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SUDAPET co. LTD.

HUMAN RESOURCES POLICIES MANUAL (HRPM)

October

2011

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Table of Contents
Glossary Document control ... 9 10 11 : 11 11 11 11 12 12 12 13 13 13 14 14 15 16 17 18 18 19 19 19 19

2

Introduction~
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 Overview of Sudapet Vision Mission Shared Values Human Resources Philosophy Our people Sudapet's Organization Structure... Purpose of the Manual Effective Date Governing Law Custody of the manual Structure of the Manual Distribution of the Manual Amending the Manual Responsibilities Objectives and Core Policies Operating Policies Creation and Classification of Functions Changes and Amendments to the Organization Structure Grade and Compensation Structure, Job Descriptions

3

Organization Design 3.1 3.2 3.3 3.4 3.5

3.6 Responsibilities ... ... 4 ManpowerPlanning 4.1 Objectivesand Core Policies 4.2 4.3 OperatingPolicies Types of ManpowerPlans..

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20 21 21 22 22

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4.4
Recruitment

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22 23 24 24 25

4.5 Responsibilities 5 Recruitment 5.1 5.2 5.3 5.4 5.5 5.6 5.7 ObjectiyesandCore Policies OperatingPolicies EmploymentPhilosophy Selection EmploymentOffer RecruitmentAge. Hiring of experts

;... 5 2
25 25 26 26 26 27 27 28 28 28 28 29 29 30 30 30 30 31 31 31 32 32 32 32 33

5.8 Responsibilities 6 Induction 6.1 6.2 6.3 6.4 Objectivesand Core Policies OperatingPolicies Elementsof Induction Nature of induction

6.5 Responsibilities 7 Probation 7.1 7.2 7.3 7.4 7.5 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 Objectivesand Core Policies OperatingPolicies ProbationPeriod Termination during ProbationPeriod Responsibilities ObjectivesandCore Policies Overtime OperatingPolicies Working Hours Shift Work Hours RamadanWorking Hours PrayerTimings 1.0
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Timekeeping

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OTHMAN SULAlMAN KARRAM
SUDAPET

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HR & OD MANAGER

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8.8 8.9 Overtime Responsibilities Object.ives and Core Policies Operating Policies
Leave Planning

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33 33 34 34 35

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Leave

9.1 9.2 9.3 9.4 9.5 9:6 9.7 9.8 9.9 9.10 9.11

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Leave Encashment and Deferment.

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CompassionateLeave Eddah Leave Sick Leave Hajj Leave ... ... AccompanimentLeave MaternityLeave MarriageLeave ExaminationLeave

36 36 37 ...

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37 38 38 38 38 38 39
39 40 40 42 42

9.12 9.13 Leave WithoutPay / Emergency 9.14 UnauthorizedLeave 9.15 Responsibilities 10 Compensation and Benefits 10.1 Objectives and Core Policies 10.2 Operating Policies 10.3 Payment of Salaries 10.4 Salary Date 10.5 Payroll Processing 10.6 Salary Market Studies 10.7 General Increase and Performance Bonus 10.8 Cost of Living Allowance 10.9 Housing Allowance 10.10 10.11 10.12
Field Allowance Meal Subsidy Scarce Skill Premium Allowance.. 1.0
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10.13 10.14 10.15 10.16 Staff Transportation Assistance Mobile Phone Allowance

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44 44

Takaful

44 44 48 ;...49 49 50 50 50 51 54 55 ... 57 57 59 60 60 61 61
61 ... ... 61 63 63 64 64 64 65 ... 66 66 68

Medi~alCare 10.17 Responsibilities 11 Loans
11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9 11.10 12 12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 12.10 12.11 13 13.1 13.2

Objectivesand Core Policies Operating Policies SalaryAdvance EmergencyLoan Staff TransportationAssistance Responsibilities HousingLoan ... MarriageLoan.. MaintenanceLoan Responsibilities BusinessTravel and BusinessExpense Objectivesand Core Policies Operating Policies BusinessTravel
Class of Travel Travel Expenses Internal Travel Business Travel for more than 30 days Business Travel for more than six months Overstaying Business Expenses ...... Responsibilities Objectives and Core Policies Operating Policies 1.0
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Performance Management

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13.3 13.4 13.5 13.6 13.7 13.8 13.9 14 14:1 14.2 14.3 14.4 14.5 14.6 14.7 14.8 14.9 14.10 14.11 15 15.1 15.2 15.3 15.4 15.5 15.6 16 Key Performance Indicators The Assessment Mechanism Performance Appraisal Rating ~cale Bonus & Increments Promotion Responsibilities Training and Development

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68 69 69 71 71 ~...71 72 73 73 74 74 75 75 76 78 78

Objectives and Core Policies
Operating Policies Training Needs Analysis Training Budget, Calendar, Facilities Types of Training Programs Scholarship Program Professional certification Salary while on Training Employees leaving post Training

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78
79 79 80 80 81 81 81 82 82

Return On Investment on training Responsibilities

Succession Planning Objectives and Core Policies Operating Policies Succession Plans and Talent Pool Stages of Succession Planning... Succession Plans and Sudanization Responsibilities Business Code of Conduct and Ethics

83 83 83

16.1 16.2

Objectives and Core Policies - Code of Conduct Objectives and Core Policies - Grievance Handling

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Objectivesand Core Policies- Staff Relationsand Ethics OperatingPolicies- Code of Conduct
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-16.5 16.6 16.7 16.8 16.9 16.10 16.11 16.12 16:13 16.14 16.15 16.16 16.17 16.18 16.19 16.20 17 17.1 17.2 17.3 17.4 17.5 17.6 17.7

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Penalty Code Disciplinary Proceedings Refusal to accept written warnings Employ.ees accused of intentional crimes Salary, Termination and Reinstatement Appeals Operating Policies - Grievance Handling Disability and Benefits Awareness Safety No Smoking Pol icy Gift Acceptance Dress Code Disclosure of Company information Business involvement

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85 85 86 86 86 ~...87 87

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87

88 88 89

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89 89 89 90

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Responsibilities Secondment Objectivesand Core Policies OperatingPolicies SecondmentCategories SecondPre requisites...... Duration SalaryAdministration ... ...

90 91 91 92 92 92 92 ... ... 92 93 93 93 94 94 94 94 96

PerformanceAppraisals 17.8 Training & Development 17.9 EmploymentTerms. 17.10 Confidentialityon Secondment 17.11 DisciplinaryAction and ConflictResolution 17.12 Return to SubstantiveGrade..
17.13 17.14

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Snapshotof EmployeeEntitlements Responsibilities
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End of Services Objectives and Core Policies Operating Policies Resign~!ion Termination Retirement End of fixed contract period Lack of fitness Death Exit Interview Transportation on Termination... End of Service Benefits Calculation and Entitlements Responsibilities

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97 97 98 98 98 98 99 99 99 99 ... 99 99 ... ... 101

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SUDAPET

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Glossary
The following definitions, key terms and abbreviations are used throughout this manual and are presented here to help the reader of this manual

Base salary

Starting salary as per approved salary structure which is specified in the contract! letter of employment and amended from time to time by -the Company

Basic salary

The base salary plus the cost of living allowance (COLA) excluding other allowances Eligible dependents include, the employee's spouse, daughters, sons and the parents Board of Directors of the Company Chief Executive Officer Sudapet Co Ltd Basic salary plus all other allowances Human Resources Committee Human Resources Division Management of the Company Management Committee Gross salary plus all supplemental allowances, bonus award and benefits Vice President

Eligible dependents Board President&CEO Company Gross salary HRC HRD Management MC Total Reward Assistant President

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Document control
The policies and procedures documentation configuration and version are controlled and subject to change..control framework. The following tabulation provides the control summary for this document

1.1.1 Major version

Version chronology
1.0

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1 October 2011

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CEO

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Othman Karram, HR Salah Wahabi, President &
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This policies manual will be effective from 1 October 2011. 1.1.2 Minor version

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2 Introduction

2.1 Overview of Sudapet
2.1.1 Sudapet is'a state owned oil and gas company based in Sudan with stakes in a number of oil and gas companies in Sudan. The Company was formed under the

mandateof the Ministryof Energyand Mining(MEM),which plays the role of

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regulator of the oil and gas industry in Sudan. Key activities of the Company are monitored and controlled by the Oil Exploration and Production Authority, a division of MEM. 2.1.2" The Company is committed to operate in a true and fair manner complying with all applicable laws and regulations. 2.1.3 All the manuals, document the Company's Divisional/Departmental policies and procedures with the objective of achieving consistent, uniform and fair interpretation at all times.

2.2 Vision
2.2.1
Sudapet's vision is to be "A leading integrated oil and gas company of excellence".

2.3 Mission
2.3.1 Sudapet's mission is:

2.3.1.1 To find, sustain and add value to oil and gas resources for Sudan
2.3.1.2 To enhance the protection of national interest in the industry 2.3.1.3 To build a capable and competent Sudanese workforce to reach world class standard 2.3.1.4 To be a socially responsible business entity

2.4 Shared Values
2.4.1 Sudapet's shared values state that "We are loyal, dynamic, united in purpose and always committed to achieve excellence".

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2.5 Human Resources Philosophy
2.5.1 2.5.2 2.5.3 2.5.4 We will attract, develop, motivate and retain the people with appropriate competencies to provide quality services. We will recognize contribution and reward performance through equitable and competitive remuneration. We foster team spirit and trust in order to strengthen the partnership between management and employees through direct and effective communication. We believe that the empowerment of line managers and ensuring the availability of multi-skilled staff are a clear reflection of a flexible Human Resources approach to supporting the Company's management.

2.6 Our people
2.6.1 Sudapet will strive to employ Sudanese nationals with appropriate competencies, whenever a vacancy arises. Should the Company be not able to find a Sudanese national within a reasonable timeframe (six to eight weeks) from the date of the vacancy, the management will source expatriate employees. Merit is the prime rule and will prevail at all levels and across the Company. The Company will not permit any job applicant or employee to be placed at a disadvantage by requirements or conditions that have a disproportionately adverse effect on such individual and which cannot be shown to be relevant to job requirements. The Company is committed to enhancing the skills and competencies of all employees.

2.6.2 2.6.3

2.6.4

2.7 Sudapet's Organization Structure
2.7.1 Sudapet's organization structure has been designed in order to facilitate the Company to achieve its vision, mission and shared values and keeping in mind its HR philosophy and people, The organization structure of Sudapet is divided into the following levels based on size and functions performed:

2.7.1.1 Divisions, headed by Directors; 2.7.1.2 Departments, headed by Managers; and 2.7.1.3 Sections, headed by Section Heads

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2.8 Purpose of the Manual
2.8.1 The purposeof this Policiesand Proceduresmanualis to:

2.8.1.1 Document the policies and procedures of the HRD;
2.8.1.2 Serve as a means for defining and clarifying the responsibilities associated with all personnel responsible for performing their relevant activities in all the divisions I departments; 2.8.1.3 Promote uniformity and consistency in the activities of the divisions I departments in Sudapet; 2.8.1".4 Serve as a point of reference for all staff of Sudapet. Provide management with a tool to address operational related issues arising in all the divisions I departments; 2.8.1.5 Establish procedures to provide management with periodic information relating to operations of Sudapet; 2.8.1.6 Identify Key Performance Indicators; and 2.8.1.7 Integrate the various HR operations of the Company responsibilities associated with each activity. and identify

2.9 Effective Date
2.9.1 This policiesand procedures manualwillbe effectivefrom 1/10/2011.

2.10Governing

Law

2.10.1 This manual is based on the Sudan LabourLawof 1997 and the Sudan Social Insurance Lawfor 1990,as amended from time to time. The provisions of Sudan
Labour Law will govern any matter not provided for in this manual.

2.10.2 In case of any contradictions between this policy manual and the Labour law, the
later shall prevail.

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2.11 Custody of the manual
2.11.1 The Director of the HR division / department is the soul custodian of the manual and
is responsible for ensuring its implementation and update

2.11.2 The holder of this manual at the division/ department level is also responsible of it is
implementation and update 2.11.3 HR will act as interpreter and advisor for line managers.

2.12Structure of the Manual
2.12.1 This manual is divided into subjects and each subject is further subdivided into
sections. Under each subject, the relevant sections are systematically grouped to discuss and document all related issues. The sections covered under the subjects are as follows:

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Policies relating to the concerned subject; The Process flow relating to the subject; The relevant procedures as applicable to the concerned subject; and Where applicable, the highlights of possible key performance indicators.

2.12.2 Page Layout:The headersection of the manual has been divided as follows: Name of the Company; Name of the Manual; Minor Version Number; Authorized By; and Initial Date of Issue of the policies and procedures of the relevant subject.

. . . . . .
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2.12.3 The footer section has been divided as follows: Major Version Number; The date of last changes made for that particular subject; The date from which the revised policies and procedures for the particular subject is effectively applicable; and Page Number.

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2.12.4 In case of amendments to the this policies and procedures manual the following sub - sections in the footer shall be subject to change:

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Major Version No - to be updatedto reflect the current version of the Manual in use Last Changedon - The last date, when this documentwas changedand EffectiveDate - The date from when the new changeswill be applicable
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2.12.5

This manual is a confidentialdocumentof Sudapetand will be under the custodyof
the relevant division or department manager. All queries and matters relating to a division / department manual shall be addressed to the concerned division /
.

departmentmanager.

2.12.6 The policies and procedures contained in each divisional/departmental manual will be regarded as mandatory. Any exceptions will be approved in accordance with delegated authorities observing corporate governance guidelines in place. 2.12.7 Where employees consider that they are unable, for any reason, to comply with the procedures defined for their areas of responsibility they will refer the matter to the concerned division / department manager for resolution.

2.13 Distribution of the Manual
2.13.1 Circulation of the division / department policies and procedures manual, and
subsequent updates to the manual, requires approval of the division / department manager and is controlled and monitored by maintenance of a register. Each set of the policies and procedures manual is pre numbered and logged in the register. 2.13.2 Distribution of the manual, in whole or part, shall be made only to designated departments and employees against a signed policies and procedures manual form. The form contains the following information:

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Date; Manual number; Manualdescription; Custodiannameand position; Approval of divisionI departmentmanager;and Signaturefor acceptingthe manual.

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2.13.3 The manual is provided in a format to enable approved updates to be inserted when required. Updates will be distributed to the custodians listed in the policies and procedures manual register. It will be their responsibility to ensure that the manual is properly updated in terms of adding new pages, removing superseded pages and making a~y manual edit changes. 2.13.4 The contents of all these manuals are confidential to Sudapet. This manual will always be kept in a safe place and will not be copied without prior approval of the respective division I department manager. -

2.14Amending

the Manual

2.14.1 The successful implementation and maintenance of all the policies and procedures
primarily depends on the procedures for updating the manual. Periodic reviews shall be carried out to ensure that all manuals are up to date. It is the responsibility of the head of the custodian to ensure that this is carried out promptly as and when necessary. 2.14.2 The manual may require changes on account of any of the following reasons:

· .

