Human Resource Policies

HUMAN RESOURCE POLICIES
MABANI STEEL LLC
Head Office & Factory Address:

Ras Al Khaimah- U.A.E
P.O. Box: 31508
Tel: + 9717 244 7464
Fax: + 9717 244 7277
Email: Info@mabanisteel.ae
Website: www.mabanisteel.com
HUMAN RESOURCE POLICIES MABANI STEEL LLC
TABLE OF CONTENTS
CHAPTER 1- RECRUITMENT & SELECTION POLICY ........................................................... 7
1.1 MAN POWER PLANNING .............................................................................................. 7
1.2 RECRUITMENT PROCEDURES...................................................................................... 7
1.3 JOB DESCRIPTION .......................................................................................................... 9
1.4 INTERVIEW & SELECTION PROCESS .......................................................................... 9
1.5 EMPLOYMENT CONTRACT ......................................................................................... 10
1.6 EMPLOYMENT LEGAL REQUIREMENTS IN UAE .................................................. 10
1.7 PROBATIONARY PERIOD ............................................................................................ 11
1.8 HOTEL ACCOMMODATION......................................................................................... 12
1.9 AIR TICKET BOOKING.................................................................................................. 12
1.10 ORIENTATION PROGRAM ........................................................................................... 12
1.11 EMPLOYMENT OF FAMILY MEMBERS .................................................................... 13
CHAPTER 2 - CODE OF CONDUCT POLICY .......................................................................... 15
2.1 HOURS & PLACE OF WORK ........................................................................................ 15
2.2 ATTENDANCE & TARDINESS ........................................................................................ 16
2.3 DRESS CODE & APPEARANCE AT WORK ................................................................ 17
2.4 DRESS DOWN DAY........................................................................................................ 18
2.5 PREVENTAION OF BULLYING IN COMPANY’S PREMISES .................................. 18
2.6 ALCOHOLIC BEVERAGES & ILLEGAL DRUGS ......................................................... 19
2.7 SEXUAL HARASSMENT ............................................................................................... 19
2.8 CONFIDENTIAL INFORMATION ................................................................................... 20
2.9 PERSONAL PROPERTY .................................................................................................. 20
2.10 COMPANY PROPERTY.................................................................................................. 21
2.11 CUSTODIAN OF PERSONNEL FILES ........................................................................... 21
2.12 ACCESS TO PERSONNEL RECORDS ......................................................................... 21
2.13 EMAIL POLICIES ............................................................................................................ 22
A. COMPANY EMAIL ADDRESS ...................................................................................... 22
B. PROHIBITED EMAIL CONTENT .................................................................................. 23
2.14 INTERNET ACCESS POLICIES ..................................................................................... 23
A. PROCEDURE FOR OBTAINING INTERNET ACCESS ............................................... 23
B. RESTRICTIONS ON USE................................................................................................ 24
C. SECURITY OF INFORMATION .................................................................................... 24
2.15 GENERAL CODE OF CONDUCT .................................................................................. 25
CHAPTER 3- COMPENSATION, BENEFITS & GRADING STRUCTURE ............................ 27
3.1 EMPLOYEES’ GRADING STRUCTURE....................................................................... 27
3.2 EMPLOYEE’S CONTRACT STATUS............................................................................ 29
1. FAMILY STATUS............................................................................................................ 29
2 Date of Issue: February

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Last Revision: March- 2009
2. MARRIED STATUS......................................................................................................... 29
3. SINGLE STATUS............................................................................................................. 29
3.3 EMPLOYEE COMPENSATION ..................................................................................... 30
1. WHITE COLOR CATEGORY (OFFICE STAFF)........................................................... 30
2. BLUE COLOR CATEGORY (WORKERS) .................................................................... 31
3.4 ANNUAL AIR TICKET ................................................................................................... 32
3.5 INSURANCE SCHEMES ................................................................................................. 32
3.6 CLINIC FACILITIES ....................................................................................................... 33
3.7 OVERTIME ...................................................................................................................... 34
3.8 MOBILE ALLOWANCE ................................................................................................. 34
3.9 PETROL ALLOWANCE.................................................................................................. 34
3.10 COMPANY VEHICLE ..................................................................................................... 35
CHAPTER 4 - INCENTIVE PLANS POLICY ............................................................................ 37
4.1 RECOGNITION PROGRAMS ......................................................................................... 37
4.2 DEVELOMENT OF PLAN .............................................................................................. 37
4.3 TYPES OF AWARDS ...................................................................................................... 38
4.4 BONUS PLAN POLICY................................................................................................... 38
A. C& F SUPPLY NETBACK (VALUE ADDED) .............................................................. 38
B. SALES TARGET .............................................................................................................. 39
C. ACHIEVEMENTS ............................................................................................................ 39
CHAPTER 5- LEAVE POLICY ................................................................................................... 41
5.1 TYPES OF LEAVES ....................................................................................................... 41
A. VACATION LEAVE ........................................................................................................ 41
B. SICK LEAVE .................................................................................................................... 42
C. ACCIDENT LEAVE......................................................................................................... 43
D. MATERNITY LEAVE ..................................................................................................... 43
E. LEAVE OF ABSENCE..................................................................................................... 44
F. HAJ LEAVE...................................................................................................................... 44
5.2 LEAVE PROCEDURES ................................................................................................... 44
5.3 VACATION AIRTICKET PROCEDURES ..................................................................... 45
CHAPTER 6 - BUSSINESS TRIP POLICY ................................................................................ 48
6.1 PROCEED A BUSSINESS TRIP ........................................................................................ 48
6.2 ARRANGMENTS OF HOTEL AND AIRTICKET ......................................................... 49
6.3 PER DIEM & REIMBURSEMENT OF EXPENSES ..................................................... 49
6.4 PROCEDURED OF EXPENSES CLAIM ........................................................................ 50
CHAPTER 7- TERMINATION OF EMPLOYMENT ................................................................. 52
7.1 TERMINATION OF CONTRACT................................................................................... 52
7.2 NOTICE PERIOD ............................................................................................................. 52
7.3 END OF SERVICE BENEFITS ....................................................................................... 53

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7.4 EMPLOYEE EXIT PROCEDURES................................................................................. 54

7.5 EXIT INTERVIEW ........................................................................................................... 55
7.4 REPATRIATION .............................................................................................................. 55
7.3 DEATH OF EMPLOYEE ................................................................................................. 55
CHAPTER 8- PERFORMANCE APPRAISAL ........................................................................... 57
8.1 APPRAISAL OBJECTIVES ............................................................................................. 57
8.2 APPRAISAL TIMEFRAME ............................................................................................. 57
8.3 APPRAISAL PROCESS ................................................................................................... 58
8.4 APPRAISAL FEEDBACK ............................................................................................... 59
8.6 APPRAISAL METHODS ................................................................................................. 59
8.7 EMPLOYEE’S CHANGE OF STATUS .......................................................................... 60
A. SALARY INCREASE....................................................................................................... 60
B. PROMOTION ................................................................................................................... 60
C. DEMOTION...................................................................................................................... 61
D. JOB ROTATION............................................................................................................... 61
E. CHANGE OF STATUS .................................................................................................... 61
CHAPTER 9- TRAINING & DEVELOPMENT.......................................................................... 64
9.1 DEVELOPING TRAINING PROGRAM ......................................................................... 64
9.2 ASSESSING TRAINING PROGRAM............................................................................. 65
9.3 EVALUATING TRAINING PROGRAM ........................................................................ 65
9.4 BONDING POLICY ......................................................................................................... 66
CHAPTER 10- WORK PLACE SAFETY & SECURITY ........................................................... 68
10.1 FIRE FIGHTING & PROTECTION................................................................................. 68
10.2 FIRST AID ....................................................................................................................... 69
10.3 COMPUTER ERGONOMICS .......................................................................................... 69
10.4 SMOKE FREE WORKPLACE ........................................................................................ 70
10.5 REPORTING INCIDENTS............................................................................................... 70
10.6 INCIDENT REVIEW PROCESS ..................................................................................... 71
10.7 SAFETY PROCEDURES AT WORK SHOP .................................................................. 72
CHAPTER 11- DISCIPLINARY RULES & GRIEVANCE ........................................................ 76
11.1 DISCIPLINARY RULES.................................................................................................. 76
11.2 GRIEVANCE PROCEDURES ......................................................................................... 78

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PREFAC
E
These policies are effort to create better understanding of the company practices , procedures and
to ensure a safe, organized, convivial, empowering, nondiscriminatory work place and to
facilitate day to day administration of the company. It protects the rights of employees and
assures uniformity of action throughout the company.
Each member of management is responsible for administering these policies in a consistent and
impartial manner.
A softcopy of these policies is posted on the company Intranet and HR Share Folder for the
information of Mabani Steel employees. In addition to the Intranet and HR Share Folder,
employees may review the policies in Human Resource department.
The Human Resources policies contained in this manual have been approved by the President
under the authority delegated by the Board of Directors and are hereby established as official
policies for Mabani Steel L.L.C.
Policies in the field of Human Resources are subject to modification and further development in
the light of experience without notice.
The Office of Human Resources is responsible for disseminating all new or revised HR
Policies.

