hcm employee guide - dsfh

HCMEmployeeGuide

Introduction

ThemainobjectiveofthisguideistoincreasethetransparencyaroundthePoliciesandPracticesinourorganization,

facilitatingfairandjustapplication.Itaimstoeliminateselectivediscretionaryinterpretations.OrganizationalUnit

Leaders are therefore responsible for referring to this Employee Guide when dealing with Human Capital

Managementpoliciesorpractices.

Needless to say, this guide cannot answer all questions and it should not restrict the normal interaction and

discussion around policies and practices. It is not possible to anticipate all people’s potential circumstances or

situations;therefore,weencouragecontinuousinteractionsbetweentofacilitateahighemployees’engagement.

The information in this guide may change from time to time to reflect governmental legislation, market and

organizationalchanges.Anychangeswillbecommunicatedastheyhappen.

This guide was designed taking into account an employee’s cycle. Starting from the joining policies till leaving

Fakeeh,care.it’sin7sections:

§ Joining.

§ Workingconditions.

§ Pay&benefits.

§ Careermanagement.

§ Businesstravel.

§ Leaving.

§ Otherspoliciesthatdon’tfallunderanyoftheabovesections.

§ Accreditationpolicies.

Wherethereisanyvariance,theCompanywillalwayshonourfirsttheminimumrequirementsoftheSaudiLabor

Law,followedbythesignedemploymentcontractandfinallythisEmployeeGuide.

PoliciesmayonlybechangedormodifiedbytheGroupExecutiveDirect–HumanCapitalManagement.

Thisdocumentisstrictlyconfidentialandmeantforinternaluseonly.Itisnottobeprinted.Pleaseensurethatitis

keptthiswayatalltimes.

Sincerelyyours.

GroupExecutiveDirector–HumanCapitalManagement

SignaturePage

Titles&Acronyms

OrganizationalUnitLeader

(OUL)DivisionChief,DepartmentDirector,SectionHeadsandUnitManagers

DepartmentalDirector/

Chairperson Thehighestpositioninyourdepartment’schainofcommand

PresidentDirectReportSeniorMembersoftheOrganizationAdministrativestaffwhoreportdirectlyto

thePresident

HiringManager Thepersonwhohasavacancyandiseligibletodecideonhiring

ExpatEmployee AnyEmployeewithanationalityotherthanSaudi

Wafed ExpatEmployeewithaSaudimother,spouse,sonordaughter

Dependents Spouseandchildrenlessthan18yearsoldunlessstateddifferently

EOSB EndofServiceBenefits

ETA ExpatTicketAllowance

SCFHS SaudiCounselforHealthSpecialist

KAUST KingAbdullahUniversityofScienceandTechnology

KAEC KingAbdullahEconomicalCity

OrgChart Thedepartmentalorganizationchartthatexplainsitshierarchy

HCM HumanCapitalManagementDivision

BLS BasicLifeSupport

CMO ChiefMedicalOfficer

CNO ChiefNursingOfficer

COO ChiefOperationOfficer

IATA InternationalAirTransportAssociation

CCHI CouncilofCooperativeHealthInsurance

MoH MinistryofHealth

AJEER Governmentalinstitutethatlegalizeoutsourcingstaffprocess

EPMO EnterpriseProjectManagementOffice

GOSI GeneralOrganizationforSocialInsurance

WPS WageProtectionSystem

FCMS FakeehCollegeforMedicalScience

Index

EmploymentContract 4 Contracts/ServiceAgreement5 FixedDurationContract 6

Non-MedicalTrainingContract7 InternshipTraining 8 LocumAgreement 9

ExternalPhysiciansAgreement10 ResidentinTraining 11 Non-MedicalPart-time 12

TaskBoundedContracts 13 RecruitmentPrinciples 14 InternalJobPosting 15

ExternalRecruiting 16 InternationalExpatsHiring 17 VisitingCandidatesManagement18

Onboarding 20 ProbationaryPeriod 21 Re-Hiring 22

OutsourcedEmployees 23 WorkingHours 24 RamdanWorkingHours 25

ExcuseManagement 26 TimeManagement 28 ExtraHoursWorked29

Overtime/Timeback 31 PublicHoliday 32 AnnualLeaveEntitlement 33

SickLeave 34 MaternityLeave 35 AcademicExaminationLeave36

HajLeave 37 CompassionateLeave 38 CompassionateSupport 39

UnpaidLeave 40 RemunerationApproach 41 CompensationStructure 42

GradingStructure 43 ActualWage 44 BasicSalary 45

HousingAllowance 46 TransportationAllowance 47 TheFunctionalAllowance 48

RoleBasedAllowance 50 ExpatTicketAllowance 51 KAUST/KAECTreatment 52

CareUsagetoconductBusiness54 OlympiaMembership 55 CompanySupportedMobile56

MedicalInsurance 57 MedicalServicesDiscount 58 Life&DisabilityInsurance 60

MalpracticeInsurance 61 GOSI 62 ExpatLevy 63

PayAdvance 64 JobDescriptions 65 JobEvaluation 66

Transfer 67 InternalMobilityProgram 68 Promotions 69

EducationalAchievements70 Parking 71 BusinessTravelPrinciples72

BusinessTravelClass 73 BusinessTripPerDiem 74 GuestEntertainment 75

PerformanceManagement 76 SettingGoals 77 Mid-YearReview 78

YearEndAppraisal 79 PerformanceAppraisalScale 80 PerformanceRecoveryPlans 81

AppraisalGrievanceProcess 82 Training&Development 83 ScientificTraining84

NoticePeriod 85 EndofServiceBenefits 86 Indemnity 87

EndofEmploymentRelations88 MutualAgreement 89 ExpiryoftheContractDuration90

ClosingtheCompany’sActivity91 DecisionbytheGovernment92 Resignation93

Retirement94 Dismissal95 Death 96

Sickness 97 FullDisability 98 Redundancy 99

Company’sDiscretion100 Offboarding 101 SponsorshipManagement 102

ExpatsVisaManagement 103 GeneralGovernmentFee 104 RepatriatingofExpatEmployees105

EmployeesAssistantProgram106IndividualGovernmentActivities107 Grievance&ComplaintsProcess108

Harassment&Bullying110EmploymentofRelative111 DressCode 113

DisciplinaryAction 115 TableofPenalties 121 AccreditationPolicies 122

EmploymentContracts

TheRecruitmentDepartmentpreparestheemploymentofferbasedontheRemunerationpolicy.Ifneeded,the

RecruitmentDepartmentdiscussesitwiththeHiringManagerandcommunicatestheoffertotheselected

Candidate.

Candidatesshouldreview,discussandsigntheoffer/contractpriortotheirdateofjoining.Alloffers/contractsare

duallysignedbyoneoftheCompany’sapprovedsignatoriesandtheCandidate.

TheCompanyapprovedsignatoriesare:

§ ThePresident

§ HumanCapitalManagement-ExecutiveDirector

§ HumanCapitalManagement-OperationsDirector

§ HumanCapitalManagement-OrganizationalDevelopmentDirector

TheTermsandConditionsoftheoffer/contractmaychangebasedonLaborLawchangesandbusinessneeds.The

Companywillgiveemployeesafairnoticeofanychangewithanexplanationofhowthechangewillaffectthem.

Thiswillbeagreedinwritingasanaddendumtotheoriginalcontract.

JoiningPolicies Page4

Contracts/ServiceAgreementsTypes

Therearedifferenttypesofcontractualagreements(contracts).Thesecontractsaredesignedtoaddressthe

demandingandcomplexbusinessneedsandareinlinewiththeLaborLawregulations:

§ FixedDurationContract

§ Non-MedicalTrainingandQualificationContract

§ PartTimeContract

§ TaskBoundedContract

§ LocumServiceAgreement

§ ExternalAffiliateServiceAgreement

§ ResidentinTraining

Changingcontracttypemayrequireconclusionofthecurrentcontractanditsentitlements,andinitiatinganew

contract.


FixedDurationContract

Allfulltimeemployeeshavea1-yearfixeddurationemploymentcontract.Renewableforsimilardurations.

However,thefollowingshouldbenoted:

§ Inspecialcircumstancesandlimitedcases,withstrongLineManagementjustification,andapprovalbythe

DepartmentalDirector/Chairpersonitcouldbeextendedforamaximumof3monthsandnotthefull

duration.

§ ForSaudifulltimeemployeesonly,thedurationmaybecomeindefinitetermin2cases:

- TheEmployeehasservedforfouryearsormorecontinuously.

- Ifthecontractisrenewed3timesinadditiontotheoriginalterm.

- 60days’noticeisrequiredfrombothpartiesregardlessofthelevel.

-

§ ContractterminationshouldbesubmittedwithinthepropernoticeperiodasmentionedintheNoticePeriod

section.TheEmployeemustgiveandrespectthenoticeperiodanddeliverathoroughhandover.

§ Ifthecompanyterminatesthecontract,atitsowndiscretion,anindemnityofone-monthwagesalarywillbe

paidtotheEmployee.

§ Regardlessofthereason,iftheExpatEmployeeinitiatesterminationofthecontractwithinthefirstyear,the

followingindemnityshouldbepaidbytheEmployeewhethertheEmployeewashiredlocallyor

internationally:

- Executive/ConsultantLevels: SR10,000

- OtherLevels: SR5,000

- Wafed: Notapplicable


Non-MedicalTraining&QualificationContract

ThistypeofcontractistoaddressthegrowingbusinessneedsofattractingdevelopingyoungSauditalent.It

coversallbusinessfunctionsexcepttheMedicalone.

§ ThiscontractcommitstheCompanytotrainandqualifyapersonforaspecificprofession.

§ Thecontractshouldindicate:

- Theprofessionforwhichthetrainingiscontracted.

- ThedurationoftrainingandsuccessivestageswhereeachstagerequiresaOULappraisal.

- Thetrainingawardofthiscontracttobepaidtothetraineeineachstage.

§ TerminatingtheTrainingcontract:

- Companyinitiated: Two-weeknotice.TheCompanymayonlyterminatethetrainingor

qualificationcontractifthetraineeisnotamenabletoorisincapableofcompletingthetrainingprogram

- Traineeinitiated:One-monthaward

§ ThetrainingandqualificationcontractshallbesubjecttoLaborLawprovisionson:

- Publicholidays: Eligible

- Annualleave: Eligible

- EOSB: Noteligible

§ TheCompanymayofferthetraineeafull-timepositionuponsuccessfulcompletionofthetrainingperiodif

thetraineecompletes:

- Minimumoneyear

- Doublethetrainingperiodduration,whicheverislonger.

§ IftheCompanydecidestohirethetrainee,afixeddurationemploymentcontractwillbesignedwitha

separatehiringdatenotlinkedtothedateofstartingthetraining.


Internship/VocationalTraining

Fakeeh.careisfullycommittedtothecontributionanddevelopmentofyoungSaudis.Underthisprogramwewill

supportinternshipandvocationaltrainingthatprovidesgrowthandlearningopportunitiestoundergraduate

studentsstudyingforaDiploma,Bachelor’sDegreeorduringsummer.

Thisprogramwillcombinepracticalworkwithstructuredlearningexperiences.Itpresentsanopportunityforthe

companytomakeuseofInternsandVocationalTraineestohelpinworkanddepartmentalprojects.

Interncandidatesshouldbe:

§ OnlySaudi(fromanotherinstitute).

§ FakeehCollegeGraduate.

§ Aged20–30.

§ EnrolledinaUniversity,orequivalenttertiaryinstitution.

§ Durationwillbeminimumonemonthandmaximumsixmonths.

§ Minimumof40hoursweeklyshouldbecovered.


Locum/FrequentLocumServiceAgreement

§ AppliestophysiciansthatareappointedandareexpectedtobeworkingatFakeeh.careforaspecificperiodof

time.

§ FeeismutuallyagreedontheLocumserviceagreement.

§ Otherthanthefee,andwhatisincludedintheserviceagreement,therearenofurtherentitlements.


ExternalAffiliatePhysicians/Part-timePhysiciansServiceAgreement

§ Appliestoexternalphysiciansthataregovernedbyaserviceagreement.Thosephysiciansarenotaformal

employeesofFakeeh.care.

§ Feeismutuallyagreedontheserviceagreement.

§ Otherthanthefee,andwhatisincludedintheserviceagreement,therearenofurtherentitlements.


ResidentinTraining

§ ResidentsorfellowsthatjoinFakeeh.careundertheSaudiCouncilforHealthSpecialty(SCFHS)

residency/fellowshipprograms.

§ EntitledonlyforoneofthetwoEidpublicholidays.

§ Entitledforannualleaveequalto20workingdays.

§ Leavebalancecannotbecarriedovertonextyear.

§ Ifthecontractisterminated,noencashmentwillbeapplicablewithvalidjustification.

§ ResidentsinTrainingmaybeeligiblealeaveduetomaternity,sicknessandexceptionalleaveupto64working

daysduringtheentiretrainingperiod,subjecttoapre-approvalbytheProgramDirector.

§ MedicalinsuranceprovidedtoSaudiandSpecialWafedtraineesonly.

§ SaudiCouncilforHealthSpecialty(SCFHS)residency/fellowshipprogramsregulationsapplyforthiscontract.

§ Otherthanthemonthlyreward,nofurtherentitlements.

§ IftheCompanydecidestohirethetrainee,afixeddurationemploymentcontractwillbesignedwithseparate

hiringdatenotlinkedtothedateofstartingthetraining.


Non-MedicalPart-timeContracts

TheLaborLawdefinespart-timeworkaslessthanhalftheCompany’susualdailyworkinghoursworked.

§ WhethertheEmployeeworksonadailybasisoroncertaindaysoftheweek.

§ ThePart-timecontractshallbesubjecttoLaborLawprovisionson:

- Publicholidays: Noteligible

- Annualleave: Noteligible

- Overtime: Noteligible

- EOSB: Noteligible


TaskBoundedContracts

TheCompanyunderthiscontracttypecansignanagreementwithanEmployeetocompleteaspecifictask.The

contractcanbetimedorcanendbycompletingtheagreedtask.

§ SaudisorExpatscanbehiredunderthiscontract.

§ ExpatsmustbeunderthesponsorshipofFakeeh.care.

§ TheTaskBoundedcontractshallbesubjecttoLaborLawprovisionson:

- Publicholidays: Noteligible

- AnnualLeave: Noteligible

- Overtime: Noteligible


RecruitmentPrinciples

Fakeeh.careoperatesonanequalopportunitybasis.Hiredcandidatesmustgothroughthesameselectionprocess

withoutprejudiceorfavoritism.Iftheselectionprocessyieldsequallyqualifiedcandidates,preferencewillbe

giventoSaudinationals,asmandatedbygovernmentregulations.

Belowaresomeguidelinesforaneffectiveselectionprocess:

§ RecruitmentshouldbeagainstvacantpositionsontheapprovedOrgChart.

§ AJobDescriptionmustbedrawnupforeachposition.

§ ForMedical,ClinicalandNursingjobs,DataFlow/Primarysourceverificationismandatoryforeducational,

experiencecertificatesandreferencespriortohiring.

§ Nocandidatescanstartwithoutasignedoffer/contractandcompleteOnboardingdocumentation.

§ LocallyhiredexpatriatescannotstartwithoutacompleteSponsorshiptransferprocess.

§ Minimumageis18yearsasofthejoiningdate.

§ HighSchoolcertificationistheminimumrequirementforacceptance.


InternalJobPosting

Asrequired,vacanciesarepostedinternallytoallemployees.Prioritywillbegiventoanyinternalapplicantswho

meetthejobrequirements.TheCompanyencouragespromotionfromwithin.Therefore:

§ Afteraminimumofoneyear in thecurrentposition,employeesareentitled toapply for internalvacancies

wheretheirskillsandexperiencematchtherolethatisbeingadvertised.

§ OULsmustsupportthedevelopmentoftheiremployeesbyencouragingandenablingsuchinternalapplications

andmoves.Inprinciple,criteriaforpromotionmustbemet.

Shouldaninternalapplicantbesuccessfullyselected,atransitionperiodistobeagreedbetweenthecurrentOUL

andthefutureone.

ConditionsforInternalHire:

§ Alignment,notapproval,fromcurrentOULtoapplyforthepostedvacancy.Applicantsarestronglyencouraged

todiscussworkinterests,careerprogression,challengesandindividualdevelopmentwiththeOUL.

§ Theapplicant:

- Musthavecompletedoneyearinthecurrentrole.

- Meetsthejobrequirements.

- HasaperformanceratingofGoodorabove.

§ Internal applicantswill benotifiedbyHCMRecruitmentTeamandadvisedof theoutcomeof the selection

process.

§ Ifanapplicantisselectedtointerviewforaposition,theapplicantmustnotifyhis/hercurrentOULbeforethe

interviewtakesplaceandconfirmthisdiscussiontotheHCMRecruitmentTeam.


ExternalRecruitment

Whenavacancyarises,theHCMandHiringManagershouldcoordinateanddevelopthejobdescriptionandsend

therequesttotheRecruitmentDepartmentwhichneedstoreviewandadvisetheHiringManagertoupdateand

editthejobdescriptiontoreflecttheactualneed.

IntheeventthatavacancycannotbesuccessfullyfilledbyaninternalCandidate,theRecruitmentDepartment

initiatesanexternalsearchandworkscloselywiththeHiringManagertoplacetherightCandidate.

ToensuretheappointmentoftherightpeoplewithintheCompanythefollowingmustbeapplied:

§ ApplicationFormmustbefilled.

§ Nointervieworappointmentshouldbeinitiatedwithoutfullalignmentandinvolvementofamemberofthe

RecruitmentDepartment.

§ ApplicantsmustbeinterviewedbytheHiringManagerandtheOULoftheHiringManager.

§ AreferencecheckismandatoryforDirectorlevelandabove.Atleasttworeferencechecksarerequired.

§ TheCandidateshouldmeettherequirementsoftherole.

§ OULsmustobjectivelyassesstheirapplicantsandeducatethecandidatesontheopportunities,challenges,

workingconditions,workinghoursetc.

§ Medical/Clinical/NursingapplicantsshouldsubmitvalidSCFHSregistration,accreditationandBLS,if

applicable.


InternationalExpatsHiredfromOutsideSaudiArabia

ThispolicyappliestonewlyhiredExpatriatescomingtoworkfortheCompanyfromoutsideSaudiArabia.

DataflowVerification:

AsperSaudiCommissionforHealthSpecialties(SCFHS),Medical/Clinical/Nursingapplicantsshouldapplyforthe

DataflowasprimarysourceverificationpriortoemploymentandacopymustbesenttotheRecruitment

Department.

Ticket:

§ Onewaytotheassigneddestination(classisbasedongrade).

§ Forselfandfamily(spouseplus2childrenbelow18yearsoldiftheEmployeeiseligiblebasedonthe

Employeegrade.

TemporaryAccommodation

TheCompanywillaccommodatethenewEmployeeinoneofourfacilitiesuntiltheprobationaryperiodis

successfullycompleted.ThentheEmployeewillreceivetheHousingAllowanceforninemonthsinadvanceif

eligibleforhousingallowanceasperthegradingbenefits.

RelocationAllowance:

§ SAR8,000forthosewhodonothaveaprovidedaccommodation.

§ ThisAllowanceistobepaiduponEmployeejoining.

§ ThisAllowanceistocovertherelocationofpersonalbelongings,food,transportation,furnitureandanyother

expensesincurredduringtheinitialperiod.

