HR HOTEL STANDARD OPERATING PROCEDURES WRITTING

Chef Bosire training manual
CHEF
SHADRACK BOSIRE TRAINNING MANUALS
HOTEL SOPS
AAbstract
The hotel industryisa mature industrymarkedbyintense competitionowingtoitsgrowingdemand.Underthis
backdropthe stand alone hotelshastosustainandgrow amidstof big hotel chainsbothnationallyand
internationally.Hence the standalone hotelshastofollow astandardsetof processeswhichensuresquality
systemasit providesthe employeesof the hotel the requiredinformationtodothe job properly,andfacilitatein
maintainingthe qualityconsistentlyandalsoassure integrityof the end resultorservice inordertocompete and
survive inthe market.These standardsmaybe setby developingandimplementingawell writtenStandard
OperatingProceduresforall the hotel operations.Thusthe papertriestobringouta well-developed Standard
OperatingProcedureswhichhelpthe standalone hotelstomaintainqualityandaccuracyin theiroperationswhich
standsas the backbone of the hotelsinmainstreamingtheirservicesandincrease guestexperience.
Keywords:Standard operatingprocedure (SOP),hospitalityindustry,hotel industry,service industry.
Introduction
Existence of hotelsmaybe tracedas far back as antiquity.The travel andtourismsectoristhe fastestgrowing
sectorin Indiaas well asthe world.Due to the raisingincome level andthe livingstandardsof the people in Kenya
well asabroad there isa sharp increase of the numberof visitorsintravel andtourismindustry.Itisthe world’s
largestandmajor service sectorsince itincludesfoodservice,tourismandhotels.Due tothisincreasingdemand
the level of competitioninthe industryhasalso increased.Hence inordertosustain,survive andgrow inthis
competitivemarketthe service providersespeciallythe hotelsmustequipthemselvestoofferfastandgood
servicestotheirclients.There are manybiginternational andnational hotelchainswhoare targetingthe growing
economieslikeKENYA toestablishtheirfoothold.Thismaywell putoutthe existingsmall standalone hotelsfrom
the game.Hence undersuch conditionsthese standalone hotelsshouldbe equippedwithstandardproceduresin
theiroperatingsystemssothattheirstandardsmeetthe standardsof anyother hotelsof national and
international repute.

BONGESH TRAINNING MANUALS
CHEF BOSIRE 2
Eventplanning,transportation,lodging,restaurants,themeparks,cruise line are the componentsof tourism
industrywithin hospitalityindustry1
.The Indianhotel rangesfromfive starhotelstobudgethotelshence offering
servicestovariouscategoriesof clients.The revenueisgeneratedfromvariousservicesthatthe hotel offerslike
the banquethall,restaurants,providingrooms,telephonecall services,laundryservices,travel servicesand
internetservices.The pricesof the hotelsdependsuponthe service andamenitiesprovided,thusmostcountries
followa5 grade systemdependinguponthese servicesandamenities.The Indianhotelsare classifiedinto7
categoriesbythe Ministryof Tourism,Governmentof Indiatheyare,heritage hotels,one star,twostar,three star,
fourstar, five starand five stardeluxe hotels2
.
Standard OperatingProcedure (SOP): A routine or repetitive activityisdocumentedtoforma setof written
instructions,suchmanual whichprovidesindividualsorthe employeestoperformthe jobproperlywhich
facilitatesintegrityandqualityinthe end productor service iscalledasSOP.ThusSOP helpsinimplementingand
performingthe particularfunctionsoractivitiesof the processeffectivelyandefficiently.SOPisalsoknownby
differenttermslike instructions,laboratoryoperatingprocedures, worksheetsandprotocols.SOPsare specificto
the organizationsandensure compliancewithgovernmental regulations.SOPsare of limitedvalue if notwritten
correctlyor fail if theyare not followed.Hence SOPsshouldbe readilyaccessibleeitherinhardcopyor softcopy
for reference tothose whoare aboutto performthe specificjoboractivityinthe organization.SOPshelpin
trainingthe individualsof aparticularfunctionora process,italsoreducesthe supervisorytime andefforts,it
buildsconfidence amongthe teamwhileundertakingthe tasks3
.The use of SOPsreducesvariationsandpromotes
qualityinthe processesorproceduressince itprovide detailedworkinstructions.Italsoreduces
miscommunicationsandaddresssafetyconcerns.SOPscanbe made usedaschecklistsbythe inspectorswhile
auditingthe procedures.ThusSOPsensure credibility,legal defensibility,improve comparabilityandreducedwork
effort.
SOPsshouldbe writteninsucha way that anycommonman understandsiteasily.Hence itshouldbe ineasyto
readformat,writtenstepbystepand ina concise mannerandnot overlycomplicatedandambiguous.Itshould
not be redundant,wordy oroverlylengthy.Itshouldbe simpleandshort.Instructionsshouldbe conveyedclearly
and explicitlytoremove anydoubtasto whatshouldbe done.Use of flow chart will be a welcome move 4
.The SOP
processincludesSOPpreparation,itsreviewandapproval,frequentrevisionsandreviews,checklists,document
control,SOPdocumenttrackingandarchival.
SOP in Hotel Industry: The mainpurpose of havinga hotel SOPisto improve guestexperience.Hotel SOPshelpin
educatingthe hotel staff indealingwiththe givensituationinabestwaypossible.Thusthe hotel SOPsprovide
witha guestservice structure thatisconsistentandclearlythoughtoutbythe topmanagement.Hotelsmake use
of differenttypesof SOPslike the Tool Procedures,RuleProceduresandJobProcedures5
.Tool proceduresare used
for specifictasksthatare carried outeverydaylike check-inandcheck-out,temperatureconcernsetc.itisalso
usedforrare circumstanceslike fire alarmsandelevatormalfunctions.Onthe otherhandRule Proceduresdeal
withtrickysituationslike dealingwithemployee conduct,sensitive areassuchassignsof smokinginnonsmoking
room or a declinedcreditcardetc.JobProceduresdeal withemployee rolesandresponsibilitiesinthe hotel.
Hotel SOPsensure thatthe guestsgetthe same qualityservice andtreatmenteachtime theyvisitthe hotel.Hotel
SOPshelpthe employersinpredictingthe future humanresource requirementsbecause eachemployee’srole is
clearlyoutlined.SOPsalsohelpinevaluatingthe employees’ performance.SOPsbefore implementationshouldbe
CHEF BOSIRE 1

CHEF BOSIRE 3
testedandevaluatedthoroughlyforitssuccessful implementation.Participationof the hotel employeesin
developingthe SOPswillbe of helpful foritssuccessful implementation6
.Since the hotelSOPsare the back bone of
the service processitshouldbe sharedwith everyindividual workinginthe hotel.
Organization Profile:
Igongo Cultural Centre & Country Hotel is a leading recreational complex comprising of the captivating &
one of the best museums in Uganda, Eriijukiro (the museum of South Western Uganda), a traditional
restaurant, bar, luxurious & a spacious 5 star hotel located exactly 12km along the scenic Mbarara Masaka
highway. It is the ultimate destination for lovers of history, art, culture and comfort. A staple of ultimate
African luxury, Igongo merges comfort, relaxation and recreation in an environment offering gorgeous
scenery & beautiful gardens that capture the imaginations of both the young and the old. The complex is
an attraction to a diversity of people and cultures both local and international.
It is rankedas three starhotel.
Objectivesofthe study:
i. To designanddevelopSOPsforstandalonehotelswithreferenceto igongocultural centre andcountry
hotel.
ii. To ascertainthe importance of havingthe SOPs.
Methodology
The procedure followedbyvariousdepartmentsandsectionsof the hotel wascloselyobservedandstudied.
Repeateddiscussionswere heldwiththe Chief OperatingOfficer(COO) of the resortandotherdepartment
managers.Secondarydatawas alsocollectedbyvisitinglibraries,browsinginternetandmeetingotherhoteliers.
The workingpatternsandthe SOPsfollowedbywell knownhotelswasalsostudied.Thusfromthiscombined
efforta well developedfinal setof SOPswere finalized.
Results and Discussion
From the thoroughstudyof the existingoperative proceduresinthe hotel the followingSOPsare recommended
for igongocultural centre whichare applicable toall staff andall levelsof management.
Standard OperatingProceduresrecommendedfor igongocultural centre:SOP for Recruitment:
SOP Title: Recruitment
SOP Number:
VersionNumber:
Date:
i. Identifythe needfornewstaff ortofill the vacancy.
ii. Receive the requirementof manpowerfromvariousdepartments.
iii. Draft the Job descriptionandspecification.
iv. Get the approval fromhigherauthorities.
v. Selectthe appropriate recruitmentmethod.
If internal:
i. Advertise postinternally
ii. Screenapplicationsandinviteforinterview

CHEF BOSIRE 4
iii. Testcognitive abilityandbehavioral skillsbyselectingappropriate techniques.iv.Assessresults.v.If
satisfactory:promote fromwithin.
iv. If not, go forexternal recruitment.
If external:
i. Prepare a recruitmentbudgetandtake approval
ii. Selectadvertisingmedia:newspaper,magazines,journal,radio,television,internet,broachersetc.
iii. Provide applicationforthe candidates (seetable-1). I
iv. Screenapplicationsonthe basisof requirements.
v. Scrutinizingandshortlistingthe applicationsmustbe done.
vi. . Sendinterviewcall letters/mailstothe shortlistedcandidates.
vii. Conductwrittenexaminationandpsychological tests.
viii. . Selectappropriate testsdependinguponthe nature of positionandskillsrequired.
ix. Conductinterviewsforthe candidatesthroughthe panel of experts.
x. File the disqualifiedcandidatesCV forfuture references.
xi. The panel will conductcore interview (final) withthe short-listedcandidates.
xii. . Assessresultsbackedwithsupportive dataanalysis.
xiii. If satisfied,checkreferencesquotedbythe candidate bycallingorcontactingthe reference person
and clarifythe genuinenessof the candidate.
xiv. Conductmedical examinationtothe appointedcandidate bycertifiedmedicalpractitionereitherin
hisclinicor inthe organizationitself.
xv. If medicallyeligible dispatchdocumentsforfinal approval fromthe higherauthority.
xvi. Get the final approval.
xvii. Prepare the offerletter.
xviii. Notifythe selectedcandidate throughletter,e-mailora phone call fromthe Front office assistant.
xix. File the detailsof the newlyappointedcandidate
xx. Communicate the newappointmenttoall the departments.
xxi. . Issue the Employee IDCardapprovedbythe higherauthorities.
Approval
Prepared By CheckedBy ApprovedBy
SOP for Training
SOP Title: Training
SOP Number:
VersionNumber:
Date:
i. Conducttrainingneedassessment.
ii. On the basisof trainingneedstrainingprogram, trainingmethodsandcourse contentare to be
planned.
iii. Trainingisto be carried outby a persondeemedcompetentinthe subjectarea.
iv. Concernedauthorityshouldmonitorthe trainingsessions
v. Conductpre-testandpost-testassessmentforthe participantsineverysession.
vi. Evaluate the trainingprogramas to ensure whethertheyhave metthe objectivesof the programand
that the traininghasbeeneffective.

CHEF BOSIRE 5
vii. A recordof completedemployee trainingdetailsdocument(seetable-2) istobe maintainedforall
staff inthe workplace.
viii. The trainingrecordsi.e.TrainingNeedAssessmentForm, Annual TrainingPlan,Attendance Record
have to be maintainedforeveryemployee.
ix. All documentsregardingtrainingshastobe made available whenrequiredforauditingpurposes.
Approval
SOP for PerformanceAppraisal
SOP Title: Performance
Appraisal
SOP Number:
VersionNumber:
Date:
Establishingperformance appraisal standards:
i. The numberof appraisal standardsforeachpositionshouldbe made (see table-3,4,5,6and
appendix1)
ii. Set standardswhichare easilyunderstandable,clearandinmeasurable terms.
iii. The authoritywhoprovidesapproval hasthe rightto change the appraisal standards.
iv. Get the approval of the directorsaftersettingupof weightforeachcriteria.
v. Explainthe employeestoall level astowhatexactlyisexpectedfromthemwhile
communicatingthe appraisal standards.
vi. Communicate performance standardstothe appraisers.
vii. Collectall materialspertainingtoperformance andachievementlikerecordsof incidents,
reports,notes,agreedtasks,recordsof performance andachievementsetc.
viii. Communicate the purpose andtype of appraisal includingthe time andplace tothe appraisee.
ix. Let the appraisee getachance to assemble dataandrelevantperformance andachievement
recordsand materials.
x. One by one the activities,tasks,objectivesandachievementsof the appraiseemustbe
reviewed.
xi. Take into accountthe job responsibilitiesandtheirstrengthsandweaknesseswhileyouplanto
performthe appraisal withthe appraisee.
xii. The plan mustbe agreedand realistic,one cangofor a short, mediumorlongtermaspects.
Comparing withstandards:
i. The actual performance iscomparedwiththe desiredorperformance standardsandthe result
may showthe actual performance beingmore thanor lessthanthe desiredperformance.
Discussingresultsand providingfeedback:
i. Communicate anddiscussthe resultsof the appraisal withthe employee.
ii. Provide feedbackinaverypositive waysince ithaseffectonthe future performanceof the
employee.
iii. Do not forgetthatthismeetingistohelpsolve the problemsandmotivate employee to
performbetter.

