company policies and procedures manual

8/3/2019 Company Policies and Procedures Manual

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COMPANY POLICIES AND PROCEDURES MANUAL

CONTENTS

COMPANY POLICIES AND PROCEDURES MANUAL.........................................1INTRODUCTION ..............................................................................3STANDARDS OF BUSINESS CONDUCT ......................................................4

THE COMPANY.....................................................................................4EMPLOYEES..........................................................................................4COMMUNITIES......................................................................................4RESOURCES.........................................................................................4

PERSONAL CONDUCT........................................................................5GENERAL POLICY ON PERSONAL CONDUCT.........................................5DRESS CODE POLICY...........................................................................5PERSONAL COMMUNICATIONS POLICY.................................................5

EMAIL POLICY.......................................................................................5INTERNET POLICY.................................................................................6

RECRUITMENT POLICY AND PROCESS.....................................................7OBJECTIVE: ..........................................................................................7SCOPE: ................................................................................................7RECRUITMENT QUALITY NORM: ..........................................................7INTERNAL RECRUITMENT: ...................................................................8RECRUITMENT SOURCES:....................................................................8COMPENSATION PROPOSALS, NEGOTIATION AND ISSUING OFFERLETTERS:...............................................................................................8

OFFER LETTER CHECKLIST:..................................................................9RECRUITMENT CYCLE TIME:.................................................................9Induction and New Hire Orientation....................................................12INDUCTION..................................................................................13

POLICY...............................................................................................13PROCEDURES..................................................................................13

TRAINING....................................................................................14POLICY...............................................................................................14TYPES OF TRAINING...........................................................................14

PROCEDURE....................................................................................14PROBATION..................................................................................17

POLICY...............................................................................................17PROCEDURE....................................................................................17

QUALITY ASSURANCE POLICY.............................................................18SMOKING POLICY...........................................................................19POLICY ON WORKING HOURS.............................................................20POLICY ON UNAUTHORISED PASSENGERS AND GOODS................................21DRUG AND ALCOHOL POLICY.............................................................23DISCIPLINARY POLICY......................................................................24DRIVER DISCIPLINARY POLICY.............................................................26NIGHT BAN RESTRICTION POLICY........................................................27POLICY ON MOBILE PHONES, OTHER DISTRACTIONS AND SEAT BELTS..............28VEHICLE ACQUISITION AND DISPOSAL POLICY..........................................29




OCCUPPATIONAL HEALTH AND SAFETY.................................................30POLICY...............................................................................................30GROUP PERSONAL ACCIDENT COVER................................................30

INJURY PROCEDURE........................................................................30PRODUCT SAFETY...........................................................................31

EQUAL EMPLOYMENT OPPORTUNITY (EEO).............................................33POLICY...............................................................................................33DISCRIMINATION, SEXUAL HARASSMENT AND BULLYING..................33

PROCEDURE: TO MAKE A COMPLAINT............................................34PROCEDURE: TO RECEIVE A COMPLAINT........................................34PROCEDURE: TO INVESTIGATE A COMPLAINT.................................35

POSSIBLE OUTCOMES........................................................................35LEAVE POLICY...............................................................................37

GENERAL LEAVE POLICY....................................................................37ANNUAL LEAVE POLICY......................................................................37SICK LEAVE........................................................................................37

COMPASSIONATE LEAVE....................................................................37PARENTAL LEAVE POLICY...................................................................38DURING PARENTAL LEAVE.................................................................38

PERFORMANCE MANAGEMENT............................................................39POLICY...............................................................................................39

PROCEDURE....................................................................................39PERFORMANCE IMPROVEMENT............................................................40

POLICY ..............................................................................................40PROCEDURE....................................................................................40

GRIEVANCES.................................................................................42

POLICY...............................................................................................42PROCEDURE....................................................................................42CONFLICT OF INTEREST....................................................................43

POLICY...............................................................................................43PROCEDURE....................................................................................43

INTELLECTUAL PROPERTY AND SECURITY..............................................45TERMINATION AND NOTICE................................................................46ENVIRONMENTAL BEST PRACTICE........................................................48

POLICY...............................................................................................48PROCEDURE ...................................................................................48

MANAGEMENT OF CHANGE POLICY.......................................................50

MISSION.............................................................................................50GOAL..................................................................................................50ACTIVITIES.........................................................................................50BENEFITS...........................................................................................50CRITICAL SUCCESS FACTORS.............................................................50KEY ACTIVITIES..................................................................................50

RWS/AOBL/COMPANY POLICIES AND PROCEDURES OCTOBER 2011 of 50




INTRODUCTION

The A.O. Basid Limited Company Policies and Procedures Manual provides thepolicies and procedures for managing and developing staff and sets theexpectations for safe fleet operations. It also provides guidelines A.O. BasidLimited will use to administer these policies, with the correct procedure tofollow.

A.O. Basid Limited will keep Company policies and procedures current andrelevant. Therefore, from time to time it will be necessary to modify andamend some sections of the policies and procedures, or to add newprocedures.

Any suggestions, recommendations or feedback on the policies andprocedures specified in this manual are welcome.

These policies and procedures apply to all employees.





STANDARDS OF BUSINESS CONDUCT

THE COMPANY

A.O. Basid Limited is committed to be being one of the premier petroleummarketing companies to that end; the company must continuously achievesuperior financial and operating results while adhering to the highest standards of business conduct. These unwavering expectations provide the foundationfor our commitment to those with whom we interact

Customer-success depends on our ability to consistently satisfy ever-changingcustomer preferences. The company pledges to be innovative, while offeringhigh quality products and service at competitive price

EMPLOYEES

The exceptional quality of the workforce is a valuable competitive edge. To

builds on this advantage the company will strive to hire and retain the mostqualified people available and maximize their opportunities for successthrough training and development. The company is committed to maintaininga safe work environment enriched by diversity and characterized by opencommunication, trust and fair treatment.

COMMUNITIES

The company pledges to be good corporate citizen in all the places it operates.It will maintain the highest ethical standard, obey all applicable laws andregulations and respect local and national cultures. Above all other objectives,the company is dedicated to running safe and environmentally responsibleoperations

RESOURCES

Operation, technological, and human resources will be employed wisely andevaluated regularly. The company will maintain flexibility to adapt to changingconditions, the nature of the business requires a focused, long –termapproach. The company will consistently strive to improve efficiency andproductivity through learning, sharing and implementing best practices.

The company will be discipline and selective in evaluating the range of capital

investment opportunities available to it.

The company will achieve its goals by flawlessly executing its Business Planand by strictly adhering to these guiding principles along with its morecomprehensive standard of business conduct.