Additional policies I procedures consequent needs following introduction of new activities, level of automation; Improvements to existing policies I procedures;

to the Company's changing reporting requirements or the and

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Deletions, for example, for superseded activities.

2.14.3 Requestfor Amendment 2.14.3.1 Whenever amendments to the particular division I department policies and procedures manual are required, the request for amendment form shall be completed.

2.14.4 The UpdateControl Form 2.14.4.1 The Update Control Form controls the distribution and references of all amended pages.

2.14.5 The UpdateControl Log 2.14.5.1 The update control log is filed along with the manual. This log records all the amendments made to the manual. The log shall contain the following information:

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Update number;

Date of update;

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Subject reference; Section where insertion/amendment is required; and Actioned by.

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2.14.6.1

2.14.6 ProcedurE{forAmendingthe Manual
Whenever Amendments to policies / procedures are requiredl the originating division / department or an employee shall submit a request for Amendment Form to HRD. When a new activity or service is introduced, such a request shall be accompanied by a detailed description of that activity or service. On receipt of the form, the custodian will examine the suggested solution and determine whether amendments to existing policies / procedures are required. The custodian will prepare suggested amendments and circulate them to the respective personnel of the division / department. On receiving the comments of the division / department personnel, the custodian will finalize the amendments for approval by the President / CEO. If the suggested changes involve a change to any existing policy, such changes will have to be approved by the Board of Directors. Thereafter, the custodian will prepare an update control form and dispatch copies of this form together with the approved procedures to all custodians of the manual in accordance with the custodian list. The custodian of the manual will update the update control log and file the new procedures in the relevant sections. The superseded sections of the Manual will also be filed at the end of the section where the updated versions have been filed to facilitate comparisons between the updated and the superseded versions.

2.14.6.2

2.14.6.3

2.14.6.4

2.15 Responsibilities
2.15.1.1
2.15.1.2 2.15.1.3 Head of Division/ Department or employee: Initiate the process of amending the manual. Custodian of the manual: Review the suggested amendments and maintain the manual control log. President/CEO or Board: Approve the amendment suggested.

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3 Organization Design 3.1 Objectivesand Core Policies
3.1.1 The organ.ization structure at Sudapet will include logical functional grouping and reporting based on leading organization design principles, vision, mission and values of the company and will accordingly be grouped into relevant divisions, department, sections and smaller work groups based on parameters and principles adopted by the company to ensure the maximum ease of operations, reporting, statutory requirements, relevant organizational arrangements between shareholders etc.

3.1.2. The Company will ensure that its organization structure is designed in a manner that enables the Company to attain its vision, mission and shared values. The company aims to follow and periodically review its organization structure based on 'good organization design principles' that follow guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful.

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3.3.1

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of Functions

Divisions will be created for each of the core functions applicable to Sudapet and will be headed' by Directors.
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3.3.2 Non-corefunctionswill be classifiedas Departmentsand will be headed by

Managers. In addition, Departments will be created within each division based on a segregation of major processes within a core function and will be headed by Managers. 3.3.3' 3.3.4 Sections will be created for each of the key activities within a department, and will be headed by Section Heads. The requirement for any change, amendment or addition to the approved organization structure will require a detailed study undertaken by nominated internal employees / external consultants to support and justify the requirement. The HRD will drive and facilitate any such initiatives

3.4 Changes and Amendments to the Organization Structure
3.4.1 Changesand amendmentsto the organizationstructurewill be as follows: 3.4.1.1 Any additions, amendments or deletions of Divisions or Departments will be approved by the Board based on a recommendation from the President&CEO 3.4.1.2 Any additions, amendments or deletions of Sections will be approved by the President & CEO based on a recommendation from the HRD 3.4.1.3 The Division & Department Managers will initiate the required changes for a new position.

3.5 Grade and Compensation Structure, Job Descriptions
3.5.1.1 The organization will follow a grade and compensation structure based on
the results of a scientific job evaluation exercise. The job evaluation process will provide the basis for establishing the relative worth of jobs in the Company and subsequently compensating them. 3.5.1.2 Each position in the Company will have a job description in a standard format, based on roles, responsibilities and dimensions of the job. The purpose of a job description is to acquaint the job holder about the roles & responsibilities and all other requirements of the job.

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Job descriptions will be reviewed at least once every two years or if a significant portion of the job is deemed to have changed (30% or more). All jobs in the Company will be subject to evaluation and assessment based on the requirements of the Company. All jobs wiil be re-evaluated at least once every four to five years or when deemed necessary due to organizational changes.

3.6 Responsibilities
3.6.1.1 HRC: Review all amendments to division, department or section.
3.6.1:2 President/CEO or Board: Approve the amendment to division, department or section and creation of new position. 3.6.1.3 Head of Division/ Department: Initiate the process of amendment to division, department or section. 3.6.1.4 HRD: Review the creation of all new positions and initiate the process of job evaluation. 3.6.1.5 Job Evaluation Committee: Carry out job evaluation, as deemed necessary from time to time. 3.6.1.6 Management Committee: Approve job evaluation as carried out from time to time.

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4 Manpower Planning 4.1 Objectivesand Core Policies
4.1.1 It is the Company's policy to ensure an optimum use of manpower in enabling the company to achieve its current and future business objectives. This ensures that the Company has the right number of staff, with the correct mix of competencies at any point in time. The purpose of manpower planning is aimed at putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. It aims at Analysing the current manpower inventory Making future manpower forecasts Developing employment programmes , Design training programmes Addressing Sudanization plans requirements

4.1.2

4.1.2.1 4.1.2.2 4.1.2.3 4.1.2.4 4.1.2.5

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4.2 Operating Policies 4.3 Types of Manpower Plans
4.3.1 In order to operate with optimum number of employees with the right level of skills and knowtedge the Company will prepare long, medium and short term manpower plans. This could be done in the following manner (not limited to) Expert Forecasts: This includes informal decisions, formal expert surveys Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis. The long and medium term manpower strategic/ tactical plans will be aligned to the vision and strategy of the Company and will include secondments, deputations and movements to other partner companies, subsidiaries or joint venture partners that may be required as well as the succession plans and strategies of the company. (Sudanization plans). The company shall undertake such an exercise every 3-5 years or as deemed fit due to significant changes in the business environment, statutory requirements; other external factors that require a business rethink. As part of the annual manpower planning exercise, the short term operational manpower plan will be prepared which will be detailed with headcounts by section, department and divisions.

4.3.1.1 4.3.1.2

4.3.1.3 4.3.1.4

4.3.1.5

4.3.2

4.3.3

4.4 Recruitment
4.4.1 The Company will strive to fill vacancies internally through the development, promotion or transfer of qualified employees and will allow for and facilitate the rotation of employees through different jobs for which they are suitable and qualified. The Company can transfer its employees within the organization or within other joint venture partners etc. or in different geographies within the same organization if required keeping in mind the Company and the employee benefits. The annual approved manpower plan will be the basis for recruitments.

4.4.2

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4.4.3

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4.5 Responsibilities
4.5.1.1 HRD: HRD will review and approve the short term and long term manpower
planning. 4.5.1.2 Head of. Division/ Department: Initiate the process of manpower planning including the process of internal transfer.

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5 Recruitment

5.1 Objectives and Core Policies
5.1.1 It is the policy of the company to ensure that it operates at the optimum staffing levels and that its staff demonstrates the required skills and attributes. It is also the Company's policy to fill vacancies with internal candidates who are suitably experienced and qualified, where possible. The objective of internal recruitment IS to provide development and advancement opportunities for existing employees. It is the company's policy to ensure that Sudanese nationals with the required skills and attributes are first considered for the vacancies subsequent to which other could be considered It is the Company's policy to regulate and manage the recruitment function such that it attracts the applicants who possess the right skills, knowledge and experience to the Company, in the most efficient and cost-effective manner.

5.1.2

5.1.3

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5.2 Operating Policies 5.3 Employment Philosophy
5.3.1 The Company will aim to attract the best available talent and select solely on the basis of the candidate's ability to meet the requirements of the position.
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5.3.2 The Companywill striveto employSudanesenationalsfirst with appropriate

competencies, whenever a vacancy arises. Should the company be unable to find a Sudanese national within a reasonable timeframe from the date of the vacancy, the company shall source expatriate employees. 5.3.3' The Company may engage a recruitment agency for identifying candidates where the position has highly specialized job content and it is difficult to source or the position needs to be filled immediately.

5.4 Selection
5.4.1 All positions will be announced, interviewed and evaluated by a panel of interviewers with appropriate technical competence. The HRD will nominate the panel, and other members will include relevant division / department managers and in case of recruitment of division heads and above, the President & CEO will be a part of the panel The HRD shall also conduct assessment center and conduct attitude and aptitude test during recruitment if required The HRD will maintain an internal database of all employment applications received in the last two to three years and may advertise for certain vacancies if it is unable to obtain the right candidate through internal data bases and referrals. , Employees may be engaged on a temporary or part time basis for a maximum period of two years, which may be extended up to another two years, in case of posts which are temporary in nature, posts for which no candidates for regular employment are immediately available or where the Company has from time to time a need to engage specialists, professionals and consultants to cover the duties of certain critical posts, and where these posts are such that they cannot be filled by regular incumbents and no satisfactory substitute is available.

5.4.2 5.4.3

5.4.4

5.5 Employment Offer
5.5.1 Successful candidates will be provided with a provisional employment offer, and reference checks and medical examinations have been successfully carried out and copies of academic qualifications have been received and verified. The Company will carry out a salary fitment exercise for each candidate before making an offer, considering factors such as the nature of the position, the qualification and experience of the candidate to ensure internal salary equity.

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5.6.1

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The minimum age for recruitment by the Company will be18 years and the maximum will be 55 years. Candidates over 55 years who possess special qualifications may be considered for employment in specific positions, subject to the prior approval from the Presid~nt / CEO.

5.7 Hiring of experts
5.7.1 Sudapet may seek outside assistance/ or advice from experts who may add value to certain specific assignments.

5.7.2" There should be a written scope of work for the assignment to be carried out by an outside expert. It should include the duration and deliverables of the assignment. The resume of the proposed expert should be attached as part of the proposal for recruitment. 5.7.3 5.7.4 Any change in the scope of the assignment or duration of the deliverable will require separate approval. The engagement of external expertise for carrying out Sudapet's business should be approved by the concerned line manager and HR Manager or as per the authority manual deemed appropriate in this case. The compensation to be paid to experts hired under this policy shall be as follows: Experts basis. hired at a Vice PresidenU Director level: SDG 250 on an hourly

5.7.5 5.7.5.1

5.7.5.2 Experts hired at Manager level: SDG 200 on an hourly basis. 5.7.5.3 Experts hired at other levels: SDG 100 on an hourly basis. 5.7.5.4 Non Oil experts shall be hired on a negotiable scale of SDG 100 to SDG 250
depending on the level of expertise.

5.8 Responsibilities
5.8.1.1 HRC: Approve all recruitments that are carried out for the position of Manager and above. 5.8.1.2 HRD: Carry out study for all requests for hiring of experts. 5.8.1.3 HRD Manager: Approve all recruitments below the level of Manager including the empanelment of recruitment agencies. Recommend hiring of experts to PresidenUCEO. 5.8.1.4 Head of Division! Department: Initiate the process of recruitment at all levels. Initiate the process of hiring of experts. 5.8.1.5 PresidenUCEO: Provide final approval for hiring of experts.

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6 Induction
6.1 Objectives and Core Policies
6.1.1 The company will require all new employees to undergo the induction program. The objective is to ensure the smooth introduction and socialization of the new employee to the company and to their new job in order to assist him/ her with becoming productive in the new role as quickly as possible. It is the aim of the Company to ensure that staff induction and all joining formalities are dealt with in an organized and consistent manner, to enable staff to be introduced into a new post and working environment quickly, so that they can contribute effectively as soon as possible. This induction policy, associated procedures and guidelines aim to set out general steps for Managers and Staff to follow during the induction process. It is expected that all Managers and Staff will adhere to this policy. The Company expects that the implementation of Managers/Supervisors will:

6.1.2

6.1.3 6.1.3.1 6.1.3.2 6.1.3.3 6.1.3.4 6.1.3.5

good induction practice by

Enable new employees to settle into the Company quickly and become productive and efficient members of staff within a short period of time. Ensure that new entrants are highly motivated reinforced. Assist in reducing staff performance generally. Ensure that the employees Will reduce production. turnover, lateness, and that this motivation absenteeism and is

poor

operate in a safe working environment. with repeated recruitment, training and lost

costs associated

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6.2 Operating Policies 6.3 Elements of Induction
6.3.1 The HRD will coordinate with the relevant divisions / departments to enable new employees' to be appropriately inducted into the Company and ensure that his/ her joining formalities are completed in a prompt and smooth manner. New employees will be introduced to their new workplace and colleagues at the earliest opportunity. Managers/Supervisors should refer to the Induction Checklist and use it as a basis for discussion thus ensuring all documentation is complete. A tour of the workplace will be arranged for the new entrant allowing the Company to be viewed as a whole and the recruit to see where he/she fits into the organisation. The new entrant will want to know his/her colleagues and quickly become part of the team and time should be made for this process. Colleagues should be briefed on the new entrant's arrival. If possible one of the new entrants colleagues should be nominated to ensure that he/she has every assistance in settling in quickly.

6.3.2 6.3.3 6.3.4 6.3.5

6.4 Nature of induction
All new employees will be provided with a proper formal induction program tailored to suit their place in the company Le. fresher, experienced hire, senior member etc. The following elements would be included in the induction program (refer orientation guide); 6.4.1 An introductorytalk by HR with the provisionof general information 6.4.1.1 Exchanging any necessary documentation about company information, rules & regulations, policies etc.

6.4.2 Roles & Responsibilities 6.4.3 The HRD will be the key facilitator,driver and organizerof all inductionprograms. The HRD shall arrangefor the tour of the office/ site for a new employee,providethe informationon the general aspectsincludingthe policies,procedures,rules, regulationsof the company,introducehim to his new superiorand team 6.4.4 The departmentmanagershall be responsiblefor introducingthe new employeeto his roles & responsibilities,introductionto the team membersand initiateobtainingof all necessaryequipmentand requirementsfor the new employee

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6.5 Responsibilities
6.5.5 Induction: HRD is responsible for carrying out the induction process.