CHEF BOSIRE 6
Decisionmaking/taking corrective actions:
The meetingaimforproblemsolvingandreachingconsensusbydiscussingonthe problems.
i. Note:
i. If necessary,informal appraisalsare alsoconductedbythe supervisorsorthe managers.
ii. Normallyappraisalsare conductedeverysix monthsorannuallydependingonthe
positions.
Approval
SOP for Leave
SOP Title: Leave
SOP Number:
VersionNumber:
Date:
Annual Leaves:
i. Annual leaveswill be 21days peryear to all the employees.
ii. Afterthe completionof one yearof service the employee becomeseligibletoavail leave.
iii. 56 annual leaveswill be the maximumlimitforaccumulation,anythingabove thatwillbe en-cashed
automatically.
iv. Annual leaveswill be calculatedonprorata basisfrom the date of joiningandthe new joinerswill only
be allowedtohave leave afterconformationof service.
v. The leave will be calculatedonproratabasisforthe year of separationincase of terminating
employees.
vi. Combiningannual leaveswithothercategoryof leavesisnotallowed.vii.Submitthe leaveapplication
to the departmentmanageratleastthree weeksbefore.
vii. The managementhaseveryrightto disapprove the leave applicationor re-schedule it.
viii. . The employee takingleave mustensuretakingoverhisworkbyotheremployee andalsonotifyhis
contact numberandaddress.
SickLeaves:
i. Sickleave will be 8workingdaysperyear foronlypermanentemployees.
ii. Medical certificate mustbe producedif the sickleave exceedsthree consecutivedays.
iii. Annual leavesandcasual leavescanbe adjustedwiththe sickleaves,incase there inno
casual and annual leave thanitwill be consideredasleave withoutpay. I
iv. Withoutpriornotice sickleave canbe availedincase of emergency,howeverthe employee
mustensure thathe informshisline managerregardingthe probable durationof the leave.
v. Sickleave cannotbe accumulatedandis alsonoten-cashable.
Casual Leaves:
i. 10 workingdayscasual leavesperyearispermissible toall the permanentemployees.
ii. The departmentmanagermustbe informedinadvance before availingof the casual leave.
iii. Casual leave formaximumof three daysata time can be availedwiththe following
exceptions:9days casual leave will be givenif the employeegetsmarried;3daysif the
employeechildgetsmarried;3daysif the male employee getsanew bornbaby;5 daysin

CHEF BOSIRE 7
case of deathof spouse,child,mother,fatherandsiblings;7daysif the employeeshouseis
damagedbynatural disaster;4days incase of exams.
iv. Sickleave orannual leave cannotbe combinedwithCasual leave.
v. Leave recordshave to be maintainedinaseparate file (table-7).
Approval
SOP for Employee Termination
SOP Title:Employee
Termination
SOP Number:
VersionNumber:
Date:
i. The last day workedisthe terminationdate
ii. Employee benefitsare providedincase the terminationisdue toreductioninstaff.
iii. Terminatingemployeesshouldcomplete aseparationnoticeandreturnall the hotel propertyand
settle all debts.
iv. . Re-employmentisnotpermittedforthe employeeswhoare terminatedonthe basisof misconduct
or unsatisfactoryperformance.
v. The terminationof employmentmaybe voluntaryorinvoluntary.
vi. . Writtennotice mustbe giventwoweeksbeforeincase of voluntarytermination.
vii. Involuntaryterminationisthe terminationwhere inthe managementterminate the employee due to
hispoor performance,misconduct,notice period,expirationof aleave of absence,reductionof staff or
endof termappointment(appendix-2)
viii. Meetingsof involuntaryterminationexceptthose involvingreductionof staff shouldbe done inthe
presence of higherauthorities.
ix. Prepare an agendaforthe terminationmeeting:
i. One shouldprepare himself of whathe isgoingto sayand how before goingtothe
terminationmeeting.
ii. The meetingroommustbe away fromthe individual’scoworkersanditshouldbe well set
before time
iii. Betterto have a memberof managementasa representative inthe meeting.
Conduct an exitinterview:
i. The managementmustschedule anappointmentpriortothe employee departure.
ii. Thisinterview mustbe carriedinprivate withthe memberof the managementteam
iii. Encourage the terminatingemployeetotalkfreelyonall aspectof the hotel.
iv. The informationgatheredfromsuchinterviewsare usedforimprovinghotel policiesandprocedures.
Before terminatingthe employeeensurethe followingchecklist:
Compile the properdocumentation:
i. Before the terminationtakesplace one shouldensure thattheyhave rightlegal documentsinplace.
ii. Ensure that thisprocessisunbiased,professional andfollowscompanypolicy.

CHEF BOSIRE 8
Prepare the terminationletter:
i. Use the template foremployee termination (seeappendix-3) oradjustitaccordingto your
specificneeds.Create benefitpackage if any:
ii. In case of any benefitstobe providedtothe employeeitshouldbe readyforhimduring
the terminationmeeting.Suchbenefitsare liableonlytothose whoare terminateddue to
reductionof staff.Come upwithadditional agreements:
iii. Employee signonanemployee terminationagreementora non-compete agreementisa
must.
iv. Prepare an agendaforthe terminationmeeting:Make sure the formerworkerreturnthe
items:
v. List outthose itemsthe formerworkermustreturnandmake sure that theyare returned
before the termination,recoveringitafterthe employeeisgone willprove difficult.
Conductan exitinterview.
Approval
SOP for PersonalGrooming
SOP Title:Personal
Grooming
SOP Number:
VersionNumber:
Date:
i. The uniformmustnot be crashed,damagedor stained.
ii. Ensure that the socks hasno runs or holesandalwayskeepshoespolishedandingoodshape.
iii. Fingernailsmustbe keptcleanalways,itmustbe filedshortandmustnot be bitten. I
iv. Pearl nail polishwithnochipsisadvisedforladyhoteliers.
v. Basic cosmeticslike lipstickandeyelinercanbe usedby the female hoteliers,neveruse heavymakeup.
vi. Maintainneatand cleanhairsall the time andmale hoteliersmustkeeptheirhairabove collarlength
always.
vii. . Female hotelierswhohashairlongerthantheircollarlengthmusttie itupin a bunsafelysecured.
viii.Male hoteliersmustshave daily,noexcuse isacceptedatanycost.
viii. Onlywatchand a weddingringare allowedtowearandnothingelse ispermittedtowearforboth
genders.
ix. A small nose stud anda simple studearringisallowedtowearforthe ladyhoteliers.
x. Maintainpersonal hygieneall the time.xii.Bodyodorandbreathmustbe keptfreshall the times.
xi. Must wearthe uniformwhichfitsyouperfectly.
xii. Don’tuse jell,unlessitisnecessary,evenif used,use itslightly.xv.Bettertouse flatshoesashighhill
shoesmaybe dangerous.
Approval

CHEF BOSIRE 9
SOP for PersonalHygiene
SOP Title:Personal Hygiene
SOP Number:
VersionNumber:
Date:
i. Don’twork if youare sick.
ii. Dailybathis a must to keepyourbodyandmindfresh.
iii. Keepthe habitof washingyourhandsfrequently,thiswillnothelptogrow bacteriainyour hands
iv. Do not wearthe same dressmore than once,alwaysmaintaintwosetsof uniformsandaprons.
v. Keepyourhairneat andcleanand alwayscoveryourhead withhat,hoodor a hairnetsince hairfall in
foodisa worse scene foranystar hotel.
vi. Shavingdailyis a mustfor everyhotelier.
vii. Coverproperlywheneveryoucoughand sneeze andthenwashyourhands.
viii. Bad habitslike cuttingthe nailswiththe knife orsittingonthe worktablesmustbe avoided.
ix. Fingernailsmustbe shortandclean,neverletthemgrow.
x. Avoidsmoking,chewinggumorhearingmusiconyour workingtime.
xi. If by accidentyouget a cut while usingknifeora cuttingblade thenuse a cleanbandage onthe cut
parts and take immediate treatment,neveroverlooksuchminorinjuries.
APPROVAL
Prepared By
Checked
By
ApprovedBy
Conclusion
The purpose of IGONGO CULTURAL HOTEL for studyisthat the resortiscertifiedasa 5 star hotel andisa
standalone hotel.Inordertowithstanditself inthe growing competion of the hospitalityindustry inwestern
UGANDA one hasto put inplace the standardproceduresinitsdayto day operationswhichwillnotonlyenhance
the efficiencyandthe effectivenessof the workbutalsoenhancesguestexperience.If the hotelsprovide good
guestexperience itwillbe the hallmarkforitsfuture business.Sincethe hotel didnothave a well-documented
procedurestofollowitwasimportanttodevelopandsuggestsome StandardOperatingProcedureswhichwould
be helpful incarryingout itsregularactivitieswithminimumsupervision.TheseSOPsare applicabletoany
standalone hotelswhowishtoincorporate itintotheiroperationsandimproveitsstandinthe presentmammoth
competition.
Table–1 Application Form for Recruitment (SOP:Recruitment)
Full Name
PresentAddress
PermanentAddress

CHEF BOSIRE 10
Contact No.
E-mail ID
Date of Birth Gender Age
Academic Qualifications
Sl.No. School/College Organization Name Year of Passing Marks
Obtained
Languages Known
ComputerSkills
Interestsif any
Work Experience
Sl.No. Name of the
organization
Designation From Date To
Date
Responsibilities Salary Drawn
Achievementsifany
Personal Data
Religion Nationality
Height Weight
Marital Status Spouse Name
No. of children Occupation

CHEF BOSIRE 11
Father’sName Occupation
Mother’sName Occupation
References: Other than Relatives and Previous Employees
1.
2.
Are you currently employed Yes No
Position Sought Available Start Date
DesiredPay Scale
EmploymentDesired Full Time Part Time
Do you sufferfrom any allergy Yes No
If yes, elaborate
Have you undergone any operation Yes No
If yes, elaborate
Are you willingto signa contract with us Yes No
Did you complete thisapplication yourself Yes No
If No, who did?
The above informationprovidedbyme iscorrectto the bestof my knowledge.Iwouldbe responsible forthe
consequencesif foundincorrect.
Date:
Signature
FOR OFFICE USE

CHEF BOSIRE 12
Table-2 Employee Training Details (SOP:Training)
Name
JoiningDate Qualification
Department Designation
Training Date Training Undergone Faculty Assessment
Table-3
Skill Matrix – House Keeping(SOP:Performance Appraisal)
NAME A B C D E F G H
DESIGNATION HOD Room
boy
Room
boy
Room
boy
Room
boy
Room
boy
Room
boy
Room
boy
Room check-in
Room check-out
Room shifting
Room cleaning
Bed making

CHEF BOSIRE 13
Issue and receiptof
linen
Material indent
Room status
Room accessories
Lost and found
Operationof vacuum
cleaner
Operationof
scrobbing machine
Lineninventory
control
Room spring cleaning
QMS
Tabel-4
Skill Matrix – F and B Service (SOP:Performance Appraisal)
Name / Designation
SKILLS
HOD
F&B
Service
Captain
Tr.
Captain
Cashier Cashier Steward
Sr.
Steward &
Bar Atd
Tr.
Steward
Sr.
Steward
Tr.
Stewa
rd
Tr.
Stewa
rd
Table layout
Banquet layout
and service
Frillingand
Table décor
Food &
Beverage
service

CHEF BOSIRE 14
Order taking &
Suggestive sale
Menu
knowledge,
Garnishing&
Accompaniment
Knowledge of
Etiquettes&
Behaviour
Napkin folding
Cocktail &
Mock tail
Food pick up
Point ofsale
O .D .C
Inventory
Control
Table-5 Quarterly Assessment (SOP:Performance Appraisal)
On a scale of 1-10 Year: (Jan-Dec)
Name: Department:
Q1 Q2 Q3
Sl.No Parameters Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
1. Jobknowledge
2. Behavior
3. Personal hygiene/
grooming
4. Attendance
5. Punctuality

CHEF BOSIRE 15
6. Willingnesstowork/
perform
7. Co-operationwith
colleagues
8. Improvements&
suggestions
9. Communicationskills
10. Dependable/commitment
Total (100)
Final assessment
Signof HOD
Signof GM
0-39: BelowAverage 40-59:Average 60-69:Good 70- & Above:VeryGood
Table-6 Assessment Sheet for Managerial Position (SOP:Performance Appraisal) Name:
_________________________ Date:
________
a. Communication Skills 1 2 3 4 5
b. Manners/ Behavior/ Etiquettes 1 2 3 4 5
c. Interpersonal Skills 1 2 3 4 5
d. ComputerSkills 1 2 3 4 5
e. Eagerness to learn / perform 1 2 3 4 5
f. Operational Skills 1 2 3 4 5
g. Financial Mgt. Skills 1 2 3 4 5
h. Overall performance 1 2 3 4 5
Note/ Comments: 1. 2. 3.
(1) Below Average (2) Average (3) Good (4) V. Good (5) Excellent
Head of Department General Manager Director