______________________________ Date: ______________________ Abdi Basid OmarManaging Director





PERSONAL CONDUCT

G ENERAL POLICY ON PERSONAL CONDUCT

A.O. Basid Limited expects its employees to maintain a high standard of conduct and work performance to make sure the business maintains its goodreputation with customers and suppliers. Good personal conduct contributesto a good work environment for all.

This involves all employees:

• observing all policies and procedures

• treating colleagues with courtesy and respect

• treating customers and clients in a professional manner at all times

• working safely at all times

D RESS CODE POLICY

As a minimum standard, dress should be clean, neat and professional. A.O.Basid Limited reserves the right to request an employee to dress to anappropriate standard as a condition of employment.

P ERSONAL COMMUNICATIONS POLICY

It is expected private phone calls will be kept to reasonable levels.

E MAIL POLICY

1. Email facilities are provided for formal business correspondence.2. Take care to maintain the confidentiality of sensitive information. If emailsneed to be preserved, they should be backed up and stored offsite.

3. Limited private use of email is allowed if it doesn’t interfere with or distractfrom an employee’s work. However, management has the right to accessincoming and outgoing email messages to check if an employee’s usage orinvolvement is excessive or inappropriate.

4. Non-essential email, including personal messages, should be deletedregularly from the ‘Sent Items’, ‘Inbox’ and ‘Deleted Items’ folders to avoidcongestion.

5. All emails sent must include the approved business disclaimer.

To protect A.O. Basid Limited from the potential effects of the misuse andabuse of email, the following instructions are for all users.

1. No material is to be sent as email that is defamatory, in breach of copyright or business confidentiality, or prejudicial to the good standing of A.O. Basid Limited in the community or to its relationship with staff,customers, suppliers and any other person or business with whom it has arelationship.

2. Email must not contain material that amounts to gossip about colleaguesor that could be offensive, demeaning, persistently irritating, threatening,discriminatory, involves the harassment of others or concerns personal

relationships.3. The email records of other persons are not to be accessed except by

management (or persons authorised by management) ensuring compliance





with this policy, or by authorised staff who have been requested to attendto a fault, upgrade or similar situation. Access in each case will be limitedto the minimum needed for the task.

4. When using email a person must not pretend to be another person or useanother person’s computer without permission.

5. Excessive private use, including mass mailing, “reply to all” etc. that arenot part of the person’s duties, is not permitted.

6. Failure to comply with these instructions is a performance improvementoffence and will be investigated. In serious cases, the penalty for breach of policy, or repetition of an offence, may include dismissal.

INTERNET POLICY

The internet is provided by A.O. Basid Limited for business use. Limited privateuse is permitted if the private use does not interfere with a person’s work andthat inappropriate sites are not accessed e.g. pornographic, gambling.Management has the right to access the system to check if private use is

excessive or inappropriate.

Failure to comply with these instructions is an offence and will be subject toappropriate investigation. In serious cases, the penalty for an offence, orrepetition of an offence, may include dismissal. Staff need to be aware thatsome forms of internet conduct may lead to criminal prosecution.





RECRUITMENT POLICY AND PROCESS

O BJECTIVE:

a. To streamline the Recruitment process,

b. To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time

c. Also to thrive a strong Employer Branding to attract the best talents available in

the Industry

S COPE:

a. Covers all the vacant positions across the functions, levels and hierarchy.

b. To enable the Company initiate the hiring process at any point of timeduring the year, the respective HOD needs to follow the below-mentionedsteps –

•

Fill-up a ‘Manpower Requisition Form (MRF)’

• Get the MRF approved by the Managing Director, and

R ECRUITMENT QUALITY NORM:

a. People are perceived as the most valuable assets of an organizationand the optimum utilization of the skill, knowledge, attitude, they possess,are directly instrumental to the growth of any organization.

b. Therefore, while recruiting a candidate for any role, position, level,function, it should always be ensured that there is no compromise in

the quality of people, we hire.

c. Besides checking the presence of role-specific key competencies andthe behavioral attributes required to perform a job, few basic eligibilitycriteria should be considered, even before a candidate is called for theInitial rounds of Interviews -

• Academic Qualification: Minimum for all positions and thereshould not be any unjustified gaps in education.

• Reference check: Reference check is MUST for all

recruitments across the country and Management should always ensurethat Reference check is done before extending the offer to a selected candidate.

a. Candidates selected after rounds of tests/Interviewswould be asked to provide the names and contact details of at least 3 persons as his/her Professional References, and

b. Management would contact these references andthe comments and the remarks of the referees would bedocumented and preserved for future records.

c. Management in some of the critical cases may alsocarry out an Independent Reference Check with at least 2





referees whom the concerned candidate had worked with in thepast.

INTERNAL RECRUITMENT:

• As a conscious focus of the organization to nurture high potential

talents by providing them suitable career growth opportunities within theorganization, efforts would always be made to fill in specific vacancies fromits existing human resource pool.

• The entire process would be done through Internal Job Posting(IJP) and communication including the job profile, candidate profile,eligibility (who can apply), application deadline etc. would be madeavailable by Management

• Employees possessing necessary skills, knowledge, and experience matching with those required for the job may apply through the

appropriate communication channels as prescribed in the IJP.

RECRUITMENT SOURCES :

• To ensure a steady in-flow of quality candidates for all theexisting vacant positions, with an aim to select the best within a stringent recruitment deadline, Management would always focus to develop a robustdatabase of CVs searched from the following sources:

•

•

•

•

•

•

•

•

•

•

•

•

COMPENSATION PROPOSALS, NEGOTIATION AND ISSUING OFFERLETTERS :

• Management prepares the compensation proposals based on the below-mentioned critical attributes and gets those approved in writing by theconcerned authorities before extending to the candidates -

a. Academic and Professional qualification of the respective candidatesb. Experience Profilec. Existing Compensation & benefitsd. Market synergy

e. Internal Role-wise compensation study to maintain the equity


Existing CV database

(Created &Management)

Vacancy Advertisement in

NewspapersE-Recruitment portals

CV d/base access

Regular Job posting

Hiring ConsultantsMarket Intelligence

Personal Network

Head hunting




• Management extends the proposals to the candidates who get selectedafter final round of Interviews and negotiates to close those.

• Once the candidates agree to the proposals and intimate their acceptance,Management sends out the formal offer letter, duly approved and signedby the Managing Director.

O FFER LETTER CHECKLIST:

Management should make sure that all the below-listed documents arereceived and checked thoroughly before issuing the formal offer letters:

a. Approved Manpower Requisition form (MRF)

b. Resume (hardcopy) of the candidate

c. Interview Assessment sheet (Filled up with specific recommendationsby the concerned Interviewers)

d. Reference checks details (documented in the specified format)

e. Compensation Proposal (Existing package & the proposed plan, dulyapproved by the Managing Director)

RECRUITMENT CYCLE TIME :

To bring in more dynamism and effectiveness in the recruitment process,Management would follow a specific project deadline of 33 days to hire a newemployee.