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7 Probation

7.1 Objectives and Core Policies
7.1.1 It is the company'spolicy to recruit new employeeson probationto closely monitor their performanceand their adoptionof the organizationculture beforeofferingthem permanentemployment.The aims of the probationpolicy is; 7.1.1.1 To assist the employee to develop his/her career in a manner which is both personally satisfying and consistent with the needs and goals of the company.

7.1.1.2 To provide the company with an opportunity to assess the performance and
future potential of the employee before deciding whether or not to confirm the appointment. 7.1.1.3 To help identify the employee's training and development needs and provide appropriate development activities to assist in achieving his/her full potential. 7.1.2 An employeeon probationmay be terminatedfrom service for consistentpoor performance.

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7.2 Operating Policies 7.3 Probation Period
7.3.1 All employees will be on probation for the first 89 days of employment.

7.4 Termination during Probation Period
7.4.1 7.4.2 During the probation period, the Company and the employee will have the right fo terminate the employment contract by giving one week's notice. At the end of the probation period, a confirmation appraisal will be carried out to determine whether to retain the services of the employee on a permanent basis.

7.5 Responsibilities
7.5.1.1 HRD: HRD is responsible for initiating the process of probation appraisal.
7.5.1.2 Supervisor: Supervisor will review and provide inputs on the employee's performance during probation. 7.5.1.3 Head of Division/ Department: Head of Division/ Department will provide the final approval for the probation appraisal.

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8 Timekeeping 8.1 Objectives and Core Policies
8.1.1 It is the policyof the Companyto regulatethe operationalrequirementsin a disciplinedand established manner and to make necessary considerations for work
beyond normal work schedules and exigencies. 8.1.2 The company tries to ensure that no employee is required to work longer than the standard working hours per week. Any excess time the employee may be asked to work is properly compensated for in accordance with the Law. However, voluntary overtime will not be compensated. Each employee is required to observe the Company's working times and adhere to the established rules. Variations may occur in observing the same due to sickness, annual leave, leave without pay, unauthorized absence/lateness, etc.

8.1.3

8.2 Overtime
8.2.1 The Company expects employees to observe office timings and fulfill their
responsibilities adequately within office hours to maintain a healthy work life balance. Overtime may be only resorted in exceptional situations to meet sudden and important exigencies of work with due approval of the relevant authority.

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8.3 Operating Policies
8.4 Working Hours
8.4.1 Eligibility-::AIIemployees 8.4.2 The standardworking hours per week for all office based employeeswill be 40 hours.
8.4.3 8.4.4 8.4.5 The standard working week will consist of five working days and two paid rest days (Friday and Saturday). One paid hour will be reduced from normal working hours for nursing mothers for a period of two years after delivery. All employees are expected to observe office timings and the company trusts their integrity in doing so. The line managers in each function and department managers are expected to observe and ensure and manage employee attendance and timings. The HRD shall take necessary disciplinary action in case of employee misconduct in this regard and as advised by the department managers Employees will obtain prior permission from their respective supervisor when arriving late or leaving early. Unexcused absence from work including periods of late arrival or early departure will be penalized in terms of deduction from salary for the period of absence.

8.4.6

8.5 Shift Work Hours
8.5.1 8.5.2 Eligibility - Shift employees/ field operations The nature of certain activities will require employees of the Company to work in shifts. The employees will be required to work on 8 or 12 hours shifts based on the company requirements and rules.

8.6 Ramadan Working Hours
8.6.1 8.6.2 Eligibility - Muslim Employees During the holy month of Ramadan, the working hours will be reduced by one paid hour for Muslims. An hour will be deducted from the close hours at the head office and in between the shift as appropriate at the field locations. Day workers will not be required to work in excess of seven hours per working day. Non Muslims will lead normal working hours. Shift workers whose job involve shift work and distributed working hours will be required to work for normal hours.

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8.7.1 Eligibility- Muslim Employees

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8.7.2 The Companywill grant employeesreasonabletime off to pray at the appropriate times. .

8.8 Overtime
8.8.1 8.8.2 Eligibility - All permanent employees below Executive grades Authorized hours worked in excess of regular and published work schedules by employees will be treated as overtime and as prescribed by the labour laws. However, overtime will not be compensated for periods of less than half an hour a day, or exceeding four hours per day or twelve hours a week. Overtime planning and approval: Line departments need to periodically plan and justify the required OT for their operation and get it approved in advance form HRD. Overtime work is not mandated for female employees. Employees in Executive grades will not be eligible for overtime compensation even if they may work extra hours. Overtime will be calculated at 150% on normal days and 200% on holidays.

8.8.3 8.8.4 8.8.5 8.8.6

8.9 Responsibilities
8.9.1.1 Employee: Initiate the process for recording attendance and overtime.
8.9.1.2 Head of Divisionl Department: Approve the attendance and overtime for the employee. 8.9.1.3 Supervisor: Review the daily attendance of the employee. 8.9.1.4 HRD: Review and verify the daily overtime calculation.

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9.1 Objectives and Core Policies
Leave will be granted to employees to provide for annual vacation, sickness/emergency/personal work/rest and recreation. It is mandatory for all employees to avail of their annual leave in a given year so that they can recreate and invigorate themselves and come back relaxed and rejuvenated to work. The Company will encourage all staff members to avail their annual vacation entitlements fully in the respective year to ensure that the employees get their deserved break and enhance productivity.

9.1.2

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9.2 Operating Policies 9.3 Leave Planning
9.3.1 9.3.2 9.3.3 Each Department will submit by the first of December a leave program for all employees for the coming year to HRD. The company will grant annual leave with full pay to all permanent employees. The concerned Division / Department manager based on work and operational requirements can:

9.3.3.1 Grant the whole leave or part of it; 9.3.3.2 Carry forward the leave to the following year 9.3.4 Annual leavewill be grantedon the followingpositionand eligibility basis:

Office based staff Manager and above - Sudanese Section head and comparable jobs Sudanese Below Section heads Non Executive and labours Expatriate Expatriate 45 calendar days in a year

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40 calendar days in a year 35 calendar days in a year 30 calendar days in a year 45 calendar days in a year 20 calendar days after 70 days of employment

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Family status Single status

Field based staff (Rotation) Numberof days Numberof times 28 working days. 28 days leave 6 times in a year

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9.3.5 9.3.6

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Leave will be deemed to commence on the first day of absence from work. Leave granted in the first year of service will be prorated to actual service within the calendar year.

9.4 Leave E.ncashment and Deferment
9.4.1 9.4.2 9.4.2.1 9.4.2.2 9.4.3 9.4.4 All annual leave entitlements should be availed in the same year in which it is earned. The employee can postpone his /her annual leave, only after obtaining the approval of the concerned division / department manager, for a period not exceeding: Ten (10) calendar days in case of Managers and above; and Five (5) calendar days in case of Section heads and below. Any postponement should not be beyond the first quarter of the next year. In the case of End of service, the employee is eligible for full encashment of leave balance as of that date.

9.5 Compassionate Leave
9.5.1 Eligibility- All employees 9.5.2 In the event of death of: 9.5.2.1 A member of the employee's immediate/direct family (including Father! Mother, Spouse, Children, Brother! Sister), leave with pay for seven calendar days will be given to the employee.

9.5.2.2 A member of the employee's indirect family (including Grand Father! Grand
Mother, Father! Mother-in-law and Uncle! Aunt), leave with pay for three calendar days will be given to the employee.

9.5.2.3 The expatriate employee, his wife or any of his children, the Company will
bear the cost of transporting the mortal remains to the place of residence and the cost of passage for an escort person.

9.6 Eddah Leave
9.6.1 Eligibility- All muslim female employees

9.6.1.1 On the death of the husbandof a Muslimfemale employee,she will be given leave with pay in accordancewith Islamic Sharia Law, starting from the day of death of her husband.

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9.7.1 9.7.2 9.7.3 Eligibility - All employees

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An employee's sick leave will require to be certified by a report issued by the specified.medical authorities Where an employee who has completed at least three months of continuous service, remuneration will be paid to the employee during his sick leave period for a period not exceeding first twelve months, as follows: First three months of sickness: full salary Second three months of sickness: 3/4thsalary Third three months of sickness: 1/2 salary Fourth three months of sickness: 1/4th salary Beyond fourth three months: Without pay The employee will not be allowed to be on sick leave with reduced pay unless the employee has exhausted the normal leave. If the total sick leave entitlements are exhausted, the case will be referred to an external medical specialist to decide whether the sick employee is fit and able to continue work. Based on the report provided by the medical specialist, the HRC will consider termination of the employee's service. The employee will not be entitled for sick leave from the date the employee is declared disabled and unfit for service.

9.7.3.1 9.7.3.2 9.7.3.3 9.7.3.4 9.7.3.5 9.7.4 9.7.5

9.8 Hajj Leave
9.8.1 9.8.2 9.8.3 Eligibility - All Muslim permanent employees who have completed one year continuous service with the company Length of leave - eligible employees will be granted 20 paid calendar days, once during the period of service with the Company. The concerned Division / Department will ensure a fair distribution of opportunities for granting Hajj leave to eligible applicants in the Department without disrupting the smooth running of the company's operation, while giving preference in the following order:

9.8.3.1 Employees with longer tenure of service; 9.8.3.2 Where there is no difference in the length of service, the older employee.

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9.9.1 9.9.2 Eligibility - All employees

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An employee may be granted leave to accompany family members or direct dependants out of Sudan on medical grounds or for any exigency. The duration of such leave will be discussed with and approved by the HRD as deemed reasonable.

9.10 Maternity Leave
9.10.1 Eligibility - Permanent married female employees
9.10.2 Female employees will be entitled to maternity leave with full pay for eight weeks.

9.11 Marriage Leave
9.11.1 Eligibility - (One time) Permanent employees due to marry shortly
9.11.2 An employee who has the joined the company unmarried will be granted a marriage
leave with pay for seven consecutive days on the occasion of his/her first marriage.

9.12 Examination Leave
9.12.1 Eligibility - Sudanese permanent employees who have completed one year of
service

9.12.2 Eligible employees who are pursuing a qualification relevant to their job requirement
in a public / private educational institution in Sudan or a in case of an examination outside Sudan, by a University recognized by the Ministry of Education in Sudan. 9.12.3 Length of leave - The leave duration of leave will be limited to the approved examination time issued by the educational institution

9.13 Leave Without Pay I Emergency
9.13.1 Eligibility - All permanent employees 9.13.2 Employees will be granted leave without pay under exceptional personal
circumstances (travelling due to exigencies, medical and compassionate circumstances, personal disadvantages as a result of natural calamities.

9.13.2.1 9.13.2.2

Salarywill be stoppedfor the period of leave; Leave may be granted up to 90 calendardays;

9.13.2.3 Leave without pay will not be allowed unless the employee has exhaustedall his leave and there is a competentrelief/ replacement

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9.14Unauthorized Leave
9.14.1 If the absence of an employee is not covered by any type of the 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 on unauthorized absence and as such appropriate and necessary disciplinary action will be takes as per the company's rules and regulations

9.15 Responsibilities 9.15.1.1 Employee:Initiatethe processfor annual leave, examinationleave and leave without pay. 9.15.1.2 Head of Division/ Department: Approve employee's entitled leaves. Reportto HRD any observedunauthorizedabsence. 9.15.1.3 9.15.1.4 HRD:Approve leavewithout pay and all unauthorizedabsence. HRD: Reviewthe leave managementprocedure.

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10 Compensation and Benefits

10.1Objectives and Core Policies
10.1.1 It is the Company's policy to have a remuneration and benefits strategy that provides
fair, equitable and attractive compensation for its employees, encourages and rewards good performance, attracts individuals of the right caliber, qualificatio~s and experience for the jobs in the company, provides for a career-based salary structure, is flexible and responsive to moves in the market place and in remuneration best practice, and can be managed in a structured and cost-effective manner. The compensation strategy shall be aimed to;

10.1.1.1

Attract and retain qualified employees at all levels of responsibility who perform in a manner that permits the company to achieve its objectives and goals Reflect the relative value of jobs Establish such pay levels based on timely benefits, and other components of compensation Be externally competitive Provide the flexibility employees surveys of pay rates,

10.1.1.2 10.1.1.3 10.1.1.4 10.1.1.5
10.1.1.6 10.1.1.7

and internally consistent and fair of funds) toward

of pay (based upon availability and relationships

Foster good employee understanding

Comply with all relevant Laws and regulations.

10.1.2 The HRD, in consultation with the HRC, is responsible for remuneration policy formulation and the determination of an appropriate Remuneration Strategy to meet the needs of the business from time to time. The HRD will also administer the remuneration policy and strategy which is in place at any time.

10.1.3 Development and maintenance of the Compensation Program is the responsibility of
the HRD. This includes the utilization of appropriate job analysis and job evaluation techniques in the classification of new positions and in the reclassification of existing positions. The Human Resources Department is also responsible for determining the pay grade assigned to jobs.

10.1.4 In formulating the Company's remuneration strategy, the following factors shall be considered at any point in time in order to determine the structure and components of employees' remuneration.

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10.1.4.1

Job Grade structure and salary ranges for each grade,

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The Company's "capacity to pay", determined by factors such as the company revenue and profit, local market conditions and the labor market structure, Individual employee performance and contribution, and The Company's needs.

10.1.4.3 10.1.4.4

10.1.5 The Company provides a number of allowances and benefits which are intended to
help the employees maintain their social status and bear the costs incurred by virtue of their services with the Company or to compensate for working conditions.

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10.2 Operating Policies 10.3 Payment of Salaries
10.3.1 The Company will pay competitive salaries according to a formal salary scale
constructed to provide a meaningful salary progression from one grade to the next higher one, and a reasonable spread from the minimum to the maximum range for each grade. For each grade the company has established base salary ranges.

10.4Salary Date
10.4.1 The monthly salary will be due and payable on or before the 25th of each Gregorian
month through transfer to the bank account chosen by the employee, in the agreed international currency for expatriates as per the fixed exchange rate. All payments to Sudanese employees will be made in Sudanese Pounds.

10.4.2 All transactions affecting the employee's monthly payment will be recorded in the
employee's Salary Statement / Pay Slip.

10.5 Payroll Processing
10.5.1 The payroll processing will be done by HRD every month and forwarded to the
Finance Department for review and disbursement. Monthly input for preparation of payroll data such as, overtime sheet will be sent by line departments to HRD.

10.6Salary Market Studies
10.6.1 On a periodic basis the HRD may initiate a market survey either internally or by
engaging the services of an external consultant to ensure that the compensation and benefits offered by the Company are competitive and equitable.