§ ThisallowanceisalsoapplicablefortransferswithinFakeeh.carefromDubaitoJeddahorviceversa.

§ TheRelocationAllowancepaidtotheEmployeewillbeapportionedover24months.

§ ShouldtheEmployeedecidetoresign;theCompanywillclaimtheremainingamount.

§ ShouldtheCompanydecidetoterminatetheEmployee’scontract,norefundwillberequired.


VisitingCandidatesManagement

Itmayberequiredduringtheinterviewprocesstoinvitecandidateswhoarelocatedoutsideourworklocations

forfacetofaceinterviews.Thiscouldhappenforregionalorinternationalcandidates.

§ TheinvitationshouldtakeintoaccountthecriticalityandseniorityoftheroletheCandidateisbeing

interviewedfor.

§ TheRecruitmentDepartmentshouldhandletheCandidate’stravelarrangements(i.e.flightticketsbasedon

theclassofthegradetheCandidateisbeinginterviewedfor,hotel,transportationsetc.).

§ Forcandidatesstayingovernight,thehotelaccommodationwillincludeareasonableamounttocovermeals,

laundry,incidentalexpensesetc.).


Onboarding

OnboardingnewemployeesisacrucialpartofintegratingthemsuccessfullyintoFakeeh.care.Itminimizesthe

timetakenforthenewemployeetobecomeaproductivememberoftheCompany,theprocesscovers:

§ Completedfiles.

§ Readinessoftools,equipmentandmeansforproductivityfromdayone.

§ Inductionprogram.

TorunaneffectiveOnboarding,wearedifferentiatingourapproachbetweenlocallyhiredandinternationally

hiredemployees.

LocallyHiredEmployees

§ Pre-joining:

- Receiverequireddocuments.

- Medicalcheck-up.

§ Onjoiningday:

- Completefiledocumentation.

- Signandreceivejobdescription.

- ReceiveFakeeh.careID.

- Receivemedicalinsurancecards.

- HCMorientation.

- MeettheOUL.

- NewEmployeewillbescheduledforhospitalorientationprogram.

ExternallyHiredEmployees

§ Pre-joining:

- Receivedocumentsrequired.

- Candidatewillreceiveaone-waytickettoworklocation.

- Arrangeforaccommodation.

§ Firsttimearrivaltoworklocation:

- AFakeeh.carerepresentativewillmeettheCandidateattheAirport.Therepresentativeatthemeeting

pointwillgivethearrivingemployee:

- AWelcomeKitthatincludesawelcomingletterwithorientationguidelines.

- AWelcomeAllowanceof500SAR.Thisallowanceistocoverincidentalsduringtheinitialperiodforthose

relocatingfromoutsideJeddah.

§ Onjoiningday:

- Medicalcheck-up.

- Completefiledocumentation.

- Signandreceivejobdescription.

- GovernmentRelationsteamwillstarttheIqamaissuanceprocess.

- EmployeeRelationsteamwillmedicallycoverthestaffinthesystemuntiltheInsurancecardisprinted.

- ReceiveFakeeh.careID.

- HCMorientation.

- MeettheOUL.

- Newemployeewillbescheduledforhospitalorientationprogram.

Note:Wewillideallychannelournewhireintake,wherepossible,tothefirstandthirdSundayofeachmonth.

ThisstreamliningwillensurethatnewhiresareeffectivelymanagedduringtheirfirstdaywithFakeeh.carewhere

theycancompletetheirOnboardingdocumentationsandattendtheGeneralOrientationprogramasagroup.


ProbationaryPeriod

§ Allnewemployeesshallundergoaninitial90-dayprobationaryperiod,whichcanbeextendedtoanadditional

90dayswithawrittennotificationtotheEmployee.Thetotalperiodcannotexceed180days.

§ Bothpartieshavetherighttoterminatethecontractduringtheprobationaryperiod.

§ TerminationbytheCompanyduringtheprobationaryperioddoesnotentailEOSBoranyotherindemnity.

§ Employee’sleavesandpublicholidaysdonotformpartoftheprobationaryperiod.

§ OULs are responsible for managing the performance of their employees on probation in order to identify

acceptablelevelsofperformance.TheconcernedOULshallconductanobjectiveassessmentoftheEmployee

priortheendoftheprobationaryperiod.

§ IftheperformanceofthenewEmployeeissatisfactoryduringtheprobationperiod,employmentwill

continue.Intheeventthattheperformanceisnotsatisfactory,theemploymentcontractcanbeterminated,

inwhichcaseOULsmustjustifyterminationduringtheprobationaryperiod.

§ Regardlessofthereason,iftheExpatEmployeeinitiatesterminationofthecontractwithintheprobationary

period,thefollowingindemnityshouldbepaidbytheEmployeewhethertheEmployeewashiredlocallyor

internationally:

- Executive/ConsultantLevels:SR10,000


AsaHospitalgroup,weareheavilyregulated,andregulationmandatesthatallemployeesregardlessoftheir

functionandlevelmustattendtheGeneralInductionsession.Theprobationaryperiodwillnotbeconsidered

confirmedbeforeattendingthissessionduringthefirst90days.Notattendingwillresultinautomatictermination.


Re-Hiring

Are-hireofformeremployeesisnotencouragedastalentedemployeesshouldnothavelefttheCompanyinthe

firstplace.

Aminimumgapof6-monthsbetweenlastworkingdayandtheexpecteddateofhiringaformerEmployeeis

required.Are-hiredCandidatemustmeetthefollowingcriteria:

- He/sheresignedvoluntarily

- He/shehadaperformanceevaluationofGoodoraboveoratleastcompletedsuccessfullythe

probationaryperiod

§ Candidateswhoacceptedajobofferbutdidnotshowupontheirfirstdaywon’tbeconsideredforrehire.

§ Re-hiredemployeeswillundergothehiringandon-boardingprocesses.

§ Serviceofre-hiredemployeescountsasnewserviceandpreviousservicewillnotbedeemedcontinuous.

§ Compensation

- Ifre-hiredforajobatthesamegradeasthepreviousjob,thesamesalaryasthepreviousjobwillapply.

- Ifre-hiredtofillahighergradedjob,thesalaryofthenewgradewillapply.

Note:

§ Physiciansareexemptedprovidedtheyarere-hiredonadifferentcontracttype(e.g.fromFulltimetoLocum,

fromFrequentLocumtoExternalAffiliateetc.).

§ ForPhysicians,EmployeeIDwillremainasistomaintainrelatedhistory.


OutsourcedEmployees

§ Tomanagespecialassignmentsandtoaddressbusinessneeds,theCompanymayopttocontractpersonnel

fromthird-partyorganizations.

§ Externallycontractedemployees,the“Outsourced”,willbegovernedbytheCompany’spolicies.Theywillbe

subjecttothesamehiringprocessandperformancemanagement.

§ HiringOutsourcedemployeesmustgothroughtheRecruitmentTeamandonlyagainstapprovedOrgCharts.

§ DepartmentalDirector/Chairpersons,inconjunctionwithHCM,needtoevaluateonaregularbasisthe

possibilityofOutsourcedutilization.

§ AJEERnoticeshouldbeprovidedfromtheOutsourcedprovider.


WorkingHours

§ Thesystemisbasedon45workinghoursperweekincludingdaily30minutesofbreaks.Thesystemtakesinto

accountthebusinessneedanddiversification,asatanypointintime,Patientexperiencemustnotbeaffected

negatively.

§ EachEmployeeshouldhaveapre-assignedscheduledefinedintheelectronicattendancesystem.Otherwise,

thesystemreadsabsenteeism.

AdministrativeFunctions

§ Definedas: FunctionsthatarenotdirectlyinvolvedwithPatientsandCustomerInterface

(i.e.Finance,HCM,Marketing,Legal,InternalAudit,IT,EPMO,Qualityandother

SupportTeamswithintheMedical,ClinicalandNursingDivisions).

§ Workinghours: ScheduletobedesignatedbytherespectiveOULasperthebusinessneeds.

§ Employeeshavetoperform45hoursperweekincludingadailybreakmaximum30-minutes.

- OULshoulddecidethebreaktimeforhis/herteambutshouldstartmaximumafter5-hours

fromtheduty.

Outpatient/Inpatient

§ Definedas: Clinics,ER,InPatientWards,Labs,Pharmacies,Receptions,Admission&

DischargeOfficesandanySupportTeamthathavedirectinterfacewithPatientsand

customers.


§ Employeeshavetoperform45hoursperweek.

§ DefineddepartmentalshiftsforOutpatient/Inpatientshouldbeauthorizedbytheheadwithlimitationof

numberofshifts.

WorkingConditions Page24

RamadanWorkingHours

DuringRamadan,Muslimemployeesarerequiredtowork30hoursperweek.Otherswork45hoursperweek.

AdministrativeFunctions:

§ Definedas: FunctionsthatarenotdirectlyinvolvedwithPatientsandCustomerInterface

(i.e.Finance,HCM,Marketing,Legal,InternalAudit,IT,EPMO,Qualityandother

SupportTeamswithintheMedical,ClinicalandNursingDivisions).


§ Employeeshavetoperform30hoursperweek

Outpatient/Inpatient:

§ Definedas: Clinics,ER,InpatientWards,Labs,Pharmacies,Receptions,Admission&Discharge

OfficesandanySupportTeamthathavedirectinterfacewithPatientsandCustomers.


§ Employeeshavetoperform30hoursperweek


ExcuseManagement

AnEmployeemayfindhim/herselfinneedtocomelatetoworkorleaveearly.Theseneedscouldberelatedto

attendinggovernmentalentities,banks,Embassies,schoolsetc.

§ Excusesarenotentitlement.

§ 12excusesperyearwhereanEmployeecannotusemorethan2permonth.OULpre-approvalisrequired.

§ Excusesshouldnotexceed4hoursperday.Ifexceeded,itshouldbeconsideredasleave.

§ FulldayabsenceisnotconsideredasanexcuseandcanbetreatedasaleavedaywhichrequiresOULpre-

approval.

§ Toreflectsalarydeductionsoneachmonthpayroll,thereviewwillbeonamonthlycalendarcycle(i.e.1stto

30thofeachmonth)reflectedinthenextmonthpayroll,whichcloseson12thofeachmonth.

§ DepartmentalDirector/Chairpersonsareresponsiblefortheattendanceofemployeesintheirrespective

functionwherealterationstoworkingschedules,recoveryrefunds,approvedexcusesmustbereviewedand

signedbythemonamonthlybasis.

§ KeyUsersareresponsibleformaintainingthesedocumentations.


TimeAttendanceManagementAccountability

Tomanagethedepartmentworkinghourseffectively,belowisthedefinitionofeach:

§ DepartmentalKeyUser

- IdeallytheDepartmentHeadAdminAssistant.

- RegisterdepartmentscheduleinthesystemincludingnewEmployees.

- Maintainanychangesinthepre-definedscheduleaftertheOUL’sapproval.

- EscalatetechnicalissuesdirectlytoIT.

- RegistermissedhandpunchinthesystemuponOULapproval.

- Registerapprovedexcuses,exempted,specialneedsetc.

- ExtractmonthlyattendancedeductionreportforOULreviewandDepartmentalDirector/Chairperson

approval.

- GeneratewarninglettersduetotardinessbasedonsystemnotificationtobesignedbytheDepartmental

Director/ChairpersonandforwardtoHCMforfilling.

- MaintainingdocumentationandsubmittingmonthlytoHCMforregularreviewandvalidation(Internal

Audituponrequest).

§ OUL

- Accountableandanswerableforhis/herteamworkinghours,excuses,absences,leaves,returnbacketc.

- Reviewsthefinalmonthlyattendancedeductionreport.

§ DepartmentalDirector/Chairperson

- Accountablefortheoverallprocessgovernance.

- He/sheshouldholdOULsinhis/herdepartmentaccountablefortheirownteamsintermsofworking

hours,excuses,absence,leaves,returnbacketc.

- Approvethefinalmonthlyattendancedeductionreport.

- Signwarninglettersfortardiness.

§ PayrollDepartment

- Runthe1stdraftoftheattendancereportonthe5thofeachmonthforOULs’review(approval)and

DepartmentalDirector/Chairpersonapproval(endorsement)andreflectadjustments,ifany,before12th

ofeachmonth.

- Runthefinaldraftoftheattendancereportonthe15thofeachmonthandposttothepayroll.

§ EmployeeRelations

- Issuewarninglettersbasedonsystemnotificationforcasesof10continuousdays’absenceor20

separateddaysduringthecontractualperiod.

- Issueterminationlettersbasedonsystemnotificationforcasesofmorethan15continuesdays’absence

or30separateddaysduringthecontractualperiod.

Note:

§ Employeeswithoutanassignedschedulewillbeconsideredoutofpayroll.

§ ThereisnoTimeAttendancerefundaftermonthlypayrolldeduction.

§ Allemployeesshouldcompletetheworkingdaysandhoursinthesamemonth.Shiftingthehourstothenext

monthisnotallowed.

§ Closethetimeattendanceoncethedeductionisuploadedinthepayroll.

§ ApprovedexcusesshouldmatchtheTimebackandOvertimerecords.

§ Timebackduringthemonthwon’trequireanyrequest(fromHCM).Itshouldbealignedandagreedwiththe

OUL(systemshoulddocument,calculateaccurateentitlementtimebackhours).

§ Timebackoutofthemonthwillbetreatedonlyafterthe25thofthenextmonth.

Hand-PunchExemptions:

E1gradedEmployeesareexemptedfromtheHand-Punchsystem.


ExtraHoursWorked

ItistheaimofFakeeh.caretocreateawork-lifebalancedlifestylefortheemployeeswhereinanidealscenariothe

Employeeshouldworkninehoursonly.However,businessneedsmaycompeltheCompanytoaskEmployeesto

workextrahours.

Theextrahoursworkedcanberedeemedin2ways:

§ Overtime: cashredemptionofextraworkedhours.

§ Timeback: timeoffredemptionofextraworkedhours.


Overtime/Timeback

Overtime/TimebackeligibilityismostlybasedonthefunctionsthathavedirectinteractionswithPatients.

Overtime/Timebackisnotmeanttocovertimeemployeesspendtocompletetheirjobs.Employeesarerequired

tousetheirtimeeffectivelytomanagetheirworkduties.

OrganizationalUnitLeader(OUL)

§ Noteligibleregardlessoffunction,becauseoftheirresponsibilitiesandscope.

§ ExceptiononlywhenrequiredtoworkduringPublicHolidaysandweekends.ThisrequiresaDepartmental

Director/Chairpersonpre-approval.

AdministrativeFunctions

§ Noteligible.

§ ExceptthefollowingareasthathavedirectPatientInteractions:

- Reception

- Discharge

- InsuranceApproval

- CallCentre

- Security

- TransportationTeam

§ MonthlyOvertime/Timebackhours:cannotexceed60hours.

OtherFunctions(Medical,Clinical&Nursing)

§ Eligible.

§ Monthlyovertimehours:Open.

ApprovalManagement

§ Overtimeshouldcorrespondwithattendance.

- Someonewhohasworkedlessthan198hourspermonthcannotapplyforOvertime/Timeback.

§ OULandDepartmentalDirector/ChairpersonapprovalisrequiredtoprocesstheOvertime/Timeback

payment.

§ OULsmustseekDepartmentalDirector/Chairpersonpre-approvalforOvertime/TimebackduringPublic

Holidays.

§ Paymentwillbeprocessedbetween1stto15thofeachmonthandcovers1stto30thofthepreviousmonth.

§ Backdatedsubmissionswillnotbeentertained.

OvertimeCalculationmethodology

Extrahoursworked×1.7BasicSalary.

TimebackCalculationmethodology

§ Extrahoursworked×1.

§ Maximumhoursare90hoursandthereforenohourswillbeaddedover90hours.

UtilizationManagement

§ Overtimeissettledonamonthlybasis.

§ Timebackcanbe:

- Carried-over.

- Joinedwithannualvacation.

- SettledascashwithEOSBiftheemploymentrelationshipisconcludedandabalanceremains.


PublicHolidays

TherearethreepublicholidaysinSaudiArabia.TheCompanywillannouncetheexactdatesaccordingtothe

officialcalendar.

Holiday NumberofCalendarDays

EidAlFitr 4

EidAlAdha 4

SaudiNationalDay(23Sep) 1

§ PublicHolidaysdonotinclude:

- Annualleave.

- Weekends:

o InthecaseofEid.Onedayoftheweekend(i.e.Friday)willnotbecountedtowardthe4days.

o In the case of National Day.Will be compensated by another day if falling on any of the two

weekenddays.

- Compassionateleaves.


AnnualLeaveEntitlement

§ AllEmployeesareentitledto22workingdayspercalendaryear

§ Annualleavedoesnotinclude:

- Publicholidays

- Weekends/DaysOff(i.e.2days)

- Compassionateleaves

§ Annualleavesareaccruedonacalendaryearbasisfrom1Januaryto31December.

§ Employeesjoiningduringtheyearwillhavetheirleavescreditedonapro-ratedbasisto31December.

§ Employeescanavailtheirannualleaveentitlementwhentheysuccessfullycompletetheirprobationperiodwith

OULpre-approval.

§ IntheeventofEmployeeresignationortermination,vacationbalancewillbecashedandpaidwiththeEOSB

settlement.

§ OULs are responsible for planning their employees’ annual leave and all employees should avail their

entitlementduringtheyearwithoutcarry-over.

§ OULs may reschedule the vacation due to business needs, provided the Employee is given a reasonable

justification and notice. If a vacation request has already been submitted in Oracle, notification of the

reschedulingorcancellationofvacationdaysmustbeforwardedtotheHCMDivision.

§ Leavecanbecarried-overonlyuptotwoyears(i.e.cannotexceed44WorkingDays).

§ Anyextrabalanceremainingwillbeautomaticallyencashed.

§ Theencashmentwillbebasedon:

- TheBasicSalary

- TheFunctionalAllowanceonly

§ Submissionofbackdatedleaveforthepreviousmonthcanonlybesubmitteduptothe15thofthefollowing

month.

§ EarlyorlatearrivalfromvacationshouldhaveapprovalfromtheOUL.


SickLeave

Contrarytothemisunderstandingofmany,sickleaveisactuallynotanentitlement.Itisaleavethatcanonlybe

takenwhenanEmployeeisgenuinelysickandcannotperformhis/herjobduties.

§ SickleavemustbeeithergivenbyaFakeeh.carePhysicianorbyFakeeh.careStaffHealthClinic

§ SickleavegivenbyanoutsidePhysicianmustbevalidatedbyFakeeh.careStaffClinic

§ Sickleaveduetocosmetic,electiveandpre-pregnancytreatment(i.e.fertilitytreatmentforFemale

employees)arenotconsideredsickleave.

§ Fakeorfabricatedsickleavesmayleadtodisciplinaryaction.

§ SalaryduringsickleaveishandledaspertheSaudiLaborLaw.

RamadanWorkingHours Page34

Withinafullyearfromthefirstsickleave,eithercontinuousordiscreteoccurrence:

Thefirst30days Fullwage

Following60days 75%ofthewage

- Following30days

- However,ifsicknessisduetopregnancy,thenitis

extendedbyanadditional60daysonly

Withoutpay

MaternityLeave

AworkingFemaleisentitledtoMaternityleaveasfollows:

#ofCalendarDays Payment Type Restrictions

MaternityLeave 70 Full Mandatory

Employeecanaskforthe

Maternityleavetostart

maximum28calendar

daysbeforetheexpected

deliverydate

Extension 30 Unpaid Optional -

InfantBornwith

SpecialNeeds30 Paid Situational

Andcanbeextendedfor

another30unpaid

calendardays

FeedingBreaks 1hourperday Paid Mandatory Withinnormalhours

§ Attendingworkinthefirst6weeksafterdeliveryisnotpermissible,asitcouldhavemedicalimplications,

unlessmedicalreportisprovided.