CHEF BOSIRE 16
Table-7 Staff Leave Record (SOP: Leave)
As on
Date
Claimed Balanced Levels Encashed on Details
Sl.No. Name EL CL EL CL EL CL
Appendix-1 The Department& There By ContributingToThe OverAll
BiannualEmployee Award (SOP: PerformanceAppraisal) Goals Of The Organization
The Best Employee Award For The Period Ending August 2012 In AppreciationThe ManagementPresents This
Certificate.
Is Awarded To Mr / Ms._____________ Of _____________
Department For His / Her Outstanding Work, Sincerity Within
Appendix-2 Employee Termination Terms (SOP: Employee Termination)
 Misconduct:
Advance notice isnotissuedtothe employeeswhoare terminatedformisconduct.
i. ii.Misconductdischarge can occur in casesof :
ii. If there is violationinthe hotelspoliciesand/orlaws;Destruction,mishandlingor
unauthorizedremovalof confidential orsensitive information.
iii. . Consumptionof illegal drugsorsubstances,alcohol whileperforminghotel duties.
iv. . Do not followsafetyregulations.
v. . Abuse orneglectanyindividualsinthe hotel.
vi. . Providingfalse informationaboutself inthe employmentapplicationandwillful
misinterpretationof technical,scientificorotherdata requested byhotel.
vii. . Givingfalse,maliciousandviciousstatementsaboutanotherhotel employee.
viii. . If one possessesoruse aweapononhotel premises.viii.If one givesthreatormakesverbal
or physical abuse.
ix. Harassmentbasedon sex or ethnicity.
 Unsatisfactory Performance:
i. Inspite of several effortsbythe hotel managementtocorrectthe behaviororperformance
problemsif the resultsare notdesirable thenthe employeeisconsideredfortermination.
 Reductionin Staff:
i. Due to budgetconstraintsor change inhotel objectivesoractivitiesthe hotel may
opt forstaff reduction.
ii.

CHEF BOSIRE 17
 Notice Period:i. It isthe periodof time whereinthe employee isonthe jobwhoisissuedwiththe
notificationof voluntaryorinvoluntarytermination.ii.Sickleave orvacationleave cannotbe usedto
simplyextendtime onthe payroll beyondthe lastdayactuallyworked.
 End of a Term Appointment:i.If the extensionorrenewal of the endof the termappointmentisnotgiven
to the employee he will be terminatedanditwill be informed30daysbefore the terminationdate.
 Expiration ofa Leave ofAbsence:

CHEF BOSIRE 18
i.If the employee doesnotreturntoworkat the endof approvedleave thenhe will be terminated.
Appendix-3 Employee Termination Letter (SOP: Employee Termination)
Date: _____________ Place:_____________
To, Mr./Mrs.____________________________________
Dear Mr./Mrs.
The organizationisunderlotof pressure withrespecttothe operations&profitability.Inview of
the same after prolongeddiscussionsthe topmanagementhasdecidedtorelive youdue toyour
poor performance &attitude.
Your duestowardsyourfinal settlementwill be done bythe accountsdepartment.Youare directed
to handover yourcharge to the nominatedperson,alongwithall books,files,CD’s,keys,&related
papers.
We wishyouall the verybestfor yourfuture.
Yours
Human resource manager

CHEF BOSIRE 19
NOTES
HUMAN RESOURCES MANUAL
CONTENTS
SECTION
PURPOSE OFTHE MANUAL
Thismanual summarizesall majorhumanresources policiesandproceduresthatare currentlyin
force in Igongocountryhotel andcultural cente andits subsidiaries. Anytermsandconditionsof
employmentnotcovered,inpartor inwhole,inthismanual shall be subjecttothe provisionsof
labourlegislationlaws.
The manual is intendedtoserve asa reference guide tofull-time employeesonthe human
resourcespoliciesandproceduresof ICCaswell asthe rationale andprinciplesof how theyshould
be implementedandenforced. The provisions stipulatedinthismanual shall be subjecttochange
fromtime to time at the discretionof ICC
Where appropriate andspecified,certainsectionsof thisManual,inparticularSections10and 11
on House Rules&Ethical & Legal Responsibilities,are also applicabletotemporaryemployees.
Introduction - Purpose of the Manual
Section 1-1
Introduction - HumanResourcesPhilosophy
Section 1-2

CHEF BOSIRE 20
HUMANRESOURCES PHILOSOPHY
ICC recognizesthe contributionsof itsemployeesandtreatseachindividual employee fairlyand
consistentlyinall matters,withauniformapplicationof the followinghumanresources
philosophies:
• Human resourcesare bestallocatedtoachieve optimumproductivityandefficiency.
• Pay andbenefitsofferedare fair,equitable andcompetitive.
• Employees are always encouraged to well-equip themselves for the present job and future
developmentof ICC
• Reward is based on merit. High performers are given priority to take up more responsible
positions.
• Two-waycommunicationsbetweenemployeesandthe managementare promotedasameansof
buildingmutual understandingandtrust.
• Workplace safety is given top priority to protect human health and enable employees to deliver
theirbestperformance.
• The protectionof humanrightsinemploymentissupported,asguidedbyrelevantinternationally
accepted principles such as those in the Universal Declaration of Human Rights, and is reflected
in our Employment Policy and Equal Opportunities Policy. Employees’ freedom of speech and
associationare respectedaslongastheyare withinthe legal boundaries.
EMPLOYMENTPOLICY
It isthe policyof HKEx to recruitthe bestqualifiedpeopleandtomaintainapool of human
resourcesaccordingto the manpowerrequirementandplanningof ICC.
It isalso the policyof ICCto transferor promote well performingandcapable employeestofill
vacanciessothat employeesare providedwithopportunitiestowidentheirexposure andfurther
theircareerdevelopmentwithin ICC.
Employment- EmploymentPolicy
Section 2-1 Page 1 of 1 July2004

CHEF BOSIRE 21
All applicantshave equal opportunitiesof employmentirrespective of theirage,sex,maritalstatus,
pregnancy,familystatus,disability,race,nationalityorreligion(providedthatthese donotimpede
the abilitiesof the prospective appointeestocarry outnormal job dutiesoraffectthe healthand
safetyof fellowemployees).
Jobapplicantsare treatedfairlyandequally. Employmentisofferedonlytothe bestqualified
applicantswithreference totheirmeritsandabilitiestomeetthe requirementsof the jobs
irrespectiveof whethertheyare referralsordirectapplicants.
The Human ResourcesDepartmentprovidesrecruitmentadvice andservicestoall
Divisions/Departmentsandisresponsibleforthe entire processleadingtoemployment. PURPOSE
OF THE MANUAL
Thismanual summarizesall majorhumanresourcespoliciesandproceduresthatare currentlyin
force in Igongocountryhotel andcultural cente andits subsidiaries. Anytermsandconditionsof
employmentnotcovered,inpartor inwhole,inthismanual shall be subjecttothe provisionsof
labourlegislationlaws.
The manual is intendedtoserve asa reference guide tofull-time employeesonthe humanresources
policiesandproceduresof ICCaswell asthe rationale andprinciplesof how theyshouldbe
implementedandenforced. The provisionsstipulatedinthismanual shall be subjecttochange from
time to time atthe discretionof ICC
Where appropriate andspecified,certainsectionsof thisManual,inparticularSections10and 11 on
House Rules& Ethical & Legal Responsibilities,are alsoapplicable totemporaryemployeesand will
not be boundby offersof employmentotherthanbythe Human ResourcesDepartment.
Employment–ManpowerPlan& Control
Section 2-2
MANPOWER PLAN& CONTROL
1. PURPOSE
The aims of manpowerplanningof ICCare:
• to ensure that ICC acquires and retains the optimum number of employees with the
requiredskills,expertiseandcompetence;
• to exercise effectivecontrol of staffingandthe associatedcost;and
• to assistinoptimumresourcesallocationsothatpotentialmanpowersurplusorshortage
can be anticipatedandalleviatedasmuchas possible.
2. MANPOWER PLAN

CHEF BOSIRE 22
Headsof Division/Departmentare requiredtoconducta thoroughreview of the operations,
structure and manpowerof theirDivisions/Departmentseachyear,andfurnish
recommendationsof manpowerplanforthe followingfinancial yeartothe Human
ResourcesDepartment.
The Human ResourcesDepartmentisresponsible forreviewingthe recommendationsand
compilingacorporate manpowerplanforthe financial year.The manpowerplansetsout
the numberof posts bylevel andbyDivision/Department.
3. CHANGES TO APPROVED MANPOWER PLAN
The manpowerplanforthe financial year,once approvedbythe Executive
Committee/Board,isregardedasofficial. Nochange ispermittedunlessmajor
developmentsorfunctional requirementsemerge. Anyrequisitionof unbudgeted
headcountneedsthe approval of the Chief Executive.
4. MANPOWER CONTROL
In orderto optimize humanresourcesutilizationandtomaintaincosteffectiveness,
stringentmanpowercontrol shouldbe exercised. Recruitmentshouldonlybe carriedoutin
accordance withthe basesof operational needsandapprovedmanpowerplan.
Wheneveranemployee leavesHKEx,the Headof Division/Departmentshouldassessthe
manpowerof hisDivision/Departmenttosee if a replacementisnecessary. Where a
replacementisrequired,internal transferorpromotionshouldbe consideredbefore
pursuingexternal recruitment

CHEF BOSIRE 1
RECRUITMENT
1. PURPOSE
The purpose of recruitmentof ICCis to acquire,ina cost effective manner,the optimum
numberof highqualityemployeesforthe operationsanddevelopmentof HKEx. Inorder to
appointthe mostappropriate personsforthe positions,itiscrucial that potential candidates
are drawnfrom a wide pool andequal opportunitiesare ensuredforall candidates. The
followingguidelinesseektoensure transparencyandfairnessthroughoutthe recruitment
processand maximize the diversityof applicants.
2. RECRUITMENT FOR THE GENERAL MANAGER, EXECUTIVE CHEF, THE SENIOR
MANAGEMENT STAFF, THE COMPANY SECRETARY AND THE HEAD OF INTERNAL
AUDIT
2.1 SELECTION COMMITTEE
SelectionCommitteesof differentcompositionsshall be constitutedbythe Boardto
shortlistandinterviewthe prospectivecandidatesforthe positionsof CEandsenior
managementstaff. The SelectionCommitteeshall consistof aminimumof 5
members.
2.2.1 For the positionof CE,the SelectionCommitteeshall comprise:
a. the Chairmanof ICC(Chairmanof the SelectionCommittee);
b. the Chairmanof the RemunerationCommittee;
c. the Chairmanof the NominationCommittee;
d. two otherdirectorsappointedbythe Board. However,if any of the above
happenstobe the same person,three more directorsshallbe appointedby
the Board.
2.2.3 For the positionof otherseniormanagementstaff,the CompanySecretaryand
the Head of Internal Audit,the SelectionCommittee shallcomprise:
a. a memberof the RemunerationCommittee(Chairmanof the
SelectionCommittee);
b. the CE of ICC
c. a memberof the EXCO;
d. the Chairmanof the relevantBoardcommittee1;and
e. one or two otherdirector(s) appointedbythe Board.