The process specific schedule break-up is mentioned below –





Phase – I: Pre-Selection

Phase – II: Selection

RWS/AOBL/COMPANY POLICIES AND PROCEDURES OCTOBER 2011 Page10 of 50

Phase ActivitiesTimeframe

IRole Identification, JD, competency mapping& CV Sourcing

15 days

II

Initial Management screening/short-listing2 days

Organizing the Preliminary Interviews 4 days

Organizing the Final Interviews 4 days

De-briefing sessions to take the finaldecisions

2 days

IIIPreparing the Salary Proposal, Negotiatewith the selected candidates and offerclosure

6 days

Managing Director Head of Department

ManagementJob Description

&Candidate Profile

(Education, competencies,Attitude etc.)

CV Sources• Internal CV database

• Hiring Consultants

• e-Recruitment portals

• Newspaper Advertisement

• Internal Reference

• Personal Networks

• Market Intelligence

MRF &

Search

CV Bank

InitialManagementScreening

CVs not short-listed go to CVDatabase

(For Future use)




Phase – III: Post-Selection

Phase – IV: Post-joining


Short-listed CVs Called for Personal

Interviews(Local candidates)

Preliminary Interviews

Final Interview(As per the Selection Approving Matrix)

Management does Salary Negotiation & Extends the offer

De-briefing & final decision(Interviewers discuss amongst themselves take a

final selection decision)

Salary Proposal

Managementcloses it & sendsout the offer letter

New Hire oins

Management does the necessary Reference checks and

gets the details documented in specified format

Short-listed candidates

Management works out themodified offer, if possible

within the band, and tries topursue & seals the offer

Short-listed CVs Tel. Interviews

(Outstation candidates)

The new hire should submit the following docs:

Signed & Accepted copy of the offer letter

Photocopy of all the educational/professional certificates

Date of Birth proof

4 passport size photographs

Management creates Employee ID & sends out the ‘New HireNotice’ & the ‘Welcome Note’

Offer NOT AcceptedOffer Accepted





Induction and New Hire Orientation

Plan the Induction and communicate to all the concerned persons accordingly

Hand him over the Induction Manual

Take the new hires through the office to all the departments, Introduce them to other Functional leaders, peers, colleagues

Finally, Introduce the new hires to the respective Reporting Managers, to start thefunctional orientations

HR receives the Induction feedback from both the trainer as well as from the new hires &




INDUCTION

P OLICY

A.O. Basid Limited will make sure all new employees feel welcome and areready to start work safely and competently.

P ROCEDURES

Complete an induction plan for each new starter with details of:

• Introductions

• Workplace tour

• OH&S Procedures and Evacuation

• Business Overview

• Who’s Who

•Working Safely Plan

• Training Plan

• IT System Orientation

• Policy and Procedural Requirements





TRAINING

P OLICY

A.O. Basid Limited realizes that staff training is essential for an organization tomeet its strategic goals.

Our business believes training is a two-way process. We encourage employeesto participate and to highlight any gaps in their own skills or knowledge theybelieve they have.

Training includes internal on-the-job training, written instructions such asstandard operating procedures, coaching, external training and courses.Safety training takes precedence.

This policy gives guidelines on career development within the organizationand provides information on how employee skill gaps will be identified,

addressed and closed, how facilitators will be selected as well as provide thebasis for evaluating training effectiveness

TYPES OF TRAINING

• On the Job Training

This is training conducted by skilled associates to provide employees withpractical experience required to demonstrate required knowledge,behaviors and skills on the job. It will be conducted on continuous basisuntil the skill gaps are closed or remedial action taken to deal with suchperformance gaps.

• In-house Training

Trainings conducted to introduce new operating procedures ormanagement techniques; to change attitudes, increase the level of knowledge, or to develop/sharpen skills.

• Induction Program

This program is for new hire employees and those relocated as result of inter-departmental transfers. Re-induction courses will be rolled out by the

General Manager.

PROCEDURE

• Initiating Training

Changes in equipment, processes or procedures initiate training, change of employee, refresher course or technology. Also, training is conducted toaddress skill gaps identified during employee appraisals.

• Performance and Skill Gap Identification

Individuals’ competencies will be assessed by supervisors against theirperformance objectives. If non-conformance is noted, and it is determined





that the cause for no-conformance is due to lack of skills, knowledge orappropriate attitudes, an appropriate training program will be identified toaddress the problem.

In assessing training or learning requirement, the following guideline willapply:

a. Performance objectives are as agreed upon between thesupervisor and the subordinate

b. Performance reviews have been conduct to establish the level of performance

c. Differences between expected and actual performance areestablished

d. Root cause analysis is carried out to determine the reason for

non-performance

e. Skill levels are analyzed against job description to determinereason for non-performance

f. Gaps are noted and entered in Performance agreement forms

• Closing Skill Gaps

If, as a result of a training intervention the skill gap is closed, thesupervisor will inform the Operations Manager in writing indicating that theskills gap has been satisfactorily closed.

If, after training the employee is still deemed not to be competent, a rootcause analysis will be done to determine the reason for non-performanceand relevant action taken.

• Criteria for Selecting Training Providers

a. External Trainers

External training providers shall be used if,

• internal capacity does not exist in certain specialized, technicalcourses

• their CVs indicate that they have the necessary expertise andexperience to facilitate the program or if, they have been referredby others organization

• Registered with the Department of Industrial Training(DIT). However, where the skill gap is critical, experienced personsand individual training providers will be hired to conduct the trainingeven though such individuals or firms are not registered with the

DIT.

• Review of Trainer’s Performance





After conducting the training, each trainer will be evaluated by theparticipants using evaluation Form

• Evaluation of Training Effectiveness

Three months after training, the Supervisor will carry out a post-trainingemployee evaluation to determine the extent to which skills learned duringtraining have been applied to perform prescribed tasks effectively andcommunicate results to the Department Manager.





PROBATION

P OLICY

Probation is a period of review and appraisal to make sure both the businessand the employee are satisfied the role is as advertised, and is beingperformed satisfactorily.

Each employee will serve a probationary period of Six (6) Months. After theexpiry of probation period, if you are found suitable by the company for thesame post or a different post, you will be confirmed in your appointment.

However, the probationary period may be extended or shortened at theabsolute discretion of the Company. If you are not found suitable for the post,your appointment might get terminated at the discreetness of the companyand in case of such termination you will have no right or claim against thecompany.