§ Aspecialneedsinfantisdefinedasanilldeliveredinfant,whoneedscontinuousassistanceandaccompaniment.

§ FemaleemployeescanalsoutilizeannualleaveinconjunctionwiththematernityleavewithOULpre-approval.

§ Allmedicalconditionshavetobesupportedbymedicalreports.


AcademicExaminationLeave

AnEmployeeisgrantedapaidleaveforundergoingacademicexamsatapprovedInstitutionbytheSaudiMinistry

ofEducation.

§ Leavedaysarebasedontheactualexaminationdays.

§ Documentation(i.e.examsschedules,studentcoursescheduleandcertificates)thatsupportstheleave

requestmustbesubmitted2weeksinadvanceoftherequiredexaminationleave.

§ Repeatedexamsforthesamesubjectdonotqualifyforpaidleave.

§ PN:Trainingexams(i.e.TOEFL,IELTS,SCFHS,..etc)arenotqualifiedforthisleave.


HajjLeave

WhenperformingHajj,Muslimemployeesaregranted10calendardaysleaveonceonlyduringtheiremployment.

§ ItisapplicabletothosewhohaveneverperformedHajjduringtheirservicewithinFakeeh.care.

§ ThisleaveincludestheannouncedEidAlAdhaHolidayandweekends.Noextradayswillbeadded.

§ TobeeligibleforHajjLeave,theEmployeemusthaveatleasttwofullyearsofcontinuousservicewiththe

Company,priortoHajjcommencement,andwithanofficialHajjPermitobtainedfromMinistryofInterior.


CompassionateLeave

Thesearefullypaiddays-offforemployeesonjoyousorsolemnoccasions,orinemergencycircumstances:

Occasion NumberofCalendarDays*

MarriageofanEmployee 5

Paternity 3

DeathofanImmediateRelative 5

DeathofHusband,forMuslimFemales 130(Eddah)

DeathofHusbandforNon-Muslims 15

Note:

§ TheEmployeeisobligedtopresentproofofanyoftheabovenotedconditionsimmediatelyuponhis/her

returntowork.

§ DeathofanImmediaterelativesaredefinedas:

- Spouse

- Parents

- Grandparents

- Children

- Grandchildren

- Brothers

- Sisters

§ Accompanyingasickrelativeisnotconsideredacompassionateleave.Itshouldbetakenfromtheannual

leavebalance,andifconsumed,fromunpaidleave.

§ *Compassionatedayscan’tbecarriedover.Theymustbetakenwithin5-daysmaximumfromthedateof

event.


CompassionateSupport

Asagestureofcompassionforasolemnoccasion,theCompanywillprovidefinancialsupporttoemployeeswhose

immediaterelativeshavepassedaway.Thesupportwillbe:

§ RoundtripEconomyTicketforEmployeeonlywhereeligibilityisaccordingtothebelowtable.

§ SAR1,500forgradeS6only.

§ PaidsingleExitandRe-entryvisafortheEmployeeOnly.

§ Uptofiveworkingdaysfromtheleavebalanceandifthebalanceisconsumed,fiveunpaiddayscanbe

appliedfor.

§ CompassionateSupportappliesonlytocasesofbereavementforthefollowingrelatives:

- Parents

- Spouses

- Children

§ Supportingdocumentsmustbeprovidedtoprocesstheclaim.

CompassionateSupportTicketEligibilityTable

MEDICAL CLINICAL NURSING Academic Support Executive

M1 N/A C1 N/A N1 N/A A1 N/A S1 N/A E1 N/A

M2 N/A C2 T N2 T A2 N/A S2 N/A

M3 N/A C3 T N3 T A3 N/A S3 T

M4 N/A C4 T N4 T A4 T S4 T

M5 T C5 T N5 T A5 T S5 T

S6 T


UnpaidLeave

§ UnpaidleavedurationshouldbeplannedandapprovedbytheDepartmentalDirector/Chairpersonandmust

beforexceptionalcircumstancesandwiththepriorwrittenapprovaloftheOULandHCMOperations

Director.

§ Ifunpaidleaveexceeds20daysperthecontractualyear,thecontract,itsbenefits,salariesandallowancesetc.

willbesuspended.

- Fixeddurationcontractwillbeextendedaccordingly.

- EOSBcalculationwillnotincludetheunpaidperiod.

- GOSIdeductionwillcontinue.

§ Approvalofunpaidleaveisconditionaltofullconsumptionoftheannualleaveentitlement.

§ Duringunpaidleave,payisequaltozeroassalaryandallallowanceswillbededucted.

§ FMCacademicandstaffunpaidleavesaresubjecttotheAcademicyearrequirements.

§ UnpaidleavesforFMConlywillresultisdeductionofBasiconly.Allotherthreecomponentswillcontinue.


Fakeeh.careRemunerationApproach

TheRemunerationPolicyisappliedconsistentlyandcommunicatedregularly,givingemployeestheconfidence

thatitisfairlyapplied.

§ ItisincompliancewiththeSaudiLaborLaw.

§ Thereisnodifferentiationinitsapplicationbetween:

- MalesandFemales.

- Thephysicallyableanddisabled.

§ Surveysareconductedonaregularbasistovalidatemarketcompetitiveness.

§ RemunerationelementsarepaidthroughbanktransfersasmandatedbythegovernmentalWageProtection

System(WPS).

Pay&Benefits Page41

CompensationStructure

TherearethreedistinctiveelementsofanEmployee’sremunerationpackage:

§ FixedPay:

- BasicSalary.

- HousingAllowance.

- TransportationAllowance.

- TheFunctionalAllowance.

Note:Theseelementsformthe“wage”.Thewageisconsideredfullyinallleavesexceptunpaidleave,andform

thebasisofEOSBcalculation.

§ RoleBasedAllowances:

SeethesectiononRoleBasedAllowancesformoredetails.

Note:Theseelementsaretriggeredbytheroleperformednotbytheincumbent.Theyarenotpartofthewage.

Theyaredeductibleduring:

- Publicholidays.

- Allleaves.

- AndtheydonotformpartofEOSBcalculation.

§ Otherbenefits:

- MedicalInsurance.

- LifeInsurance.

- Expatannualticketallowance.

Pay&Benefits Page42

GradingStructure

Fakeeh.carehassixdifferentgradingstructuresthatarebuiltonthejobcategories.


M1 C1 N1 A1 S1 E1

M2 C2 N2 A2 S2

M3 C3 N3 A3 S3

M4 C4 N4 A4 S4

M5 C5 N5 A5 S5

S6

Pay&Benefits Page43

ActualWage

Thewagereferstothe4maincomponentsofthemonthlyguaranteedcash.

§ BasicSalary

§ Accommodation/HousingAllowance

§ TransportationAllowance

§ FunctionalAllowance

Thiswageis:

- Notdeductibleduringanytypepfleaves.

- FormstheEOSBbasecalculation.

Pay&Benefits Page44

BasicSalary

§ TheEmployee’sgradedetermineshis/hersalary.

§ TheCompanyadoptsasalaryapproachthatreflectsthelatestmarkettrendswhereitdelinkstheBasicSalary

fromotherallowances.

§ BasicsalariesarereviewedinthemonthofAprileveryyeartoreflecttheemploymentmarkettrendsfor

eligibleemployees.

§ EmployeeswhojoinedbetweenSeptemberofthepreviousyearandMarchwillhavetheirsalaryreviewedin

thefollowingyearcycle.

Pay&Benefits Page45

HousingAllowance/ProvidedAccommodation

TheHousingAllowanceisintendedtocontributetotheEmployee’shousingcostsandisnotmeanttocoverthe

totalhousingcost.Additionally,Fakeeh.carehasitsownoperatedaccommodationfacilities.

ThegradeandEmployee’ssituationdictatestheeligibilityineitherofthem.

§ Eligibility(Accommodationtype)isdeterminedbygrade.

§ SaudiNationals,regardlessofgrade,willreceivedhousingallowance.

§ ExpatriatesundertheprobationperiodwhoareeligibleforHousingAllowanceasperthegrade:

- willbehostedbythecompanyfor3months,iftheyarehiredfromoutsideJeddah.

- willbepaidthemonthlyHousingAllowanceiftheyarehiredwithinJeddah.

§ Ifrequested,anadvanceonthehousingallowancecanbeprovidedonlywhentheEmployeehassuccessfully

completedtheprobationperiod:

- Housingcanbeoptionallyadvancedonasix-monthbasis.Toapplyforthis,youshouldbeunder

Fakeeh.caresponsorshipwithvalidIqama.

- IftheEmployeeleavestheCompany,regardlessofthereason,thebalanceoftheadvancedhousingwill

berecovered.

§ Marriedcouples:

- NodeductionistakenfromthosewhomeetwhileworkingatFakeeh.careandmarry.

- Othermarriedcouples,recruitedlocallyorinternationally,receive:

o Onehousingallowance(thehighest).

o Twotransportationallowances,oneforeachEmployee,basedontheirgrades.

§ Grades1-8Expatemployeesareprovidedaccommodation.However,theamountslistedinthetablebelow

areoptionallyofferedinlieuoftheprovidedhousing,inoneofthefollowingcases:

- Femaleemployeeslivingwithfamily(husband,father,mother,brotheretc.)withavalidIqama.

- Maleemployees,ifrecruitedlocallyandalreadylivingwithfamilyinownaccommodation.


M1 N/A C1 N/A N1 N/A A1 N/A S1 N/A E1 N/A

M2 N/A C2 15,000 N2 15,000 A2 N/A S2 N/A

M3 N/A C3 7,500 N3 7,500 A3 N/A S3 15,000

M4 N/A C4 7,500 N4 7,500 A4 7,500 S4 7,500

M5 15,000 C5 7,500 N5 7,500 A5 7,500 S5 7,500

S6 7,500

Pay&Benefits Page46

TransportationAllowance/ProvidedTransport

§ ThisAllowanceisprovidedtosupportemployeesincommutingfromtheirresidencetotheirworklocation

andback.

§ TransportationAllowanceisafixedamountbasedontheEmployee’sgrade.

§ SaudiNationals,regardlessofgrade,willreceivedtransportationallowance.

§ ThispolicydoesnotcoveremployeeswhohaveCompanyprovidedtransportation(i.e.livinginourprovided

accommodation).

Pay&Benefits Page47

TheFunctionalAllowance

§ TheFunctionalAllowanceisalignedtoeachofthesixgradingstructuresandreflectstheEmployee’s

Functionalduties.

- MedicalAllowance.

- ClinicalAllowance.

- NursingAllowance.

- AcademicAllowance.

- SupportAllowance.

- ExecutiveAllowance.

§ TheFunctionalAllowanceisafixedamountforeachgradeineachstructure.Italsoformspartoftheactual

wage.

Note:TheFunctionalAllowanceislinkedtothejobcategorynottotheeducationalbackgroundnortothe

previousworkexperience.

Pay&Benefits Page48

RoleBasedAllowances

Theseelementsaretriggeredbytheroleperformednotbytheincumbent.Theyarepaidtocompensatethe

incumbentofacertainroleforperforminga“difficultorunique”role.

Itisimportanttonotethattheallowancewillbediscontinuedwhentheincumbentchangesjobs.

TheRoleBasedAllowanceis:

§ Deductibleduringleaves.

§ Doesn’tformpartoftheEOSBcalculation.

§ Willdiscontinuedwhentheincumbentchangesjobs.

AllowanceNew

Amount

Eligible

GradeDivision AllowanceDescription

Chairperson 5,000 M1Medical/

Clinical

DepartmentDirectorsinMedicalandClinical

Division

ProgramDirector 2,000 M1 MedicalConsultantsthatleadprogramsincertain

specialty

RRTAdultICU 1,350 M3/M4 MedicalPhysicianworkinAdultICUthatarerequired

torespondrapidlytoanyemergencycall

RRTPediatricICU 700 M3/M4 Medical

PhysicianworkPediatricICUthatare

requiredtorespondrapidlytoany

emergencycall

ER 2,000M2/M4/

M5Medical Residents&GP’sworkonlyinER

PhysiciansCritical

Areas2,000

M2/M3/

M4Medical

PhysiciansworkinICU,CCU&Cardiology,

Anesthesia,NICU,PICU&OBGYNE

Departments

ChargePharmacy 1,000 C3 Clinical ChargePharmacist

AllowanceNew

Amount

Eligible

GradeDivision AllowanceDescription

NursingCriticalAreas 500 N4 NursingRegisteredNurseworkingincriticalareasin

NursingDivision

FCMSGraduates 500 N4 NursingOnlyFCMSgraduatesworkinginNursing

Division

FCMSHeadof

Department2,000 A3 College ChargeUnitsinFCMS

FCMSDirectors/Vice

Deans5,000 A3 College

- DirectorofAdmin/Finance

- DirectorofPostgraduateStudies&

ScienceResearch

VDCA(DSFH) 10,000 M1 College LecturerAllowance

PsychiatryUnit

Department(BHU)500 S5

Operation

sSecurityOfficerassignedtoBHU

Infection 300 S4Operation

sReceptionist&AdminstaffworkinginER

Non-PracticePhysician 1,500 S3 FinancePhysicianthatworkinginjobwherethey

don’tpracticemedicine

Pay&Benefits Page50

ExpatTicketAllowance

§ Expatticketallowanceeligibilityandclassisdefinedintheemploymentcontract.

§ Expatticketallowancepaymentwillbeasfollows:

- 2019onwards: FullpaymentinFebruary.

- Newjoiners: pro-ratedeffectivehiredate

§ Incaseoffamilycoverage,ticketallowancecoverseligibleemployeesanddependentfamilymembers:one

spouseandmaximumoftwochildrenupto18yearsofage.

§ Forthepurposeofestablishingthecountryoforigin,theCompanyrecognizesthenationalityspecifiedinthe

workpermitoftheEmployee,regardlessofnumberofnationalitiestheEmployeemayhave.

- DependentchildrenmustresideinSaudiArabiaunderEmployee’ssponsorship.

- DependantswillfollowtherateoftheEmployee(i.e.thesponsorregardlessoftheiractualnationality).

- Thenationalitystatedintheoriginalemploymentcontractwillremainunchanged,evenforthosewho

havemultiplenationalities.

- NewbornswillhavetheirExpatTicketAllowancepro-ratedeffectivefromthebirthdate.

- AgecalculationisbasedonIATAdefinitionofage:

o Infant:lessthan2years,25%oftheadultfare.

o Child:above2andlessthan12yearsold,75%oftheadultfare.

o Adult:above12yearsold,fulladultfare.

§ Wafedwillbetreatedasfollows:

- Noticketprovidedbythecompany

Pay&Benefits Page51

KAUST/KAECTreatment

Inprinciple,employeesworkinginourfacilitiesinKAUSTandKAECwillbetreatedaccordingtotheapproved

Remunerationstructure.However,consideringthelocationofKAUSTandKEACandthehardshipthatcomeswith

theinconvenience,wehavedesignedthefollowing:

§ WorkinginKAUST/KAEC.ThisallowanceaddressestheneedofouremployeeswhoworkinKAUST/KAEC.It

coversthosecommutetoKAUST/KAECandthosewholivethere.

Category Amount

Admin/Support 1,000

Clinical/Nursing 1,500

Consultant 4,000/6,000/12,000

§ TemporaryVisits:ThisvisitfeeaddressestheneedofouremployeeswholiveandworkinJeddahanddonot

havepermanentjobsinKAUST/KAECbuttraveltheretoaddressbusinessneeds.

§ TemporaryvisitsAmountissubjecttothelatestversionofpolicynumberHCM-APP-009andHCM-APP-010

ApplicationConditions:

§ DuringtheoffscheduledworkinghoursofthevisitingEmployeeisentitledto:Fullamount.

§ DuringthescheduledworkinghoursofthevisitingEmployeeisentitledto:Theassignedamountminusthe

day-salary.

Pay&Benefits Page52

CompanyCar/UsingOwnCartoConductBusiness

Thispolicyappliestoemployeesthathavefieldbasedjobsandrequiretheincumbenttobephysicallyoutsidethe

office,suchthattheEmployeeneedsacartoperformthejobeffectively.

ThisisprovidedeitherbygivingtheincumbentaCompanyCaroranallowanceforusinghiscar.

CompanyCar

§ Thisisforrolesthatrequirehandlingofequipment,tools,machinesetc.

§ Applicablerolesare:

- Maintenance

- Procurement

§ IncumbentsoftheaboveroleswillnotbeeligibleforTransportationAllowance,astransportationisbeing

provided.

§ Employeesmustholdavaliddrivinglicense.

§ TheEmployeeisfullyresponsibleforarrangingandfollowingupontheservice,maintenanceandpreservation

oftheCompanyCar.

§ Paymentofanytrafficfines,tickets,etc.aretheresponsibilityoftheEmployee.

§ TheCompanyCarmustonlybedrivenbytheEmployee.

§ TheCompanyCarisprovidedforbusinesspurposesandreasonablepersonalusageonly.

UsingOwnCar

§ Thisisforrolesthatdonotrequirehandlingofequipment,tools,machinesetc.

§ TheallowanceisprovidedinlieuoftheCompanyCar.

§ Applicablerolesare:

- GovernmentRelations

- Collection

- Sales

§ IncumbentsoftheaboverolesareeligibleforTransportationAllowance,asitisnotbeingprovided.

SupportTypeTransportation

Allowance

FuelAllowanceCompanyCarAllowance

ProvidedCar Noteligible 200 Noteligible

UsingOwnCar Eligible 200 1,000

Note:IfanEmployeetransferstoarolewherethepolicyisnotapplicable,hewillbeshiftedautomaticallytoa

monthlyTransportationAllowance.

Pay&Benefits Page54

OlympiaMembership

OlympiaSportArenacentersforMalesandFemalesarehighendhealthandfitnessfacilitiesdeliveringawide

rangeofsportsactivitiesandwellnessprogramstomeettheneedofsportsenthusiasts.Althoughthesefacilities

aremeantforourPatientsandClients,weareofferinganexclusive50%discounttoallFakeeh.careEmployees.

Employeemembershipguidelines:

- ThemembershipisfortheEmployeeonly.Itcannotbetransferredorusedbyanyoneelse.

- ThemembershipfeeispaiddirectlytoOlympiainfull.Partialpaymentandpayrollinstalmentsarenot

acceptable.

- ThetermsandconditionsofOlympiawillapplytoFakeeh.careemployees.

- ItisexpectedthatFakeeh.careemployeesdemonstratethehighestlevelofbehaviourand

professionalismastheywillbeusingthesamefacilitieswithourPatientsandClients.

Note:Duetospacelimitations,prioritywillbegiventoourPatientsandClients.

Pay&Benefits Page55

CompanySupportedMobile

Thissupportisnotanentitlement.ItisprovidedbythecompanytoensurethatrequiredEmployeesareconnected

andreachablewhenneeded.

Therearethreekindsofsupport:

Category Description SupportMethod

WithintheBusiness

Unit

Employees,regardlessoflevel,becauseoftheirroles

needtobereachablewhendictatedbytheroleand

businessneed.

- SIM

- Nokiadevice

Executives TherolerequirestheExecutiveEmployeetobe

accessible24/7oronstand-bytoaddressinternalor

externalstakeholders’needs.