CHEF BOSIRE 2
2.3 SOURCINGMETHODS
Generally,one ormore of the followingrecruitmentapproaches,tobe decidedby
the SelectionCommittee,canbe adoptedtoidentifyinterestedandsuitable
candidates.
2.3.1 ADVERTISING THE POST
Advertisingthe posthelpscommunicateclearlyandopenlytothe publicthe
requirementsof the positionandthe selectioncriteriawhichapply.The
methodsforadvertisingthe postshall include:
a. advertisinginthe local andinternational pressandjournals;and/or
b. advertisingon ICCwebsite and/orrecruitmentwebsites.
2.3.2 EXECUTIVE SEARCH
Recruitmentconsultantscantapintoprivate sectornetworksandare skilledat
promotingopportunitiestopotential candidates. Theycanreach a wide pool
of candidates,andcanreduce the time burdenonthe SelectionCommittee.
In usingexecutive search,the followingpointsshall be considered:
a. in selecting the search consultant, international search firm with good
reputation, extensive global search experience and proven track record
shall be considered;
b. the consultantshouldshow a commitmenttodiversityandequalityissues,
and demonstrate how such commitment is reflected in its practice and
approach;and
c. precise job descriptions and person specifications should be agreed
betweenthe consultantandthe SelectionCommittee.
2.3.3 NETWORK REFERRALS
Referral isone of the widelyusedmethodsforidentifyingpotential candidates
inboth the publicandprivate sectors. Possible referral sourcesmayinclude
seniorexecutivesof otherbusinessandpublicorganizations.
2.3.4 INTERNAL CANDIDATES
Giventhathavingcontinuityatthe seniormanagementlevelcanbe beneficial
to the operationof ICC,internal candidateswiththe relevanttechnical
expertiseandmanagementexperience maybe recommendedforthe
considerationof the SelectionCommittee,bythe Chairmanforthe CE
position,andbythe CE in consultationwiththe SeniorManagement

CHEF BOSIRE 3
Committee forotherseniormanagementpositions.Anyinternal candidates
will be evaluatedonthe same basisvis-à-visothercandidates. Where an
internal candidate andanexternal candidate forthe same positionare
deemedtohave comparable qualifications,experience,andcompetencies,
etc.,the internal candidate willbe givenpreference.
2.4 SELECTION CRITERIA
The followingtwosetsof selectioncriteriashall be consideredinthe recruitment
process:
2.4.1 SHORTLIST CRITERIA
The shortlistcriteriashall focusonthe factual requirementsof the person
specification. Inshort-listingcandidatesforinterview,the followingfactors
shall be considered:
a. academic,professional andtechnical qualifications;
b. relevantworkexperience;and
c. leadershipandmanagementexperience.
There shall be no discriminationonthe groundsof age,sex,marital status,
familystatus,sexual orientation,disability,race,nationalityorreligioninany
circumstances. All candidatesshallbe assessedfairlyandequallyirrespective
of the sourcestheycome from.
2.4.2 FINAL SELECTION CRITERIA
The final selectioncriteriaare appliedtoevaluatethe evidencegathered
throughinterviewsanddiscussionsfollowingthe initialshortlist. The final
selectioncriteriashall focuson,interalia,personalqualities,attributesand
competencies,pastperformance,aspirations,potentials,communicationand
interpersonalskills,professional andpersonal integrity.
2.5 REFERENCE CHECK
Reference checkshall be conductedatthe final stage of the selectionprocesswith
priorpermissionof the selectedcandidateorshall be conductedimmediatelyafter the
candidate hasaccepted ICC 's offerof employment,whicheverispracticable. All
offersshall onlybe finalisedsubjecttothe receiptof satisfactoryreferences. If a
candidate isfoundtohave providedfalse informationorhave misrepresentedany
informationorhave notdisclosedanymaterial factsinhisorher application,itshall

CHEF BOSIRE 4
be deemedtobe sufficientgroundsforHKEx to withdraw the offerorterminate hisor
herservice summarily,as the case maybe.
2.6 OFFERAND APPROVAL
2.6.1 Offer
Remunerationpackagesforthe CEand the seniormanagementstaff shallbe
negotiatedandsetonan individualbasis.
2.6.2 APPROVAL
a. The appointments of other senior management staff, the Company
Secretaryand the Head of Internal Auditare subjectto the approval of the
SelectionCommittee.
3. RECRUITMENT FOR THE OTHER STAFF
3.1 STAFF REQUISITION
Where replacementoradditionalemployee(s) isrequired,the Headof
Division/Departmentshouldcomplete andforwardaStaff RequisitionFormtothe
Human ResourcesDepartmenttoinitiate recruitment.The formshouldspecify
clearlythe jobsummaryand job requirementsof the vacantpositionandbe
endorsedbythe Headof Division/Department.
If the requestforadditional employee(s) isunbudgeted,the Chief Executive’s
approval hasto be sought. For Divisions/Departmentswhichare reportingtothe
Chief OperatingOfficer,the requesthastobe endorsedbythe Chief Operating
Officerbefore submittingtothe Chief Executive forfinal approval.
Where the headcountisapproved,the Headof Division/Departmentshouldfirst
considerinternal transferorpromotionbefore pursuingexternal recruitment.
3.2 SOURCING
3.2.1 INTERNAL SOURCING
The Human ResourcesDepartmentwillissueaninternal vacancy
announcementtoinvite applicationsfromemployees. Employeesmay
applyto the Human ResourcesDepartmentinaccordance withthe policyfor

CHEF BOSIRE 5
Transferas providedinSection2-5or PromotionasprovidedinSection2-6.
Employeesmayalsorefertheirfriendsorrelativestothe HumanResources
Departmentif theyare interestedinthe vacantposition.The referralswill
be consideredtogetherwithothercandidatesandundergothe same
selectionprocess.
3.2.2 EXTERNAL SOURCING
If it is decided thatanexternal recruitmentadvertisementisnecessary,the
Human ResourcesDepartmentwill adoptone ora combinationof the
followingexternal sourcesof recruitmentwhichis/areconsideredtobe
appropriate andcost effective. The Headof Division/Departmentmay
suggestothersourcesif he/she thinksappropriate.
a. Media
The Human ResourcesDepartmentwillliaise withthe
Division/Departmenttoprepare the recruitmentadvertisementand
place it inthe:
• Job OpportunitiesSection of ICC 's Web Site or other recruitment
website(s) asappropriate;and
• most appropriate and effective newspaper(s) and/or other
publication(s).
b. University/College Recruitment
For freshgraduate or summerjobvacancies,the HumanResources
Departmentwill approachthe AppointmentServicesof universitiesor
colleges.
c. RecruitmentConsultant
Where there are genuine difficultiesinfindingsuitablecandidates,arecruitmentconsultantmaybe used
withthe approval of the Head of Human Resources.
3.3 SELECTION GUIDELINEAND CRITERIA
3.3.1 SHORTLIST CRITERIA
In shortlistingcandidatesforinterviews,the followingfactorsshouldbe
considered:
• academic,professional andtechnical qualifications;
• workingexperience;

CHEF BOSIRE 6
• jobknowledge andtechnical know-how;and
• managementexperience formanagerial positions.
There shouldbe nodiscriminationonthe groundsof age,sex,marital status,
pregnancy,familystatus,disability,race,nationalityorreligionunlessthese
will impedethe prospective appointees'abilitiestocarry outnormal job
duties. All candidates will be assessedfairlyandequallyirrespectiveof
whethertheyare referralsordirectapplicants.
3.3.2 INFORMATION GATHERING DURING INTERVIEWS
Duringthe interviews,interviewersshouldonlyaskquestionsthatrelate
directlytothe jobrequirements. Where itisnecessarytoassesswhether
personal circumstanceswillaffectjobperformance,interviewersshould
discussthese objectivelywithoutquestioningthe candidatesabouttheirage,
marital status,pregnancy,familystatus,race,nationalityorreligion.
In case of a disabledapplicant,job-relatedinformationondisabilityand
medical historycanbe askedto determine the applicant'sability,andthe
needforspecial servicesandfacilities,tocarryout normal duties. Itis
howeverunlawful torequestmedical informationforthe purpose of
discriminatingagainstapplicantsonthe basisof pregnancyordisability.
Assessmentof the candidatesanddue recommendationof the interviewers
shouldbe properlydocumentedonthe Interview AssessmentFormafter
interviews. All formsanddocumentscontainingpersonal dataof applicants
shouldbe returnedtoHumanResourcesDepartmentforfurtherhandling,
irrespectiveof whetherthe applicantsare appointed.
3.3.3 FINAL SELECTION CRITERIA
Judgingfrominformationgatheredthroughinterviews,the final selection
criteriaincludingdesirable personal attributes,potential forfurther
development,pastperformance,jobexpectationandcareeraspirationare
appliedtofurtherevaluate the suitabilityof the candidatestothe job.
If all thingsare equal,preference will be giventointernal candidatestaking
intoconsiderationthe recommendationof theirHeadsof
Division/Departmentinadditiontoall othercriteria.

CHEF BOSIRE 7
3.4 OFFERAND APPROVAL
3.4.1 Offer
Whena suitable candidate isidentified,the HumanResourcesDepartment
will discusswiththe recruitingofficerand/orthe Headof
Division/Department,asappropriate,onthe termsandconditionstobe
offeredtothe candidate. Indeterminingthe entrygrade andsalaryof a
prospective employee,the followingfactorswillbe considered:
• academic, professional and technical qualifications and working experience;
• job knowledge and technical know-how;
• recent earnings;
• prevailing market rate of the vacant position;
• availability of suitable candidates in the market;
• internal relativity of ICC; and
• job grade and salary range of the vacant position.
3.4.2 APPROVAL
The selectionprocessandapproval authorityforthe recruitmentof all
positionsshouldinvolve atleasttwolevelstoensure thatafair selection
processhas takenplace.
Positions Approval Authority
Headsof Division/Department
reportingtothe Chief Executive *
Chief Executive
and
Chairman/ExecutiveCommittee
reportingtothe Chief Operating
Officer*
Chief OperatingOfficer
and
Chief Executive
EmployeesreportingtoHeadsof
Division/Department
Headof Division/Department and
Chief Executive/Chief
OperatingOfficer
OtherEmployees Recruitingofficers
and

CHEF BOSIRE 8
* Exceptfor seniormanagementstaff,theCompany Secretary orthe
Head of InternalAuditDepartmentwherethe approvalauthority
mentioned in Clause2.6.2 should apply
3.5 EMPLOYMENTFORMALITIES
3.5.1 VETTING OF DOCUMENTS
Priorto confirmationof appointment,the HumanResourcesDepartment
will ensure thatthe candidatesare lawfullyemployable andholdavalid
Hong KongIdentityCardor othervalididentitydocumentsthatare
acceptable tothe ImmigrationDepartment. Candidatesare requiredto
certifytheirqualificationsandworkingexperience byproducingthe original
copiesof theiracademicandprofessional credentials,reference lettersfrom
previousemployersandotherrelevantdocumentation.
3.5.2 EMPLOYMENT VISA
For prospective employeeswhorequireanemploymentvisatoworkin
Hong Kong,the offerof appointmentswill be subjecttotheirobtaininga
validemploymentvisafromthe Governmentof the HongKongSpecial
Administrative Region. The HumanResourcesDepartmentwillassistinthe
processof visaapplicationwhennecessary.
3.5.3 REFERENCE CHECK
Withthe writtenauthorizationof the new employees,HKEx will conduct
reference checkswiththeirpreviousemployerasfar as practicable,
immediatelyaftertheyhave acceptedHKEx'sofferof employment. Thisis
to ensure thatthe informationprovidedbyemployeesintheirapplications
iscorrect and that theirsupervisorsare alertatan earlystage to any adverse
commentsaboutthem. If it isimpracticable tomake a reference checkwith
theirlatestemployers,areferencecheckwiththeirsecondlatestemployers
will be conductedfirstwhilethe reference checkwiththe latestemployers
will be processedimmediatelyafterthe employeeshave reportedfor duty.
If an employee isfoundtohave providedfalse information,misrepresented
or not disclosedanymaterial factsinhisapplication,itshall be deemedto
be sufficientgroundsforHKEx toterminate the employee'sservice
summarily,unlessthe employee cangive asatisfactoryexplanation.

CHEF BOSIRE 9
3.6 REPORTINGDUTY
On theirfirstdayof employment,new recruitswillusuallyreporttothe Human
ResourcesDepartmenttocomplete the engagementformalitiesandattendabrief
companyinductionbefore they reportfordutytothe designated
Division/Department.
Headsof Division/Departmentshouldarrange fornew employees'jobinduction
once theyhave reportedforduty. New employeeswill alsobe invitedtoattenda
Staff OrientationProgramconductedbythe HumanResourcesDepartmenttohelp
thembetterunderstandthe mission,objectivesandorganizationstructure of HKEx,
as well asitsrulesand regulations,andcode of conduct.
Employment–ProbationaryPeriod
Section 2-4

CHEF BOSIRE 10
PROBATIONARY PERIOD
1. PURPOSE
The purpose of the probationaryperiodistoallow time fornew employeesand ICCto ensure their
expectationsonemploymentandjobperformance are met.
2. POLICY
2.1. Unlessotherwisestatedinthe contractof employment,all employeesare requiredto
undergoa probationaryperiodof three months.
2.2. If a resignedemployee rejoins ICCinthe same Division/Departmentorinacapacityin
which the job nature is similar to his previous position with ICC, the probationary
periodmaybe waivedatthe discretionof ICC. However,if anemployeerejoins ICCin
a differentDivision/Departmentorinapositionwherethe jobnatureisdifferentfrom
his previousposition,aprobationaryperiodmay be requiredinorder to ensure that
the employee issuitable forthe job.
2.3. Subject to satisfactory performance, employees will be confirmed after the
probationary period as permanent employees of ICC and eligible for employee
benefitsasappropriate.
2.4. Duringthe probationaryperiod,the noticeperiodrequiredtoterminateemployment
by eitherICCor the employeesisasfollows:
Grade Notice Period
Within the first month
of probationary period
After the first month but before
confirmation as permanent employee
Grade 6 & above Nil 1 month
Grade 7 & below Nil 7 days
3. CONFIRMATIONOF EMPLOYMENT
Approximatelyfourweeksbefore the probationaryperiodexpires,the HumanResources
Departmentwill sendaConfirmationof EmploymentFormanda Performance Development
Form to the Headsof Division/Departmentforassessmentof theirnew employees'
performance andsuitabilityforemployment.