During the probationary period, this appointment may be terminated by eitherparty giving the other one (1) months’ notice in writing or one (1) month’ssalary in lieu of notice without assigning any reasons therefore.

P ROCEDURE

1. Give informal and formal appraisal during the probation period.

2. Give at least one formal appraisal four weeks before the end of probation.3. At the end of the probation period, complete a final probation appraisal and

advise the employee of the result.





QUALITY ASSURANCE POLICY

A.O. Basid Limited recognizes that customer satisfaction is of primaryimportance to its success and will aspire through Strategic Alliance andPartnerships to be the Transporter of Choice for Petroleum Products.Mindful of its responsibility to the internal and external customers, theCompany strives to understand their concerns and to merit their business byresponding effectively to their needs.

Specifically the Company’s Quality Assurance Policy is to:

• Provide high quality delivery services that meet or exceed customerexpectations.

• Furnish delivery and customer services that meet responsible standardsof performance, efficiency and courtesy.

• To identify and manage risks associated with customer products beingtransported and to provide an appropriate level of product safety.

• Specify precautions required in handling customer products and takereasonable steps to communicate them to employees.

• Maintain safe working conditions; provide proper knowledge, training,tools and facilities for employees.

• Undertake appropriate reviews and evaluations of its operations to

measure progress and to ensure compliance with this policy.

• Recognize and reward excellent performance





SMOKING POLICY

A.O. Basid Limited is committed to providing a healthy, comfortable andproductive work environment for all employees.

All employees are expected to comply with the smoking regulations detailed inthis policy:

Smoking is prohibited at all times in the following areas:

a. Where flammable and combustible gases or vapors exist, areas wherechemicals are used, where flammable liquids are stored and where fire orother hazards exist.

b. Where there is potential damage to equipment.

c. On trucks or at any time or place where flammable products are beingloaded/offloaded in any manner.

d. At all Oil Terminals/Depots and Customer Locations

e. At the parking bay where the trucks are kept.

Failure to comply with the above will result in severe disciplinary action and/orimmediate dismissal.





POLICY ON WORKING HOURS

A.O. Basid Limited is committed towards providing a work environmentwhereby safety risks associated with fleet operation are identified and

managed.

The company has defined working hours for vehicle drivers that take intoconsideration the reduction of effects of driver fatigue.

A driver must:

a. not drive for more than 5½ continuous hours

b. have at least a half-hour rest after 5½ hours’ driving, before doing any moredriving.

Over any 24-hour period, a driver:

a. must not spend more than 11 hours driving

b. must not spend more than 14 hours on duty

c. must have at least nine continuous hours off duty.

The company will allow each driver one week off after every 9 weeks workingperiod, in addition to an annual leave of 21 days.

Drivers are not allowed to drive vehicles at night without prior pre-authorization from the Managing Director or Operations Manager.

A.O. Basid Limited will take disciplinary action, including summarily dismissal,against drivers who violate this Policy.





POLICY ON UNAUTHORISED PASSENGERS AND GOODS

Drivers should not allow any other person on-board a truck other than thedriver mate or any other goods except if authorized by the company.

The company will provide accommodation allowance to the driver, while thedriver mate will be expected to spend the night in the single bed in thevehicle.

The driver mate:

• Ensures security of the driver in circumstances that would otherwise bedangerous.

• Ensures security of the vehicle at designated safe stoppage areasduring long haul trips.

• Can get assistance or communicate emergencies where there is lack of proper communication facilities.

In-cab passengers will only be authorized in the following cases:

• A.O. Basid Limited employed driver mate.

• A Driver Trainer who is coaching the driver while the truck is inoperation.

• A Driver under training, who is learning by observing a truck inoperation.

• The Operations Manager, while assessing the skills of the Driver.

Drivers are not allowed to carry any other passengers or goods.

The company’s insurance cover for Goods In transit and Comprehensive/ThirdParty Insurance does not cover unauthorized passengers and goods.

A.O. Basid Limited will take disciplinary action, including summarily dismissal,against drivers who violate this Policy.





DRUG AND ALCOHOL POLICY

OBJECTIVES

Alcohol reduces the ability to drive safely because it impairs coordination,upsets judgments and leads to longer reaction times. Even a small amount of alcohol upsets the ability of drivers to assess their own performance.

A.O. Basid Limited’s is committed to maintaining an alcohol and drug freeworkplace in support of compliance with the HSE Policy and OSHA 20007.

Drivers shall not operate a vehicle while under the influence of alcohol, drugs,narcotics or medication that could impair the operator’s ability to safelyoperate the vehicle.

SCOPE

A.O. Basid Limited believes that in respect of fleet operations, consumption of alcohol or the abuse of illicit drugs or medicines cannot be tolerated. Thecompany also expects any driver that is required to take medication that isrecognized as having the potential to affect driving performance to report thematter to management immediately.

The company will formally advise directly all sub-contracted personnel.

ALCOHOL AND DRUG TESTING

Following are the principles of tests in the form of spot checks to assure the D& A Policy are properly implemented.

a. Testing of drivers on random basis, with at least 10% of the screened onmonthly basis.

b. In specific circumstances, such as after an accident or incident, the drivermust be tested.

c. Testing particular drivers reporting to work with a drinking symptom.

d. The screening rate shall be increased after major festival/team buildingsevents.

MEDICINE

Drivers should ask for non-drowsy medicine or inform doctor of theirprofession before they are provided with medicine for normal consultation.

Non-compliance with these conditions will result in severe disciplinary actionand/or immediate dismissal.





DISCIPLINARY POLICY

GENERAL

A.O. Basid Limited aims to provide its employees with fair remuneration,worthwhile employment, competitive conditions of service, fringe benefits andsafe working conditions.

In return it expects a fair day’s work, acceptable behavior and compliance withthe Company’s rules and regulations and standards of discipline.

All disciplinary action will be carried out in terms of the Employment Law.

SCOPE

Discipline" refers to any action initiated by the Company to regulate employeeconduct within the work environment specifically for the purpose of ensuring

safety and maximizing job efficiency and job productivity. Such action couldinclude verbal warning, suspension or even termination, depending on theseverity of individual employee behavior.

The primary objective of any disciplinary action is to prevent the problem fromoccurring again and to also let the employee involved know that a change inconduct or performance is required.

This policy covers all Company employees.

RESPONSIBILITY

All employees are expected to adhere to prescribed work rules and performwork in an efficient, safe, productive manner during work hours.

Supervisors are responsible for ensuring that employees are made aware of job responsibilities, as well as appropriate work rules. Supervisors are alsoexpected to monitor and enforce compliance with work regulations.

Prior to the actual implementation of an employee suspension or discharge,the Operations Manager should be consulted for guidance and clarification of policy to ensure that appropriate processes are followed.