- 200SR/

Monthly

- Nodevice

OutsideOffice § Employeeswhosejobnatureismostlyinthefield

andnotintheoffice.

§ TheEmployeedoesnothaveacompanyprovided

mobile.

- 150SR/

Monthly

- Nodevice

Note:IfanEmployeetransferstoarolewherethepolicyisnotapplicable,theMobileSupportwillstop.

Pay&Benefits Page56

MedicalInsurance

TheCompanywillprovidemedicalcoveragetoallemployees.However,fordependents,thecoverageisasfollows:

§ Saudiemployees

- Eligibleforwifeandtwochildren.

- Spouses.

- Sonsundertheageof25.

- Unmarrieddaughters.

- Providedthattheaforementionedarenotinsuredbyanothercompany.

§ Expatemployees

- Basedongradeentitlementandnumberofchildreneligibility

- Dependents(spousesandchildren),withtheexceptionofExpatriates’dependentswhoareregistered

underanotherCompany’ssponsorshipinaccordancewithCCHIregulations.

- Dependentsmusthaveavalidresidencepermit(Iqama)andbeundertheEmployee’ssponsorship.

- Sonsundertheageof25.

- Unmarrieddaughters.

- WafedwillbetreatedasanExpatEmployee.

- Providedthattheaforementionedarenotinsuredbyanothercompany.

§ TheguidelinesoftheMedicalInsuranceSchemearedetailedintheMembershipKitoftheInsurance

Company.

§ TheCompanywillnotreimburseanymedicalexpensesnotcoveredundertheMedicalPolicy.

§ ManagementofDependants(i.e.spouseandchildren)forthosewhoarenoteligible:

- remainstheresponsibilityoftheEmployee.

- Paymentcanbeinfullorthroughpayrollinstallments.

Pay&Benefits Page57

MedicalServicesDiscountedRates

ForservicesandtreatmentsthatarenotcoveredbytheMedicalInsurancePolicy,weareofferingdiscountedrates

asfollows:

§ Fakeeh.careemployeescanbenefitfroma25%discount.

§ ThediscounteligibilityisforFakeeh.careemployeesandtheirdependents.

- Spouse(ifsponsoredbytheFemaleEmployee)

- Children

- Parents

§ Doesnotinclude:

- Medication

- Medicalsupplies

- Blood

- Bloodproducts

Pay&Benefits Page58

Life&DisabilityInsurance

AllemployeesarecoveredundertheGroupLifeandDisabilityInsurancePolicywhichprovidescompensationin

theeventofdeath/disabilitywhiletheEmployeeisunderactiveemployment,irrespectiveofwhetherthisoccurs

onoroffduty,anywhereintheworld.

§ DeathDuetoAnyCause

- Thismeansdeathduetoanyreasonotherthanduetoacauseexcludedinthepolicy.

- Amountpaidis24monthlybasicsalaries.

§ AccidentalDeathBenefit

Inthiscase,thebenefitispaidinadditiontothepreviousbenefitandwillbeat100%.

§ PermanentTotalDisability

- Thismeanspermanenttotalandabsolutedisablementcausedbyanaccidentorsicknessoccurringduring

theperiodofcoverageunderthepolicy.Suchpermanenttotalandabsolutedisablementiscoveredifit

occurswithinninety(90)daysfromthedateofaccident/sickness,andfromwhichthebeneficiaryinall

probabilitywillneverrecoverandwhichentirelypreventstheInsuredpersonfromeveragainfollowing

"AnyOccupation".Itistobeunderstoodthatthedisablementshouldbe100%andbeyondhopeof

improvement.Inorderforthisbenefittobecomepayable,thebeneficiarymusthavebeeninthis

conditionforatleasttwelve(12)monthsunlessintheopinionoftheCompanythesupportingevidence

providesaclearandunequivocalconfirmationofthedisability,suchthattheminimumperiodoftwelve

(12)monthsmaybewaived.

- Amounttobepaidis100%asinthecaseofDeathDuetoAnyCause.

§ PermanentPartialDisability

PPD(duetosickness/accident):Thisiswherethebeneficiaryhasbecomepartiallydisabledonapermanent

basisduetoaccidentand/orsickness(asspecificallystatedinthepolicyschedule)beforereachingtermination

ageandfollowingsix(6)monthsofcontinuouscoverageunderthisPolicy.Alumpsumdisabilitypaymentwill

bemadetothebeneficiaryinaccordancewiththeContinentalScaleattached,subjecttothepolicyexclusions.

§ TemporaryTotalDisability

TTD(duetosickness/accident):Intheeventofamemberbeingtotallyunabletofollowhisnormaloccupation

asaresultofbeingcontinuouslyandtotallydisabledbyreasonofaccident/sickness,thecompanyshallpaya

benefitof100%oftheweeklypre-disabilityearningsofthememberforaslongassuchdisability

continues.Thisismaderetrospectivelyinrespectofthisperiod.

§ Repatriationofmortalremains

UptoSAR15,000permember.

§ PassiveWarandTerrorismRisk(PWR):

- ThepolicywillcoverDeathorPermanent(100%)totaldisabilityduetobutwithouttheassuredbeingin

anywayinvolvedinorparticipatinginwar,invasion,actofforeignaggression,hostilitiesorwarlike

operations,civilwar,terrorism,mutiny,civilcommotion,militaryrising,insurrection,rebellion,militaryor

usurpedpowerorwithanyactsofanypersonactingonbehalfoforinconnectionwithanyorganization

activelydirectedtowardstheoverthrowbyforceofanyGovernmentortotheinfluencingofitby

terrorismorviolence.

- PassiveWarRisk(PWR)coverisalwaysexcludedinanycountryoutsideSaudiArabiawherewarorwarlike

operationtakesplaceandwheretheinsuredremainsformorethan28daysfollowingtheoutbreak.Itis

alsounderstoodthatthesuminsuredwillnotbepayableiftheinsuredactivelyparticipatesinanyofthe

above-mentionedeventsandiftheinsuredistravelingtoacountryafterwarhasbeendeclaredinthat

countryorafterithasbeenrecognizedasawarzoneorwherethereiswarlikeoperations.

Pay&Benefits Page60

MalpracticeInsurance

AsmandatedbytheregulationofSCFHS,allPhysiciansarerequiredtohavemalpracticeinsurancecoverage.

§ MalpracticeinsurancecoverisaprerequisiteoftheclassificationofSCFHSduringissuanceandrenewal.

§ PhysicianshavetheoptionofenrollingwithaFakeeh.carecontractedInsurancecompanyormayselecttheir

own.

§ Managementresponsibilityintermsofenrollment,renewal,andanyclaimssettlementsarisingoutofacaseis

asfollows:

- IfthePhysicianInsuranceisarrangedthroughFakeeh.carecontract,HCMwillberesponsible.

- IfthePhysicianInsuranceisarrangedbyhim/herself,thenhe/shewillberesponsible.

§ Malpracticeinsuranceliabilityisbasedonmedicalspecialty.

§ PhysiciansareaccountableforsettlingclaimsinexcessofliabilitycoverintheeventthataMoH/Courtverdict

rulesinfavoroftheplaintiff.

§ ThecostofmalpracticeinsurancewillbedeductedfromthePhysician’ssalaryoncetheinsuranceisissued.

§ Ifthemalpracticeinsurancedoesnotcoveraclaimthatarisesoutofacase,theclaimwillbedeductedfrom

thePhysician’ssalary.

§ LegalAffairsandaMoHLiaisonManagerwillhandlecasemanagementbetweenMoH,thePhysicianandthe

Insurancecompany.

Pay&Benefits Page61

GeneralOrganizationforSocialInsurance(GOSI)

TheGeneralOrganizationforSocialInsurance(GOSI)isasemi-governmententity.ItworkssimilarlytoaPension

Fund.GOSIcovers3parts:

§ OccupationalHazards

- CoversbothSaudiandExpatemployees.

- 2%calculatedontheBasicSalaryandHousingallowance.

- ContributedbytheCompanyonly.

§ Annuities

- CoversSaudiEmployeesonly

- 18%calculatedontheBasicSalaryandHousingallowance

o 9%contributedbytheSaudiEmployee.

o 9%ContributedbytheCompany.

§ UnemploymentInsurance(SANED)

- CoversSaudiEmployeesonly

- 2%calculatedontheBasicSalaryandHousingallowance

o 1%contributedbytheSaudiEmployee.

o 1%ContributedbytheCompany.

§ ThecontributionpercentageiscappedatSR4,500permonth

§ AnychangestoBasicSalaryorHousingthattakeplaceduringayearwillonlybereflectedinJanuarypayrollof

thenextcalendaryear.

§ JoinersatanydateofthemonthwillbesubjecttoGOSI,whereasleaversatanydateofthemonthare

exempted.

Pay&Benefits Page62

ExpatLevy

Asof2017,theGovernmenthasintroducednewfeesrelatedtoExpatEmployeesandtheirdependents.Thereare

2types:

ExpatEmployeesLevy:

§ LinkedtotheEmployeenotthedependents.

§ ShoulderedbytheCompany.

EffectiveDate WhenExpatsoutnumberSaudi’sInaCompany

January2018 SR400permonth

January2019 SR600permonth

January2020onwards SR800permonth

ExpatEmployee’sDependentsLevy:

ShoulderedbytheEmployeeregardlessofgrade.Paymentcanbeinfullorthroughpayrollinstallments.

Feedetailsandtheireffectivedates:

EffectiveDate DependentsLevy

July2017 SR100permonth



July2020onwards SR400permonth

Pay&Benefits Page63

PayAdvances

OtherthantheHousingAllowancepaidinadvanceuptoamaximumofsix-months,forthosewhoareeligiblefor

housingallowance,theCompanydoesnotentertainanyothersalaryorbenefitsadvances.

Thecompanyhassecuredverypreferentialrateswithmultiplebanksthatsuittheneedsofourcolleagues.

Pay&Benefits Page64

JobDescriptions

Ajobdescriptiondepictstheprimaryaccountabilitiesofapositionandtherequiredspecificationoftheidealrole

incumbent.Ajobdescriptionofeachroleisalsoanaccreditationrequirement.

Ajobdescriptionplaysanintegralpartin:

§ Recruitment.Itmatchesthecandidateswiththejobrequirements.

§ PerformanceManagement.ItinformstheEmployeeandhis/herOULofthecoreaccountabilitiesthatare

expectedtobeperformed.

§ Applications.Itinformsajobapplicantofthereportinglines,directreports,therolerequirementsand

expectations.

§ ItistheresponsibilityofHCMandOULtoensurethatjobdescriptionsofdirectreportsaredeveloped,signed,

andupdatedwiththeHumanCapitalManagementDepartmentforreview.

Pay&Benefits Page65

JobEvaluation

Allrolesatdifferentgradesarearesultofthejobevaluationprocessthatisundertakenbasedonascientific

methodology.

§ JobEvaluationisappliedforoneofthefollowingreasons:

- Newrolesthatcouldemergeduetoexpansion,newbusinessplans,mergersetc.

- Existingevaluatedrolesthatcouldhavechangedduetointernalre-structuringwithmajorchangestothe

scopeofthejob.

§ Thefollowingistheprocessapplicablefornewjobevaluationorare-evaluationofanexistingrole:

- Atthebeginningoftheyeartheorganizationstructureisfinalized.

- Thestructureclarifiestherolesthatarenewormighthavesignificantlychanged.

- Rolesthatneedevaluationarerequiredtobecompletedwithinthe1stquarteroftheyearandmustbe

approvedbytheHCM-ExecutiveDirectorpriortotheinitiationoftheevaluation.

- Rolesthatneedre-evaluationmustbeapprovedbyHCM-ExecutiveDirectorpriortotheamendmentof

theevaluation.TheDepartmentalDirector/Chairpersonshouldobtaintheapproval.

- TheJobEvaluationteamwillthenconductadetailedinterviewwiththeOULtomaptheroleandidentify

accountabilities.

- Oncetheevaluationisconcluded,theoutcomeissharedwiththeHCM-ExecutiveDirectorforfurther

validation,thencommunicatedtotheDepartmentalDirector/Chairperson.

- Intheeventofstructuralchangesduringtheyearduetobusinessrequirements,evaluationswillbe

conductedwheneverapplicablewithintwomonthsofthestructurebeingapproved.

Pay&Benefits Page66

Transfers

Transfersaredefinedasinternalmobilitywithinthesamegrade.Thesetransferscanbewithinthesame

DepartmentorbetweentwodifferentDepartments,subjecttotheavailabilityofanapprovedvacancyinthe

DepartmentalOrgChart.

§ EmployeeswithaperformanceratingofGoodoraboveinthelastperformancecycleareeligibletoapplyfor

suchcareerdevelopmentopportunities.

§ Employeesmustmeettheminimumrequirementsofthedesiredposition.

§ TheEmployeemustnothavereceivedanydisciplinaryactioninthelastyear.

§ Thefollowingprocessisapplied:

- ThetransferredEmployeeinitiatestherequestinOracleself-servicessystem.

- Transferwillgothroughtheapprovalworkflow.

- TheeffectivedateoftransfermustbeagreedbetweenthecurrentOULofthetransferredEmployeeand

theFutureOUL.

Note:

§ Therearenosalarychangesduetotransferbecausethetransferiswithinthesamegrade.

§ Rolebasedallowancesaresubjecttochangesbasedontherequirementsoftheoldandnewroles.

Pay&Benefits Page67

Fakeeh.careInternalMobilityProgram

TheMobilityprogramaimsatcreatinginternalopportunitiestoretainourtoptalent.Ithelpsleverageexpertise

andexperienceacrossthegroup.

LocalMobility:AnEmployeewhoistransferredbetweendifferentBusinessUnitswithinFakeeh.careinthesame

country.ThisisneededwhentheentitiesareonadifferentCommercialRegistration(CR).

InternationalMobility:AnEmployeewhoistransferredwithinFakeeh.carebutbetweendifferentcountries.

§ EOSBwillbefullyaccruedbetweenthecurrentBusinessUnitandthenewonewheretheoriginalhiredate

remainsunchanged(i.e.yearsofservicewillbeaccumulated).

§ WhenevertheEmployeeleavesfromthenewcompany,EOSBwillbesettledbythenewcompanybasedon

theoriginalhiredate.

§ EOSBtreatmentwillbeaccordingtothegoverningLaborLawineachcountryandaccordingtoprevailing

calculationbasis.

§ OurtoptalentshouldnotbeatafinancialdisadvantageintermsofEOSBcalculationwhentheyarerequested

tomovelocation.However,thenewjobsalary,benefitsandroleallowances,ifany,willapply.

ApplicationConditions:

Inthecasethattheworkingrelationshiphasended,thefollowingwillapply:

§ ReasonofseparationwillbeconsideredtocalculatetheEOSB(i.e.dismissalistreateddifferentlytoendof

contractetc.).

§ LaborLawtermsofthelastcountryworkedinwillbetakenintoconsideration.

VisaManagement:

Employeeswhoaretransferredunderthisprogramwillhavetocanceltheirworkpermitinthecountrytheyarein.

Athree-monthgraceperiodisprovided.

Pay&Benefits Page68

Promotions

Promotionisdefinedasachangetoahighergrade.ThiscanbewithinthesameDepartmentorbetweentwo

differentDepartments,subjecttotheavailabilityofanapprovedvacancyintheDepartmentalOrgChart.

§ EmployeeswithaperformanceratingofGoodoraboveinthelastperformancecycleareeligibleforsuch

promotions.

§ Thefollowingprocessisapplied:

- TheOULwillinitiatetherequest.

- Promotionwillgothroughanapprovalworkflowasdefinedinthesystem.

- TheeffectivedateofpromotionmustbeagreedbetweenthecurrentOULofthepromotedEmployeeand

theFutureOUL,iftheEmployeeismovingtoadifferentdepartment.

- AllpromotionsneedtobeapprovedbytheDepartmentalDirector/ChairpersonandtheHCM–Executive

Director.

SalaryApplicableChanges:

§ BasicSalary,HousingandTransportationincreaseswillfollowtheCompensationstructureofthenewgrade.

§ PromotedemployeesareentitledforapromotionincreasebasedontheirPositionRangewiththesalary

rangeasfollows:

- Tothegrademinimumcappedat20%.

- 5%iftheBasicSalaryisabovethegrademinimum.

Pay&Benefits Page69

EducationalAchievementsRewards

WedesignedthispolicytorewardEmployeesforachievinghighereducationaldegreesthatcanimpacttheirwork

performancepositively.However,thereareconditionstothisreward:

§ ThequalificationhastobeaBachelor’sorMaster’sdegree.

§ ForMedical/Clinical/Nursingcategories,thedegreehastobeobtainedfromanaccreditedUniversityand

authenticatedbySCFHS.

§ Forotherfunctions,thedegreemustbeobtainedfromaccreditedUniversitiesauthenticatedbytheMinistry

ofEducation.

§ TheDepartmentalDirector/Chairpersonhastoconfirmviabilityofthedegreeobtainedtoworkperformance.

§ TheawardwillbeaddedtotheEmployee’sMonthlyBasicSalaryafterhe/shehasauthenticatedthedegree.

Degree Expatriates Saudis

Bachelor’s 700 1,000

Master’s 1,000 1,500

FCMSNursingGraduates:

NurseswhohavegraduatedfromFCMSwillreceiveSAR500permonthasFCMSNursingGraduateAllowanceas

soonastheyobtainSCFHSandsignafulltimeemploymentcontract.Thisallowancedoesnotformpartofthe

EOSB.

Pay&Benefits Page70

Parking

Gatedparkingspacesareexclusivefor:

§ Consultants(Permanent,Part-time,andAffiliate).

§ Directors.

§ Chiefs.

§ Executives.

§ Parkingaccessbenefitisnottransferable.

§ Parkingcannotbeusedtostorecarsduringleaves.

§ LostordamagedparkingaccesscardswillbereplacedforaSAR100fee.

Pay&Benefits Page71

BusinessTravelPrinciples

TheTravelPolicyingeneralaimstoprovideconvenient,safeandeconomicalmeansoftransport.Thepolicyis

appliedwiththebeliefthatallemployeeswillbeasthoughtfulandcost-consciousindeterminingtravelplansas

theywouldbeifpayingfromtheirownpockets.

BusinessTravel Page72

BusinessTravelClass

TravelClass:

EmployeeswhotravelonCompanybusinessareeligibletotravelinthefollowingclasses:

Level DomesticandInternational

Executives(E1)+Consultants(M1) BusinessClass

OtherGrades EconomyClass

BusinesstripsmustbearrangedwiththeCompany’stravelagencies.

AccompanyingEmployees:

§ AnEmployeemaybeupgradedtobusinessclasswhiletravellingwithanExecutiveonthesameflightaslong

astheyaretravelingforthesamepurpose.

§ TwoormoreemployeestravellingwithanExecutiveonthesameflightwillstillflyeconomy.

BusinessTrips:

Forthosetravellingforbusinessneeds,thecompanywillfacilitateandsponsorthefollowing:

§ Visitvisa(e.g.e-visa,visaonarrival)fee.

§ Exit/Re-entryvisasforBusinessTrips.

§ Employeesareresponsiblefortheirvisavalidity/renewal.

ExtendingBusinessTripsforPersonalReasons:

TheCompanywillnotgovernEmployeeswhoextendtheirbusinesstripsforpersonalreasons.

