are retained. ‘Then the candidate is referred to the Company's Dactor for medical examination. * Background Research All prospective employees, who are being considered for positions at Guinness Cameroon, will be thoroughly screened prior to thier confirmation as Diageo. It is recognized that the nature of this screening will depend on the legislative framework in place. The Talent Engagement team and HRPB should assess the risk of the role involved (e.g. site security, product handiing, cash handling) and where local legislation allows, run additional criminal records checks. Checks of candidates must include some or all of the following; ‘* Verification of identity (may include presentation of passportidriving license; evidence of address by way ol utility bilvbank statement) © Formal qualifications * Relevant qualifications ‘© Driving license checks where relevant to role ‘* Permission to work © Residence checks © Reference checks ® Background checks Non Conviction Candidates should only be employed by the company when the HR department are satisfied that the candidate has me the criteria set. Where there is any concern about an individual's identity or background as a reason not to hire the individual, and where the company can legitimately defend that concern, then the company should not extend an offer ‘employment to that individualy poucy HFsPoL/009 = Version 1-D GUINNESS. RESOURCING POLICY Boge S/F A forensic check will be done upon LM recommendation and HRD approval for the following critical roles, ~ Executive Committee role Head of Procurement Tax and Treasury Manager Head of Customer Dilevery Dividional Sales Monogers 11. References All external candidates require pre —employment screening (whilst being in accordance with the law). References are used to verify and validate evidence gathered during the selection process. It must be explained to the candidate that the offer is provisional, subject to all necessary checks required as part of the selection process to verify and validate evidence given. Confirmation from a probationary into a full role will be based on successful outcomes at this stage. Talent Engagement Team will be responsible for taking up two references for the successful candidate, one of whom will be the currenmost recent employer If references contain negative feedback or show some of the information given by the candidate as inaccurate, the ‘candidate may not be confirmed into that role. Providing documentation for employee file The HR Business Partner ensures that the HR Advisor has communicated to the candidate the list of documents required: #02 photos 474 * Individual information sheet duly signed by the employee ‘= NIC photocopy ‘© Employment certificate or attestation «© Legalised bist certificate and or death certificate of the children + Marriage certificate, where required Bank account attestation + Qualifcation certificate (originals must be sighted and photocopies duly stamped and retained) © Copy of Non Convietion 42, Contract issuance While all checks are being conducted, the HR Business Partner informs the hiring manager that he can fil a Joiner Form (Mover Form willbe filled for internat appointments) in Workday. (On the other hand, the Talent Engagement Team forwards all assessment documents, medical report, background check report and a copy of the reward statemenvoffer letter to the First Point Africa Team to generate a Contract letter. Starting dates will either be the 1" or the 15” of the month except otherwise slated. ‘The probation period is mandatory. Exception to this can be granted for some senior roles by the HRD or MD The candidate is then issued a labour contract in 3 copies. The contract should be signed by the employee ‘and the HRD ond sent to the delegation of employment end professional training Yor visa. The signed copies by the delegation of employment will be given to the employee and the other copy kept in his file. | QS: CERTIFIED TRUEUv petiev HRIPOLIO0S GUINNESS. RESOURCING POLICY ve nee” .° r 13. Employee On-boarding The Line Manager will be responsible for: © Sending a communication to all GCSA community to announce the arrival of the new hire © Ensuring the Joiner form he has filled in Workday is being processed by the IT team and the new hire's system access righls are being set © Ensuring that the employee's work tools (desk, computer, uniforms, etc) are available © Ensuring that the talent team has set an induction programme for the new hire, '¢ Acting as the main contact person before the new hire starts 14,Jnduction All new employees will complete an appropriate induction. The hiring manager is accountable for ensuring this happens, ‘The HR Business Partner ensures that an individual / function specific induction programme is organised for the new hire. All new hires are required to begin their induction programme with an introduction to the company's health and safely regulations and Code of Business Conduct. © Acorporate \duction programme will be done by the Talent team, © The Functional induction will be designed by the hiring manager. He will be responsible for booking any stakeholder involved in that programme. 15. _Assianment of Company Property ‘All company property should be recorded against the employee's name al the time of assignment and returned to the company upon termination of employment. This includes laptops, mobile phones, company credit cards and identity passes, 6. Governance ‘The Human Resource Director must approve any exception to this policy. This policy may not be construed as a contract between the company and any of its employees, and the company reserves the right to amend this policy at any time and reserves the sole right of interpretation. gsxr