10.7 General Increase and Performance Bonus
10.7.1 Eligibility - All national permanent employees
10.7.2 Annual general increase (5% legal increment) is payable in January of each year. 10.7.3 Performance bonus will be based on individual annual performance evaluation .and the results of the Company performance. 10.7.4 The company will pay Eid bonus equal to one month's gross salary to all permanent national employees for each Eid (Eid Elfatr and Eid Aladha). 10.7.5 All national employees will be eligible for Leave travel allowance (LTA) equivalent to three months' gross salary. 50% of this allowance is is normally payable at the beginning of each year, and the remaining 50% will be paid upon cl~aring the leave balance for the current. If the employee's service terminates during the year, a proportionate amount of the vacation bonus will be recovered from the employee.

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10.7.610.7.4 Employees who are still in the probation period at the 31stof December each year; are not eligble for Performance bonus. In case of employees who have joined the company before 30thof June, annual performance increment will be treated on pro-rata basis. No increment will be given to employees who join the company from 1st of July.

10.8Cost of Living Allowance
10.8.1 Eligibility - All national permanent employees
10.8.2 The cost of living allowance for all employees is 10% (Ten) of the employee gross salary.

10.9 Housing Allowance
10.9.1 EligibilityAll national permanent employees

10.9.2 The housing allowance for all employees will be 20% (Twenty) of the employee
gross salary.

10.10 Field Allowance
10.10.1
Eligibility

- All

national employees working in field operations

10.10.2 The company will grant a field allowance to employees who are working at the operations site. This allowance is 25% (Twenty Five) of the employee gross salary .

10.11 Meal Subsidy
10.11.1 10.11.2
Eligibility

- All

permanent office employees

The company provides a subsidized breakfast meal. The employee should pay 50 (Fifty) SDG per month as a monthly contribution towards this meal.

10.12Scarce Skill Premium Allowance
10.12.1
Eligibility - Permanent employees in categories identified by the HRD in coordination with the respective Heads of Divisions / Departments at the professional levels

10.12.2

The scarce skill premium (ranging from 5% to 30% of base salary) will be paid for categories identified by the HRD in coordination with the respective Heads of Divisions / Departments at the professional levels with relatively scarce skills to help the company attract and retain the resources with scarce skills.

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10.13.1

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Assistance

The Company will provide transport assistance to its employees (Refer Transportation Assistance sections under Loans)

10.14Mobile' Phone Allowance
10.14.1
The company will provide mobile phones to the President I CEO, VP I President's Assistant, Directors, Managers and Section Heads.

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10.15Takaful
10.15.1
Eligibility

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All national permanent employees

10.15.2 The company will provide life and accident insurance cover for its employees to cover various situations as necessary. The insurance cover will depend on the grade of the employee. 10.15.3 An ex-gratia payment of US$ 75,000 will be paid on the death of a Sudanese national to his family members.

10.16Medical Care
10.16.1
Eligibility:

10.16.1.1 All employees and their eligible dependents (parents, wife(s) and direct children); 10.16.1.2 Official visitors invited by Sudapet, during their official stay in Sudan (Only in case of emergency conditions); and 10.16.1.3 Daughters and sons, who are either not married or covered by other employer.

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Authorized by:
Date issued:

The Companywill providefree-of-chargemedicalconsultationalong with prescribedmedicinesfor the employeesand eligible dependentsresiding in Sudan. The employeesand their eligibledependentswill be providedwith a Medical

Card.

Hospitalizationfacilities and specializedtreatmentare extendedthrough arrangementswith hospitalsin Sudan, in normalroomswith an attendantor double occupancy if required.

10.16.5 An employeewho is requiredto leave Sudanfor a short period on official businessor duty or annual leaveand who faces a medicalemergencyand incurs medicalexpensesduring such a period may claim reimbursementof such expenses from the Company,providedthat all documentsare duly stampedand signed by treating facility. Chronicdiseasestreated during such travel are not reimbursable. 10.16.6 The following specialserviceswill be availablefree of charge to the company'semployeesand other eligible personsas follows:

10.16.6.1

Medical examinations by General Practitioner or Specialist Doctors;

10.16.6.2 Surgical operations excluding cosmetic surgeries, except for treatment of occupational injuries or diseases; 10.16.6.3 All surgical operations require prior approval from the Company Medical Officer. In such circumstances, a stamped and detailed pro forma invoice should be submitted; along with medical report from the treating hospital. 10.16.6.4 Full board treatment at hospital including admission in the hospital with a regular rooms (with two beds and an internal toilet); 10.16.6.5 Dental treatment excluding cosmetic procedures, except for treatment of occupational injuries or illnesses. 10.16.6.6 All kinds of laboratory analysis inside Sudan; 10.16.6.7 Employees and other eligible persons will be provided with periodic vaccinations at the hospital assigned by the company; 10.16.6.8 Prescription of eye glasses is provided every other year with a ceiling of SDG 300 and lenses may be checked and replaced every six months if needed. 10.16.7 10.16.7.1 10.16.7.2 10.16.7.3 The followingwill be excludedfrom medicalservices: Treatment of infertility cases and contraceptive devices; Cosmetic surgeries except for treatment of occupational injuries; All cosmetic preparations even if prescribed by physicians;

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10.16.7.4 All types of alternative medicines and procedures like traditional healers, acupuncture, hydrotherapy, hypnosis etc.; 10.16.7.5 All types of trial therapeutic procedures; 10.16.7.6 AI,Itypes of replacement prosthesis and procedures like knee joint and hip joint replacement; 10.16.7.7 10.16.7.8 10.16.7.8.1 10.16.7.8.2 10.16.7.8.3 Organs transplants; The following dental related treatments: Implanting of teeth; Complete and partial Denture, Crowns and Bridges; Orthodontic appliances; and

10.16.7.8.4 All cosmetic procedures like surgical removal of gums as in (gummy smile) or orthognathic (correction of Jaw deformities etc.). 10.16.7.9 Treatment of medical cases resulting from suicide attempts;

10.16.7.10 Unnecessary (repeated) visits to doctors or investigations for the same conditions; 10.16.7.11 All medical instruments and tools like sphygmomanometers, thermometers, Glucose testing devices, wheel chairs, crutches etc.; 10.16.7.12 Physiotherapy except when prescribed after surgery or due to occupational injury or illness; 10.16.7.13 Weight adjustment medication and instruments, like medications or instruments used for treatment of obesity or underweight.

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When an eligible person is sent abroad for consultation and/or treatment for a condition that is beyond the capabilities of local hospitals (this is decided by the Health Section), all medical and hospital charges will be met by the company up to a ceiling of USD 25,000, and a return tickets will be provided to the patient and his accompanying escort. Cost of follow up visits or any other expenses for the treatment of the given case will fall under the ceiling above. In case of treatment required due to occupational injury or disease, the policies and procedures as per QHSE manual will apply.

10.16.9

10.16.10 All Employees will undergo medical checkup at regular intervals or as deemed necessary or as prescribed by the QHSE policies.

10.16.11

All candidates for employment are required to undergo a pre employment medical checkup to meet the standards set by the QHSE department for such positions.

10.16.12

The company has the right to conduct medical fitness tests for any given employee, based on a recommendation from the HR or the Company Doctor to determine the status of his fitness to his job, if enough evidences have been provided to question his fitness. If he/she is found unfit, then the recommendation will be raised to the Management for decisions.

10.16.13 An employee whose service with the company is terminated for whatever reasons will undergo a final medical examination prior to his departure. The employee may waive his rights to such examinations, in which case such employee will be made to sign a form releasing the Company of any responsibility for the treatment of any medical condition that may arise in the future,

10.16.14

For any medical claim that is raised by the employee for reimbursement a stamped final invoice with attached prescription is to be submitted.

10.16.15 Surgical operations and admissions out side the panel clinics will require a written approval of the QHSE and/or HR department. 10.16.16 Sick leaves given at the panel clinics or other clinics should be reported to the HR /QHSE department immediately. 10.16.17 All medical records are considered as confidential and will be kept in the Medical Unit or HR personal file.

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10.17 Responsibilities 10.17.1.1 HRD: Manage the monthly payroll for the employees and salary benchmarkingexerciseas carried out from time to time.

10.17.1.2 QHSE dept.: Approves the medical claims submitted by employees and that raised by the contractedhospitals. 10.17.1.3 QHSE department to evaluate the performance of the contracted hospitalsfrom time to time and consider removal/additionof new hospitals. Employee:Submitmedicalclaimsto HRD

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11 Loans
11.1 Objectives and Core Policies
11.1.1 The Company will provide interest-free loans to its permanent national employees
based on certain conditionsto enablethe employeesachievetheir personal objectiveswhile in employmentwith the Company.

11.1.2 The purpose of extending loans to employees is to enable them to manage their
lifestyle, meet unforeseenexigenciesand procurefor themselvesservicesto ease their daily living. 11.1.3 The company providesthe followingtypes of loans: 11.1.3.1 11.1.3.2 11.1.3.3 11.1.3.4 11.1.3.5 11.1.3.6 Salary Advance. Emergency Loan. Staff Transportation Assistance (Company Management, Car Loans, Group Transportation) Car for Senior

Housing Loan (provided if an employee has land to build a house on, or a house to renovate) Marriage Loan Maintenance Loan (for the maintenance of the house after 5 years from the complete/ purchase of the home)

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11.2 Operating Policies
11.2.1 Loan Conditions
11.2.1.1 11.2.1.2 11.2.1.3 Eligibility - All national permanent employees Total Deductions from employees' salaries should not exceed 40% of monthly gross salary. The employee will be personally liable to repay the balance of the loan in the event of termination of employment. In the event of an employee's death the remaining loan amount due to the company will be waived off. In any case, elapse time between maintenance loan & housing loan must not be less than 5 years. An employee cannot avail the same loan twice unless the previous loan is repaid in full.

11.2.1.4 11.2.1.5

11.3 Salary Advance
11.3.1 Eligibility - All employees are eligible to one month net salary advance, deductible from the same month payroll.

11.3.2 A Salary advance can be availed only twice in a year.

11.3.3 Advances of salary from current earnings may be made to meet particular urgent
needs. The advances will not exceed one month's salary, and will be deducted from the salary due for the current month. All salary advances should be claimed before the 15thof the month. An employee may also avail of a salary advance if he is due to proceed on leave in the same month.

11.4 Emergency Loan 11.4.1 Eligibility- All national permanentemployees,who have completedat least three
years of service with the company.

11.4.1.1

The Company may allow an employee to take emergency loan of an amount not exceeding six months' gross salary, in case of a sudden serious event or situation requiring immediate action e.g. house and or property damage due to floods, rains, fire, theft etc, death of employee's direct family member, or any other cases. All emergency loans will be recovered in 12 equal installments.

11.4.1.2

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11.5Staff Transportation Assistance
11.5.1 Company Car (Level 1)- All eligible employees shall be entitled to receive from the
company, 50% of the new car's value in the followingmanner;

11.5.1.1

Eligibility - Permanent Sudanese employees Eligible Staff President! CEO, Asst. President ICEO, Directors Department Managers Car Type Camry (full options) .

Corolla (full options)

11.5.1.2 11.5.1.3

The employee shall repay his share of the car price in 72 equal monthly installments, deducted from his monthly salary. The employee under this scheme shall be entitled for a mileage allowance of SDG 500 per month for the use of the vehicle for company work The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs In case an employee wishes to purchase a care of higher value than what is denoted above, he shall still receive 50% of the value of the new car for the type of cars mentioned above The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. An employee can avail of the scheme again after 6 years from the date of purchase of the car In the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding

11.5.1.4 11.5.1.5

11.5.1.6

11.5.1.7

11.5.2 Company Car (Level 2) - All eligible employees shall be entitled to receive from the
company, 30% of the new car's value in the followingmanner;

11.5.2.1

Eligibility - Permanent Sudanese employees who have served a minimum of one year

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Eligible Staff Section Heads

Car Type Hundai Accent (Full option)

Company contribution . Company pays 30% of the car value

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Eligible Staff Employees at HO who spend more than 50% of their time outside.. office on office work. His nature of work should require him to be extensively mobile on company activities

Car Type Hundai Accent (Full option)

Company contribution Company pays 30% of the car value

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11.5.2.2 11.5.2.3 11.5.2.4

The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs The vehicle shall remain mortgaged to the company until loan amount is repaid in full The employee shall repay his share of the car price in 72 equal monthly installments or the remaining retirement period, whichever is earlier, deducted from his monthly salary The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. An employee can avail of the scheme again after 6 years from the date of purchase of the car The employee under this scheme shall be entitled for a mileage allowance of SDG 300 per month for the use of the vehicle for company work In the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding

11.5.2.5

11.5.2.6

11.5.2.7

11.5.3Car Loan - All other employeeswho are not covered under any of the above
schemes can avail of an interestfree car loan only once during his tenure, from the companyfor up to SDG 40,000.

11.5.3.1
11.5.3.2 11.5.3.3 11.5.3.4

Eligibility - Permanent employees who have served at least one year with the company The employee shall pay for the annual registration fees, insurance, all maintenance, fuel, repair and related costs The vehicle shall remain mortgaged to the company until the due loan amount is repaid in full The employee shall repay his share of the car price in 72 equal monthly installments or the remaining retirement period, whichever is earlier, deducted from his monthly salary

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The employee under this scheme cannot avail of any other related car scheme, he has to serve the company for at least 2 years post purchase of the car or return the residual balance of payment considering the depreciated value of the car, to the company. IR the event of the death of an employee, his dependants will pay back to the company, 50% of the outstanding

11.5.3.6

11.5.4 Group Transport- All permanentemployeeswho are not covered under any of the above companycar or car loan schemesshall be providedwith a shared transportto and fro from their residence(or nearestpoint)and the office

11.5.4.1

Eligibility - Permanent employees who are not covered under any of the above company car or car loan schemes

11.5.5 Fuel- Fuel will not be providedor costs reimbursedfor the same for anyone. Fuel will be providedonly for the office pool cars

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11.6 Responsibilities 11.6.1.1 Employees-

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.

Provideall necessaryinformation Pay all fees related to the scheme

Abide by the rules 11.6.1.2 HRDReceiveand verify transportassistanceapplicationfrom staff members Add any necessary informationfor decision making, prepare case study and submit recommendationsfor HRC Processagreed deductionin the payrollsystem Take necessaryaction LegalPrepareand obtain parties' signatureson relevantcontracts

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11.6.1.3

Pass copies of contractsto HRD and GSD 11.6.1.4 GeneralServices-

. . . .
.

Ensure processingof comprehensiveinsurancedocumentationand follow up insuranceclaims Ensure processing of all mortgage documentation and maintain updated records

Assess the conditionof cars if required 11.6.1.5 Finance-

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Opening and maintenanceof all necessaryaccountsto record all transactions relatedto the schemes

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11.7 Housing Loan
11.7.1 The housing loan is meant to be used for:

. .
. .