IfanEmployeeextendshis/herbusinesstripstoaccommodatepersonalplansthefollowingguidelinesmustbe

applied:

§ AnyadditionalcostsincurredduetopersonalreasonswillbehandledbytheEmployee(e.g.additionalticket

costduetoroutechange/flightdates,stayingsomeadditionalnightsetc.).

§ IftheEmployeeisstayingonforpersonalreasons,theperiodspentforpersonalreasonswillbededucted

fromtheleavebalance,thebusinesstripwillendwiththeendofthebusinessevent(e.g.training,meeting).

AnyadditionalcostsincurredafterthatwillbehandledbytheEmployee.


BusinessTripPerDiem

PerDiempayeliminatestheneedforemployeestocreateexpenseclaimsdocumentingtheamountspentwhile

travelingforbusinessortraining.Employeesdonothavetoreturnanyoftheperdiemiftheyhavenotusedallof

itfortravelexpenses.

LevelDuration

Daytrip 1-9days FollowingDays

Executives

500

1,650/day 1,100/day

Directors 1,350/day 900/day

OtherLevels 1,000/day 750/day

§ PerDimifaccommodationandtransportationareprovidedinorowncompound,thenperdimwillbeas

follow:

Level Accommodationand/ortransportationprovided

Executives 400/Day

Directors 350/Day

OtherLevels 300/Day

Note:

§ Apartfromtheflightticket,theaboveperdiemcoversallbusinesstriprelatedexpenses

§ TravellingduringmorningtimesoreveningswillnotchangethePerDiemamount,andneitherwillarrivingin

themorningoreveningofthenextday.


Guest/VisitorsBusinessEntertainment

GuestsaredefinedasvisitingBusinessConsultants/BoardMembers/Clients.Whileitisrecognizedthatthecost

ofentertainmentvariesdependinguponthevenueandthenatureofthefunction,thereisstillanobligationon

theEmployeetoensurethatexpendituresarenotexcessiveandarejustifiableandproportionatetothebusiness

contextinadditiontothenumberofparticipants.Businessmealswillbereimbursedifreceiptsareprovided.

§ Theexpensereportshouldincludethenamesofallattendeesandtheiraffiliationstothebusinesspurpose.

§ Unusualfood,drinks,smokesetc.tothecustomaryofourtraditionisnotreimbursable.

§ ThemostseniorpersonofFakeeh.care’sdelegateshouldsettlethecostofthisentertainmentandclaimthe

expensesaccordingly.


PerformanceManagement

PerformanceManagementaimsatsystematicallyandconsistentlylinkingorganizationalgoals,whetherannualor

strategic,toallemployeesintheorganization.

Itfacilitatesthedifferentiationofperformance,rewards,identificationoftalentandsuccessionplanningforthe

organization.Itcreatesfairnessandconsistency.

ThisprocessinvolvesallfulltimeEmployeesacrosstheorganizationwhohavecompletedmorethan3months

fromtheirhiringdate.

ThePerformanceManagementcyclewithinacalendaryearinasystematicmannerthatisintegratedwithother

organizationalactivities.

CareerManagement Page76

Mid-YearReviewGoalSetting EndYearReview

Jan-Feb June-July Dec-Jan

SettingGoals

§ GoalSettingisthefirststepinthePerformanceManagementCycleandaimstoprovideEmployeeswithgoals

forhowtheycansupporttheoverallorganizationaltargetsandperformtheirtasks.

§ Goalsaremandatoryforallemployeesandwillbethebasefortheendofyearevaluation.

§ Theindividualgoalsmustbederivedfromthebusinessstrategyforthecomingfiscalyearandshouldreflect

howeachEmployeeisexpectedtocontributetotheoverallbusinessgoals.

§ Goalsshouldbedifferentiatedfromthejobdescriptionandmustbedesignedwithhighqualityinmind

becausetheyimpacttheevaluation.

§ Goalsarelimitedto4–6goalstoensurethatEmployeescanfocusonimpactfulobjectives.

§ TheGoalSettingprocessshouldbeadialoguebetweenEmployeeandhis/herOUL.TheOULsshouldexplain

totheemployeestheimportanceofthegoalsandtheexpectationsandtheirimpact.

§ GoalshavetobefinalizedbyMarch31.ExistingtargetscannotbemodifiedwithintheFiscalyearexceptinthe

caseof:

- changeinbusinessstrategy

- changeinjobresponsibilities

- structural/personnelchanges


Mid-YearReview

TheMid-Yearreviewphaseaimstomonitortheemployee’sperformanceovertheyearandtoreviewtheprogress

ingoalachievement.

Thecontinuousmonitoringoftheemployee’sprogressbytheOULaimstoevaluatewhereeveryemployeestands

astothetargetachievementwithintheyear,andtoimplementcorrectiveactionsifneededaswellasalignthe

perspectiveofbothOULandemployeeregardingthedegreeoffulfillmentofgoals,inordertoavoid

misunderstandingsduringtheevaluation.Thisprocessmustbedocumentedonceintheyearatleast(June-July).

§ NoRatingrequired

§ Progressupdatestoavoidendofyearsurprises

§ EncouragesdialoguebetweenOULandEmployees

§ Reviewoftheagreedactionsanddevelopmentactivitiesfromthelastannualappraisal

§ Anyobserveddeclineinperformancemustbediscussedanddocumented

§ AllupdatesshouldbedocumentedbytheOULinthesystem


YearEndAppraisal&CalibrationExercise

§ DuringtheAppraialtheOULshouldconductafairandobjectiveassessmentofanEmployee’sperformance.

§ PerformancereviewsthroughouttheyearandtheEmployee’sperspectiveonhis/hergoalsachievementarethemaininputforappraisal.ThisinformationwillalsobeusedasabasisfortheCalibrationdiscussionatalaterstage.

§ TheOULhastogatherinformationontheEmployees’resultsandacievementofassignedgoals.

§ Performance appraisal considers both the degree of achieved results (the “What”) and capabilities shownthroughtheEmployee’sactionsandbehaviors(the“How”).

§ TheCalibrationSessionhelpstoobjectivelycalibrateEmployees(PeerValidation),basedontheirPerformanceandPotentialappraisal.Italsoservesasaplatformtoidentifytalents.Aimsofthecalibrationsessionsare:- Harmonizedapplicationofappraisalcriteria- Amoreobjectiveperformanceappraisaltoachieveahigherqualityofcalibratedresults- EnsurehealthydistributionofTotalResultsRating- VerificationofthefinalResultsthroughpeercomparison- RestoreLineManagementownershipoftheiremployees’rating

§ OutputoftheCalibrationSessionisinputfortheFeedbackDialogwiththeevaluatedEmployee.

§ Participants of the Calibration Session Discussion are the Employees’ OULs and theirManager +1, and the

HumanCapitalManagementasconsultantandfacilitator.

§ EachCalibration Session result needs to be approvedbyManager +1 in order to complete and finalize theprocess.

§ TheoutcomesoftheCalibrationSessioncannotbechangedaftertheprocessiscompleted


PerformanceAppraisalScaleandDefinitions

Thefollowingarethe4-pointscaleperformanceratingandthedefinitionofeachpointinthescale.


4-Exceeds

•Goalachievement:Employeedeliveredandachievedmorethanwhatwasagreedandexpectedwithanabovenormalperformance.

•DischargingJDaccountabilities:Demonstratedhighlevelofcompetencies (skills,knowledgeandbehaviors)requiredfortherole.

• Supervision:Fullyindependent, takingfullaccountabilityofhis/herareaofresponsibilitiesandoftensupportsothers.• Initiatives:Proactiveandshowssomeinitiativewithinhis/herareaofresponsibilities.

3-FullyAchieved

•Goalachievement:Employeedeliversallagreeduponresultswithaperformance thatmeetsallexpectations against theagreedtargetsandtasks.

•DischargingJDaccountabilities:Meetsalltherequirements inregardstolevelofcompetence,deliversreliablyaccordingtodeadlines.

• Supervision:Fullyindependent.Requiredminimallevelofsupervisionfromtimetotime.• Initiatives:showingsomeinitiativesandproactivenessfromtimetotime.

2-PartiallyAchieved

•Goalachievement:Employeedoesn'tdeliverallagreeduponresults,doesn'tmeetallexpectationsandaccountabilities.•DischargingJDaccountabilities:Demonstratesmanyofthecompetencies (skills,knowledgeandbehaviors)requiredfortherolebutnotthefullrange.

• Supervision:Needssupervisionfromtimetotimetobeabletomeettherequirementsanddeadlines.• Initiatives:Hardlyshowsanyinitiative.

1-NotAchieved

•Goalachievement:Performancefailstomeetanyoftheexpectationsagainstthetargetsandtasks.•DischargingJDaccountabilities:Doesn'tdemonstratemanyofthecompetencies (skills,knowledgeandbehaviors)requiredfortherole.

• Supervision:Requiresclosesupervisiontobeabletodeliver.Can’tworkindependently.• Initiatives:Passiveemployeewithnoinitiativeatall.

PerformanceRecoveryPlans

ThePerformanceRecoveryplanisachancefortheemployeewhofailedtomeettheminimumrequirementsof

his/hergoalachievementstorecoverandmakeupthroughastructuredplan.

§ Applicabletothestaffwitharatingof1(notachieved)wheretheemployeeandtheOULshoulddiscussand

agreeonadevelopmentactionplantouplifttheemployee’sperformanceandrecoveryforthelastyear’s

shortage.

§ Astructuredplanshouldbedefinedasperthe“PerformanceRecoveryPlantemplate”fromHCM-

OrganizationDevelopmentDepartment.

§ Theplanshouldbesigned,documentedandtrackedevery3monthsuntilthefollowingendofyearannual

appraisal.

§ Iftheemployeestillcannotrecover,disciplinarymeasuresshouldbetakenbyHCM.


AppraisalGrievanceProcess

§ IncaseofdisagreementoftheemployeewiththefinalresultsoftheAnnualPerformanceAppraisal,

ComplaintsorGrievancesofemployeesshouldfollowthefollowingsteps:

FirstStep:

§ TheEmployeeshouldspeaktohis/herOULduringthefeedbackdialog.

§ IfanEmployeeandhis/herOULcannotreachapointofagreement,thentheSecondStepisapplicable.

SecondStep:

§ TheEmployeeshouldescalatetotheManager+1,oramemberoftheHCMOperationsDepartmentwhois

accountableforEmployeerelations.

§ TheHCMOperationsDepartmentmustresolvetheissuewithinthreeworkingdays.

Note:

§ Ifalltheabovestepsareunsuccessfulinsolvingthecase,theEmployeemayescalatehis/herissuetothe

grievancecommittee.


Training&Development

§ ThedevelopmentofemployeesistheresponsibilityoftheOUL,contrarytothemisperceptionthatHCM

shoulddevelopandtrainpeople.

§ Individualtrainingneedsareidentifiedbyeachemployee’sOUL.Theneedsshouldbereflectedonanannual

basistakingintoaccounttheoverallperformanceoftheemployeeandhis/herpotential.

§ TheOULshouldfocusonneedsthatimproveskillsandcompetenciesnotattendeeorbehavioralissue.The

latercanbechangedbyonetoonecoaching.


Medical/ClinicalScientificTraining

ScientifictrainingismainlymeantforPhysicianswhoareattendingmedicalconferencestoenhanceskills,

knowldgleorexperience.Forthispurspose,theleaveispaid.

§ Consultant:7calendardaysperyearwhichcanbetakeninto2-partsmaximumandcannotbe

carriedovertothefollowingyear.

§ SeniorSpecialist:7calendardaysperyearwhichcannotbetakenintopartsandcannotbecarried

overtothefollowingyear.

§ Specialist:7calendardaysevery2-yearswhichcannotbetakenintopartsandcannotbecarried

overtothefollowingyears.


NoticePeriod

Thenoticeperiodisappliedinallkindsofemploymentagreementsexceptinthecasesofterminationaccordingto

Article80andArticle81oftheSaudiLaborLaw.

§ Noticeperiodis60calendardays.

§ Noticeperiodshouldberespectedbybothpartiesaccordingtothebelowclassification:

§ Failingtofulfilthenoticeperiodmentionedabove,thepartywhoendedthecontractshouldpaythe

remainingdaysofthisperiodtotheotherparty.

§ TheChieforExecutiveDirectorcanapprovetowaveupto15daysfromemployeenoticeperiod.President

approvalisrequiredifit’sexceedsthat.

EndofEmploymentRelation Page85

EndofServiceBenefits(EOSB)Calculation

§ Upontheendoftheworkrelationship,thecompanyshallpaytheEmployeeanend-of-serviceawardofahalf-

monthwageforeachofthefirstfiveyearsandaone-monthbasewagefromthesixthyearofserviceonward.

§ WageisdefinedasBasicsalary,Housingallowance,TransportationallowanceandtheFunctionalAllowance

only.

§ Forthosewhoreceiveprovidedaccommodationandtransportation,andthosewhoreceivehousinginlieu,

theEOSBwilltakeintoaccountthegrade’sHousingallowanceinthecalculation.

§ IftheworkrelationendsduetotheEmployee’sresignation,theresigneeshallbeentitledto:

- NobenefitsiftheservicedurationislessthantwoyearsinaccordancewithArticle85oftheLaborLaw.

- Onethirdoftheawardafteraserviceofnotlessthantwoconsecutiveyearsandnotmorethanfive

years.

- Twothirdsifhisserviceisinexcessoffivesuccessiveyearsbutlessthantenyears.

- Fullawardiftheserviceisfortenyearsormore.

§ IftheworkrelationendsduetotheEmployee’sterminationaccordingtodismissalcasesinArticle80ofthe

LaborLaw,he/sheisnotentitledtoend-of-serviceaward.

§ IftheEmployeeortheemployerdecidesnottorenewafixedtermemploymentcontractupontheexpiration

date,theemployeewillbeentitledtofullendofservice.

§ Indefiniteemploymentcontracts(applicabletoSaudisonly)arealwayssubjecttoresignationcause

calculation.


Indemnity

Indemnityisdefinedasasumofmoneypaidascompensationagainstcertainandspecificemployment

conclusions.Indemnityappliestobothpartiesasfollows:

§ PaidbythecompanytotheEmployee:

- One-monthwage

§ PaidbyExpatstothecompany(onlyinthefirstyear):

- Executive/ConsultantLevels: SR10,000



EndofEmploymentRelationship

Theemploymentrelationshipmaybeconcludedbasedononeofthefollowingcauses:

§ Mutualagreement

§ Expiryofthecontractduration

§ Closingthecompany’sactivities

§ Decisionbygovernmentauthorities

§ Resignation

§ Retirement

§ Dismissal

§ Death

§ Sickness

§ Fulldisability

§ Companyliquidation

§ Redundancy

§ Company’sdiscretion


EndofEmploymentRelationship–MutualAgreement

Insomecases,bothparties(i.e.EmployeeandtheCompany)holdthatitisbetterforemploymenttobeconcluded.

§ Usuallythiskindofagreementisdocumented.

§ Thisagreementcanhappenatanytimeduringthevalidityofthecontractualduration.

§ Noticeperiod: Requiredbybothparties

§ EOSB: Paidinfull

§ Indemnity: Notentitled


EndofEmploymentRelationship–ExpiryoftheContractDuration

Ifthetermspecifiedinthecontractexpires.


§ EOSB: Paidinfull



EndofEmploymentRelationship–ClosingtheCompany’sActivities

AtthediscretionoftheCompany’smanagement,a functionoranactivitycouldbeclosedoroutsourced,unless

thereisanotheragreement.


§ EOSB: Paidinfull

§ Indemnity: Entitled


EndofEmploymentRelationship–DecisionbytheGovernment

Insomecases,thevisa/workpermitisnotdelivered,notrenewedorthereisanenforceddecisionbythegovernment

authoritiesforknownorunknownreasons.

§ Noticeperiod: Notrequired

§ EOSB: Paidfully



EndofEmploymentRelationship–Resignation

ResignationoccurswhentheseparationisinitiatedbytheEmployeeonly.TheOULisresponsibleforexpendingthe

bestefforttoretainatalentedEmployee.ResignationmustbesubmittedtotheOUL.Noticeperiodisnotrequired

duringtheprobationaryperiod.Iftheresignationhappensaftertheprobationaryperiod,thenoticeperiodshould

berespectedaccordingtoEmployeegrade(pleaserefertothenoticeperiodsection).

§ Noticeperiod: Required

§ EOSB: PaidaccordingtotheperiodservicedinlinewithArticle85oftheLabor

Law


Note:

Thecompanywillnotprovidetheone-wayticketbackhometotheEmployeeintwocases:

- IftheEmployeeresignedduringtheprobationperiod

- IftheEmployeeresignedbeforetheendofthecontractperiod


EndofEmploymentRelationship–Retirement

TheretirementageinSaudiArabiaisdifferentiatedbasedongender.Fakeeh.careisadoptingalongerperiod

approach.

GenderLaborLawinHijri

Calendar

LaborLawinGregorian

CalendarFakeeh.careinGregorian

Male 60 58.3 63

Female 55 53.4 63

- ExceptiontothiscanbegrantedtoPhysicianEmployeesonly.Employeesreachingtheretirementagewillbe

notifiedoneyearinadvance.

- Thosewhohaveserved300monthswithGOSIcanaskforanearlyretirementwithsupporteddocumentation

fromGOSI.


§ EOSB: Paidinfull



EndofEmploymentRelationship–Dismissal

ThisisaCompanyinitiatedactionfollowingthoroughinvestigationanddiligence.Dismissalcanonlybebasedon

legallyvalidgroundsandguidedbyArticle80oftheSaudiLaborLaw.Thefollowingareexamples:

- If,duringorbyreasonofthework,theworkerassaultstheemployer,themanagerinchargeoranyofhis/her

superiorsorhis/herteammembers.

- Iftheworkerfailstoperformhis/heressentialobligationsarisingfromtheworkcontract,ortoobeylegitimate

orders,orif,inspiteofwrittenwarnings,he/shedeliberatelyfailstoobservetheinstructionsrelatedtothe

safetyofworkandworkersaspostedbytheemployerinaprominentplace.

- Ifitisestablishedthattheworkerhascommittedamisconductoranactinfringingonhonestyorintegrity.

- Iftheworkerdeliberatelycommitsanyactordefaultswiththeintenttocausemateriallosstotheemployer,

providedthatthelatterreportstheincidenttotheappropriateauthoritieswithin24hoursfrombeingaware

ofsuchanoccurrence.

- Iftheworkerresortstoforgeryinordertoobtainthejob.

- Iftheworkerisabsentwithoutvalidreasonformorethan30daysinoneyearorformorethan15consecutive

days,providedthatthedismissalbeprecededbyawrittenwarningfromtheemployertotheworkerifthe

latterisabsentfor20daysinthefirstcaseandfor10daysinthesecond.

- Iftheworkerunlawfullytakesadvantageofhis/herpositionforpersonalgain.

- Iftheworkerdiscloseswork-relatedindustrialorcommercialsecrets.


§ EOSB: Notentitled



EndofEmploymentRelationship–Death

ThedemiseofanEmployeeisoneofthemostsensitivescenariosthatanyprofessionalorganizationcanface.The

Companywillhandlesuchsituationsinthemostdelicateway.

Naturally,theemploymentcontractisterminatedandthedateofdeathisconsideredthelastworkingday.

§ EOSB: Paidinfull


Note:RefertotheLifeInsurancesectionfordetails.