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CHAPTER ONE
RECRUITMENT & SELECTION

POLICY
6 Date of Issue: February -2008

CHAPTER 1- RECRUITMENT & SELECTION POLICY

The recruiting process begins with an attempt to find employees with the abilities and attitudes
desired by the organization and to match them with the tasks to be performed.
1.1 MAN POWER PLANNING
To ensure the availability of capable, skilled and committed employees in future and generate
strategic plans to achieve sustained competitive advantages by recruiting competent staff, the
department heads are required to project their department’s manpower planning annually.
The annual manpower planning should be prepared in accordance with the business plan and
approved annual budget.
On the month of November of each year, the department heads are required to send their annual
manpower plans to HR department for the purpose of human resource planning of the coming
year.
1.2 RECRUITMENT
PROCEDURES
1
1. In all cases a “New Employment Requisition Form” must be filled with approval being
gained in accordance with procedure set out in this policy. Where a new post is being
established, the budget for the post should be considered.
2. Once Human Resource Department receives approved “New Employment Requisition

Form”, Human Resource Manager will be responsible to select an appropriate recruitment
method(s) to identify potential candidates. The initial short listing and interview will be done
by Human Resource Manager in accordance with the job description and specifications
provided by the concerned Department.
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Appendix 1

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3. Where interview session is conducted, candidate should be informed about the outcome of
the interview within two weeks. This is Human Resource Manager Responsibility to ensure
that candidate is notified about the result of interview.
4. If there is additional manpower requirements not included in annual budget there must be
written justification quantifying the increased workload/ expansion in scope of operation. In
addition president approval must be obtained.
5. A new employee should not be recruited if the need can be met sufficiently through internal
recruitment by promotion or transfer of qualified existing employees.
6. Staff required for work of a temporary nature may be employed on such a basis for a limited
duration ensuring labour law compliance. Temporary employees will be engaged on a flat
daily/monthly rate of pay and will not be eligible for any further benefits over and above this
payment.
7. Information regarding new vacancies shall be advertised on company website in addition to

any other type of media selected. The purpose is to enable both external and internal
candidates to apply for the post and to create a fairly selected pool of applicants from which
the most appropriate can be selected.
a. All recruitment of a permanent or temporary nature is subject to the approval of the Human
Resource Manager in conjunction with the Executive Management’s approvals.
b. Human Resource Manager will review recruitment request to ensure compliance of company
policy and approved budgeted. In the event the request is not in conformity with the
company’s staffing strategy, policy or budget this will be notified in writing to the concerned
department manager.

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1.3 JOB DESCRIPTION
A key purpose of a job description is to identify for a job holder the contribution required by the
organization. It is fundamental tools for managers who can use it to ensure that his subordinates
understand the criteria on which his performance will be assessed.
Human Resource Manager is responsible to conduct job analysis when requires and ensure
appropriate job descriptions are prepared for all existing jobs in the company.
Job description provides information to Human Resource Manager in recruitment process to

identify qualified candidates who meet mentioned criteria in the job description. It is also helps in
a number of other needs such as training, job evaluation and performance management.
1.4 INTERVIEW & SELECTION PROCESS
The purpose of interview is to assess candidate’s suitability through fair and efficient questioning
techniques which are focused on obtaining relevant evidence on which to make a decision. There
should be consideration of:
• The time required to notify the candidate

• An appropriate and accessible location
• Candidate may have particular needs, mobility/communication, which should be met to
enable him/her participating fully in interview process. The timetable should be planed.
2
Prior to the interview session, candidate must fill an “Applicant Data Record” to summarize
his personal information and career history for interviewer easy access. This form will be
attached with candidate resume and recorded in HR database for future reference.
2
Appendix 2

Last Revision: March-
2009
3
The “Interview Report” form is designed by Human Resource department to be used as a
check list by interviewer. The interviewer must accurately determine that applicant
possesses the required knowledge, skills and other characteristics to meet the job expectations.
After finishing the session, interviewer should indicate his decision at the end of Interview Report
and send it to Human Resource department along with applicant’s resume and other relevant
documents for further formalities.
Human Resource department will take necessary action to issue a job offer to the selected
candidate and will obtain relevant documents to finalize employment procedures.
1.5 EMPLOYMENT
CONTRACT
A legal employment contract specifies and set out the terms and conditions of employment in
details. A new hire will receive an employment contract after joining the company and while
going through residence visa processing.
The official employment contract is drafted in English and Arabic and governed in accordance
with the Labor Law for unlimited period.
1.6 EMPLOYMENT LEGAL REQUIREMENTS IN

UAE
The employment of non-GCC national is conditional upon the company being able to obtain all
necessary work permits & residence visa required under UAE Law.
The new hire will be able to join the team after receiving an employment visa issued by Mabani
Steel. Afterward, he will be required to undergo medical tests for communicable diseases and
finger print at police station to obtain a clearance certificate for criminal background.
3
Appendix 3

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Company is responsible to process all work permits and residency permits for its employees at
company cost including employment visa, medical, finger print, one way joining ticket ( for
overseas recruitment) and other relevant costs. A residence visa is valid for a period of three
years and is renewable after expiration of this period.
If employee terminates the employment contract before completion of one year of services with
the company he/she is obligated to compensate company the entire visa processing cost which
were occurred during employment & residence visa processing.
Mabani Steel will cover the cost of residency for married employee and his dependents based on
his grade and contract status.
• Family Status: Employee, his spouse and 2 kids up to age of 18.

• Married Status: spouse only
• Single: employee only
If employee is under staff category (white color) after finalizing residency, the original passport
of will be returned to him/her and will remain under his/her custody; but if employee is under
worker category (blue color) the original passport will remain under company’s custody and will
be released on the time of employee’s annual leave or his separation from the company.
1.7 PROBATIONARY PERIOD
The confirmation of employment contract and new hire services with the company is subject to
satisfactory completion of a probationary period as stipulated in contract, 3 to 6 months from the
first day of employment. The probationary period is not necessary for individuals selected within
the organization.
The probation period will enable managers to assess the initial performance of the appointed
candidate and determine his/her suitability to perform the job.

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1.8 HOTEL
ACCOMMODATION
If new hire is not eligible to company‘s camp, Human Resource department will make
arrangement to accommodate him/her in standard suitable hotel accommodation for the period of
three nights on company ‘account (room only).
If new hire wishes to stay more, the additional days will be paid by the company and recovered
from his/her salary.
1.9 AIR TICKET BOOKING
The company shall be responsible to provide one way economy class air ticket to the new hire
and/or his/ her dependents (based on job offer status) from the place he/she is recruited to UAE.
If new hire wishes to buy his/her own ticket, he/she shall do so and reimburse the amount of the
ticket after joining date.
Note:
Article 1.8 & 1.9 are applicable for overseas recruitment
only.
1.10 ORIENTATION PROGRAM
Human Resource department will schedule an appropriate orientation program for the new joiner
before his/her joining date. Depend on the nature of the job, the orientation schedule will be
prepared to the particular needs of the individual and this must be identified by the concern
department head, whenever practicable.
The aims of orientation program are to familiarize the new joiner with the company’s procedures,
policy, practices and better understanding of the business to increase commitment and reduce the
cost of early leavers.

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The following documents will be provided to the new joiner as part of Human Resources
orientation program:
A copy of Employee Handbook
A copy of employee’s Job description
HR relevant forms to be filled by new employee such as “Employee
4 5
Information Form ” and “Beneficiary Letter ”.
A copy of organizational chart
Also Human Resource department will ensure that all relevant information and documents needed
for payroll, personal file and etc are gathered and recorded.
1.11 EMPLOYMENT OF FAMILY

MEMBERS
Mabani Steel has no prohibition against hiring relatives of existing employees but there are
concerns that employment of relatives in the same area or department may impact departmental
functioning.
Therefore, to minimize potential issues with regard to relatives working together, a family
member should not have supervisory responsibilities for another family member. The family
relationship should be disclosed before selection or hiring.
4
Appendix 4
5
Appendix 5

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CHAPTER TWO
CODE OF CONDUCT POLICY

CHAPTER 2 - CODE OF CONDUCT POLICY

It is the policy to observe that all U.A.E laws & regulations are applicable to the company. All
employees are expected to demonstrate high standards of business ethics and
professional integrity.
Employees are the company’s representatives and it is expected that they should fully comply
with the law and perform in a manner that reflects favorably on the company’s reputation.
2.1 HOURS & PLACE OF

WORK
All employees are required to complete 48 working hours per week as follows:
Head office employees shall work from Sunday to Thursday from 8:00am to 6:00 pm
including 30 minutes lunch break.
Sales offices inside the U.A.E shall work 48 hours in a week as per their sales
schedules and commitment toward clients.
Mabani Steel Sales offices outside the U.A.E shall work 48 hours in a week
following working days ruling for the private sector in their respective countries.
Operation and Erection employees (blue color category) shall fulfill 48 hours in a week
from Saturday to Thursday excluding lunch break.
6
Employees may be required to work beyond 48 hours and receive overtime for additional
hours as per UAE labor law.
Time spent proceeding from place of living to work place does not form part of the working
hours.
During the month of Ramadan, the working hours are reduced by 2 hours per day according to the
law.
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See Article 3.11 , Chapter 3

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Initially the employee will work at the place mentioned in his/her employment contact, but he/she
may be required to work at any other places to fulfill his/her duties. The employee may also
be required to travel within /outside his/her original place of work to perform his/her
duties.
2.2 ATTENDANCE &

TARDINESS
On time attendance is an expectation of all employees. Daily attendance is especially important

for employees whose customers and coworkers have the expectation of on-time delivery of
services.
• Emergency personal time is made available to employees for unscheduled events as

personal illness, immediate family member illness, doctor appointments and etc which
must be approved by department head before the employee leaves the workplace.
• By the end of each month, employee’s attendance report will be monitored by Human
Resource department to ensure completion of required working hours per day.
• There will be a salary deduction if an employee attends the workplace later than normal
working hours, unless missed times is made up later.
• Employees, who are late and are not able to be present at the workplace on time, must
call their direct manager /supervisor not later than sixty minutes after the start of normal
working hours. If the supervisor/ manager are unavailable, employees may leave a
message with a phone number where they can be reached with the receptionist. Failure to
call is considered leave without pay.
• When possible, within the normal schedule, the employee may make up any time missed
during the week in which the time was missed. Employees must have the permission of
their department manager to make up time and Human Resource department should be
informed.

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• Supervisor/manager shall inform Human Resource department about employee’s leave.