CHEF BOSIRE 11
Employment–ProbationaryPeriod
Section 2-4
The Heads of Division/Departmentshouldassessthe performance of theirnew employees
duringthe probationaryperiodandrecommendif theiremploymentshouldbe confirmed.
The Head of Division/Departmentshouldreturnthe completedConfirmationof Employment
Form to the HumanResourcesDepartmentthree daysbefore the expiryof the probationary
periodof the employee. If the employee serveshisprobationaryperiodsatisfactorily,he will
be confirmedasa permanentemployee andaletterof confirmationwill be issuedtohim
throughhisHead of Division/Departmentbythe HumanResourcesDepartment.
4. EXTENSION OF PROBATIONARY PERIOD OR TERMINATION OF EMPLOYMENT
If the Headof Division/Departmentconsidersthatthe performance orworkingattitude of a
newemployeeisnotsatisfactoryanda longerperiodof observationisrequired,the
employeewillbe requestedtoundergoanextendedprobationaryperiod,normallyfor
anotherthree months. Employeeswhoperformunsatisfactorilyorare notsuitable forthe
jobmay be terminatedatany time inaccordance withthe policyforTerminationasspecified
inSection2-7, Clause 3.
If the Head of Division/Departmentdecidestoextendthe probationorterminatethe
service of the employee,he shouldstate hisintentionclearlyonthe Confirmationof
EmploymentFormandreturnitto the HumanResourcesDepartmentatleastthree days
before the expiryof the probationaryperiodof the employee. Where assistance isrequired
on employeetraining,counselingordisciplinaryaction,the HumanResourcesDepartment
will workcloselywiththe Headof Division/Department.
Employment–Transfer
Section 2-5

CHEF BOSIRE 12
TRANSFER
1. PURPOSE
Internal transferisencouragedby ICCas itgivesemployeesopportunitiestowidentheirexposure
and pursue developmentinotherstreamswithin ICC. Italsoenables ICCtodeploy
employeestoareaswhere theycanbestcontribute toand meetthe manpowerrequirement
and planningof ICC.
2. POLICY
2.1. It is the policyof ICCto considerinternal transferforexistingemployeeswhenevera
suitable jobopportunityarises. All thingsbeingequal,preferencewillbe givento
internal candidatessothatemployeesare providedwithopportunitiestowiden
theirexposure andfurthertheircareerdevelopmentwithin ICC.
All employeesshouldhave equalopportunitiesfortransfer. Itshouldbe
nondiscriminatoryandbasedonjobrelatedfactors. Age,sex,marital status,
pregnancy,familystatus,disability,race,nationalityorreligionshouldnotbe
considerationsfortransfer.
2.2. Employeesmaybe transferredfromone posttoanotheror fromone
Division/Departmenttoanotherfor career developmentoroperational/structural
reasons. Requestsfortransfermaybe made eitherbyHeadsof
Division/Departmentorby employees. Transfershouldnot,however,be usedasa
meansto shiftundesirable orproblememployeestoanotherDivision/Department.
Neithershoulditbe usedforinternal staff poaching.
2.3. Transfercan onlybe successful if agreedbyboththe releasingandthe recruitingHeads
of Division/Department. A waitingperiodisnormallyrequiredtoenable the
releasingDivision/Departmenttofindareplacement.
2.4. In principle,noprobationaryperiodisnecessaryfortransfer. Terminationnotice will be
adjusted,if applicable,tothe employmentconditionsof the new position.If a
probationaryperiodisdeemednecessary andthe terminationnotice differsfrom
that of the previousposition,the new terminationnoticewillapplyonlyupon
completionof probation.
2.5. As one of the mainreasonsfortransferiscareer development,frequenttransferisnot
encouraged. Employeesshouldremainintheirpositionsforatleastone yearbefore
any transferisconsidered.

CHEF BOSIRE 13
Employment–Promotion
Section 2-6
PROMOTION
1. PURPOSE
ICC aimsto provide careeradvancementopportunitiesforemployeestodevelopandutilize
theirpotential wheneverpossible,whileatthe same time recognizingtheiroutstanding
performance.
2. POLICY
2.1. It is inthe interestof boththe Companyand the individual thatemployeesbe
encouragedtoseekandgainadvancementwithinthe Company.Whilstthe
managementreservesthe righttoappointthe mostsuitable persontoany
particularpost,whetheraninternal candidate orexternal one,itisthe Company’s
policytopromote fromwithinwheneverandwhereverpossible.
2.2. The basicprinciplesof promotionin ICCare equal opportunities,nondiscriminatoryand
the bestpersonfor the job.Selectionforpromotionshouldbe basedonmeritwith
due considerationof the followingfactors:
• jobknowledge andtechnical know-how;
• competence andpotential;
• performance andqualityof work;
• academic/professional/technical qualifications;
• honesty,integrityandcommitmenttowork;•workingattitudeandinterpersonal
skills;and
• personal attributesandtact.
Age,sex,marital status,pregnancy,familystatus,disability,race,nationalityor
religionshouldnotbe considerationsforpromotion.
2.3. Promotionbasedonmeritprovidespathwaysorpotential avenuesforemployeesto
aspire for higher grades, so as to maintain a clear and stable career development
structure enablingthe advancementandretentionof qualitystaff.
2.4. Whenever vacancies arise, the Heads of Division/Department should consider the
possibilityof promotingexistingemployeesfromwithinbefore recruitingexternally.

CHEF BOSIRE 14
2.5. Under normal circumstances, Heads of Division/Department may recommend
promotionfortheiremployees,if theymeetthe requirementsof andare suitable for
the vacant positions.
Employment–Promotion
Section 2-6
2.6. Alternatively, employees who fulfill the requirements of and consider themselves
suitable forthe vacantpositionsmayapplyforthe positionsbyrespondingtointernal
vacancy announcements.
2.7. Under exceptional circumstances,promotionsdrivenbybusiness/operationalneeds,
individualmeritandcompetency,and/oraddedresponsibilitieswillbe consideredon
a case-by-case basis. Headsof Division/Departmentshouldprovide full justifications
whenmakingrecommendationof the promotion.
2.8. To be eligible for promotion to the next higher grade, employees should have
demonstrated potential for further development and possess relevant experience,
qualifications and attributes prescribed for the position. As a general rule, they
shouldhave servedintheirpresentjobfora minimumof 12 months.
2.9. In general, promotion driven by vacancy is subject to approval of the Heads of
Division/Department. In the case of employees reporting directlyto the Heads of
Division/Department,approval fromboththe Headsof
Division/Departmentandthe Chief Executive/Chief OperatingOfficerhastobe
sought.Promotionsotherthanvacancydrivenare subjecttoapproval of the Chief
Executive.
2.10. Normally,employeeswill be promotedtopositionswhichare one grade higherthan
theircurrentones,andtheirnew jobtitleshave tobe in line withHKEx'stitles.
2.11. Onpromotiontoa highergrade,employeeswillnormallyreceivethe entrypayof the
new grade or a promotional increase which is equitable to other employees of the
newgrade. Theywill alsobe eligible forbenefitsapplicabletothe new grade.
3. PROCEDURE
3.1. For promotionrecommendation,the Headof Division/Departmentshouldcomplete
and forwarda Personnel Movement/ContractRenewal/SalaryRevisionFormwith
full justificationtothe HumanResourcesDepartment.
3.2. The HumanResourcesDepartmentwill review the recommendationandensure that
appropriate approval isgranted.
3.3 Upon approval of the promotion,the HumanResourcesDepartmentwill prepare aletter
incorporatingall changesintermsandconditionsof employmentandsendthe
lettertothe promotedemployees. Theyare requiredtosignandreturna copyof

CHEF BOSIRE 2
the lettertothe HumanResourcesDepartment,signifyingacceptance of the new
termsand conditions.

CHEF BOSIRE 1
TERMINATION
1. PURPOSE
Thispolicysetsoutthe conditionsandproceduresrelatingtoterminationof employmentwith ICC.
It aimsto ensure thatHKEx isin line withgood employmentpractice andcomplieswiththe
statutoryrequirements.
2. RESIGNATION
2.1. NOTICEPERIOD
A contract of employmentmaybe terminatedbyeitherpartygivingnotice inwriting
or paymentinlieuasspecifiedinthe contractof employment. Unlessotherwise
specifiedinthe contractof employment,the notice orpaymentinlieutobe given
by eitherpartyforterminationof employmentisasfollows:
Grade Notice Period
During Probation After Confirmation
Grade 6 and
above
• No notice requiredinthe firstmonth
• 1 monthinsubsequentmonths
3 months
Grade 7 and
below
• No notice requiredinthe firstmonth
• 7 daysin subsequentmonths
1 month
The lengthof notice to be givenbyeitherpartyinthe eventof an extended
probationaryperiodshall be the same asduringprobation.
Employeeswhofail tofulfillthe requirednotice periodwill have theirfinal payment
deductedinproportiontothe periodof shortnotice.
Employeesmaynotextendtheirnotice periodtotake advantage of restdaysor
publicholidaysfallingimmediatelyafterthe expiryof theirrequirednotice period.
Extendednotice isonlyacceptedwithvalidreasonsandthe approval of theirHeads
of Division/Departmentandthe Headof Human ResourcesDepartment.
Employeesare notallowedtouse outstandingcompensationleave orannual leave
inlieuof terminationnotice withoutthe approval of theirHeadsof
Division/Department. Similarly,maternityleavecannotbe servedasnotice for
terminationof employment.

CHEF BOSIRE 2
If an employee hasappliedforannual leave priortosubmissionof hisresignation
and the approvedleave fallswithinthe notice period,he mustobtainre-approval
fromhis Headof Division/Department.
Anyrequesttowaive the whole orpart of the terminationnoticemustbe provided
withjustificationandapprovedbythe Headof Division/Department.
2.2. PROCEDURE
2.2.1. Submissionof Resignation
• An employee who wishes to terminate his employment must submit a
letterof resignationtothe HumanResourcesDepartmentwithacopy to
his Head of Division/Department. The
Head of
Division/Departmentshouldendorse the lettertosignifyhis
acknowledgementof the resignationandsendhiscopyto the Human
ResourcesDepartment.
• Upon receipt of the letter of resignation, the Human Resources
Departmentwillacknowledge the resignationinwritingandconfirmwith
the employee the last working day and the effective date of his
resignationwithacopyto hisHead of Division/Department.
2.2.2. Returnof CompanyProperty
• Upon leavingthe service withHKEx,the employee musthandovertohis
Headof Division/Departmentordesignatedofficerall accounts,contacts,
data, records and documents, whether in paper, tape, diskette or
electronicform, relatedtohisjob.
• On his last working day, the employee is required to return all company
property (please refer to Section 10-2 on House Rules for the definition
of company property) to his Head of Division/Department, the
Administration Department, the Exchange Library and/or the Human
ResourcesDepartmentasappropriate. HKEx reservesthe righttodeduct
fromthe resignedemployee'sfinal paymentanamountequivalenttothe
value of any property which is not returned or is damaged and any
amountdue to HKEx.
2.2.3. ExitInterview
• The Human Resources Department will normally conduct an exit
interview with the resigning employee to obtain a better understanding
of hisneedsandtosolicithisfeedbackinHKEx'spoliciesandpracticesso
as to improve the overall workingenvironmentandconditions.