EndofEmploymentRelationship–Sickness

Iftheemployeeexceeds120daysofsickleaveinthesameyearstartingfromthefirstsickleavedate,the

employmentrelationshipisbroken(pleaserefertotheSickLeavesection).


§ EOSB: Paidinfull



EndofEmploymentRelationship–FullDisability

Disabilitymeansthattheemployeeisunabletoperformtheroleeffectively.AnEmployeemaybecomepartiallyor

totallydisabledduetoanillness,accident,orinjury.DisabilitymustbeattestedbyanauthorizedMedical

Authority.

Theemploymentcontractisterminatedandthelastworkingdayisconsideredastheoneinwhichthedisability

tookplace.


§ EOSB: Paidinfull


Note:RefertotheLifeInsurancesectionfordetails.


EndofEmploymentRelationship–Redundancy

Redundancymaybecomenecessaryduetooperationalrequirementsasaconsequenceof:

- Economiccircumstanceswhichresultinthereductionofcertainfunctions/positions.

- Introductionofnewtechnology

- Restructuring.

- IntroductionofGovernmentalRegulationsthatmayeliminateorrestrictcertainrolesordepartments.


§ EOSB: Paidinfull



EndofEmploymentRelationship–Company’sDiscretion

TheCompanymaydecidetoterminatetheemploymentrelationshipatitsowndiscretionwithoutgivingcauseor

justificationaftertheprobationaryperiodandwithinthecontractduration.


§ EOSB: Paidinfull



Offboarding

WhentheEmployee’srelationshipisconcludedforanyreason,anOffboardingprocessmusttakeplacetoclearthe

leaver’sfile.

§ TheEmployeeisresponsibleforcompletingtheLeaverClearanceFormandreturningFakeeh.carebelongings,

equipment,toolsetc.

§ Physiciansmustcompletealltheirpendingmedicalrecordsnotlaterthanthreedaysbeforethelastworking

day.

§ Delayorfailuretocompletethefinalclearancepolicywillleadto:

- NoEOSBsettlement.

- NoExpatfinalexitvisa/Sponsorshiptransfer.

- Noemploymentcertificates.

PhysiciansClearanceduringleave:

§ VacationclearanceisamandatoryprocessandmustbecompletedbyallPhysiciansgoingonleaveforfive

daysorlonger.

§ ClearanceandpendingMedicalRecordsshouldstartthreeworkingdaysbeforethelastworkingdayofthe

leave.

§ Delayorfailuretocompletetheabovemayleadtodisciplinaryaction.


ExpatsSponsorshipManagement

WetreatourExpatcolleaguesinafairandconsistentmannerwhenitcomestoSponsorship.Belowisourpolicy.

§ Grantedsponsorshiptransfer:

- ForExpatswhojointheCompanyviaasponsorshiptransfer(i.e.alreadyworkinginSaudiArabiabefore

joiningFakeeh.care).

- However,notransferisgivenifemploymenthasendedbasedondismissal.Finalexitonlywillapply.

- Relatedfee:TheCompanywillnotcoverthetransferfeetothenewemployer.

- Timeframe:

o Maximum60days,iftheseparationisinitiatedbytheCompany.

o Maximum30days,iftheseparationisinitiatedbytheEmployee.

§ NotGrantedsponsorshiptransfer:

- ForExpatswhowererecruitedfromoutsideSaudiArabiausingFakeeh.careworkvisasregardlessofwho

initiatedtheseparation,causeorservicetenure.

- Finalexitwithin30daysmaximum.


ExpatsExitRe-EntryVisaManagement

§ SingleVisa:

- ThefeeofSAR200willbepaidtoExpatemployeesinJanuarypayrolleveryyear

- EmployeeisthenresponsibletosettlethefeeviaSADADe-bankingsystem

§ MultipleVisa:

ThisspecificVisaisgrantedaccordingtothefollowing:

Executiveteammembers Allotherlevels

Fees CoveredbytheCompany § CoveredbytheEmployee

Approval Pre-approved § DepartmentalDirector/

Chairpersonpre-approvalis

required

§ Approvalmeanstakingfull

responsibilityforany

consequences.

Note:

§ ApprovalforPhysicians

- GrantedonlyifthephysicianhasnopendingcasewithMOH.

- ProcessneedsChairpersonapprovalandCMO.

§ Duringweekends,exit/re-entryvisasrequiretheDepartmentalDirector/Chairperson’sapprovalaswell.


GeneralGovernmentExpatsFee

§ Fakeeh.carewillpaySR2,000ofthesponsorshiptransferfee,anyextrawillbecoveredbytheCandidate.

§ IfanExpatEmployeemarriesaSaudinational,he/sheshouldtransferthesponsorshiptotheSaudispouseand

coverthefullfees.

§ WorkPermitfeesfortheEmployeeonlywillbesettledbytheCompany.

§ Changingprofession:

- AsneededbytheCompany,willbepaidforbytheCompany

- Personalpreference,willnotbeentertained

§ IftheEmployeeisaccompaniedbyfamilymembers,he/shewillbearthefeesofIstiqdam,Iqamaissuance,

Iqamarenewalandexit/re-entry.

§ AnyadditionalfeesannouncedbytheGovernmentwillbetreatedaccordingtotheannouncedrules.

Note:TheCompanyreservestherighttocancelanySingleorMultipleExit/re-entryVisaonacasebycasebasis.

§ PassportManagement:

- Employeesareresponsiblefortheirpassport’sandtheirdependents’passports’validityandrenewalfees.

- Oncerenewed,employeesmustinformtheHCMOperationsDepartmenttoupdatetheirrecords.

- PenaltiesassociatedwithdelaybytheEmployeeinupdatingtheHCMOperationsDepartmentwillbe

chargedtotheEmployee.

§ Municipality(Baladya)Card

- ApplicabletoEmployeeswhoareinvolvedinfoodhandlingandrelatedroles

- EmployeesareresponsibleforperformingtherequiredmedicalcheckupintheStaffHealthClinic

- Fakeeh.carewillpaytheissuanceandrenewalfeesandemployeeswillberesponsibleforanypenalties

causedbytheEmployee

- Employeeswhofailtocomplywiththeprocessguidelineswillbesubjecttodisciplinaryaction

- KitchenOULisresponsibleformonitoring,updatingandinitiatingdisciplinaryactionrequests


RepatriatingofExpatEmployees

WhentheemploymentrelationshipofExpatriateEmployeesends,therepatriationcostandtreatmentwillbeas

follows:

§ TheCompanycoveredrepatriationcostfortheEmployeeanddependantsasdefinedinhis/herfamily

entitlementwhenendofemploymentisdueto:

- Mutualagreement

- Expiryofthecontractduration

- Closingthecompany’sactivities

- Decisionbygovernmentauthorities

- Retirement

- Death

- Sickness

- Fulldisability

- Companyliquidation

- Redundancy

- Company’sdiscretion

§ TheEmployeecoversrepatriationcostwhenendofemploymentisdueto:

- Resignation

- Dismissal

§ However,iftheEmployeedecidestostayinSaudiArabiaandjoinanotherlocalcompanythentheCompany

willnotcoveranyrepatriationexpenses.

§ Whatisincludedintherepatriationcost:

- One-wayticketforEmployeeanddependantsasdefinedinhis/herfamilyentitlement(basedon

Employeegrade).

- Andinthecaseofdeath,forthebodyofthedeceasedEmployee.


EmployeesAssistantProgram

ProvidedbyMaabar(www.maabar.com)toFakeeh.careemployees,thisisavoluntary,confidentialand

complementarycounsellingserviceduringworkrelatedorsocialpsychologicalstress.Itisprovidedonareferral

basedprocessandfocusesonhelpingemployeestoenhancetheiroverallwellbeing.Itpioneersintervention

strategiesdesignedtogiveemployeestheopportunitytoaddresssubjectsofimmediateconcern,resolveissues

andimprovequalityoflife.

ThisserviceisalsoextendedtotheEmployee’sspouseandchildren.

§ Theentitlementisbasedonacalendaryearof12sessions.Extendedto3moresessionsbasedonthe

psychologicalstatusoftheEmployeeorthedependant.

§ AdditionalsessionsarepaidforbytheEmployee.

§ ThesessionsneedtobescheduledoffdutyhoursoftheEmployee.

Others Page106

IndividualGovernmentRelatedActivities

OtherthanwhatisbeingcoveredbytheCompanyaspartofitscontractualobligation,theCompanywillnotbe

abletoprovideadditionalservicestosupportemployeeswiththeirGovernmentEntitiesrelatedactivities.

Others Page107

Grievance&ComplaintsProcess

TheCompanyfollowsanadministrativechainofcommandindealingwithComplaintsandGrievances.Each

Employeeshallreferfirsttohis/herimmediateOUL.ComplaintsorGrievancesofemployeesshouldfollowthe

followingsteps:

FirstStep:

§ TheEmployeeshouldspeaktohis/herOULassoonastheissuearises;delayingsuchdiscussioncanaffectthe

Employee’sattitude,moraleandperformanceatwork.

§ IfanEmployeefeelsunabletospeaktohis/herOUL,because,forexample,thecomplaintconcernstheOUL,

thentheSecondStepisapplicable.

SecondStep:

§ TheEmployeeshouldescalatetotheSecondOUL,oramemberof theHCMOperationsDepartmentwho is

accountableforEmployeerelations.

§ TheHCMOperationsDepartmentmustresolvetheissuewithinthreeworkingdays.

Note:Ifalltheabovestepsareunsuccessfulinsolvingthecase,theEmployeemayescalatehis/herissuetothe

grievancecommittee.

Others Page108

Harassment&Bullying

Thepurposeofthispolicyistoensurethatallemployeesaretreatedandtreatotherswithdignityandrespect,

freefromharassmentandbullying.Allemployeesshouldtakethetimetoensuretheyunderstandwhattypesof

behaviorareunacceptableunderthispolicy.

Employeesshouldalwaysconsiderwhethertheirwordsorconductcouldbeoffensive,evenifunintentional.

TheCompanywilltakeallegationsofharassmentorbullyingseriouslyandaddressthempromptly(and

confidentiallywhereappropriate).HarassmentorbullyingbyanEmployeewillbetreatedasmisconduct.Insome

cases,itmayamounttogrossmisconductleadingtodismissalunderarticle80oftheSaudiLaborLaw.

WhatisHarassment?

Harassmentisanyunwantedphysical,verbalornon-verbalconductthathasthepurposeoreffectofviolatinga

person’sdignityorcreatinganintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforthem.A

singleincidentmayconstituteharassment.Italsoincludestreatingsomeonelessfavorablybecausetheyhave

submittedorrefusedtosubmittosuchbehaviorinthepast.

Unlawfulharassmentmayinvolveconductofasexualnature(sexualharassment),oritmayberelatedtothe

victim’sgender,race,color,nationality,ethnicornationalorigin,religion/belief,orage.Harassmentis

unacceptableevenifitdoesnotfallwithinanyofthesecategories.

WhatisBullying?

Bullyingisoffensive,intimidating,andmaliciousorinsultingbehaviorinvolvingthemisuseofpowerandwhichcan

makeapersonfeelvulnerable,upset,humiliated,underminedorthreatened.Powerdoesnotalwaysmeanbeing

inapositionofauthority,butcanincludebothpersonalstrengthandthepowertocoercethroughfearor

intimidation.Bullyingcantaketheformofphysical,verbalandnon-verbalconduct.

Harassmentmayinclude,butisnotlimitedto:

§ Unwantedphysicalconductincludingtouching,pinching,pushing,grabbing,brushingpastsomeone,invading

theirpersonalspace,andmoreseriousformsofphysicalorsexualassaults.

§ Unwelcomedsexualadvancesorsuggestivebehaviour(whichtheharassermayperceiveasharmless),and

suggestionsthatsexualfavoursmayfurtheracareerorthatarefusalmayhinderit.

§ Offensiveorintimidatingcommentsorgestures

§ Insensitivejokesorpranks;racist,sexistorageistjokes

§ Derogatoryorstereotypicalremarksaboutaparticularethnicorreligiousgrouporgender

§ Sendingordisplayingprofaneandoffensivematerialinanyformorshapeusinganymediaorcommunication

tools

Bullyingmayinclude,butisnotlimitedto:

§ Shoutingat,beingsarcastictowards,ridiculingordemeaningothers

§ Physicalorpsychologicalthreats

§ Overbearingandintimidatinglevelsofsupervision

§ Inappropriateorderogatoryremarksaboutsomeone’sappearance

§ Abuseofauthorityorpowerbythoseinpositionsofseniority

Note:WorkrelatedinstructionsandconstructivecriticismofanEmployee’sperformanceandbehaviorarenot

consideredbullying.

ProcessforReportingHarassmentorBullying:

Theaggrievedshouldinformtheharasser/bullydirectlythattheconductisunwelcomedandmuststop.

§ Iftheaggrievedhasconfrontedtheharasser/bullydirectlytostopbutthebehaviourcontinues,thenhe/she

shouldreporttheincidenttoamemberoftheHCMOperationsDepartment.

§ Iftheaggrieveddoesnotfeelcomfortableconfrontingtheharasser/bullydirectly,he/sheshouldreportthe

incidenttoamemberoftheHCMOperationsDepartment.

§ However,anyharassmentorbullyingcanbereportedtotheHCM–ExecutiveDirectordirectly.

CompanyInvestigation:

TheCompanywillinvestigateallharassmentandbullyingclaimspromptlyandthoroughlyregardlessofwhothe

allegationisagainst.

§ TheHCM–ExecutiveDirectorisresponsibleforconcludingandactingswiftlyandappropriatelywithanaction

ontheoutcomeoftheinvestigation.

§ TheCompanywillhandlethecasewiththeutmostconfidentiality.

§ TheCompanywillinformtheallegedvictimandharasser/bullyabouttheresultsoftheinvestigationandthe

stepsthattheCompanywillbetakinginresponse.

ProhibitionagainstRetaliation:

TheCompanydoesnotpermitorcondoneretaliation.Noonewillsufferanyadverseconsequencesasaresultof

bringingtheharassmentand/orbullyingtotheCompany’sattention.Therewillbenoretaliationforeither

reportingtheharassment/bullyingorforcooperatingintheinvestigationofthereport.AnyEmployeeresponsible

forretaliatoryconductwillbesubjecttoseveredisciplinaryaction.IfanEmployeebelievesthatheorsheisbeing

retaliatedagainst,theEmployeeisencouragedtoreporttheretaliationusingthesameprocessabove.

Others Page110

EmploymentofRelatives

Employmentofrelativescreatesanopportunityforconflictofinterestandcanundermineandcompromisea

productiveworkenvironment.Itcouldpotentially:

§ Questionleadershipcredibilityanddecisionmaking.

§ Createfavouritismandnepotism.

§ NegativelyimpactEmployeemorale.

However,relativesmaybeconsideredforemploymentbasedontheirownmeritswherethefollowingguidelines

mustbestrictlyfollowed:

§ TheEmployeewhoserelativeisaCandidateshouldnotinterveneinorinfluencethehiringprocess.

§ Noadditionalconsiderationwillbeprovidedtorelativesashiringdecisionsshouldbemadebasedonlyonthe

Candidate’scredentialsandexperience.

ThefollowingguidelinesapplyifaCandidaterelativepassestherecruitmentprocess:

§ RelativescannotworkinthesameDepartment.

§ Relativescannotbeinthesamechainofcommand.

§ Employeescannotparticipateintheappointment,compensation,orevaluationofarelativeoranyfuture

transaction.

§ Relatedemployeesmustnotrepresentorfollowuponeachother.

Note:Notfollowingtheseguidelines,whereanEmployeetriestoinfluencethehiringofhis/herrelativeinany

shapeorformwillbesubjecttodisciplinaryaction.

Others Page111

DressCode

Employeesareexpectedtoexercisegoodjudgmentinadoptingaprofessionalstandardofbusinessattire.Itis

essentialthatallemployeesportrayprofessionalismintheirattireatalltimesandtheattireshouldbewornin

accordancewithacceptablelocalpracticesandprofessionalstandards.

Physicians:

AllphysicianshouldwearaFakeeh.carelabcoat.

MalePhysicians:

§ SaudiAttire(Thobe).

§ Businessattire(shirtwithcollar,trousers;suitjacketsareoptional).

§ Nojeans.

FemalePhysician:

Business/professionaltrousersorlongskirtwithaconservativeshirt.

Clinical&Nursing:

TheprovidedFakeeh.careprofessionaluniform.

PatientFacingRoles:

Regardlessofnationality,theprovidedFakeeh.careprofessionalbusiness/professionalsuits.

OtherRoles–NotPatientFacing:

MaleEmployee:

§ SaudiAttire(Thobe).

§ Westernattire(shirtwithcollar,trousers;suitjacketsareoptional).

FemaleEmployee:

§ DarkcolouredAbayasandanappropriatehead-cover.(NoopenorwraparoundAbayasthatarenotsuitable

fortheworkenvironment).

§ IfthestaffprefertowearsuitstheyshouldcomplywithFakeeh.careformalsuits.

Otherguidelines:

Male:

§ Business/professionalfootwearindarkcolours.Sandalsandflip-flopsareunacceptable.

§ Hats/Capsareunacceptable.

Female:

§ Closetoedshoesnothigherthan2-3inches.Sandalsandflip-flopsareunacceptable.

§ Scarfsshouldbeconservativewithreasonablecolours.

§ Daytimelightmake-upistobeworninasimpleandprofessionalmanner.

§ Perfumes/scentsandotherfragrancesmaybewornbutmustbeminimalandlight.

§ Flashyhighlightedhaircolourisunacceptable.

§ Flashynailpolish/artificialnailsareunacceptable.

HairStyleforMalesandFemales:

§ Clean,neat,conservativestylesandinprofessionaltaste.

§ Nohairglitterorsparklingaccessories.

Note:

§ Alostordamageduniformwillbereplacedfora150SARfee.

§ Non-Compliancewithdresscodewillbesubjecttodisciplinaryaction.

Others Page113

DisciplinaryAction

Thispolicyaimstoprovideafairanddisciplinedworkenvironment.It isexpectedthatemployeesadheretothe

Company’srules,processandguidelines.Notfollowingthesewillbesubjecttothedisciplinaryactionprocess.

Theultimategoalofthispolicyistoimprovetheperformanceandpromotepositivebehavior.

§ ItisimportantfortheOULtogiveinstantfeedbackandcoachingoncethereisadeviation.Thisgivesaclear

messageaboutunacceptablebehaviour/conduct.

§ Incaseofrepeatedandneglectedactions,theOULmaygiveaverbalwarningpriortotransferringthecaseto

HCMforaformalinvestigation.ItisanexpectedstepfortheOULtomaintainahealthyworkrelationship

betweentheteammembers.

§ Thefollowingarethedisciplinaryactionsandtoolsusedasatoolkittoimproveperformance/behaviour:

Responsibility Tool/Punishment Description

OUL

Feedback Shouldbecontinuous,aseventshappen

Coaching Awaytoaskquestionsratherthanprovideanswersandletthe

Employeereachthedesiredconclusiononhis/herown

Verbalwarning FlagraisedbytheOULtotheEmployeesignalingthatthenexttime

thecasewillbereportedofficially.OULsmaydocumenttheverbal

warningtotheEmployee’semail.

HCM

Writtenwarning Aletterthatincludesthereasonandthecorrectiveaction.

Finalwrittenwarning Aletterthatincludesthereasoncorrectiveaction,improvement

requiredanditstimescaleandconsequences,andthatanother

repetitionislikelytoresultindismissal.