Where a time attendance machine is available, employees are required to punch in /out on
daily base.
When an employee misses a punch, he should inform Human Resource department
immediately, otherwise he/she will be considered absent.
Life events can interfere with work attendance. However, in order to operate the business in an
orderly and efficient manner, employees need to use as few emergency personal hours as are
necessary and to avoid absenteeism.
Disciplinary action will be taken against an employee who overuses emergency personal time and
unscheduled leave.
2.3 DRESS CODE & APPEARANCE AT WORK
The standard dress code for Mabani Steel employees is casual business dress which projects a
professional image for our customers, potential employees, and community visitors.
The team members of sales offices are most in daily interaction with customers and community
members, therefore they are encouraged to wear suite with light color shirt and dark color tie
during working hours.
Below guidelines shall help employees to determine what is appropriate to wear at
work:
• Clothing that works well for the beach, yard work, dance clubs, exercise sessions, and
sports contests may not be appropriate for a professional appearance at work.
• Clothing that reveals excessive cleavage, back, chest, feet, stomach or undergarments is not
appropriate for a business setting.
• Clothing should be pressed and never wrinkled. Torn, dirty, or frayed clothing is
unacceptable.
• All seams must be finished. Any clothing that has words, terms, or pictures that may be
offensive to other employees is unacceptable. This includes images that are political or

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religious in nature, are sexually provocative, use profanity or are insulting of other
employees. Clothing that has the Company logo is encouraged.
The direct supervisors / managers have the primary responsibility to ensure that his subordinates
conform to the policies.
2.4 DRESS DOWN DAY
Thursdays have been formally designated by the Company as a dress down day excluding sales
offices’ employees. On this days jeans and other casual approach to dressing, although never
potentially offensive to others, are allowed.
2.5 PREVENTAION OF BULLYING IN COMPANY’S

PREMISES
Workplace bullying can be defined as the repeated less favorable treatment of a person by another
or others in the workplace or company accommodation, which may be considered unreasonable
and inappropriate workplace practice. It includes behavior that intimidates, offends, degrades or
humiliates an employee.
Bullying behaviors can be verbal, physical, social or psychological (including offensive messages
through the use of SMS and email).
Mabani Steel is committed to ensure that all employees are treated with dignity and respect. This
will be Human Resources department responsibility to takes proper action to prevent and respond
to bullying at workplaces.
Human Resources department will ensure that procedures for reporting, investigating and
resolving complaints related to bullying are followed in accordance with policies.
The Department Heads are responsible to ensure that appropriate instruction and information are
provided to their employees to support this policy and promote employees’ awareness on the
standard professional behaviors and respect towards others.

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2.6 ALCOHOLIC BEVERAGES & ILLEGAL

DRUGS
The possession, consumption or sale of alcoholic beverages at workplace and or in company’s

camp is strictly prohibited
“Alcoholic beverage" includes alcohol, spirits, liquor, wine, beer, and every liquid or solid
containing alcohol, spirits, wine or beer, and which contains one-half of 1 percent or more of
alcohol by volume and which is fit for beverage purposes either alone or when diluted, mixed, or
combined with other substances
Similarly, illegal drugs are prohibited on the company premises. If an employee is found under
the influence of illegal drugs or found buying, selling or possessing narcotics on the company’s
premises he will be dismissed without notice.
2.7 SEXUAL
HARASSMENT
Sexual harassment occurs when one employee makes continued, unwelcome sexual advances,
requests for sexual favors, and other verbal or physical conduct of a sexual nature, to another
employee, against his /her wishes. Sexual harassment can occur in a variety of situations.
o The employee harassing another employee can be an individual of the same sex.
Harassment does not imply that the perpetrator is of the opposite sex.
o The harasser can be the employee's supervisor, manager, customer, coworker or supplier.
o Any individual, who is connected to the employee's work environment, can be accused of
harassment.
o The victim of the harassment is not just the employee who is the target of the harassment.
Other employees who observe or learn about the harassment can also be the victims.
Anyone who is affected by the conduct can potentially complain of sexual harassment.
o If an employee experiences harassment, he/she should tell the perpetrator to stop, that the
advances or other unwanted behaviors are unwelcome.
o When an employee complains to the Human Resources department, an immediate
investigation of the charge will be occurred. The company has legal, ethical and

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employee relations obligation to thoroughly investigate the charges and take action
accordance with UAE law.
2.8 CONFIDENTIAL
INFORMATION
Confidential information belonging to the company which an employee obtains in the course of
employment must not be disclosed to persons outside the company nor used for one’s own
personal benefit or for the benefit of others during and after employment.
Every employee is under contractual agreement not to divulge information about the
organization’s business, customers, products, services, systems, business’s plan, or any other
confidential matters.
All employees’ salaries and benefits or any other related information must be treated confidential
and shall not be disclosed. Every employee can help information to remain confidential by
making sure:
• His/her desk is clear of business-related paperwork when leave at the end of the day.
• All potential sensitive documents are locked in desk or filling cabinets.
• Access to file rooms is controlled at all the time.
The above are a set of general guidelines. Employees are encouraged to refer queries to their
direct manager/ supervisor or HR department to seek clarification and guidance in specific cases
whenever they are in doubt.
2.9 PERSONAL PROPERTY
The company provides desk, closet and other facilities for all employees to keep their personal
property.
The company does not accept responsibility or make reimbursement for lost or stolen property.
The valuables shall be kept in lockers or take away to ensure their safety.

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2.10 COMPANY PROPERTY
Upon the termination of employment contract by either party, the employee must return the
company’s properties and documents including all records, business correspondence, files,
equipments such as computer / laptop, vehicle and whatsoever which may be in his/her
possession related in any way to the business or affairs of the company.
No copies, notes or abridgement of any of the above shall be retained by employee prior the
financial settlement with the company.
2.11 CUSTODIAN OF PERSONNEL FILES
The human resource department is the custodian of personnel files. The employee should ensure
that his/her manager and Human Resource department are advised of the changes in his/her
personal status. Up to date information will assist Human Resource department to contact the
right person is case of any emergency.
The following information should always be current in an employee’s personal
file:
• Address and telephone number of employee and his/her relatives

• Marital status and children
• Beneficiary personal details and copy of his/her identity card
2.12 ACCESS TO PERSONNEL

RECORDS
Upon proper request, an employee or direct manager has right to inspect the personal file of
employee at reasonable intervals.
Personnel records that are accessible for review by employees are any documents which have
been used or which are intended for use in determining the employee’s qualifications for
employment, promotion, transfer, additional compensation, discharge or disciplinary action.

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Certain documents such as below mentioned documents are not accessible to employee but
accessible to department head in the presence of Human Resource department representative
strictly should not remove the file from the HR premises.
• Medical records
• Letters of reference
• Test documents
• Records involving a judicial proceeding
• Investigatory or security records
• Materials used for management planning
An employee who requires inspecting his/her personnel record must send a request to the Human
Resources department to obtain an appointment which generally will be given within 2 days of
the request. Valid identification must be presented by the employee before being allowed access
to the records. Department head or employee are allowed to view the employee’s personal file in
the presence of Human Resources personnel and
To correct the record there must be a mutual agreement to do so between the employees, the
employee’s manager approved by Human Resources Manager. An employee may attach an
explanatory statement to any disputed document in the file.
2.13 EMAIL
POLICIES
These following policies must be comply by all employees that are provided with access to
certain internet and intranet services of the company, including email, computer and laptop.
A. COMPANY EMAIL ADDRESS
All employees with legitimate need will be issued an email address to assist him/her for
performing business related activities.

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The company email usage is given only for business related activities and not for the private or
personal use of the employee.
The email account and all information transmitted through employee’s email account are property
of the company and shall be considered to be company’s records.
The contents of the company email account shall be accessible to the management at all the times
if required without giving any notice to employee.
B. PROHIBITED EMAIL CONTENT
Employee is not permitted to transmit any email over the company systems that contain an
illegal, defamatory, insulting, vulgar, rude, disruptive, offensive, harmful or immoral content.
Prohibited transmissions include but are not limited to sexually – explicit or sexually oriented
materials, cartoons or illustrations, jokes, romantic oriented materials, anything that could be
deemed to be sexually harassing , any sexual innuendos or references, propositions of love,
whether wanted or unwanted , ethnic or racially oriented references or slurs, or any other
materials that could be considered by the recipient to constitute sexual harassment or harassing or
disparaging based upon sex, sexual orientation , race, ethnicity, national origin or religious or
political beliefs or practices.
2.14 INTERNET ACCESS

POLICIES
The company offers internet services as an operational tool for employees to utilize in connection
with their job related functions.
It is the philosophy of the company that these services can be used to enhance the productivity of
employees and further the efficient accomplishment of tasks that benefit the business and
prospects of the company.
A. PROCEDURE FOR OBTAINING INTERNET ACCESS
The followings are the procedures for obtaining approval of internet access using the company’s
facilities:

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1. The employee shall submit a request through email or written letter for internet access. The
request shall include a description of the valid reason why internet access is necessary to
fulfill the employee’s job functions as well as the scope of access that is being requested.
2. The completed request must be sent to IT department with employee’s department head‘s
approval.
3. IT department shall provide the access after reviewing the request and consult with
department’s head of employee if required.
B. RESTRICTIONS ON USE
Any access to internet which is approved will be subject to the following policies and conditions
whether or not they are referenced in any approval for access.
o Approval granted shall be deemed to impose certain responsibilities on the employee.

o No access shall be for personal reasons or personal browsing. Access shall only be
permitted within the parameters for which approval was granted.
o Access in only permitted for reasonable business purposes and for furthering the
interests of the company.
o The company has right to monitor and inspect the computer systems, history files, and
other aspects of the company’s computers and communication using property of the
company.
o These policies shall apply equally to employee use of internet and computer technology.
C. SECURITY OF INFORMATION
Each employee using any internet technology shall do so with sensitivity to the need to protect
confidential and proprietary information of the company.
Employee must always assume with regard to each transmission of data, that the internet does to
provide adequate measures to protect the security and confidentiality of items that are
transmitted. Employee must take all steps necessary to protect the confidential, proprietary and
trade secret information of the company.

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2.15 GENERAL CODE OF CONDUCT
Active involvement in outside organizations (social, political, etc.) which may influence
individual’s performance negatively should be disclosed and whenever practicable must be
avoided.
Under no circumstances should any employee accept or offer any form of commission or bribe, in
cash or in kind.
Employees must not be involved in any situation that may result in “conflict of Interest” in order
to ensure that they have not obtained any personal benefit at the cost of the company.