Category Category Category Category

A: B: C: D:

Purchasing a built up house/ apartment Building a house on a land owned by the employee Purchase a piece of land to build a house Housing maintenance which is provided once in every five years

11.7.2 Eligibility- All permanentSudaneseemployeeswho have spent at least 3 years in
joint venture oil operatingcompaniesor Ministryof Petroleumand one year service in Sudapet.The concernedemployeeshould have spent at least 6 monthsas an employee of Sudapet. 11.7.3 The following staffs are not covered by this policy:

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Staff on definite contract Staff above 60 years of age Seconded employees working in the joint venture operating companies The loan amount will be equal to sixty months' gross salary or SDG 300,000 whichever is lower. The monthly loan deduction is based on the number of years remaining to reach the age of 60 or 15 years whichever is sooner. The deduction will start 30 days from the date of receiving the loan amount. The following conditions are general guidelines to be used for selecting applicants for loan entitlement:

.

11.7.3.1
11.7.3.2

11.7.3.3

. .

Length of service in the company Age of the applicant Marital status, married applicants have preference over unmarried applicants Employee's dependants Performance of the employee, this shall be used as a differentiating factor The loan amount will be paid in the following manner:

. . . .

11.7.3.4

In case of purchasing a built up home/apartment, the full amount will be paid once all legal documents related to the property are verified and approved by the company's legal department. The property shall also be inspected by the General Services department. In case of building a house, payment shall be made as per the construction phase based on the recommendation of the assigned engineer. The number of installment payments will not exceed three installments. 1.0
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11.7.3.5

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The loan will be administered by housing loan committee. The loan committee will consist of the following members:

11.7.4 Director- Engineering,Projectsand Facilities(Chairmanof the committee)

. . .
.

. . .
.

HR Manager- Deputy Chairman of the committee Security Manager, Member TU General Secretary, Member Finance and Accounts Manager, Member GS & PR Manager, Member Legal Advisor, Member Employee Services Section Head, Secretary of the Committee The general provisions governing this loan are as follows:

11.7.4.1

The house to be purchased must be in a registered planned area and the certificate of ownership should have been issued in the name of the seller for sale purposes. This loan is only for purchasing, building or maintenance of a house within Sudan. Providing incorrect information/or data or using the loan amount for other purposes will lead to immediate investigation and may result in dismissal from service without any prejudice to the Company rights to take any other legal actions against the employee. Employees, who have joined from other oil Joint Venture companies, will only be eligible if they have not enjoyed the housing loan before and a certificate is presented to prove that. The Employee will bear the cost of transferring the property in his/her name and any other fees to be paid to the government authorities. The Employee will bear the cost of mortgage as well as mortgage release fees. The maximum time allowed for the completion of registration and mortgage is 90 days from the date of receiving loan. The Employee should submit a bank cheque equal to the amount of the loan as a guarantee. The market value of the house/ flat will be decided by the Company, Le General Services Department. Housing Loan should be fully utilized within a maximum period of six months from the date of its announcement, after which it will no longer be valid.

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11.8 Marriage Loan 11.8.1 Eligibility.~All nationalpermanentemployees(once)
11.8.1.1
The loan amount will be two months' gross salary to be recovered in six months in equal installments. This will be in addition to a one time amount of SDG 5000 that will be paid to all national employees who plan to get married. The deduction for the loan amount will start one month after the date of the marriage.

11.8.1.2

11.9 Maintenance Loan
11.9.1 Eligibility - All permanent Sudanese employees who have spent at least 3 years in joint venture oil operating companies or Ministry of Petroleum. The concerned employee should have spent at least 6 months as an employee of Sudapet.

11.9.2 Employees who have received the Housing Loan are eligible for Maintenance Loan
according to the following: 11.9.3 Category A, as defined in this policy, is eligible for this loan after 5 years from the date of purchasing the house or apartment.

11.9.4 Categories B&C, as defined in this policy, is eligible for this loan after 5 years from
date of receiving the last housing loan installment.

11.9.4.1

This loan is provided post the completion or acquisition of a home, and based on maintenance needs thereafter from time to time and as approved by the relevant committee. The loan will be equal 100,000 whichever is lower. to eighteen months' gross salary or SDG

11.9.4.2
11.9.4.3 11.9.4.4

The monthly loan deduction will start from the immediate payroll cycle. The loan should be received within a maximum of one month from the date of its approval after which it will no longer be valid.

11.9.5 General Roles & Responsibilities

11.9.5.1

Employees - will be responsible for providing all the necessary applications, loan documentations, payment of various outstanding, abiding of all relevant rules, regulations and terms & conditions

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HRD - responsible for receiving and verifying all loan related applications and relevant documentation. Process the documentation for Loan Administration Committee approvals. Process all necessary deductions. Legal - prepare and execute any legal contracts or agreements General Services - Processing, applying for permits, registration, insurance, renewals and all related logistical support Finance - disbursement of payments for loans, purchase of vehicles and other related payments based on advice from HRD and other departments.

11.9.5.3 11.9.5.4 11.9.5.5

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11.10.1.1 Employee: Employee will submit the claim for loan processing and adheres with company's policies. 11.10.1.2 ..' Head of Division! Department: Review the eligibility of the employee for the loan. 11.10.1.3 Loan Administration Committee: Verify and approve loan applications by collecting and analyzing market information. Ensure proper documentation and recording of the loan. ~1.10.1.4 Secretary of the Loan Administration Committee: Maintains custody of the loan policy document and responsible for proper safekeeping of the loan documents. 11.10.1.5 HRD: Process loan deductions according to policy and ensure employee file is updated with loan documents. 11.10.1.6 Finance and Accounting Department: Maintain financial records of the loans and guarantees and ensure timely deductions are made from payroll. 11.10.1.7 General Services Department: Monitor development construction stage and advise committee on payment. during

11.10.1.8 Legal Department: Draft contracts and advise on legal issues resulting from the implementation of this policy.

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12 Business Travel and Business Expense 12.1Objectives and Core Policies
12.1.1 Travel within Sudan and internationally for executives may be necessary from time to
time in order to carry out the company's business, for training & development purposes and for other official and related reasons. The business travel policy aims at ensuring that business and all related official travel is undertaken in an efficient, cost effective manner while ensuring the needs of the employee and his/her comforts are met.

12.1.2 The purpose of the policy is to ensure that travel rules set clear guidelines
entitlements for all types of travel keeping in mind employee convenience, in terms of quality and security of business trips, the image of the Company, and the employees' expenses budget of the Company 12.1.3 Employees will be covered for normal travel and other expenses incurred for Sudapet's business or training purposes in a manner that is cost effectiveness for the company and the employee's need for quality services and support are met. Travel costs are defined as expenses for transportation, accommodation, meals, laundry, telephone etc. and related items incurred by employees who are travelling for Sudapet's business, training or any other official purpose. 12.1.4 Business travel: The purpose of travel and all related approvals would be the responsibility of the Division/ Department managers. The HRD shall ensure that the employee receives his entitlements and that the travel processes pertaining to availing advances, accounting for the same etc. are followed 12.1.5 Training related Travel/ Others (unplanned exigencies): The HRD shall be responsible for arranging and managing all training and other exigency related travel.

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12.2 Operating Policies 12.3 Business Travel 12.3.1.1
The Company's policy is to cover employees for business travel (including travel for attending approved training programs) and other expenses incurred during the employee's business trips or training programs, including expenses for transportation, accommodation, meals and related items incurred by employees while traveling on the organization's business and/or training programs. All business trips will be pre-approved as follows: President/CEOapproval is requiredfor all out of country business trips The approval of the respective Division Head/ Directors is required all travelling inside Sudan. The trip approval should be documented by completing the business travel Form.

12.3.1.2

. . .

12.4Class of Travel 12.4.1.1
The class of travel will be as follows:
.
. .................................................... . . . . . . . ...... ............. ............... .......... ...............................................................

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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President & CEO, and I First class Asst. President Directors! Managers Others
Business class Economy class

12.5 Travel Expenses

12.5.1.1

Business travel and expenses covered will be based on per diem allowances, according to the following table
n__n_un_uuu_un_

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un

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uu

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................. ................

::Grad~i/:u:u:u:\: ............................ ............................
. . . . . . . . . . . . . . . . . . . . . . . . . . . . .............. ........................... ............... . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1:::il~r:.8i,~liii..iiiiiii::::::::::::.ii.I~I~M~ul:H:mli!...::i.::::::::::::::::::::::::::::::::: ................... .

President & IA CEO and
Asst.

President

IB
C

All expenses will be covered on actual plus a daily per diem allowance of $ 200 will be paid

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Grade Middle Division/
DepartlJ1ent

Zone A B C A B C

Per Diem $80 $65 $50 $70 $50 $40 $60 $40 $40

Accommodation Total $250 $200 $200 $250 $200 $200 $250 $200 $200 $330 $265 $250 $320 $250 $240 $310 $240 $240

managers Section Heads

Others

A B C

Note: Zone A Zone B Japan, UK, Europe, Canada,& Americas China, Australia, Singapore, Malaysia, Hong Kong, S. Korea, Thailand, Brunei, S. Africa, India & Gulf Countries All other countries.

Zone C

12.5.1.2

In situations where a higher grade employee is accompanied by a lower grade employee on the same business travel then the higher per diem rate to cover reimbursement of expenses will apply to the latter as well as higher travel class In case only accommodation is provided by the Company then the normal per diem rates will apply. If the Company provides full boarding and lodging including meals, laundry etc. then the per diem rates paid will be 50%. In case the host company provides full boarding and lodging, the per diems paid again will be 50% Four days travel time with per diem and accommodation allowances are allowed for the following countries I regions:

12.5.1.3

12.5.1.4

.
12.5.1.5

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North and South America, Australia, Europe, Japan, China, North Korea, South Korea, Malaysia or any other country of similar distance.

Two days will be provided for all other countries plus one additional day for each onward or outward journey if travel means are not available.

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Actual travel time will also be considered in case destination is away from the city of arrival.

12.6lnternal Travel 12.6.1 Internal Travel: For travel inside Sudan where there is no company set up; staff will
be compensated according to Article # 38 (1) of the Sudanese Labor law 1997.

12.6.2 If a Khartoum based employee is temporarily assigned to a site, he will be entitled to
a proportionate field allowance. - Field based employee on official visit to Khartoum will be compensated by 120 SDD for executives and 80 SDG for non executives.

12.7 Business Travel for more than 30 days
12.7.1 Employees will get their normal entitlements for the first 15 days. Per diems for the next 15 days will be at half the normal entitlements and post 30 days, the gross salary (minimum of $ 1500 and a maximum of the amount described in the table below) will be paid
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Middle Management

A B C

Supervisors

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C

I $3500 I $3000 I $2500 I $3000 I $2500
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A B C

I $2000 I $3000

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I $2500 I $2000

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12.7.2 In case a duty! training visit includes visiting consecutive sites in different countries! locations then each such case will be treated separately. 12.7.3 All employees on work or training assignments for the above mentioned period will not be entitled to rotational leave. 12.7.4 The employee will not be entitled to leave during the period.

12.8Business Travel for more than six months
12.8.1.1
If the duration of the assignment is more than six months, the company will provide one return ticket of home leave for the employee to visit his family in Sudan. This leave will be for a period of 20 calendar days and will be initiated when the employee completed four months in the current assignment. During this leave the employee will not be paid per diem allowance and accommodation allowance. Alternatively, the employee may chose to forego this leave and have the spouse join in the assignment location. In such cases, the company will provide one return ticket for the spouse and pay 50% of the applicable per diem during the stay for 20 days.

12.8.1.2

12.9 Overstaying
12.9.1.1 In case an employee, for business, is required to stay for more than the approved period, the employee will contact his Supervisor or Department manager stating reasons and requesting an extension. If approved, the Department manager will send a written note to the HR Department On return, the employee will submit authenticated certificates that justified the overstay. The HRD will verify all such documents. If the documents do not justify overstay or are not convincing then the period of overstay will be considered as unauthorized absence. Disciplinary actions will be initiated for all such unauthorized absence.

12.9.1.2

12.10 Business Expenses
12.10.1.1
Only employees in the level of Department manager and above are permitted to incur such expenses on business travel. For employees below the level of Department manager prior approval of the Division / Department manager is required to incur such expenses.

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12.10.1.2 All business expense claims should clearly identify the name and institution of the individuals being entertained and the purpose for the expense.

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12.11 Responsibilities
12.11.1.1 12.11.1.2
12.11.1.3 12.11.1.4 Division! Department Secretary: Submit the business travel form for the concerned employee for processing. HRD: Approve the business travel request and business expense requests for further processing. Employee: Initiate the process for submitting the claims for business expenses. Head of Division! Department or President! CEO: Review and confirm the eligibility of the employee for business expenses.

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13 Performance Management 13.1 Objectives and Core Policies
13.1.1 Sudapet eperatesin an increasinglycompetitiveenvironmentand the company's
ongoing successdependson all employeesmakinga strong contribution.To enable this, all employeesneed clear communicationabout what's expectedof them, along with feedback on how they are seen to be performing. 13.1.2 It is the Company'spolicy to operateon the principlesof meritocracyand to be a performanceorientedorganization.The company'sperformancemanagementpolicy aims to apply an effective,transparentand objectivemechanismto ensure:

13.1.2.1
13.1.2.2

Employees know what is expected (Objectives) and behavior.

of them in terms of task

Managers know whether the employee's performance is delivering the required objectives. Poor performance is identified and improved. Good performance is recognized and rewarded. Performance management at Sudapet is based on the following:

13.1.2.3 13.1.2.4 13.1.2.5

13.1.2.5.1 All employees have well defined roles & responsibilities 13.1.2.5.2 All employees have their key performance indicators communicated to them 13.1.2.5.3Performance assessment are based on annual Standards / targets 13.1.2.5.4Rewards are linked to performance

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13.1.3 Employee performance is formally reviewed at least once each year. The purpose of the review is to recognize employee contribution and achievements to ensure that their objectives are aligned to the department.! division Objectives and identify areas for development and to construct future plans that reflect the aspirations of the individual as well as the requirements of the organization. One of the critical principles'supporting the Company's Performance Management process is the importance of performance feedback. Feedback should be provided on a regular basis to ensure that employees are clear about how their performance is being. assessed and should be recorded with evidences. 13.1.4 Another key feature of the Performance Management process is that all the objectives agreed with individual employees relate to the overall objectives of the organization and the various business units.