Salarydeduction Anotificationwithspecificamount/percentageofsalarydeduction

accordingtothetableofpenalties(below).

Suspendpromotion Promotionpostponedtothenextyear.

Suspendannual

increment

ExcludetheEmployeefromtheannualincrementprocess.

Worksuspension

withoutpay

SuspendtheEmployeefromworkwithoutpayforamaximumof5

days.

Dismissal AccordingtothepolicyintheDismissalSection

• Theabovetools/punishmentsdonotneedtobefollowedinorder.Somecasesmayresultindismissaldirectly;

somewillconcludebyapplyingasalarydeductionetc.

• Anypunishmentsthatexceedaone-daysalarydeductionormorethanawarningletterinseverity,mustbea

conclusionofawritteninvestigationtogivetheEmployeeanopportunitytodefendhis/hercase.

• Itisnotallowedtoapplymorethanonepunishmentforthesamecaseatthesametime.

• IftheEmployeerepeatsthesamebehaviourwithin180days,thecompanyhastherighttoescalatethe

severityofdisciplinaryaction.

Others Page115

TableofPenalties

ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)

1ttime 2ndtime 3rdtime 4thtime

Reportingtoworkupto15minutes

afterstartofworkinghourswithout

permissionorajustifiedreason;when

suchdelaydoesnotaffectthe

performanceofotheremployees

Written

Warning5% 10% 20%

Reportingtoworkupto15minutes

afterstartofworkinghourswithout


suchdelayaffectsotheremployees

fromexecutingtheirduties

Written

Warning15% 25% 50%

Reportingtowork15-30minutesafter

startofworkinghourswithout


suchdelaydoesnotaffectthe

performanceofemployees

10% 15% 25% 50%




suchdelayaffectstheperformanceof

otheremployees

25% 50% 75% 1day




suchdelaydoesnotaffectother

employeesfromexecutingtheirduties

25% 50% 75% 1day



Reportingtoworkmorethan60

minutesafterstartofworkinghours

withoutpermissionorajustified

reason;whensuchdelayaffectsthe

performanceofotheremployees

30% 50% 1day 2days

Reportingtoworkmorethan1hour

afterdesignatedworkinghours

withoutpermissionorajustified

reason;whethersuchdelayaffectsor

doesnotaffectemployeesfrom

executingtheirduties

Written

Warning

1day

2days

3days

Leavingtheworkplace,ordeparting

15minutespriortoendofdesignated

workinghourswithoutpermissionora

justifiedreason

Written

Warning

10%

25%

1day

Leavingtheworkplace,ordeparting

morethan15minutespriortothe

timedesignatedwithoutpermissionor

ajustifiedreason

10%

25%

50%

1day

Absencefromworkwithoutawritten

permissionorajustifiedreasonfor

onedayinacontractualyear

2days 3days 4days

One-time

deprivation

fromPromotion

orIncrement

Continuousabsencefromwork

withoutwrittenpermissionora

justifiedreasonfor2-6daysina

contractualyear

2days

3days

4days

One-time

deprivation

fromPromotion

orincrement



4days

5days

One-time

deprivation

from

Termination,

withEOSif

absentdaysdo



justifiedreasonfrom7-10daysina

contractualyear

Promotionor

Increment

notexceed30

days



justifiedreasonfrom11-14daysina

contractualyear

5days

One-time

deprivation

from

Promotionor

Increment

andFinal

Warningasper

Article80of

theLaborLaw

Termination

asper

Article80

oftheLabor

Law

---

Discontinuingworkwithoutajustified

reasonformorethan15consecutive

daysinacontractualyear

Termination

withoutEOS

following

awritten

warningafter

10daysof

beingabsent

asperArticle

80oftheLabor

Law

Intermittentabsencefromwork

withoutajustifiedreasonformore

than30daysinacontractualyear

Termination

withoutEOS

following

awritten

warningafter

20daysof

absenceasper

Article80of

theLaborLaw



Acceptingvisitorsintheworkplacefor

non-businessmatters,withoutprior

permissionfrommanagement

Written

Warning10% 15% 25%

UsingCompanyequipmentandtools

forpersonalpurposeswithout

permission

Written

Warning10% 25% 50%

Gettinginvolvedillegally,inany

activitythatisnotwithinthe

Employee’sjurisdiction

50% 1day 2days 3days

TearingordamagingCompany

advertisementsorannouncements2days 3days 5days

Termination

withEOS

Negligenceinpreservingitemsunder

custody,suchascars,machines,

devices,equipment,toolsetc.

2days 3days 5daysTermination

withEOS

Sleeping/nappingattheworkplaceWritten

Warning10% 25% 50%

Sleepingatplaceswherevigilanceis

imperative50% 1day 2days 3days

Tamperingwiththeattendance

system1day 2days

One-time

deprivation

from

Promotionor

Increment

Termination

withEOS

Disobeyingworkregulationsor

ignoringinstructionsrelatedtowork25% 50% 1day 2days

Encouragingdisobediencetowritten

workregulations2days 3days 5days

Termination

withEOS

Negligenceatworkthatcouldresultin

harmingEmployeehealth,safetyand

equipment


withEOS



Quarrellingwithcolleagues,or

provokingorparticipatinginariotin

theworkplace

1day 2days 3days 5days

Reportingfalsehealthclaimsor

injuriescausedattheworkplaceoras

aresultofwork


Refusingamedicaltestorderedbythe

Company’sDoctor,orfailingtofollow

medicalinstructionswhileunder

treatment


Failuretofollowhealthinstructions

postedattheworkplace50% 1day 2days 5days

RefusingCompany’sinspectionwhen

leavingtheworkplace25% 50% 1day 2days

Failuretosubmitcollectedmoneyfor

theCompany’saccountwithin

scheduledtimeframeswithno

justifiedreason


withEOS

Intentionalsecludedinteractionwith

theoppositegenderintheworkplace


withEOS

Usinglanguageorgesturesthatimply

insult


withEOS

Assaultingaco-workerverbally,orby

usingelectroniccommunicationto

insultordegradeothers


withEOS


1stTime 2ndTime 3rdTime 4thTime

Sexuallyharassing,physically

assaultingorharming/insultingaco-

workerorothers

Termination

withoutEOS,

Warningor

Compensation

asperArticle

80oftheLabor

Law

Physicalorverbalabuse,bymeansof

anyelectroniccommunication,that

insultstheemployer,managerin

chargeoranyofthesuperiorsatwork

orinrelationtowork

Termination

withoutEOS,

Warningor

Compensation

asperArticle

80oftheLabor

Law

Submittingafalseormalicious

complaintagainstacolleagueora

superior

3days 5daysTermination

withEOS

--

Failuretorespondtoarequestbythe

CommissionofInvestigationtoattend

ahearingortoprovidereportsorto

testifyatsuchahearing


withEOS

Others Policyreference#ifany Page121

AccreditationPolicies

VerificationofRelevantCredentials

1. Purpose:1.1. To standardize the process of primary source verification prior to appointment and through the

probationaryperiod.1.2. Todiscourageclaimsoffalsecredentials

2. Definitions/Abbreviations:

2.1. Allied Healthcare staff: are those staff who provide patient care and whom Saudi Commission forHealthcareSpecialist(SCFHS)hasidentifiedasrequiringlicensureforpracticeintheKingdomofSaudiArabia.Theseusuallyincludedentalassistants,ECGtechnicians,CSSDtechnicians,radiologytechnicians,physicaltherapists,laboratorytechnicians,catheterizationlaboratorytechnicians,dietitians,optimetrytechnicians,socialworkers,pharmacists,andclinicalpsychologists.

2.2. Credentials: are a Hospital staff member/candidate’s documentation of education, clinical training,licensure,experience,currentcompetence,healthstatus,andethicalbehavior.

2.3. Medicalpractitioners:referstoallphysiciansanddentistsonly.2.4. Organizational unit leader: ExecutiveDirectors, Chiefs,DepartmentalDirectors, ServiceDirectors and

UnitManagers.2.5. Primary Source Verification: is verification sent to the entity which has first-hand knowledge of the

informationthatneedstobeverified.2.6. RecruitmentAgency:Abusinessfirmchargesafeeforprovidinginformationandplacementservicesto

candidatesseekingemploymentand/orclientslookingforqualifiedcandidates.2.7. References:referstoothermembersoftheapplicant’sprofessionwhohaveworkedwithorobserved

theapplicant;whoareknowledgeableabouttheapplicant’scompetence,ethnicalcharacter,andotherqualifications.

2.8. SCFHS: is an abbreviation for Saudi Commission for Health Specialties, an institute that enables allmedical&clinicalstafftopracticetheirhealthcareprofessionsinSaudiArabia.

2.9. Data Flow: an institute that validates credentialing information from the institution that originallyconferredorissuedthecredentialtoanyhealthprofessional.

3. Policy:3.1 Verificationofcredentialsisrequiredfor:

3.1.1 Allmedicalpractitioners,3.1.2 Allnursingandalliedhealthcareworkers,3.1.3 Organizationalunitleaders(ExecutiveDirectors,Chiefs,DepartmentalDirectors,ServiceDirectorsand

UnitManagers),and3.1.4 Selectedadministrativestaffmembers(HumanResources,Finance,andInternalAuditstaff).

3.2 Credentials requiring primary source verification shall include the highest post-secondary degree, diploma orcertificate, fellowships, memberships, professional license, registration, and relevant training and experiencecertificates.

3.3 TheHumanResources(HR)Departmentshallnotroutinelyperformprimarysourceverificationofcredentialspriortoapprovinganapplicantforanemployment.3.3.1 Primarysourceverificationwillbeperformedwhenthecandidateisdeterminedforhire.

3.4 Onceacandidateisselectedforhire,he/shewillbeaskedtocompleteadataflowapplicationforverificationofqualifications,licensureandexperienceifnotpreviouslyavailable.

3.5 Forexistingemployeesthefollowingwillapply:3.5.1 NewhireswithaSCFHSfileunderpreparationwillberequestedtoregisteralldocuments,qualifications,

licenseandexperiencewithdataflowforverification.3.5.2 LongtermemployeesapplyingtoreregisterforSCFHSwillberequestedtoapplyforverificationofany

documentsnotpreviouslyverified.

3.6 Primarysourceverificationshallbealsoinitiatedforpromotionsmadebasedonnewcredentials.3.8 ForSaudinationalswhoacquiredtheircertificationfromSaudiArabia,credentialsdonotneedtobeverifiedas

longasoriginalcopiesarepresented.3.9 Appropriate actions, up to and including termination of employment, shall be initiated for falsification of

credentials.4. Procedure:ProcedureSteps Responsibility4.1 Primary source verification is performed when the candidate is identified to pass

through the Hiring Process (for all applicants listed in item 2.1) and through theCredentialingandPrivilegingCommittee(formedicalpractitionersonly).

CredentialingandPrivilegingCommittee

4.2 Asper theSaudiCommission forHealthcareSpecialist (SCFHS) regulations, theSaudiEmbassyinthecountryoforiginensuresauthenticityoftheacademicandexperientialcertificatesandattestsvaliditypriortostampingthecandidatepassportwithavisa.

SCFHS

4.3 Inadditionnewcandidateswillbeasked tosubmit their licensure,qualificationsandexperiencecertificatestodataflowforverification.Thecandidateisresponsibleforthecostoftheverificationandmustsubmitthesubmissionreceipttotherecruitmentteamasevidencetheyhavestartedtheprocess

RecruitmentOfficer

4.4 Anynewhire already on board that hasn’t submitted thementioneddocuments forverificationwillbeaskedtodosobytherelevantemployeerelationsofficer.Thiswillincludeanyinternationalhireorsponsorshiptransferhiredinamedicalclinicalcapacity.Theemployeeisresponsibleforanycosts

EmployeeRelations

Officer

4.5 AnyexistingemployeethathaspreviouslyregisteredwithSaudiCommissionandhavealreadycompleteddataflowverificationofqualificationswillbeaskedtocompletetheverificationprocessforexperienceandlicensurewhenresubmittingSCFHSrenewal.Theemployeeisresponsibleforanycosts.

Employee

4.6 Employees must submit receipt of submission of documents for verification to theEmployee Relations Officer at the time of submission and must follow up theirapplicationandsubmittheverificationcertificatetoHRwhenavailabletobeplacedontheemployeefile

Employee

4.7 Inthecaseofnewhires,theverificationprocessshouldbecompleteandalldocumentsverifiedbeforetheendofprobationaryperiod.

Employee

4.8 Employees who do not provide evidence of verification of all documents may beconsidered unsuitable to pass probation. Such individualswill be referred to theHRDirectorforaction.

HRDirector

4.9 Dataflowverificationiscurrentlyaonceinalifetimeprocess. 4.10 Foremployeesseekingre-employmentatDSFHCompany,credentialsthathavebeen

alreadyverifiedintheprevioushiringprocessanddocumentedintheirpersonnelfiledonothavetobeverifiedagain.4.10.1 Only new credentials, acquired after termination of employment at DSFH

Company,willbeverifiedforanyre-employmentapplications.

Employee

4.11 TheHumanResourcesDepartmentwill:4.11.1 Ensureemployeescompleteverificationprocesses4.11.2 Provide technical and administrative information to assist staff with the

process.4.11.3 Notify theemployeeof anydiscrepancy identifiedand requestexplanation

fromtheemployee.4.11.4 Takeactionagainstemployeeswithfalsecredentials.

HumanResources

Department

4.11.5 Keeptheoriginalcredentialsverificationdocumentsonfile.4.12 ConsequencesofFalsification:

4.12.1 Upondiscoverythatanemployeeprovidedfalseormisleadinginformation,oromittedinformationrelatedtoeducationandprofessionalcredentials,theHR Director and the Organizational Unit Leader should work with theEmployee Relations Department to determine the appropriate disciplinaryaction.

4.12.2 Confirmed falsification of required credentials will result in immediatedismissal.

HRDirector

EmployeeRelations

Officer

OUL

4.13 Dataflowprocess:4.13.1 Employeesareresponsibleforcompletingdataflowsubmissionprocedures.4.13.2 Acopyof thedata flowreceipt shouldbegiven to theEmployeeRelations

OfficerifthemedicalstaffhasalreadymadethedataflowbeforejoiningDSFHCompany.

4.13.3 ForemployeeswhohavenotpreviouslysubmitteddocumentstodataflowforverificationEmployeeRelationsOfficerwillassistemployeeswiththeprocessifneeded.

4.13.4 Inadditiontotheapplicationformemployeesneedtosubmitthefollowingdocumentstodataflow4.13.4.a CopyofPassport4.13.4.b CopyofEducationalCertificates4.13.4.c CopyofLicensurefromhomecountry4.13.4.d CopyofExperienceCertificates

4.13.5 AfterReceivingDataflowreceiptfromdataflowoffice,acopywillbeattachedtomedicalstaffSCFHSfileinordertocompletetheprocessandtobeclassifiedbySCFHSoffice.

4.13.6 Forfollowingupregardingthesubmittedapplication,anemailwillbesenttoscfhs@dataflowgroup.comquotingtheSCFHSreferencenumbermentionedinthepaymentreceipt.

4.13.7 Resultwillbeavailableafter35workingdaysapproximately.4.13.8 Employees must follow up and obtain the verification certificate from

DataflowonceitisavailableandprovideHREmployeerelationsOfficerwithacopy.

4.13.9 DataFlowdirectlyinformsSCFHSofanyinvalidqualificationsandSCFHSDwillblacklistthecandidateandinformthehospital.

4.13.10 In case notification is received from SCFHS regarding unqualified staff aninvestigationwillbedoneandafterthathewillbeterminated.

4.13.11 DataflowCharges:Employeesareresponsibleforallcostsrelatedtodataflow.4.13.12 Thecostoftheprocesscanbefoundonthedataflowsite4.13.13 The Employee Relations Officer will be happy to inform staff of any costs

associatedwithdataflowbytelephoneoremail.

EmployeeRelations

Officer

Re-contractingPolicy

1. Purpose:1.1. Todelineatestepsthatmustbemetpriortocontractrenewaldateandthatareessentialpre-requisite

forrenewingcontractsofDSFHstaff.1.2. Toensurethatthestatusoflicensesandgovernmentdocumentsarecheckedatregularpointsafter

employment.1.3. Toensurethatstaffareperiodicallyre-orientedandeducatedonimportantsafetytopicsandon

policiesandcompetenciesrelatedtotheirscopeofwork2. Definitions:

2.1. DirectReport:SeniorMembersoftheOrganizationAdministrativestaffwhoreportdirectlytotheCEOorThePresidentandChairmanoftheBoard

2.2. OrganizationalUnitLeader:Referstothehighestrankingleaderofaparticularorganizationalunitwhodirectlyreportstothechiefoftheapplicabledivision,ortotheCEO

3. Policy3.1 DSFHhasestablishedthemandatoryretirementageas63yearsforallpermanentstaff3.2 Employeeswhohavereachedmandatoryretirementagearenotrequiredtocompletethere-contracting

processes3.3 Forstaffeligibletore-contractthecontractrenewalprocesswillbegin3monthspriortothecontractrenewal

date

4. ProcedureProcedureSteps Responsibility

4.13monthsbeforecontractrenewaldatetheemployeeandOULwillreceiveanautomatedremindertocompetetheelectroniccontractrenewalchecklist

EmployeeRelationsOfficer

4.2Theemployeemustfollowallthestepsofthere-contractingprocessthroughthesystemandmustensurethestepsarecompletefourweeksbeforecontractrenewaldate

DirectReport

4.3Employeeswhohavealreadyreached63yearsofageduringthecontractyearwillnotcompletethecontractrenewalprocessunlesstheyhaveexceptionfromCEOtore-contract.Theyshouldproceedaspertheresignationpolicy

Employee

4.4

Completingthechecklistonlineisnotenough.Inadditiontheemployeemustvisitthefollowingservicesandphysicalcompletearetraining/reorientation

4.4.1 Staffclinic:Thestaffclinicnursegivesthere-contractingstaffanyoverduevaccineandperformsanypendingscreeningtestsandsignsofftheelectronicchecklist(RefertoDSFHStaffImmunizationandScreeningforInfectionspolicyFMED-APP-002).Staffclinicsignsthestaffclinicpart.

StaffClinic

4.4.2 Infectioncontroloffice:TheICcoordinatorordesigneegivesthere-contractingstaffaquickre-orientationonDSFHmostrelevantinfectioncontrolprinciplesandpoliciesandsignsofftheelectronicchecklist

InfectionControl

Coordinator4.4.3 Safety office: Re-contracting staff then visit the Safety office. The Safety

Officergivesthere-contractingstaffare-orientationonDSFHmostrelevantpolicies andprinciplesonFireand facility safety.He/she coordinateswithRadiationSafetytoprovidetheRadiationSafetyupdatecomponentandthentheysignofftheelectronicchecklist

SafetyOfficer

4.4.4 Quality andRiskManagement: It is the responsibility ofQuality and RiskManagementtoupdatetheemployeeonrelevantnewpoliciesandprovidean update of QRM functions. Quality and RiskManagement signs off theelectronicchecklist

QRM

4.4.5 ForMedicalNursingandallHealthCareProviderstaff:LifeSupportTrainingCentre:TheLifeSupportTrainingCentreEducatorchecksthevalidityofthelifesupportcertificationandarrangestrainingforstaffwhosecertificationisout of date or who have not had the required training. The Life SupportTrainingCentreServiceDirectorsignsthecontractrenewalchecklist4.4.5.a All required staff can take recertification within 3 months of

certificateexpirydate.