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CHAPTER THREE
COMPENSATON, BENEFTIS
& GRADING STRUCTURE

CHAPTER 3- COMPENSATION, BENEFITS & GRADING STRUCTURE
For the purpose of employee growth and advancement as well as for ease of compensation
administration and to ensure that there is no discrimination in terms of benefits plan eligibility
and payment of compensation, employees of Mabani Steel are classified into different grades.
For easy administration of grading system, Mabani Steel employees are classified into two
categories:
1. Office staff (White Color): those individuals who work inside offices of Mabani Steel
including area sales offices and head office.
2. Workers (Blue color): those individuals who work inside the factory or at the sites
including operation, plant engineering & maintenance and erection departments.
3.1 EMPLOYEES’ GRADING

STRUCTURE
Mabani Steel grading structure is a formal numeric organization of “Twenty (20)

Grades”.
In order to recognize different levels of job performance and to provide necessary flexibility in
administrating salaries in special situations and because of great difference in performance from
minimum to maximum levels, “Four (4) Ranks” are considered for each grade from grad one to
grade fifteen. (See Table 1)

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Note:
Grades 19 & 20 are designated only for President and Vice President Positions.
Grades 16 to 18 are designed for managerial positions and are not intended for
ranking.
Grades 1 to 4 are considered for employees in category 2 (blue color)

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Table 1- Grading Structure

HIGHEST
20
19
18
17
16
15
14
13
12
GRADES
11
10
9
8
7
6
5
4
3
2
1
LOWEST D C B A HIGHEST
RANKS
Each grade and each rank within a grade reflects a distinguishable difference in pay for
the job. Every employee of the company, old or new shall have a grade allotted to him/her and
his/her compensation and benefits shall be in accordance with the grade he/she is in.
Depending upon annual performance review and recommendation of department head, employees
can be upgraded or achieve higher rank within his grade accordingly
Human Resource Manager is responsible to provide department heads with sufficient

information about their departmental grading system and pay structure.
The employees grading structures are documented and available with HR Department.

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3.2 EMPLOYEE’S CONTRACT STATUS
Depend on employee’s grad and rank; he/ she will be eligible to one of the following status:
1. FAMILY STATUS
If employee is eligible to family status, company will provide him/her the following privileges:
o Company will bear the cost of visa processing including one way joining economy class
air tickets for employee, his/her spouse and two kids under age of 18.
o Employee, his/her spouse and two kids under age of 18 will be covered under Medical
insurance scheme as per the company policy.
o Employee, his/her spouse and two kids under age of 18 will be eligible to round trip
economy-class tickets annually to employee’s place of origin.
2. MARRIED STATUS
If employee is eligible to married status, company will provide him/her the following privileges:
air tickets for employee and his/her spouse.
o Employee and his/her spouse will be covered under Medical insurance scheme as per the
company policy.
o Employee and his/her spouse will be eligible to round trip economy-class tickets annually
to employee’s place of origin.
3. SINGLE STATUS
If employee is eligible to single status, company will provide him/her the following privileges:
air tickets only for employee.
o Only employee will be covered under Medical insurance scheme as per the company
policy.
o Only employee will be eligible to round trip economy-class tickets annually to
employee’s place of origin.

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3.3 EMPLOYEE
COMPENSATION
Consistent with the grading policy and maintaining an equitable package of salary and
allowances to reward individuals for their performances, the remuneration plan is defined
in two categories as follow:
1. WHITE COLOR CATEGORY (OFFICE STAFF)
a) Basic Salary
The amount of basic salary is administrated according to the market data and annual budget. The
amounts for different grades are illustrated in Mabani Steel Salary Scale Matrix available in
Human Resource department to be used as a reference by management. The illustrated data may
change from time to time as per company policy and management discretion.
b) Housing Allowance
As per Company policy a 50% of basic salary is paid as housing allowance to employee works in the
area sales offices in Qatar, Abu Dhabi or Dubai versus 25% of basic salary paid to employee works in
any other location.
If company relocates an employee, his/her housing allowance will be changed
accordingly.
c) Transportation Allowance
Transportation Allowance is given to an employee to offset his/her cost of transportation
from his home to the workplace.
Transportation allowances are different based on grade and ranks between each grade. The
amount of transportation allowance is illustrated in Mabani Steel Salary Scale Matrix and may
changes occur from time to time as per company policy and management discretion.

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2. BLUE COLOR CATEGORY (WORKERS)
a) Basic Salary
The amount of basic salary is administrated according to the market data and annual budget. The
amounts for different grades are illustrated in Mabani Steel Salary Scale Matrix to be used as a
reference by management. The illustrated data may change from time to time as per company
policy and management discretion.
b) Accommodation
Company provides standard suitable accommodation for those individuals fall in blue color
category. The cost of utilities such as water and electricity will be bear by the company.
Important note:
If an employee who works in operation department and is not eligible to company camp such as
General Foreman chooses to live in the company‘s camp; he will be accommodated in sharing
room and will be charged for a bed and 3 times meals in a day. HR department shall notify him
about the costs.
Foreman/ QC inspector / Leadsman will be allowed to live outside the camp if he is married and
is able to provide Human Resource department with a copy of his marriage certificate and copy of
his wife’s residency in UAE.
In such cases he will be eligible to 25% of basic salary as housing allowance and AED 250 as
transportation allowance on monthly base. He shall not be entitled to free food.
c) Transportation
Company provides transportation to those employees who are entitled to company
accommodation from/ to work.
d) Food
If an employee works inside the plant, he will be eligible to three times free meal during a day but
he works at the sites such as erection team, the food allowance may be included in basic salary
or may be paid to employee separately.

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3.4 ANNUAL AIR

TICKET
All employees and / or their dependents as stipulated in their employment contracts are entitled to
roundtrip economy-class air tickets annually.
1. Office staffs (white color) are eligible every 11 months of services except employees
with the job titles of Receptionist, Telephone Operator, Secretary, Coordinator, Office
boy and Driver.
2. Workers (blue color) are eligible to round trip economy class air tickets every 18
months of services.
3.5 INSURANCE
SCHEMES
A. LIFE INSURANCE
Mabani Steel covers all employees under life insurance scheme to protect their dependents
from financial loss related to employee‘s death.
If an employee passes away during his/her employment with the company, his/her beneficiary
will be eligible to receive compensation equal to 24 times of employee’s basic salary, provided
that the amount of compensation shall not be less than AED 50,000/-(Dirham).
The amount of compensation shall be calculated on the basis of the last basic salary received by
employee before his/her death.
7 8
All employees must ensure that their “Beneficiary Letter” , “Employee Information Form”
and other necessary documents such as beneficiary passport copy are provided to HR
department for such incident.
7
See appendix 6
8
See appendix 7

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B. MEDICAL INSURANCE
All employees of Mabani Steel are covered under Medical Insurance Scheme. Human Resource
department shall ensure that proper guidelines and list of covered hospitals, clinics and
pharmacies are provided to employees.
If the employee wishes to include any of his dependents whom are not eligible to be covered by
the company, he/she may do so and take the advantage of the group medical insurance rate. The
annual premium will be deducted from employee’s salary.
3.6 CLINIC
FACILITIES
Mabani Steel has made a contract with a professional clinic center to provide clinic facilities for
its employees within the company’s premises. The purpose of the clinic facility is to provide
excellent care to operation employees who are accommodated in the company’s camp and earn
less than AED 3000/- monthly salary.
o The clinic is operational Saturday to Thursday from 8am to 7pm. A doctor will be
available from 8am to 12pm every day only and from 12pm to 7pm there will a qualified
nurse assigned by doctor to represent the clinic.
o On Friday, public holidays or non working hours of clinic, emergency cases will be
referred to the government hospitals.
o Camp supervisor is responsible to provide a vehicle when a patient is referred to the
hospital.
o Except emergency cases, when worker needs to visit the clinic, he should obtain request
form from his department signed by authorized person.
o There will be certain amount of deduction (currently AED 10/-) from employee’s
monthly salary, if employee uses clinic facilities for non emergency cases.

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3.7
OVERTIME
If an employee is called upon to work beyond the working hours, on weekends or public holidays,
he/she will be eligible for over time as per Federal Law and company‘s policy. Supervisory &
Managerial positions are not entitled for overtime.
In the interest of control, all overtime worked shall be recorded on a daily basis. The manager /
Supervisor are responsible for ensuring that overtime work is adequately supervised and properly
recorded.
nd
The overtime record must be sent to HR department with department heads approval before 22
of every month. Human Resource department will necessary action in the payroll accordingly.
3.8 MOBILE
ALLOWANCE
Subject to management approval, the mobile allowance may be paid to employee as operational
tool if the nature of his/her works requires. The amount of mobile allowance will be decided at
the time of request as per latest practices and will be paid in cash subject to department head’s
approval.
Mobile allowance for sales personnel is considered as part of their sales commotions and they are
not eligible to receive cash/ allowance.
3.9 PETROL
ALLOWANCE
If employee’s nature of work involves daily business trips, he/she may claims petrol allowance
against provided original invoices.
The claim should be approved by department head before sending to Finance department for
reimbursement.

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3.10 COMPANY
VEHICLE
If the employee’s nature of work requires daily business trips, company shall provide him/her
with a vehicle as an operational tool.
The vehicle is considered to be a business tool for official use only and does not form part of the
individual’s salary or benefit package.
When an employee to whom a vehicle is allocated as an operational tool proceeds on vacation,

the vehicle must be handed over to Human Resource department. It is Human Resource
department responsibility to optimize the use of the vehicle by reallocating it across the company
as required.
Notes:
2. Smoking in company’s vehicle is not allowed.
3. Employee will be responsible for any accident or fine.
4. If company provides vehicle, no transportation allowance will be paid to employee.