CHEF BOSIRE 3
2.2.4. Final Payment
• The final payment including basic salary, job related payments or
reimbursements,payment inlieuof accruedannual leaveandmoneydue
to the employee,if any,will be paidtothe resignedemployee bycheque
orautopayintohisbankaccountwithinsevendaysfromhiseffectivedate
of resignation.
2.3. CALCULATION OFSALARIES
2.3.1. Salarypaymentinlieuof terminationnotice (calculatedonthe basisof
calendardays)
Monthly basic salary x No. of calendarday(s) inlieuof notice
No. of calendar daysin the month
2.3.2. Final salarypayment(calculatedonthe basisof calendardays)
Monthlybasicsalary x No. of day(s) employedinthatmonth No.of
calendardaysin the month
2.3.3. Salarypaymentinlieuof accruedannual leave orsalarydeductionfor
advancedannual leave (calculatedonthe basis of workingdays)
Monthlybasicsalary x No. of workingday(s) of
21 accrued/advancedannual leave
2.4. REFERENCE LETTERS
Reference letterswill be issuedbythe HumanResourcesDepartmenttoformer
employeeswhohave completedtheirprobationaryperiods. Employeeswhowish
to have theirreference lettersmade underthe officialtitlesof theirHeadsof
Division/Departmentcanapplydirectto theirDivisions/Departments. A copyof the
reference lettershouldbe senttothe HumanResourcesDepartmentforrecord
purpose.
2.5. WITHDRAWAL OF RESIGNATION
Withdrawal of resignationmustbe made inwritingbyemployeesandapprovedby
theirHeadsof Division/Department. A copyof the approvedwithdrawal shouldbe
sentimmediatelytothe HumanResourcesDepartment.
3. DISMISSAL

CHEF BOSIRE 4
While the lawrecognisesanemployer'srighttoterminate the employmentof anemployee
withlegitimatereasons,Headsof Division/Departmentmustcautiouslyexercisethe rightin
orderto minimize the adverseimpactonotheremployees,theirDivisions/Departmentsor
ICC.
Unlessthe subjectmatterisof a veryseriousnature where terminationof employmentis
inevitable,Headsof Division/Departmentare advisedtoadoptthe disciplinaryprocedures
as specifiedinSection12.
3.1. APPROACH
If a Headof Division/Departmentwishestoterminate the employmentof an
employee,he shouldconsultthe HumanResourcesDepartmentaboutthe approach
to be adopted.
3.1.1. TerminationbyNotice orPaymentinlieu
If an employee'sperformance isunsatisfactoryornotupto the required
standard;or his workingattitude ispoor;orhe is foundto be unsuitable for
the job;or underanyothercircumstancesotherthanthose specifiedfor
SummaryDismissal inClause 3.1.2, ICCmay lawfullyterminate hiscontract
of employmentwithnoticeinwritingorpaymentinlieuasspecifiedinthe
contract of employment.
Thisis the mostcommon approachto terminationof employmentbyan
employerforminorand/ortrivial transgressions.
3.1.2. Summary Dismissal (Without Notice or Payment in lieu)
If an employee,inrelationtohisemployment:
• wilfullydisobeysalawful andreasonable order;
• misconducts himself,such misconduct being inconsistent with the due
and faithful discharge of hisduties;
• isguiltyof fraud or dishonesty;
• ishabituallyneglectful inhisduties;
• becomes involved in improper securities transactions, or without
approval disclosestoa thirdparty any confidential informationobtained
from his employment; or on any other grounds which would entitle ICC
to terminate the employmentwithoutnotice, ICCmaylawfullyterminate
hiscontract of employmentwithoutnotice orpaymentinlieu.
Thisapproach of terminationof employmentbyanemployershouldonlybe
appliedtocaseswhere anemployee hascommittedveryserious

CHEF BOSIRE 5
misconductor failstoimprove himself afterthe employer'srepeated
warnings.
3.2. SUSPENSION OFEMPLOYMENT
If an employee issuspectedof aviolationthatcouldleadtosummarydismissal, ICC
may,duringthe investigation,suspendhisemploymentfora periodnotexceeding
14 days. However,where the investigationisof acriminal nature andproper
criminal proceedingscannotbe concludedwithin14days,the suspensionmaybe
extendedtill the conclusionof the criminal proceedings.
Duringthe periodof suspension,the employeewill be paidsalaryasnormal and will
be givenan opportunitytostate hiscase. Duringthe hearingof the case,he may be
accompaniedbya colleague if he sowishes. Inexceptionalcases,suspension
withoutpaymay be warrantedbutsuch a decisioncanonly be made by the
approval of the Head of Division/DepartmentandHeadof Human Resources
Department.
3.3. PROHIBITION AGAINSTTERMINATION
The EmploymentOrdinance imposesthe followinglimitationsontermination:
3.3.1. MaternityProtection
Afteran employee'spregnancyhasbeenconfirmedbya medical certificate
and has servednotice of herpregnancy,terminationof employment,on
groundsotherthan summarydismissal due tothe employee'sserious
misconduct,isprohibitedfromthe date onwhichshe givesnotice of her
intentiontotake maternityleaveuntil the date onwhichshe isdue to
returnto work.
If a pregnantemployee isdismissedbefore she hasservednotice of
pregnancy,she mayserve notice immediatelyafterbeinginformedof her
dismissal. Underthese circumstances,the dismissalornotice of dismissal
mustbe withdrawn.
Where ithas beenexplicitlyagreedthatthe employmentisonprobation,
dismissal duringthe probationaryperiodisnotprohibited. However,the
employeecannotbe dismissedbyreasonof herpregnancy.
3.3.2. SickLeave Protection
An employershall not dismissanemployee whilstthe employee isonpaid
sickleave. Thisrestrictiondoesnotapplytosummarydismissal due tothe
employee'sseriousmisconduct.
3.3.3. Annual Leave

CHEF BOSIRE 6
Whenan employee istakingaccruedstatutoryannual leave,neither ICCnor
the employee ispermittedtoterminate employmentbygivingthe other
party notice of terminationduringthe periodwhichisbeingtakenasannual
leave. Thisrestrictiondoesnotapplytoannual leave whichisinexcessof
the provisionsunderthe EmploymentOrdinance.
3.3.4 GivingEvidence orInformationtothe LabourDepartment
An employershall notdismissanemployee forgivingevidence or
informationinanyproceedingsorinquiryinconnectionwiththe
enforcementof labourlegislation,industrialaccidentsorbreachof work
safetyregulations.
3.3.5 InjuryatWork
An employershall notdismissaninjuredemployee before havingentered
intoan agreementwiththe employeeforhiscompensationorbefore the
issue of a certificate of assessment.
3.4. PROCEDURE
3.4.1. Before anydismissal decisionismade,the Headof Division/Departmentis
advisedtostudyall the facts leadingtodismissal andseekadvice fromthe
Human ResourcesDepartmentwithregardtothe approachand actionto be
taken.
3.4.2. If dismissal isdeemednecessary,the Headof Division/Departmentshould
complete andforwarda Personnel Movement/ContractRenewal/Salary
RevisionFormwithreason(s) tothe HumanResourcesDepartment.
3.4.3. The Human ResourcesDepartmentisresponsible fordeterminingthe
approach to be taken,issuingthe dismissal letterandfinal payment.
3.4.4. A dismissal interview shouldbe conductedbythe Headof
Division/Departmentorhisdesignatedofficerandthe HumanResources
Department,if required.

CHEF BOSIRE 7
Employment–Retirement
Section 2-8
RETIREMENT
1. PURPOSE
ICC valuesthe contributionsmade byitsemployeesduringtheirservice withHKEx and
providesbenefitsattheirretirement.
2. POLICY
2.1. NORMALRETIREMENT
The retirementage foremployeesof ICCis60. Employeeswill normallyretire on
the last dayof the calendarmonthinwhichtheyattainage 60.
Retireesare entitledtothe normal retirementbenefitsof the Staff ProvidentFund
Scheme uponretirement.The normal retirementbenefitswill includealumpsum
equal tothe full amountof the member'sbalance,employer'sbalance andanyprior
service balance.Detailsof the normal retirementbenefitsare providedinSection5-
2, Clause 2.6.1.
If the amountof the employer'sbalance pluspriorservice balanceunderthe
Scheme islessthanthe longservice paymenttowhichthe retireeswouldbe
entitledunderthe EmploymentOrdinance,theywill receivethe retirementbenefits
underthe Scheme plusthe difference betweentheirstatutorylongservice payment
and theiremployer'sbalance pluspriorservice balance underthe Scheme.
As a recognitionof retirees'contributionsto ICC,agoldmedal will be presentedto
themon theirlastworkingday.
2.2. POST-RETIREMENTEMPLOYMENT
Under the followingspecialcircumstances,where itismutuallyagreedbetweenthe
employeesand ICC,post-retirementemploymentmaybe considered,providedthat
the healthof the retiringemployeesandtheirperformance are satisfactory,subject
to:

CHEF BOSIRE 8
• needsof ICC;
• difficultyof findingareplacement;and
• special skillsandknowledge of the job.
Employment–Retirement
Section 2-8
Post-retirementemploymentmustbe recommendedbyHeadsof
Division/Departmentandapprovedbythe Headof HumanResources
Department,andissubjecttothe retirees'healthandfitnessforemployment.
Post-retirementemploymentwill be offeredtoretireesonacontract basis,normally
for a periodof one yearsubjectto renewal bymutual consentonanannual basis
until age 65.
The terms andconditionsincludingfringebenefitsof the post-retirement
employmentmaynotbe the same as those of employmentunderage 60. Retirees
shouldrefertotheircontracts of employmentforthe specifictermsandconditions
applicable totheirpost-retirementemployment.

CHEF BOSIRE 9
Work Schedule - Hoursof Work
Section 3-1
HOURS OF WORK
1. Normal Working Hours
The normal office hoursof ICC are Mondayto Friday,between 7:30a.m. and 6:00 p.m.with
lunchhour from1:00 p.m.to 2:00 p.m.
Employeeswill workeitherone of the followingstaggeredoffice hoursdependingonthe job
requirementsandsubjecttoHeadof Department'sapproval:
8:30 a.m.to 5:30 p.m.
or
3:00 P.m.to 6:00 A.m.
2. Lunch Hour
By arrangementwithHeadsof Division/Department,employeesmayhave lunch,not
exceedingone hour,atflexible times.
3. Shift Duties
Employeeswhoare requiredtoworkonshiftowingtothe nature of theirdutiesshould
referto theirsupervisorsfortheirshiftschedules andshouldcomplywiththe dutyroster.
Supervisorswhoare responsibleforsettingthe schedulesshouldinformthe employeeswell
inadvance of any changesinthe roster.
4. Overtime Work
Employeesmaybe requiredtoworkadditionalhourswhenoperationalor
contingencyneedsarise,orduringtyphoonsorrainstorms,tocarry out theirduties. The
policyandprocedure governingovertimecompensationare detailedinSection4-
.
5. On-call Duties
In exceptional cases,there maybe aneedforemployeestobe on-call outside normal
workinghoursto handle operational orcontingencymatters.If the matterscannotbe dealt
withoverthe telephone, ICCmayrequire the employeestoreturntothe workplace for

CHEF BOSIRE 10
emergencyaction. Extrahoursworkedmaybe compensatedinaccordance withthe policy
and procedure governingovertime compensationasdetailedinSection4-6.
Work Schedule - RestDays
Section 3-2
REST DAYS
The rest daysare generallySundaysforemployeeswithnormal workinghours. Foremployeeson
shiftwork,restdayswill be inaccordance withthe shiftschedulesarrangedbytheirsupervisors.
Supervisorsshouldinformthemof the appointedrestdaysbefore the beginningof eachmonth.
In case of urgentbusinessneeds,employeesmaybe requiredtoworkontheirrestdays. The extra
hoursworkedmaybe compensatedinaccordance withthe policyonovertime compensationas
detailedinthe Sectionof JobRelatedPaymentsandReimbursements.

CHEF BOSIRE 11
Work Schedule –PublicHolidays
Section 3-3
PUBLICHOLIDAYS
Employeesare grantedpaidpublicholidaysasgazettedbythe Government Uganda. These gazetted
holidaysare inclusive of statutoryholidays.
For employeesonshiftwork,if the normal shiftworkinghoursfall onpublicholidays,theyare
requiredtoreportforduty on these days. Theywill be compensatedbytime-off onotherworking
days.

CHEF BOSIRE 12
1. PURPOSE
ICC aimsto provide employmentwhichoffersfairandequitable remunerationinrelationto
responsibilityandperformance. The salarypolicyof ICCisdesignedtoattract,motivate and
retaina high-calibre workforce.
Thispolicysetsoutthe guidelinesforsalaryadministrationin ICC. Itshouldbe notedthat
while the HumanResourcesDepartmentformulatesthe salarypolicyandoverseesthe
salaryadministration,itisprimarilythe responsibilityof Headsof Division/Departmentto
execute the policyinaccordance withthe principlessetout.
2. PRINCIPLES
ICC 's salarypolicyisgovernedbythe followingprinciples:
2.1. EXTERNAL COMPETITIVENESS
ICC aimsto pay salarieswhichare competitive inthe marketfor similarjobs.
Considerationisgiventothe marketpaylevels,paytrendandsupplyanddemandin
the labourmarket.
2.2. INTERNALEQUITY
All jobsare categorisedintojobgradeswithreferencetothe jobcontentsandjob
sizes. The same salaryrange shouldapplyto individualsof the same jobgrade.
2.3. INDIVIDUALPROFILE
Salaryshouldcommensurate withthe individualemployee'squalificationsand
experience.
2.4. PERFORMANCE
Resultsachievedandpersonaleffortare prime factorsindeterminingthe salary
progressionof individualemployees.
2.5. COST EFFICIENCY
ICC aimsto achieve these principlesatareasonable costand withinbudget.
Remuneration - SalaryPolicy
Section 4-1

CHEF BOSIRE 13
3. SALARY ON TRANSFER AND REDEPLOYMENT
Employeestransferringbetweendivisions/departmentsonthe same grade or to a different
professionalbusinessstreamwithouttakingupahigherlevel of responsibilitywillnot
receive asalaryincrease.
4. SALARY ON PROMOTION
On promotiontoa highergrade,a promotional increasewhichisequitabletoother
employeesof the newgrade,ora salary progressionschemewillbe workedoutbytheir
Headsof Division/Departmentandthe HumanResourcesDepartment.
5. SALARY FOR TEMPORARY APPOINTMENTS
The salariestobe offeredfortemporaryappointmentssuchasstudenttrainees,temporary
assistants,part-time employeesorsecondees,donotfitintothe salarystructure for
permanentemployees. Theirsalarieswill be determinedbytakingintoconsiderationthe
prevailingmarketratesandcost-planningof ICC.
6. CONFIDENTIALITY OF SALARY INFORMATION
Salaryinformationisstrictlyconfidential. Onlythe individual employee,hisHeadof
Division/Departmentorhisdesignatedofficerandemployeeswhoprocesssalaryand
benefitadministrationwill have accesstothe employee'ssalaryinformation. Employees
shouldnotdisclose theirsalariestopersonsotherthantheirHeadsof Division/Department
or hisdesignatedofficer. Employeeswhohave accesstosalaryinformationinthe course of
theirdutiesmusthandle the informationwithextreme care toensure confidentiality.
Remuneration - PayReview
Section 4-2
PAY REVIEW
1. PURPOSE
The objectivesof payreview are torewardemployeesinaccordance withtheirresponsibilitiesand
performance throughoutthe year,andtoreview theirremunerationagainstthe marketso
that theyare rewardedequitablyinternallyandcompetitivelywiththe market.