PROCEDURES

Corrective discipline is normally required when there is an infraction of aCompany rule or a Company Policy, or other unsatisfactory performance. Thetypes of disciplinary action to be considered are:

a. Supervisory counseling resulting to verbal warning (appropriate in somecases for absenteeism, unsatisfactory job performance, inability to worksuccessfully with coworkers, neglect in caring for Company property, etc.).

b. Disciplinary interview resulting to a written or final warning. Thesewarnings are to formally communicate with the employee after the

disciplinary interview and they will be retained on the employee’s personalfile for a period of 12 months.





DRIVER DISCIPLINARY POLICY

A.O. Basid Limited will exercise firmness and fairness in dealing with cases of violation as part of an effective Road Transport Safety Program.

Depending of Management’s evaluation of the level of negligence andviolation, the following levels of discipline will specifically be applied forcompany drivers:

SUMMARY DISMISSAL AND/OR CRIMINAL PROSECUTION

a. Adulteration of Productsb. Theft of Productsc. Drug and Alcohol Use on Dutyd. Permitting the Driver Mate to Drive Trucke. Carrying Unauthorized Passengers and Goods

f. Failure to Use Safety Beltsg. Night Driving While Carrying Products

SUSPENSION FROM DUTY PENDING INVESTIGATION

a. Careless and Dangerous Drivingb. Product Contaminationc. Collusion with Others in Dishonest Activities

FIRST LETTER OF WARNING

First Letter of Warning will advise against recurrence, whilst Final Letter of Warning will advise of dismissal in the case of recurrence and will refer to theFirst Letter of Warning.

a. Operating Equipment known to be Defectiveb. Non-adherence to Incident Reporting Guidelinesc. Acts of Indiscipline and Insubordinationd. Non-Adherence to HSEQ Procedurese. Contravening Traffic Rulesf. Delegation of Driver Duties to Driver Mateg. Failure to use Safety Wear and Uniformh. Failure to Apply Defensive Driving Skills

These guidelines apply to all Company Drivers and complement theDisciplinary Process in the Personnel Policies and Procedures Manual.





NIGHT BAN RESTRICTION POLICY

A.O. Basid Limited is committed to incident and accident free Fleet Operationsand ensuring that necessary procedures for Fleet Operations are developed

and updated at defined intervals or when changes to the Operating Standardsand Environments occur.

The Company has adopted the Nigh Ban Restriction Policy on ProductDeliveries.

Under the policy, the ban of night driving for Product Deliveries is limited tothe time interval between 1800 Hours and 0600 Hours.

This policy is complemented by the Company’s Driver Disciplinary Policy andthe Policy on Working Hours, which require Company Drivers not to exceedthe maximum driving hours per day and per week.

A.O. Basid Limited will not tolerate breach of this policy and non-compliancewith these conditions will result in severe disciplinary action and/or immediatedismissal.





POLICY ON MOBILE PHONES, OTHER DISTRACTIONS AND SEAT BELTS

USE OF MOBILE PHONES

a. Drivers are prohibited from using Mobile Phones while driving CompanyVehicles.

b. The use of Mobile Phones causes significant distractions during driving,which can be major causes of accidents.

c. Use of Mobile Phones including hands free phones is not allowed whilethe vehicle is in motion.

d. Drivers should stop vehicles at safe locations away from traffic toretrieve missed calls, messages and return calls.

e. Use of Mobile Phones while driving Company Vehicles will result in

summarily dismissal.

OTHER DISTRACTIONS

a. Drivers should not read, take notes, eat or drink while driving, as theseactivities distract the driver and increase risk of accidents.

b. Drivers should keep cab interiors free of unnecessary items and ensurethat all other items including personal effects are properly secured orstowed.

USE OF SEAT BELTS

a. Seat belts reduce the severity of injuries, consequent suffering and costincurred from vehicle accidents.

b. It is mandatory for Drivers, Driver Mates and Passengers in Companyvehicles to use seat belts at all times.

c. The Company has fitted seat belts in all Company Vehicles.

d. Seat belts must be worn by all vehicle occupants at all times.

e. Failure to use seat belts will result in summarily dismissal.





VEHICLE ACQUISITION AND DISPOSAL POLICY

PURPOSE

A.O. Basid Limited will replace trucks after 8 years of service.

The company’s vehicle design standards will consider the following:

a. Compliance with KS 2180 and other Oil Industry Codes of Practice.

b. Compliance with Company guidelines including all safety requirements

c. Maximize operating efficiency (maximum cubic meters per hour). Thiswill be achieved by specifying the maximum size and/or carrying capacityof vehicle, limited only by local regulations and by specifying the requiredon-road, loading and discharge performance.

d. Provide trucks and trailers which incur the minimum Whole Life Cost:taking into account the cost benefits of increased carrying capacity throughlower tare weights.

e. Acquisition of new vehicles that meet or exceed KS 2180 features andincorporate incident prevention as well as incident severity reductionfeatures.

INCIDENT PREVENTION FEATURES

Incident prevention features directly or indirectly aid in the prevention of incidents.

INCIDENT SEVERITY REDUCTION FEATURES

Incident severity reduction features reduce the severity of injury and/ordamage should an accident occur.

VEHICLE DISPOSAL AND REPLACEMENT

The Company will depreciate vehicles for eight years and will replace vehiclesthat are already eight years old, through sale or trade in off the old unit andpurchase of a new unit.

The Board of Directors will approve the process of procurement and disposalof new and old vehicles respectively and grant the Managing Directorauthority to proceed with all related business transactions.

Where the replacement program cannot be timely implemented, the ManagingDirector will inform the Board of Directors and seek the Board’s adoption of the resolution to delay the vehicle replacement.





OCCUPPATIONAL HEALTH AND SAFETY

P OLICY

A.O. Basid Limited will, as far as practicable, provide a safe work environment

for the health, safety and welfare of our employees, contractors, visitors andmembers of the public who may be affected by our work.

All persons responsible for the work activities of other employees areaccountable for:

• identifying practices and conditions that could injure employees, clients,members of the public or the environment

• controlling such situations or removing the risk to safety. If unable tocontrol such practices and conditions, report these to their manager

• making sure workers use personal protective equipment (PPE), trainingworkers to use PPE correctly

• making sure PPE is maintained and working properly

A.O. Basid Limited demands a positive, proactive attitude and performancewith respect to protecting health, safety and the environment by allemployees, irrespective of their position.

GROUP PERSONAL ACCIDENT COVER

All employees are covered by Group Personal Accident Cover for all instancesof injuries while at work.