13.1.5 The Company'sPerformanceManagementprocessis designedto: 13.1.5.1 13.1.5.2 13.1.5.3 13.1.5.4 Align individual objectives and key performance indicators (KPls) with business unit and corporate objectives; Provide a basis for objective remuneration decisions including the allocation of increments; Analyze the strengths and weaknesses of the employee's performance in order to identify the training and development needs; Identify the required action for improving the employee performance and/or action to qualify the employee to take up a senior position after series of good performance track record; Ensure all employees receive ongoing feedback about their work performance; Be objective and not influenced by personal associations with the employee or previous appraisals; Enhance communication between managers and employees.

13.1.5.5 13.1.5.6 13.1.5.7

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13.2 Operating Policies 13.3 Key Performance Indicators
13.3.1 Eligibility? All permanent employees who have completed at least 6 months.
13.3.2 Each employee shall have their key performance indicator or performance measures and objectives! tasks assigned duly communicated to them. Perform~nce measures quantitatively tell us something important about our services and the processes. They let us know actual accomplishment of objectives! tasks against set targets. This will then give an indication to the employees:

13.3.2.1 13.3.2.2 13.3.2.3 13.3.2.4 13.3.2.5

How well we are doing Ifwe are meeting our goals Ifour customers are satisfied Ifour processes are in statistical control Ifand where improvements are necessary

13.3.3

The performance measures should be specifics in the following possible areas;

13.3.3.1 Effectiveness - Process output conforms to requirements. (Are we doing the right things?) 13.3.3.2 Efficiency - Required output at lowest required cost. (Are we doing things right?) 13.3.3.3 13.3.3.4 Quality- Degreeof customerexpectations. Timeliness- Unit of work done correctly and on time.

13.3.3.5 Productivity- Value added by process divided by the value of labour plus capital. 13.3.3.6 13.3.3.7 Safety - Creatingquality and safety culture Self learning - Personal development to improve one's own performanceand competencies.

13.3.3.8 People development- Develop People and motivate them to enhance the performanceof staff.

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13.4 The Assessment Mechanism
13.4.1 The assessmentmechanismof the companyshould includethe following; 13.4.1.1
An individual shall have an opportunity to provide feedback on his own performance through discussion review session between appraiser and appraisee His immediate superior shall provide feedback on his performance. His department manager shall provide feedback as well. All assessments will have to go through a moderation committee that can include the President & CEO , Functional ! Divisional Heads and the HRD for managers and above and the Division Heads and the HRD for all other positions

13.4.1.2 13.4.1.3 13.4.1.4

13.4.2 The assessmentmechanismshall evaluate; 13.4.2.1 13.4.2.2 13.4.2.3 13.4.2.4 Employee performance against set annual goals or targets Demonstration of skills and competencies against targets Extra contributions if any Employee developmental needs.

13.4.3 The bonus, increment mechanism! calculations should take into consideration only 1, 2 and 3 of article 13.4.2.

13.5 Performance Appraisal
13.5.1 Eligibility - All permanent employees who have completed at least 6 months 13.5.2 The performance cycle is an ongoing process and consists of the following main activities:

13.5.2.1 level 13.5.2.2 13.5.2.3 13.5.2.4 13.5.2.5 13.5.2.6

Planning: Preparation of the annual business plans at the corporate Preparation of the functional! divisional! departmental annual plans and targets Annual, beginning of the year goal setting with all individuals, preparation of the annual individual performance contracts Coaching: During the year employee counseling, coaching, mentoring (ongoing process) Review! Appraisal Mid and End year appraisals and course correction Preparation requirements of performance development plans and learning

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Preparation of increments, bonuses, promotions

13.5.3 Performanceappraisalsshall be conductedannuallyfor the following reasons: 13.5.3.1 13.5.3.2 13.5.3.3 13.5.3.4 13.5.3.5 13.5.3.6 13.5.3.7 to MEASURE performance in terms of individual contributions and achievements and reviewing employees' work performance. to DIFFERENTIATE performance based on set bench marking. to IDENTIFY training needs based of the feedback received and helps maintain a skill inventory. to REDEPLOY personnel in terms of rotation, promotions, demotions, transfers and layoffs. to REWARD performance in terms of increments, bonuses and other compensation rewards. to frame a TIME STRATEGY to help managers to propose, act and accomplish work at designated periods of time. to increase MOTIVATION and employee morale.

13.5.4 Performance Appraisal is the responsibility of the supervisory staff at all levels. 13.5.5 The performance of all employees will be evaluated against the requirements of their jobs and in accordance with established work standards! performance measures and job descriptions. 13.5.6 The performance of every employee in the company will be evaluated at least once in a year. The performance cycle and the appraisal timings shall remain the same for all employees irrespective of their joining date. In case an employee has joined less than 6 months from the time of the appraisal cycle, he! she will be appraised in the next cycle

13.5.7 An employee should have spent at least 6 months in the current position in order to
be appraised on performance. When employee is transferred to a new location then the performance appraisal will be conducted by the former location if the period of such transfer is less than 6 months. 13.5.8 In carrying out the appraisal of employees, weightages will be assigned to the performance of the employee, the division! department and the Company based on the level of the employee (Only for Illustration)

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Level of Employee

PerformanceWeights Employee DivisionI Department Company

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Executive& Senior Management Middle.;' Management Officers & Other Staff 20 - 30 % 30 - 40 %

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40 - 50 % 70 - 90 %

20 - 30 % -

20 - 30 % 10 - 30%

13.6 Rating Scale
13.6.1 Employees will be appraised using a five point rating system considering the above performance weights, as follows:

Performance Rating 5 4 3 2 1

Description (Far Outstanding requirements) Substantially requirements exceeds job job

exceeds

Fully meets job requirements Partially meets job requirements Does not meet job requirements

13.6.2 The number of employees graded at higher levels will be restricted to a percentage of employees of the section, with a maximum x% being rated 5 and y% rated 4.

13.7Bonus & Increments
13.7.1 Employees may be eligible for increments and bonuses based on their performance
rating, in accordance with the guidelines below: 13.7.2 A specific project team may be eligible for a project bonus based on an evaluation of the performance of the team on the project.

13.8 Promotion
13.8.1 The eligibility for promotion increment and the progression from one position to a senior position may take place due to the following:

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13.8.1.1

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13.8.1.2 The employee is evaluated and found to be qualified to take up the position; 13.8.1.3 The employee is recommendedby the Division! Departmentmanager with necessaryjustification.
13.8.2 Conditionsfor Promotion: 13.8.2.1 13.8.2.2 13.8.2.3 The employee has been employed in the same position in. the Company for at least the last three years; The employee's performance is rated as 5, 4 or 3 for the last two performance rating 3 for the last four years periods; The employee has the potential (After assessment) to fill the senior position and is willing to accept higher responsibilities

13.8.3 The employee being promotedwill moveto the startingsalary of the next grade, providedthat the same is at least one step higherthan the current salary.

13.9 Responsibilities
13.9.1.1
13.9.1.2 13.9.1.3 13.9.1.4 Head of Division! Department: Approve the performance planning process, midterm appraisal and annual appraisal. President! CEO: Provide final approval to the annual appraisal ratings. Supervisor: Appraise the employees on the agreed performance standards. HRD: Initiate the process of performance performance appraisal and annual appraisal. planning, midterm

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14 Training and Development 14.1 Objectives and Core Policies
14.1.1 It is Sudapet's policy to maintain a comprehensive system of formal and informal
training and development in order to enable employees to perform their duties effectively and to a high standard, to equip them for further development to cater for changing business needs, to support employees career aspirations and ambitions and to ensure that adequate numbers of skilled staff are available at all times to meet the ongoing needs of the business.

14.1.2 The Company realizes that its success and achievements fundamentally lie with the
knowledge, skills, expertise and motivation of its Human Resources. The company considers training as a job requirement and a means towards career path progression, succession planning and skill development. 14.1.3 It is Sudapet's policy to provide career opportunities for its employees in order to meet the needs of the business for the right skills, knowledge and abilities to deliver excellent service and to meet the ambitions and aspirations of its employees. The purpose of training and development at Sudapet is;

14.1.3.1

To ensure that the skills and talents of the employees are constantly upgraded in order to meet the company's objectives and business requirements

14.1.3.2 To help developthe nationalsand ensure effective Sudanizationof the workforce 14.1.3.3 14.1.3.4 14.1.3.5 14.1.3.6 14.1.3.7 14.1.3.8 14.1.3.9
To improve performance To update employees' skills To avoid managerial obsolence To solve organizational problems To orient new employees To prepare for promotions and succession To satisfy personal growth

14.1.4 Trainingand developmentat Sudapet is divided into two main areas14.1.4.1
Technical and related (concepts of technology) Conceptual skills these include job knowledge, methods and technologies that are a must for the successful completion of jobs Behavioral I organizational skills - these 'soft' skills are required to facilitate completion of job in the most appropriate manner and in an environment and culture promoted by the organization

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14.1.4.2

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14.20perating Policies
14.3 Training Needs Analysis
14.3.1 The Company will carry out a training needs analysis in the following manner, in
addition to the annual detailed exercise to identify the required training for its employees based on the outcome of the annual appraisals and inputs from the Division / Department managers.

14.3.2 Organization wide - These flow from the business objectives that the organization
has mapped out for itself. These would involve training on certain organization wide requirements of new "skills", "attitudes" or "knowledge areas. These are the broad areas that need to be strengthened by the organization as a whole. This would have to be undertaken annually at the beginning of the training cycle by the organization's leadership team and collated by the HR 14.3.2.1 Function wise - These flow from the specific technical/ functional skill or knowledge gaps and may be required for only a small number of people within a functional area. For instance training on a specific software/ technology/ quality system would fall within this category. People development - These are the requirements of professionals at various levels in order to become better and more capable leaders of the future. The key purpose is to prevent management obsolescence and ensure that regular skills in this realm are built up. Management Development Programs, training on communication, etc would fall under this category. This training prepares the organization for the future

14.3.2.2

14.3.2.3 Graduate Development Program/ Training for Young Sudanese-

.

The Company will conduct training programs or 'graduate develop programs' for young Sudanese nationals to help them qualify for designated functions in the Company. Opportunities for trainees are based on annual training plans and budgets. Such training or internships will be for a maximum period of one year Trainees will be selected based on merit from pool of applicants. Trainees will be paid a stipend of SDG 300 per month. Trainees will be bound by a training agreement. The agreement will not constitute an offer of employment with the company. However, trainees who successfully complete their training program and satisfy the conditions of employment normally required by the company may compete for - the job for which they have been trained. The trainees' performance will be evaluated and reported every three months by direct supervisor in consultation with the training Section - of HRD.

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14.5.3.4 The cost and relevance of the material, course content and the overall cost effectiveness of the program; 14.5.3.5 Training vendor selection shall be on the basis of the;

.

Reputation, background, credentialsand experience of the service provider The subject matter knowledge Cost of the course and material Quality and credentials of the instructor

.
. .

14.5.3.6 For all training related travel and expenses, please refer to the chapter on Business Travel 14.5.4All trainingprograms be in accordance will withthe approved trainingbudgetand costeffectiveness.

14.6Scholarship Program
14.6.1Eligibility The employee whohasbeendeclaredasthe bestperformer the in companybasedonthe performance appraisal ystem.If the bestperformer s doesnot meetthe eligibilitycriteriathenthesecondbestperformer eligible.The candidate is shouldhaveat least3years servicein Sudapet. of 14.6.1.1 The employee must meet the program requirements as required by the university! institute. The course identified must be in line with Sudapet's equirements. The normal business operations of the company must not be affected by the absence of the employee.If so replacement will be identified. The employee position upon completion of study must also be identified upfront. At the beginning of each financial year, T&DD will announce the scholarship programs as approved by Sudapet management, based on business needs. The candidates for the scholarship program will be chosen by the selection panel based on the PMS. The selection panel will comprise of the following members:

14.6.1.2

14.6.1.3

14.6.1.4

. . .

T&DD Manager, Head of the Selection Panel Concerned Line Manager, Member Security Manager, Member The program of study shall be defined by the line department taking into consideration; Sudapet's business, competency requirements, budgetary constraints, etc.

14.6.1.5

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The following are the usual kind of programs encouraged by the program:

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Graduate degree program (Masters Degree): One master degree program in an intemationally recognised institution marked top 10 b the education directory of respective country. Doctoral studies: The program will be approved by the President! CEO ba.sed on recommendation of Program Approval Committee. The program shall be with a recognized institution in Sudan, or overseas ranked top 10 by education directory of respectivecountry. Undergraduate studies: Sponsorship for an undergraduate degree program with the University of Technology Petronas (UTP), as well as collaboration eith University of Khartoum and Sudan University for Sience and Technology, departments of Engineering and Geosiences to identify top 3 students in each year. The financial assistance for the programmes mentioned above are paid as follows:

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14.6.1.7

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Graduate degree program (Masters Degree): The tuition fees for the program will be borne by the company. The employee will be paid an additional one month's salary as well as the normal monthly salary and benefits at the time of admission. Doctoral studies: The program will be carried out in Sudan. Therefore the company will bear the cost of tuition and the normal salary and benefits of the employee. Undergraduate studies: The company will bear the cost of tuition and living expenses as per official estimates submitted by the University. The program content! syllabus shall be approved by the Program Approval Committee (PAC). The PAC shall be responsible for the verification and recommendation of the program taking into consideration Sudapet's needs and employee's benefit. The members of the PAC shall be the following:

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14.6.1.8

14.6.1.9

. . . . .

Manager of Research & Development,Chairman of PAC Manager of T&DD, Secretary of the committee Director of Exploration & Production, Member Respective line Department manager,of Member The general provisions of the scholarship program are as follows: The company has the right to terminate any scholarship program as and when it sees it necessary.

14.6.1.10

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An employee on a scholarship program is not allowed to take employment (gainful or otherwise) during the course of study. Violation of the rule will lead to automatic dismissal from the services of the company. Employees are expected to behave in a manner that will not harm the image of Sudapet and Sudan. The employee on the program should sign an agreement to continue employment with Sudapet for at least 3 years after graduation from the scholarship program. If, for any reason, the employee cannot continue for the whole period, then he/she shall pay the cost of course fees proportionate to the period he has failed to complete. Students are not allowed to change the institution and/or the program of study. Students are not allowed to seek/acquire any financial assistance from any other party.

. .

14.7 Professional certification
14.7.1.1 The company encourages its staff to obtain relevant professional certifications. The company will pay the fees for professional certification once the employee has successfully completed the course and gained the certification. An employee should obtain written approval from his line manager and T&DD Manager before taking admission for a professional course leading to certification or qualification. Such approval should be taken if the employee wishes the company to reimburse the fees upon successful completion and certification.

14.7.1.2

14.8Salary while on Training
14.8.1 Employees on training will continue to receive their salary. In case of overseas
training, salaries and allowances will be credited to the employee's bank account in Sudan.