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CHAPTER FOUR
INCENTIVE PLANS POLICY

CHAPTER 4 - INCENTIVE PLANS POLICY
4.1 RECOGNITION PROGRAMS
Formal recognition programs including bonuses, incentive plans and non-monetary awards offer
methods to effectively motivate and retain valued employees who provide exemplary
performance and/or meet specified targets. These programs are intended to reward staff
employees whose achievements have resulted in a particular benefit to the company.
4.2 DEVELOMENT OF PLAN
For incentive plans, the department heads must develop specific targets to be achieved. Goals and
pre-established criteria are essential under this type of plan.
Direct supervisors /managers must clearly communicate to the subordinates what the
expectations are and the outcome for the incentive period.
9
To enable supervisors / managers develop performance work plan ; Human Resource department
has developed a Performance Appraisal Handbook apart from Chapter 6 of this policy to be used
as guidelines by employees including managers, supervisors and their subordinates.
The performance Appraisal Handbook provides employees with comprehensive information and
answers their questions in regard of performance management system.
9
A performance work plan is a written document that identifies critical elements of an employee's
position and the standards by which they will be rated. Please refer to Performance Appraisal
Handbook

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4.3 TYPES OF AWARDS
Mabani Steel has designed two types of awards for its employees:

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a) Monetary awards such as Bonus (See article 4.4 of this chapter)
b) Non-Monetary awards such as:
o Appreciation certificate which will be designed and issued by HR department
as per department head request based on outstanding performance of an
employee.
o Career development opportunities which will be provided to employees
through training & development programs, job promotion and job rotation.
Note:
Informal recognition of employees should take place every day. Saying "thank you" to employee
and complimenting an employee on a job well done are part of the responsibilities of managers
and supervisors.
4.4 BONUS PLAN POLICY 10
The Bonus Plan of Mabani Steel is designed to provide incentive compensation for the Area
Managers, Sales (or Technical) Managers, and Sales engineers of sales offices. Bonus is paid on
the C &F supply portion of jobs only. No bonus is paid to sales staff for erection.
The President defines sales bonus scheme annually in separate documents. All area sales offices
shall receive a copy of sales bonus scheme including detailed terms, conditions and their yearly
target accordingly.
A. C& F SUPPLY NETBACK (VALUE ADDED)
The C&F supply Netback (value added) of a job = selling price minus following:
• Raw materials cost, special buyouts cost and freight cost.
10
Mabani Steel Sales Bonus Plan- 2009

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• Other charges (agent commission, provision for sales bonus, extended payment charges,
LC charges & Marketing fees)
B. SALES TARGET
An annual order intake target in MT and a target average netback per MT (AED/MT) is assigned
to all area offices. Both apply to all jobs entered in Mabani Steel’s order register during the
bonus year.
Target Netback= Annual Order Intake Target (MT) x Average Netback Target (AED/MT)
C. ACHIEVEMENTS
Achieved Netback (AED) = Sub of the netback amount (in AED) of all jobs entered in the head
office orders registers, during the bonus year, by the sales office.
An office theoretically qualifies for bonus if achieved netback exceeds Target Netback.
CHAPTER FIVE
LEAVE POLICY

CHAPTER 5- LEAVE POLICY
5.1 TYPES OF LEAVES
The objectives of this policy are to inform employees about different type of leaves and what the
procedures are when an employee plans to take leave or resume the work once leave days are
over.
Leave refers to the days which an employee does not attend the workplace or does not perform
for the company.
A. VACATION
LEAVE
In accordance with the employment contract, Mabani Steel employees are entitled to vacation
leave annually as follow:
1. White color category ( Office Staff):

Employees under white color category are eligible to 30 days paid leave every 11 months of
services. This is excluding employees with the job titles of Receptionist, Telephone Operator,
Secretary, Coordinator, and Driver who are entitled to 45 days paid leave every 18 months of
services.
2. Blue color category ( Plant & Erection Workers):

Employees under blue color category are eligible to 45 days paid leave every 18 months of
services. Employees are not allowed to maximize more than 60 annual days for the period of
2 years.
Important Notes:
o Mabani Steel encourages its employees to take the full vacation entitlement every 11/18
months of their services.
o Encashment of vacation days’ entitlement is discouraged unless under certain circumstances
the president approves the encashment where employee’s presence at work is necessary.

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o Public holiday announced by government authorities fall within vacation days are not
considered as part of vacation days and will be credited in employee’s account.
o Sick days fall within vacation days shall be considered as part of the vacation days and no
additional days are granted for these days.
o Fridays & Saturdays are considered as weekend for employees under white color category.
These days if fall within vacation days will be considered as part of vacation days.
o The first Friday & Saturday of vacation days will not be counted as part of leave days if
employee attends the work on last Thursday before starting his/her leave.
o The last Friday & Saturday of vacation days will not be counted as part of leave days if
employee resumes the work on the last Thursday of his/her vacation days.
o Fridays are considered as weekend for employees under blue color category. The above
policy is applicable to them by in view of one day difference.
o If employee overstays, days which are not approved will be considered as leave without pay.
o If overstay is due to a valid reason and approved by department head, such circumstances will
be treated as extension to the leave with full pay provided the employee has sufficient leave
balance to cover overstay period.
B. SICK LEAVE
Mabani Steel grants sick leave to its employees in accordance with the provisions of the UAE
Federal Law and company policy.
Each employee is eligible to 90 days sick leave in respect of every year of services. Such leave
shall be calculated as follows:
The first 15 days on complete salary
Next 30 days on half salary
Any subsequent periods shall be considered as leave without pay

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o No salary shall be payable during sick leave if the illness is the direct result of the
employee’s misconduct. (Having consumed alcohol or narcotic drug).
o If the employee is absent for more than one day, he will be required to provide a doctor’s
certificate.
o If no valid certification is submitted, the respective leave period will be considered as
leave without pay.
o After resuming to duties the respective employee is given two days to forward necessary
documents to HR department attached with leave application signed by direct supervisor/
manager.
C. ACCIDENT LEAVE
In accordance to U.A.E law, if an employee sustains an accident or catch and occupational

disease during working hours where prevents him from carrying out his duties, during the
treatment’s period he will be entitled to following leave days:
o The first six months with full pay

o the second six months with half pay
If employee’s recovery takes longer than a year, Human Resource department will have the
responsibility of liaison with authorities to terminate contract of employee.
D. MATERNITY LEAVE
In accordance with the provision of UAE Federal law, a female employee shall be entitled to
maternity leave with full pay for a period of 45 days including the period preceding and the
period following her confinement, where she completed one year of her services with the
company.
If the service period is less than one year then she shall be entitled to maternity leave with half
pay.

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E. LEAVE OF ABSENCE
In the event that an employee runs out of leave balance, unpaid leave will be allowed at the
company’s discretion. Such leave will break the employee’s continuity of employment and will
reduce the number of days of service when calculating end of service benefits.
F. HAJ LEAVE
As per the law, Muslim employee shall be granted to 30 days Haj leave once in the course of his
period of services with the company.
Haj leave is special leave without pay for the purpose of fulfilling the obligation to make the
pilgrimage; such leave will not be counted towards any other periods of leave.
5.2 LEAVE
PROCEDURES
For all types of leaves the following procedures must be followed by employee:
1. According to the departmental leave plan, an employee may duly fill a “leave
11
application” form and forward it to Human Resource department with his/her
department head’s approval. Departmental manager should monitor proposed leave plans
to ensure operational effectiveness is maintained.
2. Human Resource department will scrutinize the employee leave entitlement and will
advise employee if his/her requested days are more than his/her vacation balance days.
3. A “Work Resumption Form” must be sent to Human Resource department with

department‘s approval within 24 hours of employee resumption of work.
11
Appendix 8

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4. The employee is responsible for promptly notifying the company of any circumstances
which may delay his/her return from leave.
5. Department Heads are responsible to notify Human Resource department, if any of their
personnel is absent from work.
5.3 VACATION AIRTICKET PROCEDURES
At the time of leave application submission where employee is eligible to obtain an annual air
ticket the following procedures must be followed:
1. The part of “Request for annual air ticket” in leave application must be filled and
submitted to Human Resource Department 30 days prior to leave date.
2. Employee must inform Human Resource department about his/her desire departure and
arrival dates at the time of request.
3. The annual air ticket will be booked by Human Resource department through
management approved travel agencies and will be provided to employees two weeks
prior to his/her departure.
4. If an employee is on Married / Family status, air tickets shall be provided to employee,
spouse and his/her dependents based on employee request.
5. If an employee is on single status he /she may request Human Resource department to
purchase a ticket for his dependents at the time of request. The cost of additional air
tickets will be deducted through payroll.
6. If an employee cancels or changes the air ticket’s departure date, after the ticket has been
purchased, he/she will be responsible to pay any charges related to change.
7. An employee may request a ticket to a destination that is different from his/her declared
city of origin. In such case Human Resource department will determine the cost of the
ticket for both his/her city of origin and the requested city, on the date of departure. The
cost difference will be credited to or deducted from his/her salary.

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8. If employee is willing to take his/her vacation leave locally and wishes to receive cash
instead of air ticket, Human Resource department will arrange to pay him/her as per the
given rate by approved agency on the request date.
12
9. Managerial positions and above are eligible to receive cash equal to approved air fares
to their place of origin from UAE.
12
This is the responsibility of Human Resource department to determine the cost of air fares and obtain
President’s approval. The rates shall be revised every six months.