CHEF BOSIRE 14
2. ELIGIBILITY
It isnot mandatoryforICC to conduct payreview forindividual employees.Generally,employees
whohave successfullycompletedthe probationaryperiodon31 Decemberof the yearmay
be consideredforpayreview.
Employeeswhoare notentitledtopayreview orhave submittedtheirresignationletterspriorto
the formal notificationof the payadjustmentwill notbe grantedanyincrease.
3. PAY REVIEW
The pay reviewwill normallybe conductedon1 Januaryeach year.
In orderto ensure thatreasonable andequitable payadjustmentsare made,the HumanResources
Departmentwill issueguidelinestoall Headsof Division/Department. Headsof
Division/Departmentare requiredtomake theirrecommendationsinaccordance withthe
guidelines.
The Human ResourcesDepartmentmayprovide indicative adjustmentratesforspecificjobgrades
or positionsthatrequire specialattention. Whilethe Headsof Division/Departmentare to
use the guidelinesforreference,theyshould make adjustmentsintheirrecommendations
to accommodate specificcircumstancesintheirdivision/departments. However,they
shouldprovide justificationtothe HumanResourcesDepartmentforanyexceptionalpay
increase orpromotion.
Asrecommendationsforpayreview andpromotionare subjecttofinal approval of the Chief
Executive andthe Executive Committee,Headsof Division/Departmentshouldnotmake any
premature commitmentordisclosuretoemployees.

CHEF BOSIRE 1
JOB RELATED PAYMENTS & REIMBURSEMENTS
1. PURPOSE
ThisSectionsetsoutthe compensationtoeligible employeesforhoursworkedinexcessof
normal workinghoursas specifiedbymanagementinthe formof compensationleave,or
jobrelatedpaymentsandreimbursementswhengrantingof compensationleaveisnot
feasible.
2. POLICY
It isthe management'sresponsibilitytoensure thatovertime workisonlyperformedwhen
necessaryandunavoidable. Regularorperpetual overtimeisdiscouragedandconsidered
inappropriate. Managementshouldreviewthe circumstancesleadingtoregular overtime
and shouldlookforothermeanstoalleviate the situation. Considerationshouldbe givento
"shift"orstaggeredworkinghours. Priorapproval fromsupervisorsof grade 4 or above is
requiredforperformance of overtime workwithcompensation. Overtimeworkshouldbe
compensatedbycompensationleavewheneversituationpermits.
3. OVERTIME COMPENSATION
3.1. COMPENSATION LEAVE
Compensationleave iscalculatedonaone-to-one basis. Eligible employeesmay
applyforcompensationleave providedthattheyworkforat leastone hour beyond
normal workinghoursandwithoutovertime paymentormeal allowance claim.
Afterthe firsthourof overtime,the compensationleaveiscalculatedonahalf-
hourlybasis. Compensationleaveshouldbe arrangedatsuchtimesthatwill cause
minimuminterruptiontothe operationsof the Division/Departmentsubjectto
approval bysupervisors. Itshouldbe scheduledonwhere situationallows.
Compensationleave mustbe takenwithintwelve monthsafterovertime workhas
beenperformed,andwill be forfeitedautomaticallyif nottakenwithinthe specified
periodof time. A detailedrecordonthe overtime workandcompensationleaveof
each employee shouldbe maintainedbyadesignatedstaff memberof each
Division/Department.
Unlessunderveryspecial circumstanceswhere approval of Headof
Division/Departmentisobtained,compensationleave shouldnotbe usedfornotice

CHEF BOSIRE 2
of termination. Undernocircumstancesshall the accruedcompensationleave be
compensatedbypayment.
3.2. OVERTIMEPAYMENT
Eligible employeesmaybe compensatedbyovertime paymentwhenever
compensationleavecannotbe granted. Eligible employeesmayapplyforovertime
paymentprovidedthattheyworkforat leastone hourbeyondthe normal working
hours. Afterthe firsthour of overtime,the paymentiscalculatedona half-hourly
basis.
3.3. MEAL ALLOWANCE
Eligible employeeswhoworkovertime foreightconsecutivehoursormore will be
givenallowance uptoa maximumof one meal pershift. Those workingmorning
shiftare entitledforbreakfast.
3.4. SHIFTALLOWANCE
Employeeswill be grantedashiftallowance equivalenttoamaximumof 24 percent
of the monthlybasicsalary/cashpackage forperformingregularovernightshift
dutiesona 24-hour basis. Since shifthoursvarydue to operational requirements,
differentshiftallowanceswillapply. The rate of shiftallowanceswill be determined
by the respective Headsof Division/DepartmentandHumanResourcesDepartment.
Employeeswill notbe eligible forreimbursementof meal ortravellingexpensesas
stipulatedinClauses3.5and 3.6 for performing overnightshiftdutiesinaccordance
withthe dutyroster. The allowance will be automaticallywithdrawnif theyno
longerbe requiredtoperformovernightshiftduties.
3.6. REIMBURSEMENTOFTRAVELLINGEXPENSES
Reimbursementof travellingexpenses betweenthe employees'residence and
workplace will be giventothemif theyare requiredtoworkovertime before7:00
a.m.,after10:00 p.m., or when performing on-call dutiesafternormal working
hours. For employeesonshiftduties,reimbursementof travellingexpenseswill
applyforthe periodfrom12:30 a.m. to 6:00 a.m. whentheyare requiredtowork
overtime atleastone hourbeyondtheirnormal shiftworkinghours.
Reimbursementof travellingexpensesunderothercircumstanceswill be subjectto
approval of theirHeadsof Division/Department.
The reimbursementdependsonthe actual expensessubjecttosubmissionof
original receipt.

CHEF BOSIRE 3

CHEF BOSIRE 1
Benefits - Leave
Section5-1
LEAVE
1. POLICY
The objectivesof providingleavebenefitsby ICCare to release itsemployeesfromthe
pressure of workand to provide themtime-offundercircumstancessuchassickness,
marriage and pregnancy. The leave benefitssetoutinthisSectionare applicabletofulltime
permanentemployees. Applicationfor leave issubjecttothe approval of ICCand must be
supportedbyrelevantdocumentsprovingthe eligibilityof the employeetothe satisfaction
of ICC.
Detailsof the leave policyare setoutinthe followingparagraphs. The policyshall be
subjecttochange fromtime to time atthe discretionof ICC.
2. ANNUAL LEAVE
2.1. ENTITLEMENT
Employeesare entitledtopaidannual leave accordingtotheirgrade andseniority
as follows:
Grade
Number of Working Days of Annual Leave
Under 8 Years
Service
8 Years Service or More
General manager,F&B
manager,headsof departments
executivehouse keeper,
executivechef
Finance manager
30 33
Supervisory level 21 23
Intermediary level 18 20

CHEF BOSIRE 2
Junior staff 16 18
Employeeswhoare employedorpromotedduringacalendaryearwill have their
annual leave calculatedonapro-rata basis. Employeesare onlyeligible forannual
leave uponcompletionof three months'service.
Benefits - Leave
Section5-1 Page 2 of 11
2.2. DURATION OFLEAVE
Employeesof grade 5 andbelow musttake theirannual leave fora minimumof
sevenconsecutivedays,includingrestdaysandpublicholidays,atone time andthe
remainingdayseitherconsecutivelyorseparatelyatothertimes. Employeesof
grade 4 and above musttake theirannual leave fora minimumof 14 consecutive
days,includingrestdaysandpublicholidays,atone time andthe remainingdays
eitherconsecutivelyorseparatelyatothertimes. Supervisorsshouldensurethat
theirsubordinatestake leave insuchamanner. Nevertheless,annual leave shall be
takenat such time(s) asapprovedbytheirsupervisorsof grade 4 or above.
If an employee issickduringthe approvedperiodof annual leave,the sickdayswill
be countedas part of the annual leave.
To helparrange workschedules,atthe beginningof the year,anemployee is
requestedtoinputhisprovisional annual leave schedule intothe HRe-Leave. The
annual leave plannerwill be availableforviewingbyHeadof Division/Department,
approvingmanager(s) andleave administrator.Annual leaveshouldbe taken
accordingto the leave plannerasfar as practicable.
2.3. ACCUMULATION OFLEAVE
The maximumannual leave employeescancarry forwardto the followingyearwill
be theirone year's entitlement. If anemployee'sannual leave entitlementchanges
duringthe year,the maximumannual leave tobe accumulatedwill be hisnew
entitlement. Leave balance carriedforwardwillbe forfeitedif itisstill nottakenby
the endof the followingyear.

CHEF BOSIRE 3
Notwithstandingthe above,employeesshouldbe encouragedtocleartheirannual
leave asfar as possible duringthe year. Accumulationof annual leaveshouldbe
due to work-relatedreasonssuchas:
• The employeeisrequiredtoworkonamajororspecial projectwithadeadlineto
meetandcannot be released.
• The superior(s),subordinate(s) of the employee orseveral employeeswithinthe
same Division/Department are on leave or absent from the office for a long
periodandthe presence of the employeeisrequiredinthe office.
• The workload at the Division/Department is particularlyheavy which makesthe
employeeimpossibletobe released.
Benefits - Leave
Section5-1
2.4. LEAVE BALANCE UPON TERMINATION OFEMPLOYMENT
Employees,uponsubmittingtheirresignationletters,are notallowedtouse their
outstandingannual leave inlieuof terminationnoticeunlessapproval isobtained
fromtheirmanagersincharge of the departmentorabove.
If an employee hasappliedforannual leave priortosubmissionof hisresignation
letterandthe approvedleave fallswithinthe periodof terminationnotice,he must
re-obtainapproval fromhismanagerincharge of the departmentorabove before
takingleave.
If an employee terminateshisemploymentwithHKEx aftercompletionof three
months'service,he will be paidsalaryinlieuof anyaccruedannual leave.
Calculationof salarypaymentinlieuisasfollows:
Monthly basic salary X No.of workingday(s) of
21 accrued/advancedannual leave
If an employee terminateshisemployment,he isrequiredtocompensate HKEx for
any advancedleave takeninexcessof hisannual entitlement,calculatedin
accordance withthe above formula.

CHEF BOSIRE 4
3. SICK LEAVE
Employeeswill be grantedpaidsickleave forreasonsof physical ordental illnessascertified
by registeredmedical/Chinesemedicine/dental practitioners.The maximumsickleave that
can be takenbyemployeesisgovernedbythe provisionsasstipulated inthe Employment
Ordinance.
Employeesare requiredtonotifytheirsupervisorsof grade 4 or above by telephone inthe
firstinstance of anyillnessprecludingthemfromwork.
Sickleave applicationsforhalf aday or more must be submittedtosupervisorsof grade 4or
above immediatelyuponresumptionof duties. Sickleave applicationsforone dayor more
mustbe supportedbymedical certificatesissuedbyregisteredmedical approvedof ICC
medicine/dental practitioners. Otherwise,the leave takenwill be countedasannual leave
or no pay leave.
Employeestakingsickleaveexceedingtheirstatutoryentitlementandsupportedbymedical
certificatesissuedbyregisteredmedical/Chinese medicine/dental practitionerswill have
theirsalariesdeductedasfollows:
Monthly basic salary x No.of day(s) of sickleave
No. of calendar daysin the month exceedingstatutoryentitlement
Benefits - Leave
Section5-1
4. EDUCATION/EXAMINATION LEAVE
4.1. ELIGIBILITY
Educationand Examinationleave will be grantedtoemployeessubjecttothe job
relevance of the programandexamination,careerdevelopment,and/orother
conditionsspecifiedinSection7- Training& Development. Forthe avoidance of
doubt,an employeewhohassubmittednotice of resignationisnoteligible toapply
for education/examinationleave. If anemployee’sapplicationfor
education/examinationleave hasbeenapprovedpriortohissubmission of noticeof
resignationandthe approvedleavefallswithinhisnotice period,the approved
leave will be subjecttocancellation.
4.2. EDUCATION LEAVE

CHEF BOSIRE 5
For trainingprogramsthat are initiatedand/orfullysponsoredby ICC,employees
are notrequiredtoapplyforleave. Theywill be grantedtime-off toattendthe
programs.
For trainingprogramsthat are partially/notsponsoredby ICC,employeesare
requiredtoapplyforleave.Time-off will onlybe grantedsubjecttothe job
relevance of the programat the discretionof theirsupervisorsof grade 4 or above
and the Human ResourcesDepartment.
For academicprogramswithregularscheduledsessionsorresidential sessionsheld
withinoffice hours,employeesare requiredtoapplyforannual leave tocovertheir
time-off.
ApplicationsforEducationLeave mustbe accompaniedbysupportingdocuments
includingprogramconfirmationnotice/timetableand/orthe approvedsponsorship
notice issuedbythe HumanResourcesDepartment.
4.3. EXAMINATION LEAVE
For examinationsthatare heldwithinoffice hours,employeesare requiredtoapply
for examinationleave. Forexaminationsthatare heldinthe morningor afternoon,
onlya half day's leave will be granted.
ApplicationsforExaminationLeavemustbe accompaniedbysupportingdocuments
includingexaminationnotice/timetable and/orthe approvedsponsorshipnotice
issuedbythe HumanResourcesDepartment.
4.4. AMENDMENTOFLEAVE
Employeesgrantedtime-off fortrainingorexaminationshouldundertake to
complete the programor to sitfor the examination.
Benefits - Leave
Section5-1 Page 5 of 11 September2010
If an employee isabsentfromthe trainingprogramorexaminationdue to
operational orcontingencyneeds,he shouldreportfordutyand cancel the applied
education/examinationleave;otherwise,the leave takenwillbe countedasannual
leave orno pay leave.