INJURY PROCEDURE

If there is an injury:

1. The first priority is medical attention. The injured worker or nearestcolleague should contact one of A.O. Basid Limited’s first aiders. For aserious injury also call an ambulance.2. Any employee who is injured on the job, experiences a safety incidentor a near miss, must report the incident to their manager.3. The manager must write and submit to Management an Incident orNear Miss Report.4. This standard report must include:

• employee’s name and job details

• time and date of injury

• exact location the injury/incident occurred

• how the injury/incident happened

• details of the injury/illness and the part/s of the body injured

• names of any witnesses

• name of the person entering details in the Register

• date the employer was notified

5. A.O. Basid Limited will let the injured employee know in writing that

Management has received notification of any injury or illness.





PRODUCT SAFETY

It is A.O. Basid Limited’s policy to

• Identify and manage risks associated with its products and not sell

products when it is not possible ,through proper design, procedures andpractices, to provide an appropriate level of safety for people and theenvironment

• Specify precautions required in handling transporting using and disposingof its products and take reasonable steps to communicate them toemployees, customer and others who might be affected

• Comply with all applicable laws and regulation and apply responsiblestandards where laws and regulation do not exist

• Work with government agencies and others as appropriate ,to developresponsible laws ,regulations and standard based on sound science andconsideration of risk

• Include identification and control of potentially adverse health safety andenvironmental effects as priority consideration in the planning anddevelopment of products

• Undertake appropriate reviews and evaluations of its operations tomeasure progress and to ensure compliance with this policy





EQUAL EMPLOYMENT OPPORTUNITY (EEO)

P OLICY

This policy applies to all staff and covers all work-related functions andactivities including external training courses sponsored by A.O. Basid Limited.

It also applies for all recruitment, selection and promotion decisions.

The objective of A.O. Basid Limited’s Equal Opportunity Policy is to improvebusiness success by:

• attracting and retaining the best possible employees

• providing a safe, respectful and flexible work environment

• delivering our services in a safe, respectful and reasonably flexible way

D ISCRIMINATION, SEXUAL HARASSMENT AND BULLYING

A.O. Basid Limited is committed to providing a workplace free from

discrimination, sexual harassment and bullying. Behaviour that constitutes

discrimination, sexual harassment or bullying will not be tolerated and will

lead to action being taken, which may include dismissal.

For the purposes of this policy, the following definitions apply:

Discrimination:

Direct discrimination occurs when someone is treated unfavourablybecause of a personal characteristic that is protected under Victorian law.

Indirect Discrimination occurs when a rule seems neutral, but has adiscriminatory impact on certain people. For example a minimum heightrequirement of 6 foot for a particular job might be applied equally to men andwomen, but would indirectly discriminate on the basis of sex, as women tendto be shorter than men.

Sexual harassment includes unwelcome conduct of a sexual nature incircumstances in which it could reasonably be expected to make a person feel

offended, humiliated or intimidated reasonable person, having regard to allthe circumstances, would have anticipated that the person harassed would beoffended, humiliated or intimidated.

Workplace bullying may include behaviour that is directed toward anemployee, or group of employees, that creates a risk to health and safety e.g.physical and/or verbal abuse, excluding or isolating individuals; or givingimpossible tasks.

A.O. Basid Limited provides equal opportunity in employment to peoplewithout discrimination based on a personal characteristic protected under theEmployment Law 2007.

Personal characteristic include:





• age

• breastfeeding

• disability

• employment activity

• gender identity

• marital status• parental status

• personal association with someone having any of these characteristics

• physical features

• political activity/belief

• pregnancy

• race

• religious activity/belief

• sex

• sexual orientation

Any employee found to have contravened this policy will be subject todisciplinary action, which may include dismissal as outlined in the complaintprocedure below.

Employees must report any behaviour that constitutes sexual harassment,bullying or discrimination to their manager.

Employees will not be victimised or treated unfairly for raising an issue ormaking a complaint.

P ROCEDURE: TO MAKE A COMPLAINT

If you believe you are being, or have been, discriminated against, sexuallyharassed or bullied, you should follow this procedure.

1. Tell the offender the behaviour is offensive, unwelcome, and againstbusiness policy and should stop (only if you feel comfortable enough toapproach them directly, otherwise speak to your manager). Keep a writtenrecord of the incident(s).

2. If the unwelcome behaviour continues, contact your supervisor or managerfor support.

3. If this is inappropriate, you feel uncomfortable, or the behaviour persists,contact the Managing Director.

Employees should feel confident that any complaint they make is to be treatedas confidential as far as possible.

P ROCEDURE: TO RECEIVE A COMPLAINT

When a manager receives a complaint or becomes aware of an incident thatmay contravene A.O. Basid Limited’s EEO Policies, they should follow thisprocedure.

1. Listen to the complaint seriously and treat the complaint confidentially.

Allow the complainant to bring another person to the interview if theychoose to.





2. Ask the complainant for the full story, including what happened, step bystep.

3. Take notes, using the complainant’s own words.

4. Ask the complainant to check your notes to ensure your record of theconversation is accurate.

5. Explain and agree on the next action with the complainant.6. If investigation is not requested (and the manager is satisfied that theconduct complained is not in breach of A.O. Basid Limited’s EEO policies)then the manager should:

• act promptly

• maintain confidentiality

• pass any notes on to the manager’s manager

If an investigation is requested or is appropriate, follow the next procedure.

P ROCEDURE: TO INVESTIGATE A COMPLAINT

When a manager investigates a complaint, they should follow this procedure.

1. Do not assume guilt.2. Advise on the potential outcomes of the investigation if the allegations are

substantiated.3. Interview all directly concerned, separately.

4. Interview witnesses, separately.

5. Keep records of interviews and the investigation.

6. Interview the alleged harasser, separately and confidentially and let thealleged harasser know exactly of what they are being accused. Give them achance to respond to the accusation. Make it clear they do not have toanswer any questions; however, the manager will still make a decisionregardless.

7. Listen carefully and record details.

8. Ensure confidentiality, minimise disclosure.

9. Decide on appropriate action based on investigation and evidencecollected.

10. Check to ensure the action meets the needs of the complainant andA.O. Basid Limited.

11. If resolution is not immediately possible, refer the complainant to theManaging Director.

12. Discuss any outcomes affecting the complainant with them to makesure where appropriate you meet their needs.

P OSSIBLE OUTCOMES

If after investigation management finds the complaint is justified,management will discuss with the complainant the appropriate outcomeswhich may include:

• disciplinary action to be taken against the perpetrator (counselling,warning or dismissal)

• staff training• additional training for the perpetrator or all staff, as appropriate

• counselling for the complainant





• an apology (the particulars of such an apology to be agreed between allinvolved)





LEAVE POLICY

G ENERAL LEAVE POLICY

All employees are entitled to leave in accordance with the relevant awards oragreements and statutory provisions. Where the entitlements or practices inthis document conflict, the applicable award, workplace agreement,employment contract or employment law takes precedence.