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CHAPTER SIX
BUSSINESS TRIP POLICY

CHAPTER 6 - BUSSINESS TRIP POLICY
A business trip occurs when an employee is required to travel for fulfilling his/her duties.
Business trip starts when an employee leaves his/her house or workplace for this purpose and
ends when he/she arrives to his/her base.
6.1 PROCEED A BUSSINESS TRIP
a) Appropriate approvals for business trip shall be obtained as per below matrix:
Department President /
Destination
Head Vice President
Inside country Yes No
Outside country Yes Yes
b) Before employee proceeds the business trip, he/she must fill a “Business Trip Requisition
13
Form” and send to Human Resource department with appropriate
approvals.
c) For international trip, employee must submit the Business Trip Requisition Form minimum
21 days prior to his/her trip; hence Human Resource department will be able to take
necessary actions for obtaining a visa entry, arrangement of hotel accommodation and ticket
booking promptly.
d) The employee will be allowed to extend the business trip for personal purpose with
following conditions:
• No extra charges or fees will be paid by company for the extension period
• The employees annual leave balance allows for such extension
• The extension must be approved by department head.
13
Appendix 9

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e) If an employee becomes ill during business trip, the regular expenses shall be paid during
sick days provided that he presents acceptable medical reports and documents indicating the
nature and duration of the illness. Medical expenses and hospitalization costs shall be paid
by the medical insurance, if covered by the policy, or shall be provided by the Company.
6.2 ARRANGMENTS OF HOTEL AND AIRTICKET
Based on submitted Business Trip Requisition Form, Human Resource department will provide
employee with air a roundtrip economy class air ticket and will make reservation for a standard
hotel accommodation. In addition, Human Resource department will assist employee to obtain a
visit visa for the country to be visited.
6.3 PER DIEM & REIMBURSEMENT OF EXPENSES
HR department will identify and decide the required per diem for each business trip based on cost
of living and currency of the region where employee will visit.
Per Diem covers expenses such as food, taxi and etc. excluding hotel, air ticket and visa
expenses. Employees shall receive the per diem prior to his trip.
The following types of expenses are not included as part of per diem and shall be compensated
against original bills/receipts:
o Excess baggage resulting from excess cargo related to business items

o Items purchased for business related matters
o Customs paid/taxes on business related items

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6.4 PROCEDURED OF EXPENSES CLAIM
The following procedures should be followed by employee when he returns from business trip:
o A “Work Resumption Form” must be filled and send to Human Resource department.
o Employee must provide Finance department with a filled and approved “Claim Form-
14
Finance” along with expense claims for the purpose of reimbursement and should
settle the travel claims (if any) within 5 working days from the date of return.
o All expenditure must be supported by original invoice/receipts, except for per diem
allowances.
o Photocopies are not valid supporting documents. Even when claiming for telephone
expenses, the original bill is required.
o Credit card statements are not invoices and are not valid supporting documents
14
Appendix 10

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CHAPTER SEVEN
TERMINATION OF
EMPLOYMENT

CHAPTER 7- TERMINATION OF EMPLOYMENT
Whilst responsibility for initiating termination of an employee rests with department manager, in
all cases it will be necessary to consult with the Human Resource department to ensure that
justifiable grounds exist, that such grounds are adequately documented and to ensure that
termination of contract is applied strictly in conformity with legal and contractual obligations.
7.1 TERMINATION OF
CONTRACT
An employment contract can be terminated by employee or the company provided that the
provisions of the law are observed. Mabani Steel may dismiss an employee without notice in any
of the following cases:
• If employee adopts a false identity or nationality or submits forged certificates or
documents.
• If employee is engaged on probation and is dismissed during the probationary or on its
expiry.
• If employee makes a mistake resulting in substantial material loss for the company.
• If employee disobeys instructions respecting industrial safety or safety of work place or
does not perform his/her duties.
• If employee discloses any confidential information to a third party.
• If employee is found in a state of drunkenness or under the influence of a drug during
working hours.
• If employee assaults his supervisor/ manager or any of his workmates.
• If the employee is absent from work without a valid reason for more than seven
consecutive days or more that 20 non-consecutive days.
7.2 NOTICE PERIOD
As stipulated in employment contract the duration of notice is considered 30 days from the time
of termination. The employment contract shall continue to be valid throughout the period of
notice and will be expired on the end of notice period.

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If employee is on probationary period, one week notice period may be required by management.
The company or the employee may agree to reduce or increase the period of notice.
If employee fails to give the notice of the termination of employment contract or reduce the
period of notice without obtaining management‘s approval, he/she will be obligated to pay
compensation to the company called “compensation in lieu of notice” which is equal to
employee’s remuneration in respect of entire notice period.
7.3 END OF SERVICE BENEFITS
End of service benefits shall be paid based upon legal and contractual provisions for termination
of services as follows:
• Salary up to and including the last working day.
• Accrued vacation leave until last day of notice period.
• Severance pay will be paid to employee if he /she has completed a year of services
If company terminates the services of an employee; the severance pay will be calculated and
paid to terminated employee as follow:
Length of Services Severance pay
Less than one year NIL
Between 1 to 5 years 21 days of basic salary for each year of services
21 days of basic salary per year for the first 5 years and 30 days
5 years and above
basic salary per year for each subsequent year.
If employee terminates his employment contract and resigns; the severance pay will be calculated
as follow:
Length of Services Severance pay
Less than one year NIL
21 days basic salary per year for the first 5 years plus 30 days basic
5 years and above
salary for each subsequent days.

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Important Notes:
o If employee has taken vacation leave more than his accrued entitlement at the time of
termination, the company shall make an appropriate adjustment from the employee’s
final settlement.
o The days of absence from work or leave days without pay will not be included in
calculating the period of services.
7.4 EMPLOYEE EXIT PROCEDURES
Upon the termination of contract, the employee must follow below procedures prior to his
departure:
15
o Provide Human Resource department with a “Clearance Form ” which declares that
employee has returned company properties, handed over his/her tasks to designated
successor and has no outstanding loan/ amount with the company.
o The clearance form must be signed by relevant department’s head before forwarding it to
Human Resource department.
o Human Resource department will be able to release employee’s dues only after receiving
signed Clearance Form.
o Employee should contact Human Resource department for visa cancellation, receiving
his/her dues and further formalities.
o A Service Certificate will be issued to employee by Human Resource department upon
request detailing the most recent position held and period of total service.
15
Appendix 11

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7.5 EXIT INTERVIEW
The exit interview provides Mabani Steel’s management with opportunity to obtain information
about where the organization is doing well and where rooms for improvement are.
Human Resource department will arrange an exit interview with key positions prior to their
departures. The interview will be conducted by HR department through face to face interview or
16
separated employee will be required to fill the “Exit Interview Questionnaire” .
The employee has right to decline the exit interview and the company should respect his
decision.
7.4 REPATRIATION
Once an employment contract is terminated by either party, the company will make necessary
arrangement to return employee and his/her dependents (if any) to the district from where he/she
was recruited or to any other place agreed upon between employee and management.
If employee is provided by company’s accommodation, he/she should vacate company ‘s

premises by end of notice period.
7.3 DEATH OF EMPLOYEE
If an employee dies during his/her services, the company will provide every support to his/her
family members and will ensure that his/her beneficiary will receive the amount of life insurance
and /or any final dues.
16
Appendix 12

-2008
CHAPTER EIGHT
PERFORMANCE
APPRAISAL

CHAPTER 8- PERFORMANCE APPRAISAL
8.1 APPRAISAL
OBJECTIVES
The objectives of Mabani Steel Performance Appraisal system are to assess employees’
performance for the purpose of judgments and making decisions about employees’ status with the
company such as retention, advancement and termination as well as determining job expectations,
assessing training needs, identifying potentials and career planning with the company.
The department heads may use appraisal procedures to:

o Assess the potential of employees for future jobs and suggest appropriate training and
development programs.
o Design and implement merit and incentive program
o Determine whether employees receive appropriate compensation for their particular
functions and positions in the organization.
o Identify and modify dysfunctional work behavior.
o Provide documented evidence to support disciplinary and termination actions.
8.2 APPRAISAL TIMEFRAME
Supervisors/direct managers may appraise their subordinates’ performance in following

occasions:
• Upon completion of probationary period

• Every six month or twelve month of employment.
• If the duties of the position are substantially changed during the established appraisal
period.
HR department recommends the Time Frame for completion of performance appraisals
st th
November 1 of each year through December 15 where employee has completed a year
of services with the company.
The following up the performance review may be conducted in June or July. This is an informal
review where the supervisor discusses with the employee his progress toward the goals.

-2008
It is also an opportunity to discuss whether goals have changed in priority or whether new goals
and priorities have emerged. The supervisor may want to document this activity with a few notes
on a copy of the appraisal form.
8.3 APPRAISAL PROCESS
This process serves to implement the company’s annual performance review and evaluation
process for individuals. For the purposes of this procedure, all employees who meet the eligibility
requirements for the review cycle will be included.
a) Week 1-2
Human Resource department will distribute preliminary data on employees eligible for review to
managers and supervisors with direct reports. This will be accompanied by
17 18
“Performance Appraisal Form” , “Employee Status History” , “Employees Annual Training
19
Plan Form” and timelines for completion for all eligible employees.
b) Weeks 3-4
Supervisors/direct managers and their direct reports will then meet to lay out their respective
action plans for conducting the review, distribute forms and direct the completion of the reviews,
including employee acknowledgements, and the re- assembly of all completed reviews for a final
audit and to be returned to Human Resource Department.
Department heads are required to provide HR department with Employees Annual Training
Programs.
c) Weeks 5-6
Human Resource department will review all submitted materials to ensure that all employees
have been accounted in review process.
17
Appendix 13
18
Appendix 14
19
Appendix 15

-2008
8.4 APPRAISAL
FEEDBACK
After completing appraisals supervisors/ direct managers need to communicate the results of
appraisal with their subordinates to give them a clear understanding of how they stand in the eyes
of their managers and the organization.
The appraisal feedback interview provides an opportunity to clear up any misunderstandings in
both sides. In this interview the manager should focus on counseling and development and not
just tell the employee “here is your rate and why”.
8.6 APPRAISAL METHODS
The following appraisal methods are considered to be used by Mabani Steel

management:
1. “Rating Scale Method”: This method is a performance appraisal form on which the
manager simply checks off the employee’s level of performance in areas such as quantity
of work, quality of work, dependability, judgment, attitude, cooperation, and initiative.
There are two different appraisal forms are designed for office staff (white color category) and
20
workers (blue color category).
2. “360 degree method” to be implemented through company intranet in near future.