CHEF BOSIRE 6
If the absence isdue tosickness,the employee shouldnotifythe HumanResources
Departmentforleave cancellationandsubmitasickleave applicationanddoctor's
certificate uponresumptionof duty.
5. MATERNITY LEAVE
5.1. ELIGIBILITY
5.1.1. Unpaidmaternityleave will be grantedtofemaleemployeeswho
a. have completed four weeks of continuous service with HKEx ICC
immediatelybefore the commencementof maternityleave;
b. have properlygivennoticeof pregnancytotheirsupervisorsof grade
4 or above;and
c. have produced a medical certificate issued by a registered
medical/Chinese medicine practitionerspecifyingthe expecteddate
of confinement.
5.1.2. Paidmaternityleavewillbe grantedtoemployeeswhohave completed40
weeksof continuousservice with ICCimmediatelybeforethe
commencementof maternityleaveandsatisfiedconditionsasspecifiedin
Clause 5.1.1.b and Clause 5.1.1.c.
5.2. ENTITLEMENT
5.2.1. Paidmaternityleaveshouldbe amaximumperiodof 10weeks:
• With the agreement of her supervisor of grade 4 or above, a pregnant
employeemaydecidetocommencehermaternityleave fromtwotofour
weeksbefore the expecteddate of confinement. The employeeshould,
as soonaspossible,reachamutual agreementwithhersupervisoronthe
commencementdate of herleavesothatappropriate workarrangement
duringherabsence can be made in advance;
• If the employee does not decide on the date, or the date is not agreed
between the employee and her supervisor of grade 4 or above, the
employee shall commence her maternity leave four weeks before the
expecteddate of confinement;or

CHEF BOSIRE 7
Benefits - Leave
• Maternity leave commences on the date of confinement if it occurs
before the scheduledmaternityleave. Inthiscase,the employeeshould
give notice of the date of confinement and her intention to take 10
weeks'maternityleavetohersupervisorof grade 4orabove withinseven
daysof herconfinement.
5.2.2. Apartfromthe 10 weekspaidleave,if confinementoccurslaterthanthe
expecteddate of confinement,the employee mayapplyannual leave orno
pay leave fora furtherperiodequal tothe number of daysfromthe day
afterthe expecteddate of confinementtothe actual date of confinement.
In addition,the employee mayapplynopayleave fora furtherperiodof not
more than fourweeksongroundsof illnessordisabilitydue tothe
pregnancyor confinement.
5.3. PROCEDURE
Applicationformaternityleave mustbe made assoonas the expecteddate of
confinementisknownbutnotlaterthan 12 weekspriortothe expecteddate of
confinement. The employeemustproduce amedical certificateissuedby ICC
approved medical/practitioner,specifyingthe expecteddate of confinement. A
copy of the birth certificate mustbe submittedtothe HumanResources
Departmentuponresumptionof dutyforenrollmentforemployee benefits.
5.4. PROHIBITION OFASSIGNMENTOFHEAVY, HAZARDOUSOR HARMFULWORK
A pregnantemployee may,onproducingamedical certificatewithanopinionasto
herunfitnesstohandle heavymaterials,decline toworkinplaceswhere gas
injurioustopregnancyisgenerated,ordootherworkinjurioustopregnancyas
specifiedinthe medical certificate,andrequestthe Headof Division/Departmentto
refrainfromgivinghersuchworkduringher pregnancy.
Aftera pregnantemployee hasproducedamedical certificate,the Headof
Division/Departmentmaynotallocate suchworkto the employee. If the employee
isalreadyperformingthiswork,the Headof Division/Departmentshall within14
daysremove herfromsuch work.
6. PATERNITY LEAVE

CHEF BOSIRE 8
A male employee whoisthe expectingfatherof anexpectingchildorfatherof a new born
childwill be grantedamaximumof five dayspaidpaternityleavesubjecttothe following
criteria:
Benefits - Leave
• The male employeehascompletednotlessthan40weeksof continuousservice with ICC
immediatelybefore the expecteddate of birthof the child.
• Application for paternity leave must be supported by documents proving the eligibility
of the employeetothe satisfactionof ICC. The supportingdocumentsincludeamedical
certificate issued by a registered medical/Chinese medicine practitioner specifying the
expected date of birth of the child,a medical certificate issued by a registered medical
practitioner specifying the date of birth of the child if so required by ICC and a copy of
the birthcertificate of the childshowingthatthe employee isthe fatherof the child.
• The periodwithinwhichpaternityleave mustbe takenisone monthimmediatelybefore
the expecteddate of birthof the childup to one month immediatelyfollowingthe birth
of the child. Leave canbe takeninone single blockorinblocksof dayordays duringthe
eligible period.
• Where more than one child is born as a result of the same pregnancy, the child in this
policy shall refer to the first child born only and a maximum of five days paid paternity
leave will be grantedinrespectof the same pregnancy.
For the avoidance of doubt,an employee whohassubmittednotice of resignationisnot
eligible toapplyforpaternityleave.If anemployee’sapplicationforpaternityleavehas
beenapprovedpriortohissubmissionof notice of resignationand the approvedleave falls
withinhisnotice period,the approvedleave will be subjecttocancellation.
7. MARRIAGE LEAVE
Employeeswhoplantogetmarriedwill be grantedamaximumof five workingdayspaid
marriage leave fortheirweddingpreparationssubjecttothe followingcriteria:
• completionof one yearof service with ICCatthe time of registrationof marriage;and
• resumptionof dutieswith ICCafterthe marriage.
Marriage leave,if granted,mustbe takenwithinone monthbefore orafterthe registration
of marriage.

CHEF BOSIRE 9
Applicationformarriage leavemustbe supportedbyacopy of the marriage certificate or
marriage notice issuedbythe marriage registryorauthorisedbody,statingthe date of
marriage.
Benefits - Leave
Section5-1
For the avoidance of doubt,an employee whohassubmittednotice of resignationisnot
eligible toapplyformarriage leave. If anemployee'sapplicationformarriage leavehas
beenapprovedpriortohissubmissionof notice of resignationandthe approvedleave falls
withinhisnotice period,the approvedleave will be subjecttocancellation.
8. COMPASSIONATE LEAVE
A maximumof three workingdayspaidcompassionate leave will be grantedtoemployeesin
the eventof deathof any close relative includingspouse,child,parents,grandparents,
brother,sister,parents-in-law,orgrandparents-in-law.
Employeesmaybe requestedtosupplyevidence insupportof theirapplications.
9. JURY LEAVE
Paidleave will be grantedtoemployeeswhoare summonedforjuryservice.
Applicationsforjuryleave mustbe supportedbyacopy of the SummonsToJuror issuedby
the Court.
10. EMPLOYEE VOLUNTEERING LEAVE
Employeeswill be grantedone-daypaidleaveperannumforthe purpose of participatingin
communityservice/volunteeringactivitiesforthe benefitof oursocietysubjecttothe
followingcriteria:
 Employee Volunteering Leave is only applicable to community service/volunteering
activities without pay or any tangible rewards. In principle, Employee Volunteering
Leave will apply to employees’ participation in ICC sponsored/organised/approved
community service/volunteering activities or other community service/volunteering
activitiesorganisedbyrecognisedcharitableorganisations. Forthe avoidance of doubt,

CHEF BOSIRE 10
volunteeringservicedoesnotincludeactivitiesdesignedtopromote religiousorpolitical
beliefsorinraisingfundstosupportreligiousorpolitical activities.
 Employees will be entitled to one day or half-day Employee Volunteering Leave/
compensatorytime off forperformingatleast8 hoursor at least4 hours of community
service/volunteering activities respectively per annum. Pre-event and post-event
briefings and meetings held on other dates before or after the event date will not be
countedas volunteeringhours.
Benefits - Leave
Section5-1
 Employee VolunteeringLeave canbe takenasa whole dayor twohalf days. The Leave,
if nottakenon the eventdate,mustbe takenwithin2monthsafterthe eventhastaken
place or within two months after a whole day’s leave has been accumulated. In any
event,the Leave mustbe takenbefore endof eachcalendaryear.
 Employee VolunteeringLeavethatisnottakenwillbe forfeitedatthe conclusionof each
calendaryearand will notbe carriedoverintothe followingyear.
 Employees must seek the approval of supervisor/Division/Department Head and apply
atleastone weekinadvancefortheLeave,sothatappropriateworkarrangementduring
the employee’sabsencecanbe made inadvance.
 ApplicationforEmployee VolunteeringLeave mustbe supportedbydocumentsproving
the employee’seligibilitytothe satisfactionof HKEx. The supportingdocumentsinclude
written evidence specifying the nature of the community service/volunteering activity,
the date and time of the service/activity held, its duration as well as certifying the
employee’s attendance, issued and signed by the person in authority
overseeing/supervisingthe communityservice/volunteeringactivity. Failure toprovide
the appropriate evidence document will result in the leave being counted as “Annual
Leave”
 Under no circumstances shall the Employee Volunteering Leave be compensated by
payment
 For community service/volunteering activities that are initiatedand/or fully sponsored
by ICC and heldduringoffice hours,employeesare not requiredtoapplyfor Employee
VolunteeringLeave. Theywillbe grantedtime-off toattendthe activitiessubjecttothe
approval of supervisor/Division/DepartmentHead.
 This Employee Volunteering Leave policy is subject to change from time to time at the
full discretionof ICC
11. ADVANCED ANNUAL LEAVE

CHEF BOSIRE 11
Employeesare notencouragedtoapplyforadvancedannual leave unlesstheyhave valid
reasons. Inaddition,advancedannual leavewillonlybe grantedprovidedthatthere is
sufficientmanpowerintheirDivision/Departmentsduringtheirabsence andapproval is
obtainedfromtheirsupervisorsof grade 4 or above. However,if advancedannual leave
exceeds14consecutive days,includingrestdaysandpublicholidays,furtherapproval from
theirHeadsof Division/Departmentisrequired.
Applicationsforadvancedannual leave mustnotexceedthe employees'nextcalendar
year'sannual leave entitlement.
Benefits - Leave
Section5-1
Salarydeductioninlieuof advancedannual leaveuponterminationof employmentis
calculatedonthe basisof workingdaysinaccordance withthe followingformula:
Monthly basic salary
x No.of workingday(s) of advancedannual leave
21
12. NO PAY LEAVE
Employeesare notencouragedtoapplyforno payleave unlesstheyhave validreasons. In
addition,nopayleave will onlybe grantedprovidedthatthere issufficientmanpowerin
theirDivision/Departmentsduringtheirabsence andapproval isobtainedfromtheir
supervisorsof grade 4 or above. However,if nopayleave exceeds14consecutive days,
includingrestdaysandpublicholidays,furtherapproval fromtheirHeadsof
Division/Departmentisrequired.
No payleave takenwill resultinasalarydeduction,calculatedonthe basisof workingdays,
inaccordance withthe followingformula:
Monthly basic salary x No.of workingday(s) of nopayleave
21
13. APPLICATION FOR LEAVE

HR HOTEL STANDARD OPERATING PROCEDURES WRITTING

HR HOTEL STANDARD OPERATING PROCEDURES WRITTING

Recommended

Recommended

More Related Content

Similar to HR HOTEL STANDARD OPERATING PROCEDURES WRITTING

Similar to HR HOTEL STANDARD OPERATING PROCEDURES WRITTING (20)

HR HOTEL STANDARD OPERATING PROCEDURES WRITTING