14.9 Employees leaving post Training
14.9.1 Employees who are sent on training will be required to undertake a declaration that
they will serve the organization for an appropriatetenure (see below) for such a period as deemed appropriate based on the cost and length of the training, upon the completion of the training course or pay back to the company the cost incurred.

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14.9.1.1

For a training period attended by an employee for a minimum of 6 months he has to serve the company for at least 2 years

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For periods of training attended beyond 6 months, the tenure would be that the trainee will serve 3 years for a 1st degree;2 years for a master's degree; 1 year for attachment and cross-posting programs; and 6 months for leade.rship development programs.

14.9.2 The company will carry out an evaluation of the course after the completion of training by each employee to evaluate the quality of the training content and the service provider.

14.10Return On Investment on training
14.10.1
The T&DD will record the evidence of skills demonstrated by an employee for all the training programs he will be sent for, immediately prior to sending him for those programs. Such evidence shall be based on his annual performance development plans, annual appraisals as well as feedback from the department managers

14.10.2 The T&DD shall monitor the employee and obtain reports on his performance in a periodic manner (every 3 months as well as annually as a part of his performance development plan) in specific areas that he has attended training in, such feedback will be obtained from his department manager or! and supervisor to observe the changes in the learning curve of the employee and the value added by his as a result of training provided

14.11 Responsibilities
14.11.1
T&DD: Initiate the process for Graduate Development Program, Training Needs Analysis, Training and Development budget, Training Arrangement and Training Evaluation. Shortlists candidates for Graduate Development Program in coordination with line manager. Manages the training program and issue training certificates. Attract and shortlist candidates and manage the program in coordination with concerned authorities. HRC: Approve the training and development budget.

14.11.2

14.11.3 Head of Division! Department: Prepare the annual requirement of trainees for the T&DD. Review the training evaluation documents for the employee concerned.

14.11.4

Security Department: Issue ID cards and entry cards for the selected trainees.

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15 Succession Planning 15.1 Objectives and Core Policies 15.1.1 It is Sudapet'spolicy to have in place a successionplanningmechanismto address
the needs for critical backupand individualdevelopmentin any job categoryto ensure the continuedcultivationof leadershipand intellectualtalent, and to m~nage the critically importantknowledgeassets of the Company.The successionplanning policy at Sudapetshall also considerthe company'sefforts at nationalization.The cornerstoneof the company'ssuccessionplanningpolicy is to recruit Sudanese citizen at all levels and preparethem for leadership/critical/technical roles. 15.1.2 Sudapetwill have in placeformal successionplanningin order to: 15.1.2.1 15.1.2.2 15.1.2.3 15.1.2.4 15.1.2.5 15.1.2.6 15.1.2.7 Address Nationalization/ Sudanization philosophy of placing nationals at all levels and all critical/leadership roles Identify replacement needs as a means of targeting necessary training, employee education and employee development; Identify high-potential employees capable of rapid advancement to positions of higher responsibility than those they presently occupy; Increase the talent pool of promotable employees; Improve employee morale; Cope with the effects of voluntary separation; Compliment the manpower plans. The manpower plans should taken into consideration succession strategies

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15.3.1 The Company will have in place a succession plan for key job incumbents in critical
roles ana within each section, division and department. The succession plan shall also address retirement and nationalization issues. 15.3.2 The Company will identify the following short and long-term succession plans! successors (talent pool) for key and critical roles and detail their development plans to meet the requirements of those roles.

15.3.2.1 15.3.2.2 15.3.2.3

Immediate Short term Long term (especially focusing on nationalization)

15.3.3 Where a number of positions of similar require similar competencies and skills, the
Company will identify a 'pool' of successors for these positions. 15.3.4 Succession plans will not automatically entitle employees to positions, promotions, or transfers.

15.4Stages of Succession Planning
15.4.1 Succession Planning will comprise of four stages:
15.4.1.1

HRD, in coordination with line departments, will identify critical roles in each function where planned replacement is
Role identification; essential. The HRD should record the functional requirements, competencies requirement, proficiency requirements, and criticality levels of such roles.

- The

15.4.1.2

Successor identification and gap analysis; - based on factors such as qualifications, certifications, skills, age, experience, past performance appraisal records, training, requirements of the critical position etc. the HRD should in accordance with the department manager, identify a pool of talent for each critical position. The HRD should conduct a gap analysis of critical position requirements versus capabilities (technical competencies) and required behaviours (core set of leadership competencies) demonstrated by individuals to ascertain developmental requirements for the identified talent pool Planning, Tracking and review; - The HRD in accordance with the department managers and the individuals should prepare specific individual development and knowledge transfer plans and monitor the same in the course of the future.

15.4.1.3

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Development strategies - based on the potential of the successors, the nature and urgency of developmental plans can be specified. Le. recruitment or accelerated development plan etc. Development strategies prepared by the HRD in accordance with the department managers for succe$sors could include (not limited to);

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Planned on the job training Mentoring or coaching Technical skills training, formalleadersip development Role acting Projects Acting capacities Others

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15.5 Succession Plans and Sudanization
15.5.1 The Company shall lay a special emphasis on its sudanization efforts and planning
succession especially for key and critical roles currently occupied by expatriate employees. The HRD shall identify such critical positions and in accordance with the department managers and the chief executive, prepare plans to;

15.5.1.1
15.5.1.2

Identify immediate such roles Long term strategy critical roles in the future.

or short term succession to identify and groom

plans and strategies nationals to occupy

for such

15.6 Responsibilities
15.6.1.1
15.6.1.2 15.6.1.3 HRC: Approve the process of role identification and planning and development. identification, successor

HRD: Initiate the process of succession planning. Head of Division/ Department: Review the progress of succession planning program.

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16 Business Code of Conduct and Ethics 16.1 Objectives and Core Policies - Code of Conduct
16.1.1 It is Sudgpet's policy that all employees conform to the Company's policies, rules
and behavioral standards in order to maintain a healthy, positive and a congenial workplace so as to provide the highest possible standard of service to the company's customer. Employees who contravene these policies, rules and standards of behaviour will be subject to disciplinary action as laid down in the company's policies & procedures and as prescribed by the Sudan Labour Law. 16.1.2 The level of corrective action will depend on the specific of the nature of the contravention, the conduct of the employee concerned and the impact of the contravention on other company employees and the Company as a whole. 16.1.3 It is Sudapet's policy that its employees behave at all times in a manner which upholds and enhances the image and reputation of the Company.

16.1.4 It is essential that Sudapet's employees do nothing which conflicts with the interests
of the Company, or anything which could be construed as being in conflict.

16.2 Objectives and Core Policies - Grievance Handling
16.2.1 It is the policy of Sudapet to encourage and maintain a cordial, healthy and a friendly
work environment and to undertake immediate measures to address employee grievances in order to:

16.2.1.1 16.2.1.2 16.2.1.3 16.2.1.4 16.2.1.5

Provide a formalized means of expressing dissatisfaction; Take corrective measures in a rational and objective way; Maintain a conducive work environment; Ensure a sense of fair play and justice to all the employees; Enable speedy settlement of grievances.

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16.2.2 It is the responsibility of each employee to be fully aware of the policies of the
Company. The purpose of the grievance procedure is to ensure that, as far as possible, grievances are dealt with and resolved informally through discussion between the aggrieved employee and their line manager. Grievances are concerns, problems or complaints raised by an employee and must be made in writing. However, before using the grievance procedure it is expected that an employee will try to resolve their complaint informally if at all possible. The formal stage of the procedure should only be used when the informal stage has failed to resolve the issue or is not making progress at reasonable speed.

16.3 Objectives and Core Policies - Staff Relations and Ethics
16.3.1 It is the policy of the company to maintain harmonious staff relations at all times and
to ensure that all employees interests as provided by the statutory provisions and the policies of the company are provided and protected. 16.3.2 It is the policy of the company to encourage, regulate and ensure the fair, transparent conduct of business transactions and that its employees conform to the rules, regulations and standards set by the company

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16.40perating Policies - Code of Conduct
16.5 Penalty Code
16.5.1.1
16.5.1.2 The company adheres to a Penalty Code in compliance with the relevant law. The purpose of operating the penalty code is to assist both the management and employees in:

. . .
16.5.1.3

Determining their rights and obligations; Ensuring employees are treated in a consistent and an impartial manner; Ensuring corrective action taken is according to the disciplinary Procedures laid down.

The penalty code sets out the list of conducts which constitute a breach of code and prescribes permissible action.

16.6 Disciplinary Proceedings
16.6.1.1 The penalty code provides for many of the listed offences with an ascending series of penalties which are designed to make an employee aware that his offence is regarded as serious, and at the same time to give him the opportunity of correcting his conduct. The maintenance of discipline is the responsibility of supervisors who should take action in the event of any violation of disciplinary standards in accordance with the disciplinary code. In all cases where disciplinary action is taken, all the facts must be established and the employee given an opportunity of stating his case. The possibility of misunderstandings arising from language difficulties must be taken into consideration. The HRD must be involved in any formal disciplinary action taken by the company. The advice of HRD should be sought and no termination may be affected as a disciplinary measure without the approval of the Disciplinary Board. A written record of all circumstances and interviews maintained in all cases involving disciplinary procedures. must be

16.6.1.2

16.6.1.3

16.6.1.4

16.6.1.5
16.6.1.6

All disciplinary actions will be recommended by by the Disciplinary Board. The Disciplinary Board will be nominated by the HRC. Before referring any case to the Disciplinary Board,. the HRD shall initiate the investigation and set up a relevant inquiry committee if required for the case.

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All members of the Disciplinary Board will be of the same or of a higher grade than the accused employee. The Disciplinary Board will have the right to recommend on penalties including financial penalties in accordance with the relevant law.

16.7 Refus'al to accept written warnings
16.7.1.1
After investigation of the alleged misconduct if the line manager decides to issue a written warning to the employee and the employee does not accept the written warning, then the HRD will make an entry of the employee's refusal to accept the warning will be made in the record of proceedings and be a witness to the same.

16.8Employees accused of intentional crimes
16.8.1.1 In case where an employee is accused of intentional crimes in matters relating to their work with the Company, the employee will be entirely responsible for arranging and paying for their own legal defense.

16.9Salary, Termination and Reinstatement
16.9.1.1
Salary and allowances will cease for any period spent in jail during the investigation of the case or suspension from work ordered by the Public Prosecution. In the event that the employee is found guilty in a final judgment by the court, the President I CEO will immediately review the case and issue instructions for:

16.9.1.2

. .
16.9.1.3

Termination of services with the company Finalization and disposal of employee's account with the company consistent with any instructions issued by the court

In the event that the employee is found not guilty in a final judgment of the court, the CEO will normally take the following action:

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Authorize the employee's

return to duty

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Authorizethe paymentof full salary and allowancesfor any period spent in jail or suspensionfrom work in connectionwith the case
Authorize reimbursement connected with the case to employee of legal expenses directly

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16.10Appeals
16.10.1.1
If an employee is not satisfied with the fairness of the action taken following an alleged offence, the employee can raise the matter through the COrllpany's grievance procedures. However, such appeals are restricted to cases not involving the decision of summary dismissal.

16.11 Operating Policies

- Grievance

Handling

16.11.1.1 If an employee has any concerns regarding his employment, it is the aim of the company that it is resolved fairly and promptly. The purpose of the grievance redressal Procedures is to ensure that employees have opportunities to discuss their concerns and to find a mutually agreeable solution. The grievance redressal Procedures may be used to appeal against any disciplinary action taken by the organization apart from instances of summary dismissal of an employee.

16.11.1.2

The time limits suggested in the Procedures may be varied, by mutual agreement, to allow further investigation of a problem or because of work commitments.

16.11.1.3 Several instances can be resolved quickly through informal discussion. The first step towards resolving an employee's concern should be to approach the immediate superior or the person to whom an employee is normally responsible. That person should consult the HRD in order to find a solution. The company expects to resolve most concerns in such a manner. 16.11.1.4 If an informal discussion has been attempted, but has failed to bring about a satisfactory solution, a formal procedure should be used. The procedure has the following three stages 16.11.1.5 The decisions of the jury in the final stage of escalation will be final and binding on the accused

16.12Disability and Benefits
16.12.1
An employee, who is temporarily disabled as a result of an industrial injury or occupational disease as confirmed by a medical report from the authorized medical facility, will be entitled to receive industrial disability benefits from the Company:

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16.12.1.1 16.12.1.2

First Six Months- Full Pay Next Six Months- Half pay, after using his annualva~ationaccrued

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16.12.1.3 After One Year - One-thirdpay until recoveryor permanentdisabilityis determinedby a medicalcommitteeapprovedby the management.

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Should the authorized medical facility declare an employee to be permanently disabled to perform his work either totally or partially, his services may be terminated. The employee will then be entitled to Termination Benefits and a Workmen's Compensation if the disability is established to be less than 15 percent of perman~nt total disability.

16.13Awareness 16.13.1 It is the responsibility of each employee to be fully aware of the policies of the company. An employee handbook will be provided to each employee upon commencement of service with the company. For details on Policies and Procedures, references should be made to the Human Resources Policies and Procedures Manual.

16.14Safety
16.14.1
It is the intention of the company to safeguard its employees, its properties and the public through the promotion and maintenance of an aggressive program designed to prevent unplanned and unwanted occurrences which interfere with normal operations.

16.14.2

The company shall pay attention not only to circumstances, which have in past led to injuries, fire or damage to equipment and products, but also to potential circumstances likely to produce such undesirable events.

16.14.3 Safety is the responsibility of both supervisors and employees but each Supervisor shall oversee the safety of his subordinates, company equipment and products, by administering approved preventive rules and regulations. Each Department manager or his authorized representative shall assist and cater with immediate Supervisors to put safety measures in place. 16.14.4 Supervisors must instruct all employees to report immediately any accident, whether minor or major. All accidents must be investigated promptly by the Supervisor and the 'Supervisor's Report of Accident Investigation will be forwarded directly to the Health, Safety and Environment section. Health, Safety and Environment team shall prepare and put in action a clear and effective Health, Safety and Environment Procedures Manual. 16.14.5 The company has a core interest in the health and safety of all employees. The concerned departments are firmly committed to translating this interest into effective action with full regard to statutory laws, ministerial decrees and the company's QHSE Policy. Although the responsibility for implementation of safe working practices rests with management, every employee is required to treat safety as subject of utmost importance and to ensure that all governing safety rules and regulations and operating Procedures, formulated to prevent accidents and maintain healthy safe places of work, are followed. Safety rules and regulations require every employee to:

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Carry out all instructions for safety from hazards and prevention from industrial illnesses.