This method is the most recent and very comprehensive which will provide feedback from
the full circle of people with whom the employee interacts. Also it is more effective in
identifying strengths and weaknesses of employee’s performance.
This method will be used only by office staff (white color category) with computer skill
and access to intranet.
HR department will provide office staff with the necessary training program at the time of
implementation.
20
Appendix 16

-2008
21
3. “MBO Method”: This method specifies the performance goals that an individual and his
manager agree to attain within an appropriate length of time. Each manager may sets
22
objectives derived from the overall goals and objectives of the organization.
8.7 EMPLOYEE’S CHANGE OF STATUS
A. SALARY INCREASE
Mabani Steel rewards individuals by increasing their compensations based on successful results
of their performance appraisal and the approved budget every 6/12 months.
Larger merit increases are awarded to those who consistently exceed performance standards.
Increases are not granted to employees whose performance has been rated unsatisfactory overall.
In accordance with the company’s guidelines, supervisors recommend whether an employee
should receive any increase based on annual performance review result.
B. PROMOTION
Mabani Steel offers employees promotions to higher-level positions when appropriate.
All employees are encouraged to seek advancement opportunities and to obtain promotion and
career guidance from their supervisors/ direct managers and HR department.
Employee eligibility for promotion will be determined by the requirements of the new job. In
addition, employees must have a satisfactory performance record and have no disciplinary
actions.
Upon promotion, an employee will be up graded and may receive an increase in pay.
21
Management By Objectives
22
To obtain more information about MBO method, please see Performance Appraisal Handbook

-2008
C. DEMOTION
Demotion results of represent changes in job function due to inadequate performance, inability to
attain job objectives, or disciplinary action.
o All demotion actions must be reviewed by Human Resource department to ensure compliance
of labor law.
o In the event of a demotion for performance reasons or disciplinary action, the rate of pay of
the employee will, with the approval of the department head, be reduced to a rate within the
pay grade to which the employee is assigned.
o In the event that re-organization results in a demotion, subject to departmental budgetary
restrictions, the pay of the employee may remain unchanged even if the rate falls above the
maximum of the lower pay grade, or the rate may be reduced to an amount appropriate to the
classification of the lower level position.
D. JOB ROTATION
Job rotation is a change of job assignment to a job having commensurate responsibilities and
authority to the job presently held by the employee. It is a movement from one job to another job
in the same pay grade.
Employee’s compensation may not be affected since both jobs are assigned to the same pay grade
and, therefore, both have the same relative value to the company.
E. CHANGE OF STATUS
23
The “Personal Action Form” will be filled for individuals whenever there are changes in
employee’s status such as transferring within departments, promotion, or any changes in
compensations / benefits according to approved departmental annual budgets.
23
Appendix 17

-2008
The personal action form (PAF) must be approved by relevant department heads and the final
approval ultimately rests with the president.
At the end, Employees are to be notified in writing of their final merit increase as soon as
possible once all merit increases for the year have been approved by the Management.
Human Resources will ensure that the salary increases or any other changes are processed in
accordance with appropriate timelines and will be reflected in the appropriate pay period.
Note:
Human Resource department of Mabani Steel has designed a Performance Appraisal Handbook
separately to be used as guidelines by supervisors and managers who have the responsibility
of employee performance evaluation. This hand book is placed in HR share folder and is
accessible to everyone.

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CHAPTER NINE
TRAINING & DEVELOPMENT

CHAPTER 9- TRAINING & DEVELOPMENT
Mabani Steel is committed to make every effort to gain competitive advantage by facilitating its
employees learning job-related competencies including knowledge, skills, or behaviors that are
critical for successful job performance.
The goal of training is for employees to master the knowledge, skills and behaviors emphasized
in training program and to apply them to their day to day activities.
9.1 DEVELOPING TRAINING PROGRAM
To obtain a systematic approach for developing training programs, following procedures to be

followed:
• Request for training programs are mainly to be set at the annual training plan according
to training needs analysis and annual budget by department heads.
• A needs assessment which is necessary to identify if training is needed must be
conducted by supervisor/direct manager through observation or performance appraisal
system
24
• A “Training Requisition Form” to be filled for nominated employee(s) and send to
Human Resource department for further formalities.
• Human Resource manager will be responsible to design the training program based on
the learning objectives and determine if training program will meet the company’s
strategy.
• Supervisor/direct manager must ensure that the nominated employees have the
motivation and basic skills necessary to master training content.
The company runs a number of in-house training courses each year which will be developed in
response to the training requirements complied from the training needs analysis.
24
Appendix 18

-2008
The majority of training carried out within the company will be on job training. New or
inexperienced employees learn through observing peers or managers performing the job and
trying to imitate their behavior.
9.2 ASSESSING TRAINING

PROGRAM
Once the training program is selected, before conducting the program, Human Resource Manger
is responsible to evaluate the program to discover the following factors:
• Identify the program’s weaknesses and strengths. This includes determining if the
program is meeting the learning objectives.
• Assess whether the content, organization, and administration of the program including
the schedule, accommodations, trainers, and materials contribute to learning and the use
of training content on the job.
• Conduct costs and benefits analysis and compare it against other programs with the same
topic to ensure that the best one is chosen.
• Determine and obtain appropriate approval on the cost of program
• Make changes or revise the program for further improvement if necessary.
All staff members shall have access to the company’s training facilities through the HR
department.
9.3 EVALUATING TRAINING

PROGRAM
When an employee attends training program, after completion the program, he will be required to
25
complete the “Training Program Evaluation Form” provided by Human Resource
department to enable management to assess the course and identify its strengths and
weaknesses and necessary revisions on future course if needed.
25
Appendix 19

-2008
9.4 BONDING POLICY
Department Managers may nominate employees for external/internal training courses on

selective basis accordance with organizational strategy.
The company has the right to bond the employee for all initial costs including but not limited to
training cost, hotel, transportation, or any other expenses that should be provided to employee
during training program.
The period of bonding will be decided by department head and the bonding period will be started
from the first date of productivity after completion of training program.
The cost of training program and other expenses as mentioned above shall be divided into number
of months within bonding period and for every month of employee’s services with the company,
bond will be automatically reduced.
In such cases, Human Resource department will issue “Training Requisition Form
26
with Bonding” as an amendment to employment contract according to appropriate
information provided by department manager which has to be approved by president and
signed by the employee as an acceptance of bonding.
The condition of bonding will not affect the total salary of employee unless he terminates this
agreement prior to the completion of bonding period.
Employee shall re-pay any outstanding bond upon termination of this contract prior to the end of
the bonding period.
26
Appendix 20

-2008
CHAPTER TEN
WORK PLACE
SAFETY & SECURITY

CHAPTER 10- WORK PLACE SAFETY & SECURITY

Mabani Steel is committed to a secure, safe and healthy workplace and environment. All aspects
of business are managed in a safe and environmentally responsible manner in accordance with the
principles set forth in this policy.
These actions benefit our customers, shareholders, employees and the public, both now and for
the future, while improving the quality of the environment.
All employees shall be committed to, and accountable for, implementing, maintaining,
measuring, and improving the environmental, health and safety programs of the Company.
Health hazards in the workplace are pervasive and serious. No job is 100% risk-free. It is the
company responsibility under UAE Federal Law to provide a hazard-free, safe and healthy
working environment.
The company shall display detailed instructions in a conspicuous position at the workplace
indicating the measures to be taken to prevent hazards and protect the employees against it to
which they may be exposed while performing their jobs.
10.1 FIRE FIGHTING &

PROTECTION
Fire is one of the deadly, fearsome and damaging disasters that can occur but it can be prevented
by incorporating commonsense principle.
The company shall train a group of workers in fire fighting and protection measures who will
attend fire incident that may happen.
Guidelines in case of Fire incident:
• In case of fire breaking out in the work place, the person who notices the incident must
notify others immediately by using the nearest fire alarm.

-2008
• Civil Defense must be informed immediately when their assistance is required. Security
personnel are to be alerted to make necessary arrangements to receive fire brigade at the
main gates without any delay.
• All employees are required to exit the workplace and move to a safe place calmly.
The company shall display detailed instructions in conspicuous positions at the workplace
indicating the measures to be taken to prevent fire and protect the employees against hazards to
which they may exposed while performing their work. Such instruction will be in Arabic and
English.
10.2 FIRST AID
While emphasis is placed on the prevention of accident and injuries, accident do occurs. Prompt
knowledgeable treatment of injured employee will prevent minor injuries to become major ones.
First aid kits/cabinets are placed and maintained in different locations of workplace and are
accessible to everyone.
10.3 COMPUTER
ERGONOMICS
Following guidelines are provided to employees who have desk jobs and use computers
for a long period of time.
o Upper back and neck stiffness is common in employees who maintain a static posture for a
long period of time with desk jobs. Regular stretching breaks every hour or so and easy
range of motion exercises for the neck and shoulder are usually helpful.
o Eye strain can be minimized if the employee keeps the screen clean, adjusts the brightness
and controls glare (special filters are available). The employee who wears spectacles may
need a separate pair of glasses to work efficiently at a computer.

-2008
o Shoulder and wrist pain have accompanied the addition of the computer mouse to the
desktop. The mouse is often positioned too high and too far away. It should be at the same
typing height as the keyboard and within easy reach.
10.4 SMOKE FREE

WORKPLACE
To protect and enhance our indoor air quality and to contribute to the health and well-being of all
employees, the company shall be entirely smoke free.
Smoking is prohibited in all of the enclosed areas within the company and camp, without
exception. This includes common work areas, training rooms, conference and meeting rooms,
private offices, hallways, restrooms, and all other enclosed facilities. The only designated
smoking area is outdoors.
No additional breaks are allowed to any employee who smokes. Finally, smokers and users of
tobacco products must dispose of the remains in the proper containers. This helps to keep a neat
and clean environment for all employees and our visiting partners and customers.
Failure to comply with all of the components of this policy will result in disciplinary action.
10.5 REPORTING
INCIDENTS
All employees are required to report to job related incidents through appropriate management
levels as soon as possible as described below:
o Injury or occupational illness associated with the performance of work duties by
employees.
o Public injury, death, and/or property damage related to operations or facilities.
o Reporting of Incidents Involving company’s vehicles
For work related incidents, Human Resources Department will be responsible to deal with
authorities including police if require.

-2008
10.6 INCIDENT REVIEW

PROCESS
The purpose of an incident review is to identify the cause of the incident, thereby allowing the
development of remedies to prevent reoccurrence.
Whenever possible, the immediate supervisor will conduct an incident review at the location
where the incident occurred and ensure that incident review reports are being completed properly
before forwarding them to Human Resource department. Supervisors shall use the following
investigation procedures:
o Implement temporary controls to prevent any further or potential injuries.

o Where possible, preserve the site of the incident and quickly gather evidence that is likely
to change or move.
o Make sketches and take measurements/photos from several different angles.
o Identify and interview not only each witness but anyone else who might provide clues to
the causes of the incident.
o Review the equipment, operations and processes to gain an understanding of the
situation.
o After investigating all information carefully for unsafe conditions and unsafe acts, make
conclusions based on facts.
o Within seven days from date of incident, complete a written report that shall include
recommendations for corrective action.
o The report shall indicate the employee’s name, age, occupation, address, nationality and
contain a brief account of occurrence, its circumstances and medical aid or treatment
provided. Also it shall contain the statements of the witnesses, company representative
and the employee if his/her condition permits. It shall indicate whether the occurrence
was connected with the employee’s work or it was deliberate or resulted of gross
misconduct on employee’s part.