All planned leave has to be mutually agreed, and take into account workloadsand the employee’s needs. Leave must be approved in advance, except whenthe employee cannot anticipate the absence. Any documents regarding leavewill be kept on the employee’s personnel file.

A NNUAL LEAVE POLICY

Each employee is entitled to a minimum of 21 days annual leave a year. Leave

entitlements are calculated from the date they started work and accrue inaccordance month by month. Annual leave counts towards continuous service.Applications for annual leave need to be lodged 2 weeks in advance.

An employee is expected to take accrued annual leave for business closedown periods.

A.O. Basid Limited will decide on a case-by-case basis whether it will agreewith an employee to ‘cash out’ annual leave as permitted by the EmploymentLaw.

In some circumstances, leave in advance of what leave has accrued may be

approved. This is conditional on the employee agreeing to the businessdeducting any advance in the event of termination, or to the employeeaccepting leave without pay.

SICK LEAVE

An employee is entitled to a minimum of 18 days of personal/carer’s leaveevery 12 months which can all be taken as carer’s leave if required. Paidpersonal leave accrues at the rate of 1.5 days per month of service and iscumulative.

An employee should notify his/her manager as soon as possible if they areunable to attend work due to illness or injury. Management, at its discretion,may request evidence such as a medical certificate showing that theemployee was entitled to take personal leave during the relevant period.

C OMPASSIONATE LEAVE

Compassionate leave is paid leave taken by an employee to spend time with afamily member/member of the employee’s household, who has a personalillness, or injury, that poses a serious threat to his/her life, or after the deathof a family member/member of the employee’s household.

Each employee is entitled to a period of five days paid compassionate leavefor each occasion where a family member has died, or the employee needs to





spend time with a seriously ill family member. Additional unpaid leave maybegranted at management discretion.

P ARENTAL LEAVE POLICY

Male employees are entitled to 2 weeks paid paternity leave following thebirth of a child in the family and he may, in agreement with the manager, takesome or all of that leave at the same time.

D URING PARENTAL LEAVE

Even though the employee is on leave, they will continue to be protectedagainst discrimination as an employee.

A.O. Basid Limited respects that some employees do not want any contactwhile on leave, and others do. The manager should discuss with the employeewhat sort of communication the employee would like while on leave, and

record this agreement.

While an employee is on parental leave, A.O. Basid Limited will ensure that theemployee is considered and kept informed of significant changes that mayoccur in the business.





PERFORMANCE MANAGEMENT

P OLICY

The purpose of performance management is to improve performance. It is anongoing process. It should include informal and formal review. We encouragea two-way process, that is, employees can also give management feedback onperformance.

All employees will undergo a formal performance review with their immediatemanagers at least 4 times a year.

P ROCEDURE

1. The manager and the employee agree on the date for a performanceappraisal meeting to allow time to prepare.

2. The manager and employee will meet and openly and constructively

discuss performance over the period.3. The manager and the employee will agree any objectives and outcomes for

the next appraisal period.4. Training and development will be considered as part of the process.5. Notes should be taken of the meeting and copies kept.6. Outside of this formal process, employees are encouraged to raise any

issues they have when they arise.





PERFORMANCE IMPROVEMENT

P OLICY

Where warranted A.O. Basid Limited will use improvement processes toimprove performance. Should such improvement processes be unsuccessful inimproving an employee’s performance, A.O. Basid Limited may decide to endan employee’s employment. Depending on the circumstances, performanceimprovement action may include verbal or written warnings, counselling orretraining.

A.O. Basid Limited requires a minimum standard of conduct and performancewhich will be made clear to employees in management appraisals. If anemployee does not meet this standard, A.O. Basid Limited will takeappropriate corrective action, such as training. Formal performanceimprovement procedures will generally only start when other corrective actionfails.

If an employee deliberately breaches business policy or procedure, or engagesin misconduct, A.O. Basid Limited may start improvement procedures, or, incases of serious misconduct or breach of policy, may dismiss an employee.

Each employee must understand their responsibilities, be counselled andgiven the opportunity to reach the standards expected of them. A.O. BasidLimited will give an employee the opportunity to defend themselves beforemanagement takes further action.

P ROCEDURE

1. A.O. Basid Limited will advise the employee of any shortfall in theirperformance, and give them an opportunity to respond.2. Once they respond, the manager will consider their response anddecide if performance improvement action should be taken. A.O. BasidLimited will provide support such as training where appropriate.3. If the employee is given a verbal warning, the manager should make anote of it, date it and sign it.4. The manager will advise the employee in clear terms what they see asthe performance problem or the unacceptable conduct. To highlight thedeficiency they should use specific examples, and refer to the correctpolicy or procedure.

5. The manager will allow the employee to respond before making adecision and consider the employee’s responses. The employee may havea support person present at such meetings.6. The manager will decide if more action is needed.7. If a written warning is to follow, the manager is to:

• document it and give the employee a copy

• give the employee the opportunity (and their support person theopportunity) to sign the warning

• keep a copy on file8. The warning must clearly define:

• the deficiency

• a clear explanation of the expected standard• by when the employee needs to achieve it





• how the business will help the employee achieve the improvementrequired

• consequences of failing to improve9. The manager concerned will keep a record of all meetings, trainingand/or coaching given and a summary of discussions, and put a copy on

the employee’s personnel file. This should include date, location and timeof discussion.10. They will continue to support the employee and note the supportthey give, for example, training or counselling.11. If the employee’s performance or conduct doesn’t improve, themanager will give the employee a final written warning. This documentneeds to warn the employee in clear terms that A.O. Basid Limited willterminate their employment if there is not enough improvement, and asustained improvement in, their performance.

Note: some circumstances justify going straight to a second or final warning.





GRIEVANCES

P OLICY

A.O. Basid Limited supports the right of every employee to lodge a grievancewith their manager if they believe a decision, behaviour or action affectingtheir employment is unfair. An employee may raise a grievance about anyperformance improvement action taken against them.

We aim to resolve problems and grievances promptly and as close to thesource as possible. When necessary, A.O. Basid Limited will escalate agrievance to the next higher level of authority for more discussion andresolution, and continue escalating it to the level above until it is resolved.Managers will do their utmost to action grievances objectively, discreetly andpromptly. Be aware that grievances that are misconceived, vexatious, andlacking substance may result in disciplinary action being taken against theemployee lodging the grievance.

P ROCEDURE

1. The employee should try to resolve the grievance as close to the source aspossible. This can be informal and verbal. At this stage, every possibleeffort should be made to settle a grievance before the formal grievanceprocess starts. If the matter still can’t be resolved, the process continuesand becomes formal.