16.14.6.2 Refrain from performing any act that may hinder the execution of these orders. 16.14.6.3 .', Refrain from creating any hazard that will endanger him and others or jeopardize company's personnel, property or operations. 16.14.6.4 Use protective devices and clothing provided by the company, where appropriate. 16.14.7 Will full disregardof safety requirements,or any deliberateviolationof the safety policy and regulationscould leadto terminationfrom company'sservices. Employeesare therefore urgedto familiarizethemselveswith safety rules and regulations. 16.15No Smoking Policy

16.15.1 The organizationcarriesa clear non-smokingpolicy. All areas within the organizationare non-smokingareas.

16.16Gift Acceptance
16.16.1
It is the policy of the organization that no gifts from customer or supplier during the course of business are permitted and such act by the customer or supplier should be reported immediately to his/her superior.

16.17Dress Code 16.17.1
All employees are expected to dress in a formal attire that upholds the sharia philosophy and culture of the company and the country. Jeans, T shirts, slippers, sandals and other casual wear are not allowed.

16.18Disclosure

of Company

information

16.18.1.1

The release of any information concerning the Company's operations must be handled through official company channels. To this end, all requests for such information, whether from the press news agencies, other organizations or private individuals should be directed to the Public Relations Department which will arrange to respond as deemed necessary.

16.18.1.2 All employees share the responsibility of preserving the confidentiality of the company's data and information during and after their service with the Company.

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16.18.1.3 Employees will not, except otherwise required by duty, divulge, disclose or reveal to any person, the company's non-public information, such as operation processes, dealings concerning the company's business or affairs, or of customers entrusted upon the Company, or other information made ..known to the employee during the term of employment with the company.

16.19Business involvement
16.19.1.1
Except with the prior approval of the President / CEO or the Board, no employee will engage in any other business if there is a conflict or undertake to act Board of Directors or Directors of another company or entity. Such approvals will be granted on a case by case basis.

16.20Responsibilities
16.20.1.1 16.20.1.2 16.20.1.3 16.20.1.4
Disciplinary Board and PresidenU CEO: Approve the final corrective action suggested for an employee. Grievance committee: Approve the solution to the grievance provided. Employee: Initiate the grievance redressal process. Head of Division/ Department: Initiate the process for corrective actions and review any grievance raised by an employee.

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17 Secondment

17.1Objectives and Core Policies
17.1.1 It is the policy of the company to second or depute its employees to other operating
companies, joint ventures, share holding companies and partners and to receive such secondments from them in order to meet the companies operational requirements for relevant skills set and to provide a platform for the company to ensure its employees are exposed to greater learning opportunities, are groomed and their career advancement is met.

17.1.2 The Companywill second its employeesto its subsidiaries,operatingcompaniesand joint ventures (Host Company)in order to:

17.1.2.1 17.1.2.2
17.1.2.3 17.1.2.4 17.1.2.5

Develop its employees' skills; Provide additional means of advancing career paths; Add to the skills base of the Company; Build or develop strong working relationships with the business entities; Protect the overall interests of the Company in its business ventures.

17.1.3 The Company,the Host Companyand (the employeeof required)will sign a SecondmentAgreementgoverningthe terms and conditionsof each secondment.

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17.20perating

Policies Categories

17.3 Secondment

17.3.1 The Companywill consideremployeeswithin defined grades/ positionsfor
secondmentbasedon the natureof the relationshipwith the entity, as follows:

17.3.1.1

In case of Subsidiaries, employees will be considered f9r the secondment to the grades of Senior, Section Head, Manager and General Manager; In case of Operating Companies, employees will be considered for the secondment to the grades of Manager, General Manager and Vice President; In case of Joint Ventures, employees will be considered for the secondment to the grades of Senior, Section Head, Manager and General Manager.

17.3.1.2

17.3.1.3

17.4Second Pre requisites
17.4.1 An employee will have to have been a permanent employee prior to being
considered for secondment. All secondment shall take into consideration the performance of an employee for the last 2 years (rating of 4 and above), his skill and experience as relevant for the secondment role.

17.5 Duration
17.5.1 The duration and each term of secondment will be mutually agreed by the employee
and the company.

17.6Salary Administration
17.6.1 The seconded employees will remain staff of the Company and will be retained on
the payroll of the Company. The Company will be responsible for transferring the monthly salary and all applicable allowances to the employee and for ensuring social insurance, taxation and zakat requirements relating to the employee are complied with. 17.6.2 The seconded employee will continue to be eligible for the current compensation and benefits at the Company.

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17.6.3 In addition, the Company may provide an allowance of 30% of the monthly gross
salary or as agreed in the secondment agreement (not applicable for new hires), for the secondment computed based on factors including the level of the employee, the period of secondment and the compensation and benefits offered to employees of the Host Company. However, any such extra allowance provided during secondment cannot be claimed by the employee once the secondment is over nor can he claim a higher grade (if that was the case during secondment) once he is back to his regular role. 17.6.4 The seconded employee will remain an employee of the Sudapet and will still be considered for remuneration reviews that occur during the term of the secondment.

17.7 Performance Appraisals
17.7.1 The seconded employee will be entitled to performance and remuneration reviews
as set out in the terms of employment with the Company. The employee will be appraised through the Sudapet appraisal mechanism.

17.7.2 All seconded employee shall receive their annual increments and bonuses based on
the policies and as prescribed by the parent company, unless it is otherwise agreed in the secondment contract. (All JV, project based commissions, bonuses etc. as specifically agreed for certain positions between Sudapet and the host company shall be paid accordingly). 17.7.3 All promotions will be affected based on the performance appraisals, once the employee has successfully completed his secondment, however, for long term secondments, employees may be promoted in Host Companies for Sudapet positions based on their annual appraisals.

17.8 Training & Development
17.8.1 The seconded employee will continue to be eligible for training and development opportunities in accordance with the development objectives of the employee and the Company. The employee's ongoing! future training plans, requirement and calendar shall be discussed and notified to the host company. The employee as a part of his learning and development and to fulfill his duties at the seconded company, may undertake training at the host company.

17.9 Employment Terms
17.9.1 During the term of the secondment the employee will abide by the requirements set out in the codes of conduct, policies, procedures and practices of both the Company and the Host Company as applicable and as agreed in the secondment contract.

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17.9.2 The seconded employee will follow the working hours of the Host Company during
the period of secondment as well as all the relevant rules, procedures, standards, statutes of the host company including those related to fires, risks, health, safety.

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17.9.3 The seconded employee will continue to accrue leave in accordance with the terms of employment with the parent Company. The secondee should inform the host company of annual leave plans. In case of an unforseen long leave or sickness the parent company shall provide a temporary replacement for the secondee's absence. 17.9.4 An employee's employment status (at the parent company) at the time of the commencement of his secondment shall not be altered till his secondment period is over. There should be no interruptions to an employee's secondment assignment. All transfers shall take place once the employee has successfully completed his . secondment tenure. Similarly employees on secondment cannot apply or be eligible for internal recruitment.

17.10Confidentiality 17.10.1

on Secondment

Depending upon the nature of the secondment! role an employee may be required to sign a confidentiality/ non disclosure agreement with the host! parent company

17.11 Disciplinary Action and Conflict Resolution
17.11.1
The resolution of any issue relating to the management of the employee including disciplinary action (in consultation with the host company) and grievance procedures, pay conditions, pension, sick leave etc. remain the responsibility of the parent company.

17.12Return to Substantive Grade
17.12.1
Upon return from the secondment an employee will revert to his current substantive grade and pay (as subjected to reviews from time to time). The HRD shall be responsible for reorienting the employee to his role and the organization and shall contact his 2 months prior to the completion of his secondment to make arrangement for is return.

17.13Snapshot AREAS

of Employee Entitlements SUDAPET HOST COMPANY Follow host company Follow approved holidays As applicable. To provide Inform host company of host with replacement in case leave entitlement and plans of absence or long unauthorized leave

Work Hours, Fire, safety, health rules Holidays Leave

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AREAS Salary & Allowances, statutory deductions

SUDAPET

HOST COMPANY

As applicable (paid an any (If agreed In secondment extra secondment allowance agreement) or as agreed in agreement) (Perks etc.) As per the rules of the host company. Payment terms equal to parent company or more whichever is better As applicable Can be subject to host appraisal based on which he can be assessed at parent

Perks, perquisites, As applicable benefits, increments, bonuses Overtime

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any extended by

host - health club, transport

Appraisals

Promotion

Post secondment once the employee has successfully completed his secondment, however, for long term secondments, employees may Host m be promoted for Sudapet Companies based on their positions annual appraisals As applicable To be conveyed to host. Secondee can avail of training at host company if the host company fees the necessity . Host to cooperate with parent and jointly agree parent As per the entitlements of the host company or otherwise agreed

Training

Disciplinary action Loans Business Travel for host company

Primary responsibility Can avail as per company policies

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17.14 Responsi bilities
17.14.1.1 Employee: Inform relevant authorities at Host Company for issues governing employment! secondment. HRC: Approve the selection of an employee for secondment. HRD Manager at Sudapet: Responsible for all issues governing the employment! secondment as brought to notice by the HRD of the Host Company. Supervisor at Host Company: Responsible for the well being of the employee at the Host Company. Head of Division! Department: Approve the application of an employee for a secondment opportunity.

17.14.1.2 17.14.1.3

17.14.1.4

17.14.1.5

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18 End of Services 18.1 Objectives and Core Policies
18.1.1 The term "Separation" pertains to disengagement of employee from the organization
either by resignation, death, termination or retirement. 18.1.2 The Company's end of service policy is based on the principle that manpower"be maintained at a level consistent with efficient operation, highest ethical standards and sound Personnel Administration within the framework of existing employment contracts, best industry practices and the provisions of applicable laws. 18.1.3 Employees leaving the company will be treated with dignity and fairness so that they continue to be good ambassadors. The company will ensure that the relevant formalities are completed within minimum time frame and with maximum ease. 18.1.4 The company will endeavor to minimize involuntary redundancies through proper planning and training.

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18.2 Operating Policies 18.3 Resignation
18.3.1 An employee wishing to tender his resignation from the company's service must do
so in writlng addressed to the Division / Department manager. 18.3.2 Resignations tendered by an employee will not be accepted by the company in cases where the employee has been provided with a specialized training of . significant expense and the employee as part of the contract for the particular training is bound to serve a stipulated time in the company (unless he pays the company for the expenses incurred and as mentioned in his contract), or where a process of disciplinary action has been initiated against the employee. 18.3.3 In instances where the resignation is not accepted and the employee does not report for duty, the company will forfeit payment of full and final settlement and other end of service benefit withhold the service certificate and initiate legal proceedings, as appropriate. 18.3.4 Depending on the terms of their contract of employment, employees are normally required to provide one month notice for resignation. In some circumstances, however, the company may be prepared to waive its right to insist on the full notice period to be provided.

18.4 Termination
18.4.1 At least two weeks before the completion of the probation period, the Department
manager concerned must decide in consultation with the Supervisor whether the new employee is suitable or not. Where the employee is judged unsuitable, the Department manager will advise the HRD, based on which the HRD will arrange for necessary action. 18.4.2 Employees terminated at the Company's initiative under the notice clause are officially terminated by payment of money in lieu of their notice period as mentioned in their contract. The date of the termination will be communicated to the employee and it will be the end of the business hours of that particular day. The Company will pay the employee who is made redundant, all the rights, benefits and compensation equal to six months' salary.

18.5 Retirement
18.5.1 Employees will be released from service upon reaching 60 years of age. For
operational reasons, extension of service may be considered for a period up to but not exceeding a total of five years, on obtaining the approval of the relevant government authorities and the extension will be on a yearly basis.

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18.6 End of fixed contract period
18.6.1 The contract of employment provides that the contract may be extended for a further
period, beyond the initial period, by written agreement between the parties made three months prior to the expiry date. Where the Company wishes not to renew the contract, the employee will be informed directly by the concerned Supervisor and the HR Operations Officer.

18.7 lack of fitness
18.7.1 If the employee has been declared medically unfit and approved by the appropriate
medical authority for further services or unfit to perform the full duties of his designated job, his case will be referred to the President & CEO to consider termination of his service by notification with immediate effect after obtaining approval of Labor Office.

18.8 Death
18.8.1 The HRD will be informed of the death early as possible, and will, if necessary,
inform the relatives, the Head of the Division / Department, and the Legal Department and make arrangements in liaison with the relatives and with the Public Relation Department for such matters as the burial, religious ceremonies, repatriation of the body, etc., as appropriate. In the case of married male employees, the procedures for emergency assistance to widows will be initiated. 18.8.2 The concerned Head of Division / Department will initiate termination arrangements with effect from the date of death.

18.9 Exit Interview
18.9.1 It is the company's policy to conduct exit interviews for all employees leaving the
services of the company voluntarily. The exit interview provides opportunity for the organization to improve based on the feedback provided.

18.10Transportation on Termination
18.10.1
The company will provide a one way passage for an expatriate employee and his family to his country of residence provided that the employee has completed the full period of service specified in the contract, the employee resigned in accordance with the terms of the agreement, or the company has terminated the employee's services other than summary dismissal.

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18.11End of Service Benefits Calculation and Entitlements
18.11.1
End of service benefits are payable to employees leaving. the Company's service and will be based on the company policies. This will be in addition to the provisions of the Social Insurance Law.

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Female employees who resign from company employment through reason of marriage, are entitled to full terminal benefits, provided the marriage takes place within six months of leaving the company. Depending on the terms of their contract of employment, employees are normally.required to provide one month notice for resignation. In some circumstances, however, the company may be prepared to waive its right to insist on the full notice period to be provided. The decision of whether to waive off the notice period will be proposed by the Department manager and will be approved by the HRD.

18.11.3

18.11.4 18.11.5

Where termination is at the Company's option (other than summary dismissal under the Disciplinary Code), end of service benefit entitlements are determined by the employee's gross salary and service. A minimum of one year of continuous service is required to qualify for payment of full end of service benefit on termination. The benefit is calculated for Sudanese nationals based on the following: Service period End of service benefit (Gratuity) per year of service None One month gross salary for each completed year of service or pro rata for number of days Two months for each completed year of service or pro rata for number of days Two and half months for each completed year of service or pro rata for number of days Three months for each completed service or pro rata for number of days year of

Less than one year of service 1 year and up to 2 years

Above 2 years and up to 3 years Above 3 years and up to 6 years Above 6 years

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18.12Responsibilities
18.12.1.1
18.12.1.2 18.12.1.3 18.12.1.4 HRD Manager: Approve the resignation of the employee discussing with the employee the reasons for resignation. after

President! CEO: Approve the resignation for all employees in the level of Section Head and above. Head of Division! Department: Approve or reject the resignation submitted by an employee. HRD: Conduct exit interview resignation procedure. and ensure compliance with the

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