-2008
The major incidents must be reported to police immediately. This is Public Relation Officer
Responsibility to communicate with Police under the supervision of HR Manager.
10.7 SAFETY PROCEDURES AT WORK SHOP
The entire workshop personnel are required to use personal protective equipments during working
hours as follow:
o Safety Helmet
The shop personnel are required to wear the Safety helmet according to below mentioned
designated colors:
• White colored helmet is for Office personnel, executives, foremen and lead hands
• Blue colored helmet shall be used by plant workers
• Green colored shall be used by maintenance personnel
• Yellow colored helmet will be used by Visitors
Note:
Welders may take off their helmets while at their work on welding station but must put on when
they move around the plant area especially when using crane.
o Safety Shoes/ Boots

All workshop personnel including quality control, foremen, storekeepers and superintendents are
required to wear safety shoes.
Welders will use special safety boots for extra protection. Boots & shoes must be laced up to
avoid entanglement .Worn out or damaged boots must be replaced immediately.
Office personnel and authorized visitors must wear closed foot wear and they must be extra
careful while walking around the Plant area. They must walk only within designated walkway
areas.

-2008
o Hand Gloves
Due to continual close contact with sharp edges of steel material in Plant, workers must wear
hand gloves of the variety defined by the workstation safety analysis. Welders will use leather
gloves for extra protection against heat.
o Apron & Jacket
All welders working on manual welding processes including tackers will use aprons for frontal
and upper body protection.
o Welding Shield
All type of manual welding, including tacking, shall be carried out by welding shield. They shall
use a suitable shade of welding glass on shield depending upon eyesight and comfort of the
individual welder.
Inventory control department will be responsible to stock only those shades which meet safety
standards.
In case of any accidental exposure of naked eyes in welding area, the worker’s injured eye must
by wash and cleaned by using eyewash/eye drop immediately.
o Safety Goggles
Safety goggles or shaded eyeglasses must be worn while operating chipping hammer, friction
saw, hand grinder, stationary grinder ,wood working machines, or using gas cutting equipment
and during fabrication process.
The exact model is specified in the workstation safety analysis sheet.
o Overall/Coverall
Overalls provided to factory personnel are designed for industrial safety. Workers are strongly
advised to wear them during working hours.
If for some reasons they are not available, personal apparel worn should be compatible with
Safety. Use long sleeve cotton shirts, close fitting trousers without turn-ups. Tuck in shirt.

-2008
o Hearing Protection
Welders are provided with hearing protectors, muffs and plugs, to be used during chipping
process. Welders are required to use minimum chipping as per welding procedure.
o Respiratory Protection
There are many tasks involving exposure to fumes, gases and dusts that are harmful to the human
respiratory system. All workers are required to wear respiratory protection like masks and
respirator.
o Safety Belts
Maintenance crews working on overhead cranes or other equipment at height are required to wear
safety belts and lanyards for their protection against fall.

-2008
CHAPTER ELEVEN
DISCIPLINARY RULES
& GRIEVANCE

CHAPTER 11- DISCIPLINARY RULES & GRIEVANCE

11.1 DISCIPLINARY
RULES
Mabani Steel employees are required to meet certain standards of work performance and
workplace conduct. When employees do not meet specified standards, Corrective and
Disciplinary actions including termination for cause may be warranted.
The Human Resources department is responsible for the administration, implementation, and
maintenance of the Corrective and Disciplinary Action Policy in consultation with the employee’s
department head or direct supervisor.
Disciplinary action for unacceptable job performance or conduct (refer to chapter two) could
result in disciplinary action up to and including dismissal, but will usually be progressive as
follows:
1. Verbal Warning for inappropriate workplace conduct and/or for work performance
deficiencies a Verbal Warning may be given to alert an employee to specific deficiencies.
A Verbal Warning consists of a discussion in which the supervisor verbally advises an
employee of his/her performance or conduct deficiencies and recommended corrective
actions. Notes regarding the meeting may be kept in employee’s personal file.
2. Written Warning for inappropriate workplace conduct and/or for work performance
deficiencies a Written Warning Notice may be given to an employee when other efforts to
correct performance or conduct deficiencies have failed or as a first Corrective and
Disciplinary Action when the performance or conduct deficiency is serious enough to
warrant a written reprimand.
A Corrective and Disciplinary Action Written Warning may be in the form of a letter or on
27
the “Employee Warning Form” . The employee should sign and date the written notice
and may provide a written response presenting information on his own behalf.
27
Appendix 21

-2008
3. Fine may be imposed when an employee conducts serious violation including damaging
company’s properties. A fine may be expressed in terms of specific amount but should
not exceed five days’ remuneration in employee monthly salary.
The fine imposed to employee and reason of fine should be recorded properly in
employee’s personal file.
4. Suspension without Pay is appropriate when other efforts to correct

unsatisfactory work performance or conduct have failed. It is also appropriate
as a first Corrective and Disciplinary Action when the immediate supervisor/
manager considers the unsatisfactory work performance or conduct to be serious
enough to warrant a severe penalty.
The period of suspension is without pay and should normally not exceed ten
workdays. Employee must be notified about the suspension and the reasons for
the action.
5. Suspension of increment / promotion can occur as disciplinary action when

seems to be necessary by supervisor/direct manager. as per the federal law, the
penalty of suspending increment may not be imposed more than once in any
year and such increment may not be deferred for more than six months.
Also it shall not be lawful to impose the penalty of suspending promotion for
more than one promotional step. The penalized employee shall be promoted to
the first higher grade/rank as soon as he/she meets the necessary criteria.
6. Termination of Employment may occur when employee fails to meet work

performance or workplace conduct standards. ( Refer to chapter7)
Notes:
o No disciplinary penalty may be imposed to an employee for an act committed by
employee outside the workplace unless such act affects company.
o Disciplinary action should be taken within 30 days from the date of discovery of offence.

-2008
11.2 GRIEVANCE
PROCEDURES
Mabani Steel makes every effort to maintain open communication and create an atmosphere of
trust. In any work environment, there are times when the need arises to express concerns or
complaints in a formal manner.
Mabani Steel’s management recognizes the importance of providing an opportunity for its
employees to express concerns and receive a fair and unbiased review of these concerns.
Employees may follow below steps for such concerns:
Step 1- Discussion with Immediate

Supervisor
A formal concern or complaint should first be discussed with the immediate supervisor. Most
concerns can be resolved at this level. An employee and supervisor should discuss the concern
and seek ways to jointly address them.
Step 2—Discussion with Department Head
If the complaint or concern is not resolved to the satisfaction of both the employee and the
supervisor, the employee should schedule a meeting with the department head or second level
supervisor.
The department head/second level supervisor should evaluate the information received and
respond to the employee as quickly as possible.
Step 3—Formal Written Grievance
If the issue is not resolved to the satisfaction of the employee and the department head /second
level supervisor, the employee should submit a formal written statement of grievance to the
Human Resource Manager who will review the information submitted and ensure the statement
of grievance are clear and will attempt to seek resolution. If Human Resource manager do not
resolve the situation, then the case will be forwarded to the President for final decision.

-2008

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HUMAN RESOURCE POLICIES

MABANI STEEL LLC

Head Office & Factory Address:

2 Date of Issue: February

3 Date of Issue: February

7.4 EMPLOYEE EXIT PROCEDURES................................................................................. 54

4 Date of Issue: February

5 Date of Issue: February

RECRUITMENT & SELECTION

6 Date of Issue: February -2008

CHAPTER 1- RECRUITMENT & SELECTION POLICY

1.1 MAN POWER PLANNING

2. Once Human Resource Department receives approved “New Employment Requisition

7 Date of Issue: February

7. Information regarding new vacancies shall be advertised on company website in addition to

8 Date of Issue: February

1.3 JOB DESCRIPTION

Job description provides information to Human Resource Manager in recruitment process to

1.4 INTERVIEW & SELECTION PROCESS

• The time required to notify the candidate

9 Date of Issue: February -2008

1.6 EMPLOYMENT LEGAL REQUIREMENTS IN

10 Date of Issue: February

• Family Status: Employee, his spouse and 2 kids up to age of 18.

1.7 PROBATIONARY PERIOD

11 Date of Issue: February

1.9 AIR TICKET BOOKING

1.10 ORIENTATION PROGRAM

12 Date of Issue: February

1.11 EMPLOYMENT OF FAMILY

13 Date of Issue: February

CODE OF CONDUCT POLICY

14 Date of Issue: February -2008

CHAPTER 2 - CODE OF CONDUCT POLICY

2.1 HOURS & PLACE OF

15 Date of Issue: February

2.2 ATTENDANCE &

On time attendance is an expectation of all employees. Daily attendance is especially important

• Emergency personal time is made available to employees for unscheduled events as

16 Date of Issue: February

• Supervisor/manager shall inform Human Resource department about employee’s leave.

2.3 DRESS CODE & APPEARANCE AT WORK

17 Date of Issue: February

2.4 DRESS DOWN DAY

2.5 PREVENTAION OF BULLYING IN COMPANY’S

18 Date of Issue: February

2.6 ALCOHOLIC BEVERAGES & ILLEGAL

The possession, consumption or sale of alcoholic beverages at workplace and or in company’s

19 Date of Issue: February

2.9 PERSONAL PROPERTY

20 Date of Issue: February

2.10 COMPANY PROPERTY

2.11 CUSTODIAN OF PERSONNEL FILES

• Address and telephone number of employee and his/her relatives

2.12 ACCESS TO PERSONNEL

21 Date of Issue: February

A. COMPANY EMAIL ADDRESS

22 Date of Issue: February

B. PROHIBITED EMAIL CONTENT

2.14 INTERNET ACCESS

A. PROCEDURE FOR OBTAINING INTERNET ACCESS

23 Date of Issue: February

o Approval granted shall be deemed to impose certain responsibilities on the employee.

24 Date of Issue: February