2. To start the formal grievance the complainants must fully describe theirgrievance in writing, with dates and locations wherever possible and howthey have already tried to settle the grievance.

3. The person(s) against whom the grievance/complaint is made should begiven the full details of the allegation(s) against them. They should havethe opportunity and a reasonable time to respond before the processcontinues.

4. If the grievance still cannot be resolved, refer the matter to the most seniormanager for consideration and a final decision. A grievance taken to thislevel must be in writing from the employee.





CONFLICT OF INTEREST

P OLICY

Conflict of interest arises whenever the personal, professional or businessinterests of an employee are potentially at odds with the best interests of A.O.Basid Limited.

All employees are required to act in good faith towards A.O. Basid Limited.Employees need to be aware of the potential for a conflict of interest to ariseand should always act in the best interests of A.O. Basid Limited.

As individuals, employees may have private interests that from time to timeconflict, or appear to conflict, with their employment with A.O. Basid Limited.Employees should aim to avoid being put in a situation where there may be aconflict between the interests of A.O. Basid Limited and their own personal orprofessional interests, or those of relatives or friends. Where such a conflict

occurs (or is perceived to occur), the interests of A.O. Basid Limited will bebalanced against the interests of the staff member and, unless exceptionalcircumstances exist, resolved in favour of A.O. Basid Limited.

It is impossible to define all potential areas of conflict of interest. If anemployee is in doubt if a conflict exists, they should raise the matter with theirmanager.

P ROCEDURE

Employees must:

• declare any potential, actual or perceived conflicts of interest that exist onbecoming employed by A.O. Basid Limited to management

• declare any potential, actual or perceived conflicts of interest that arise orare likely to arise during employment by A.O. Basid Limited tomanagement

• avoid being placed in a situation where there is potential, actual orperceived conflict of interest if at all possible

If an employee declares such an interest, A.O. Basid Limited will review thepotential areas of conflict with the employee and mutually agree on practicalarrangements to resolve the situation.

Employees must disclose any other employment that might cause a conflict of interest with A.O. Basid Limited to their manager. Where there are externalinvolvements that do not represent a conflict of interest, these must not affectperformance or attendance whilst working at A.O. Basid Limited. If suchinvolvement does affect performance or attendance it will be considered aconflict of interest.

Employees must not set up or engage in private business or undertake otheremployment in direct or indirect competition with A.O. Basid Limited usingknowledge and/or materials gained during the course of employment with A.O.

Basid Limited.





Engaging in other business interests during work hours will result in strongperformance improvement action.

Failure to declare a potential, actual or perceived conflict of interest or to takeremedial action agreed with A.O. Basid Limited, in a timely manner, may resultin performance improvement proceedings including dismissal.





INTELLECTUAL PROPERTY AND SECURITY

All intellectual property developed by employees during their employmentwith A.O. Basid Limited, including discoveries or inventions made in theperformance of their duties related in any way to the business of A.O. BasidLimited, will remain the property of A.O. Basid Limited.

Employees may be given access to confidential information, data, businessproperty, keys to premises or any other business related property/informationin the performance of their duties. This must be protected and used only in theinterests of A.O. Basid Limited.

Employees must not:

• disclose or use any part of any confidential information outside of theperformance of their duties and in the interests of A.O. Basid Limited; or

• authorise or be involved in the improper use or disclosure of confidential

information; during or after their employment without the Employer'swritten consent, other than as required by law.

‘Confidential information’ includes any information in any form relating to A.O.Basid Limited and clients or businesses, which is not in the public domain.

Employees must act in good faith towards A.O. Basid Limited and mustprevent (or if impractical, report) the unauthorized disclosure of anyconfidential information. Failure to comply with this policy may result inperformance improvement proceedings including dismissal, and A.O. BasidLimited may also pursue monetary damages or other remedies.





TERMINATION AND NOTICE

During the probationary period, either party may terminate the contract bygiving two (2) weeks’ notice or the equivalent of two (2) week's salary in lieuof notice.

Upon confirmation of your employment, either party may terminate thecontract by giving one (1) months’ notice or one (1) month's salary in lieu of notice. TheCompany reserves the right not to give any reasons for termination.

The Company, however, has the right to give immediate notice beforeterminating your services if you are guilty of misdemeanour, misconduct,negligence or breach of any of the terms of this Letter of Appointment. Uponthe termination of your employment you shall return to the Company alldocuments, records, items and materials in your possession or custodybelonging to the Company or its clients and you shall not retain any copies

(including electronic or soft copies) thereof.

During your notice period, you shall handover all documents and materialsrelating to your work and ensure a smooth transition of your duties andresponsibilities. If you fail to complete the handover during the notice period,the Company shall be fully entitled to require and compel you to stay two (2)more weeks after the notice period has ended to complete the hand over.





ENVIRONMENTAL BEST PRACTICE

P OLICY

A.O. Basid Limited will comply with all local and national laws and regulationson:

• disposing of hazardous waste, trade waste (i.e. waste added to the sewer)and waste water

• safe handling, storage and transport of hazardous waste and petroleumproducts

• land use

• air pollution and carbon emissions

P ROCEDURE

A.O. Basid Limited will set targets each year to increase energy and water

efficiency, and seek opportunities for reducing and recycling waste. To do this,we will:

General

• publish monthly energy and water use on the staff notice board includingsavings made, and report on greenhouse gas emissions

• give preference to maintenance and other contractors using greenproducts

Energy

• buy electrical and lighting systems rated as energy efficient

• use green energy where feasible, either in part or whole

Water

• buy appliances rated as water efficient

Waste

• investigate ways to reduce consumption or recycle waste





MANAGEMENT OF CHANGE POLICY

MISSION

Coordinate and control all changes to fleet operations to minimize adverse

impacts fleet operations.GOAL

Ensure that standardized methods and procedures are used for efficient andprompt handling of all changes, in order to minimize the impact of Change-related incidents upon service quality, and consequently to improve the day-to-day fleet operations of the company.

ACTIVITIES

Procedures, Equipment and Personnel Changes

BENEFITS

a. Better alignment of fleet operations to business requirements

b. Increased visibility and communication on changes to fleet operations

c. Improved risk assessment

d. Reduced adversely impact of changes on fleet operations and on TransportContracts

e. Improved problem management through the use of valuable management

information

CRITICAL SUCCESS FACTORS

a. Controlling Changes

b. Making Quick And Accurate Changes Based On Fleet Operations Priorities

c. Protecting Services When Making Changes

KEY ACTIVITIES

The key activities for this process are:

a. Accept Changes

b. Prioritize and classify changes

c. Approval of Changes

d. Implementation and post implementation reviews of changes

company policies and procedures manual

Documents