LifeSupportTraining

Educator

4.5ITprovidesHRwithamonthlycompletionreportshowingwhohascompletedthere-contractingrequirements

ITdepartment

ObtainingSaudiCommissionClassificationandMOHLicensure

1. Purpose:1.1. TodescribeandregulateallthestepsandprocessestobecompletedinordertoobtainSaudi

CommissionforHealthSpecialtiesRegistration(SCFHS)inordertoenableMOHLicensureforstaffwithprofessionaldesignations.

2. Definitions/abbreviations:

N/A3. Policy3.1 ItisthepolicyofDSFHtoensurethatallprofessionallydesignatedmedicalandnursingstaffandalliedhealthcare

workersobtainthemandatoryMinistryofHealth(MOH)licensetopracticefollowingcompletionofSaudiCommissionforHealthSpecialties(SCFHS)Registration.

3.2 AnemployeeshallsitforthefirstSaudiCommissionclassificationexamwithinthreemonthsofregistrationwithSCFHS.

3.3 IfanemployeefailstoachieveSCFHSclassificationwithinthefirst6monthsofthedateofregistrationwithSCFHS,he/sheshallnotbeallowedtopracticewithintheirprofessionaldesignationinSaudiArabia.

3.4 Fornon-Saudistaff,SCFHSclassificationshallberenewedeverythreeyears.InordertobeeligibletorenewSCFHSclassification,theconcernedstaffmustprovideevidenceofContinuingEducation(CE)Hoursobtainedsincethelasttimeclassificationtookplaceasfollows:3.4.1 90.CEhoursforphysiciansanddentist3.4.2 60CEhoursforpharmacists3.4.3 60CEhoursforspecialistfromclinicaldivisions3.4.4 45CEhoursfornurses3.4.5 30CEhoursfortechnicians

3.5 It is the responsibility of new graduates and those repeating the examination to register with SCFHS, pay allassociatedfees,andbesuccessfulatexaminationwithinthestipulatedtimeframe.

3.6 IfSCFHSclassificationcertificationisnotobtainedinfirstsixmonthsforMedical&ClinicalStaff,theSCFHSwillblacklisthim/her.NEW

3.7 Medical & Clinical Staff who have been issued temporary license must undertake the accreditation exam“PROMETRIC/PEARSON”within6monthsofjoiningtoobtainSaudiCouncilcard&classificationcertificate.NEW

3.8 Newemployees(Medical&ClinicalStaff)whohavevalidSCFHSarenotrequiredtoissueSCFHSlicenseduringhiringtimeifitisvalidformorethanthreemonthsNEW

4. ProcedureProcedureSteps Responsibility4.1 SCFHSRequirementsPreparationforNewEmployee

4.1.1 On a daily basis, Employee Relations Officer will print the newly hiredemployeereportthroughOracleandcompareitwiththefollowingoutputsthathavebeenresultedfromtherecruitmentprocess(Policy#HRD-OPP-105):4.1.1.a RecruitmentChecklist4.1.1.b NewlyhiredemployeesE-mail4.1.1.c NewlyhiredemployeesdocumentscannedontheSmartScan

Application.


4.1.2 Within 2 working days, Employee Relations Officer will review newemployeedocumentsfilesthroughSmartScanApplicationandensurethatallrequireddocumentsforSCFHSregistrationareavailable

EmployeeRelationOfficer

4.1.3 Withinthesame2workingdays,iftheEmployeeRelationsOfficernoticedsomerequireddocumentsnotavailable; theEmployeeRelationsOfficerwillasktheemployeetosubmitthesedocumentsbyE-mailcopyingrelatedOULandHRDirectorgiving theemployee3workingdays tosendthesedocuments.


4.1.4 EmployeeRelationOfficerwillfollowupwiththeemployeeuntilreceivingtherequireddocumentandescalatetoHRDirector,OULifdocumentsnotsubmittedwithingiventime


4.1.5 Oncetherequireddocumentshavebeenobtainedfromtheemployee,theEmployeeRelationsOfficerwillsendthesedocumentstotheHRclerktouploadintheSmartScanApplicationandensureitisuploadedwithinoneworkingday

EmployeeRelationsOfficer&HRClerk

4.1.6 Inoneworkingday,EmployeeRelationsOfficerwillpreparethelistofemployeeswithrequiredpaymentstoSCFHSfornewemployeeswhohavecompletedtherequireddocumentsforSCFHScertificate

EmployeeRelations

Officer4.1.7 Within two working days, Employee Relations Officer will send the

preparedlisttoHRDirectorforsamplereview&signatureEmployeeRelations

Officer4.2 SCFHSPaymentsforNewEmployees

4.2.1 Within1workingdayafterfinishingSCFHSpreparationprocedures,EmployeeRelationOfficerwillaccessDSFHonlinebankingandentertherequiredBankTransfersPaymentstoSCFHSBankAccount


4.2.2 Onaweeklybasis,EmployeeRelationsOfficerwillnotifytheCOOandCFObythetotalamountandnumberofthetransactionsviaE-mailcopyingHRDirector(attachingtheapprovedlistofemployees).


4.2.3 Within2workingdays,asperauthoritymatrixontheonlinebanking(reflectsDSFHAuthorityMatrix),COOandCFOwillapprovetheinitiatedandreviewedSCFHSpaymentstransactions

CFO&COO

4.2.4 IfCFOorCOOhasanyqueries,theywouldcommunicatewithEmployeeRelationsOfficerandhaveaproperfeedbackbeforeapprovingthetransactions

CFO&COO

4.2.5 Inthesametime,theemployeerelationsofficerwillfollowthatallrequiredbanktransfertransactionshavebeendone


4.2.6 Inthesametime,iftheEmployeeRelationsOfficernoticedanymissedtransaction,She/Hewillfollowandnotifytherelatedauthorizedpersonstoapprovetherequiredtransactionstillcompletingtherequiredbanktransfer

EmployeeRelations

Officer

4.2.7 EmployeeRelationsOfficerwillfollowupthepaymentstatusandescalateanydelayforHRDirectoraction


4.3 SCFHSFilesSubmissionforNewEmployee 4.3.1 Inoneworkingday,EmployeerelationsOfficerpreparesfileforeach

employeetobesubmitittoSaudiCommissionforHealthSpecialist(SCFHS).Documentstobeattachedinfileasfollowing:4.3.1.a Customercopyofbanktransaction4.3.1.b CopyofEducationalcertificates/transcript/marksheet4.3.1.c Licenseinhomecountry(ifapplicable)4.3.1.d CopyofBLSCard4.3.1.e Copyofdataflowreceipt4.3.1.f CopyofPassport4.3.1.g MalpracticeInsurance(IfDoctor)4.3.1.h SaudiCouncilcompletedApplicationform4.3.1.i EmploymentLetterfromDSFH

EmployeeRelations

Officer

4.3.1.j Accreditationexamresult(PROMETRIC/PEARSON)4.3.2 Employee Relation Officer use the list of employees showing the bank

transfertransactionnumberandrequiredactions(Attachment1)RequiredActionswithSCFHSasfollowing:4.3.2.a Issuenewlicense:foremployeeshavepassedtheaccreditation

exam.4.3.2.b Issuetemporarylicense:foremployeeshasnotperformedthe

accreditationexamanditisvalidforsixmonths


4.3.3 Biweekly,EmployeeRelationOfficerwillvisitSaudiCommissiontocollecttheSCFHSClassificationcertificates&cards,submitnewfilesandobtainrejectedfiles“ifany”.


4.3.4 WithinoneworkingdayafterreceivingSCFHSclassificationcertificates&card,theEmployeeRelationOfficerforwardscopyofSCFHSclassificationcertificatestoSeniorGovernmentRelationtoissueIQAMAsifneeded.


4.3.5 WithintwodaysafterreceivingtheSCFHSclassificationcertificates,theEmployeeRelationsOfficerwillaccessOracleandenterSCFHSdetails,certificationtype(PermanentorTemporary)andexpirationdate


4.3.6 Onadailybasis,theEmployeeRelationOfficerwillsendthecollectedclassificationcertificates&cardtoHRclerktobescannedintoSmartScanApplication


4.3.7 HRClerkwillsendbackSCFHScertificates&cardtoEmployeeRelationofficertobedeliveredtotheEmployee.EmployeerelationofficershouldensurethatalldocumentsarescannedintoSmartScanApplication.

HRClerk&EmployeeRelationOfficer

4.3.8 Inthefirstweekofeachmonth;theEmployeeRelationOfficerwillprepareandsignthelistofSCFHSdeductions(ATT2)foremployeeswhohavereceivedtheirSCFHSclassificationcertificates&cardinpreviousmonthandsendittotheHRDirectorforsignature.


4.3.9 Within threeworkingdays,HRDirector sign the list after reviewing thedeductionsbycheckingthefollowings:4.3.9.a Employeenumbersanddeductionamountsarecorrectand

matchedwithpaymentsdonebeforebyCFOandCOO

HRDirector

4.3.10 Inoneworkingday,theHRdirectorwouldsendthesignedlistattachingSCFHSlicensescopiesandbanktransfertotheC&BUMforsalarydeductions.

HRDirector

4.3.11 Onquarterlybasis,HRDirectorshouldreviewsampleofentereddatainOracleisaccurate.

HRDirector

4.4 ManagingSCFHSUpgradesRequests 4.4.1 UponemployeerequestforSCFHScertificateupgrade;theemployee

relationsofficerwouldasktheemployeetoprovidetherequireddocumentsforSCFHSupgrade,andwouldprovidetheemployeewiththeSCFHSBankAccountNumber“IBAN”.


4.4.2 EmployeewouldpaytherequiredfeestoSCFHSandprovidethepaymentevidencetotheEmployeeRelationsOfficer

Employee

4.4.3 Inoneworkingdayaftertheemployeehassubmittedallrequireddocuments,theEmployeeRelationsOfficerwouldensurethatallrequireddocumentsareavailableasperSCFHSrequirementswithpaymentevidence.


4.4.4 Thenrequiredproceduresfrom4.3.3to4.3.11aretobefollowed EmployeeRelationsOfficer

4.5 Follow-upSCFHSTemporaryLicense

4.5.1 Onamonthlybasis,EmployeeRelationsOfficerwillsendemailstotheemployeeswhohaveissuedtemporarylicensesandtheirdirectOULscopyingtheHRDirector,tobeconsideredintheprobationevaluation


4.5.2 RelatedOULswilldirecttheemployeetoperformSCFHSClassificationexambeforecompletingtheprobation.(ProbationperiodshouldbeextendedbytheOULuptosixmonthiftheemployeedidnotpasstheexaminthefirst3months).

OUL

4.5.3 Iftheemployeedidnotpasstheexamduringtheprobationperiodthenhe/shewouldbeblacklistedbySCFHSandwouldnotbeallowedtopasstheprobationperiod

SCFHS

4.5.4 Whenemployeepassestheexamduringtheprobationperiodthenrequiredproceduresfrom4.3.3to4.3.11aretobefollowed


4.6 ObtainingMOHLicensefornewemployees 4.6.1 OncetheSCFHScertificateandIQAMAareavailableontheSmartScan

Application,theEmployeeRelationsOfficerwillprepareallrequireddocumentsforMOHlicenseissuance


4.6.2 Within1workingday,theEmployeeRelationsOfficerwoulduploadthesoftcopiesofrequireddocumentsonMOHwebsiteforapproval

Employeerelationofficer

4.6.3 Onadailybasis,EmployeerelationofficerwillcheckthestatusonMOHwebsite


4.6.4 IfthereisanycommentfromMOHwebsite,itshouldberesolvedwithintwoworkingdays.


4.6.5 OnceMOHlicensestatusinMOHwebsiteisreadytobecollected,theEmployeeRelationsOfficerwillnotifySeniorGovernmentRelationsbyE-mailcopyingHRDirectorandwillhandovertheemployees’picturestohim


4.6.6 OncetheEmployeeRelationsOfficerEmailisreceived,theSeniorGovernmentRelationsofficerwillassignaGovernmentRelationOfficertoobtainthelicensefromMOHthenattacheachpicturetotherelatedlicenseandgettheLicensestamped

SeniorGovernmentRelations

4.6.7 Inoneworkingday,SeniorGovernmentRelationswillobtainrequiredStampsontheLicensesandgiveittoEmployeeRelationOfficer

SeniorGovernmentRelations

4.6.8 Inoneworkingday,EmployeerelationofficerwillenterthedetailsoflicensesonOracleandsendLicensestoHRClerktoscanthemontheSmartScanApplication


4.6.9 Inthesameworkingday,HRClerkwouldscanthelicensesandgivethemtotheemployeerelationsofficertoreviewthemontheSmartScanApplication.

EmployeeRelationOfficer&HRClerk

4.6.10 EmployeeRelationsOfficerwouldarchivetheoriginalMOHlicensesinMOHlicensesfolder


4.6.11 Quarterlybasis,asamplereviewofnewhiredemployeeswhoarerequiredtohaveMOHlicensesbyHRDirectortoensurethattheseemployeesarelicensedbyMOH

HRDirector

4.7 SecondmentLetter 4.7.1 Ondailybasis,EmployeeRelationsOfficerprintthenewlyhired

employeereportthroughOracleandcapturephysicianswhoareworkingforSaudiHigherEducationMinistryandasecondmentletterisrequiredforthem.


4.7.2 Infiveworkingdays,EmployeeRelationsOfficerwillpreparethesecondmentlettertoMinistryofEducation(Att3)andcompletethe


requiredformsbytheemployee’suniversitythensendthemtoHRDirectorforReviewandCEOforSignature

4.7.3 OncetheCEOsignaturehaveobtainedontheletterandforms,theEmployeeRelationsOfficerwillsendwillsendthelettertotheEducationMinistryandUniversity’sformstotheEmployeetofillhis/herpartandsubmittotheUniversity.


4.7.4 Employee’sUniversitywillcontacttheMOE,andMOEwillsendtheemployee’spartimeapprovaltoDSFHbymail

MinistryofEducation

4.7.5 Onceitisarrived,HRReceptionistreceivemailbyMOE&forwardittoEmployeeRelationOfficer

HRReceptionist

4.7.6 Inoneworkingday,EmployeeRelationOfficerwillenterthedetailsinORACLEandensurethattheHRclerkwillscantheapprovalletter


4.7.7 EmployeeRelationOfficerarchiveoriginalcopyinMOEfolder EmployeeRelationOfficer4.7.8 ThenfollowIssuingMOHLicenseproceduresinordertoissueMOH

licenseEmployeeRelationOfficer

4.8 RenewalofSaudiCouncil 4.8.1 Onamonthlybasis;EmployeeRelationOfficerwillprintlistofemployees

whohaveSCFHScertificatesthatwillbeexpiredin3monthsEmployeeRelations

Officer4.8.2 Withintwoworkingdays,EmployeeRelationOfficerwillsend

notificationstoeveryemployeetorenewtheircertificatesthroughMUMARISapplicationbyE-mailcopyingOUL&HRDirectorandrequestthemtoreturnbackbycopyofrenewedcertificate


4.8.3 Maxin2month;EmployeesmustrenewtheirSaudicouncilcertificatethrough“MUMARIS”System(Asattachedguidance).

Employees

4.8.4 Within5workingdaysofreceivingnewcertificate,employeemustsendcopyofnewcardtoEmployeeRelationOfficertoupdatedetailsinOracleandprocessforMOHLicense.

Employee

4.8.5 Withintwoworkingdays,EmployeeRelationOfficerupdatesinformationinOracle


4.8.6 Withinthesametwoworkingdays,EmployeeRelationOfficerwillensurethatthenewcertificatesareuploadedintheSmartScanApplication


4.8.7 IfanyemployeedidnotrenewSCFHScertificatebeforeonemonthofexpiry,EmployeeRelationOfficerwillescalatetotheOULandHRDirector


4.9 RenewalofMOHLicense 4.9.1 Within10daysofreceivingrenewedSaudiSCFHScertificates,Employee

relationofficermustuploaddocumentinMOHwebsiteandfollowIssuingMOHLicenseprocedures


4.10 RenewalofSecondmentLetter 4.10.1 Priorto3monthsofSecondmentletterexpiry,EmployeeRelationOfficer

shouldsendlettertoMinistryofEducationtorenewSecondaryletterandfollowSecondmentLetterprocedures


PhysiciansRecruitment,Credentialing,Privilegingandappointment-(RCPA)Process

1. Purpose:1.1. Todelineatestepsthathandlephysician’srecruitment,credentialing,privileging,appointmentandre-

privilegingatDSFH.1.2. Toestablishandmaintainauniformprocessandcriteriatoreviewcredentialsandgrantclinicalprivileges

toallphysicians’applicants.

2. Definitions:2.1. Medicalpractitioner:referstoallphysiciansanddentists.2.2. Credentialing: refers to the systematicprocessof screeningandevaluating themedicalpractitioners’

qualifications and other credentials, including licensure, required education, relevant training andexperience,andcurrentcompetenceandhealthstatus.

2.3. Privileging: isaprocess inwhichthemedicalstaffandgoverningbodyofDSFHestablishthescopeofmedicalcarethattheapplyingmedicalpractitionerwillbeallowedtopracticeinDSFH.Privilegingtakesintoconsiderationthecapabilitiesoftheapplicant,thelimitationsofthefacility,theavailabilityandlevelofsupportstaff,andthemissionofDSFH.

2.4. Clinical Privileges: the list of medical services (diagnostic, therapeutic, or surgical) that the medicalpractitioners is granted to render, within defined limits, and based on the individual’s professionallicense,education,training,experience,anddemonstratedcompetencealongwithhospitalresources.2.4.1. Probationary Privileges: privileges granted tomedical practitionerswho have temporary/ or

permanentlicensetopracticeinSaudiArabia.Theyarevalidforthe90daysprobationaryperiod.2.4.2. PermanentClinicalPrivileges:areprivilegesgrantedforthemedicalpractitionerfollowingthe

successfulcompletionoftheprobationaryperiod.Theyarevalidfor2years.2.4.3. AdditionalPrivileges:areprivilegesrequestedbymedicalpractitionersanytimeaftertheywere

grantedpermanentclinicalprivileges.2.4.4. Emergencyprivilege:granttoexistingphysiciantoperformtestoutsidehis/herexistingprivilege

tosavepatientlife,limbororganandrevokedassoonasthephysicianwithappropriateprivilegecanpresents.

2.5. PrimarySourceVerification:isverificationofdegreesandexperiencecertificatessubmittedbyapplicantphysiciansfromthebodiesthatissuedthesecertificates.

2.6. Credentialingandprivilegingdocuments:aredocumentsneededtoprocessapplicationforcredentialingandprivilegingbytheRCPAcommittee,andinclude:2.6.1. CompletedandsignedApplicationForm(Attachment6.1)2.6.2. UpdatedCV2.6.3. Educationcertificates,experiencecertificates,licenses/registration2.6.4. ID/passportcopy2.6.5. SignedInformationReleaseAuthorizationform(Attachment6.2)2.6.6. FilledPrivilegingForm(Attachment6.3)2.6.7. Atleast2referencechecks2.6.8. Completedinterviewform.2.6.9. UptodatebasiclifesupportandSaudiCouncilforHealthSpecialty(SCFHS)certificate(onlyfor

localhires)2.7. Resident/fellows in training: Residents or fellows that join DSFH under the Saudi Council for Health

Specialty(SCFHS)residency/fellowshipprograms.2.8. Clinicalattachment:Titleofclinicalattachmentwillbegivento:

2.8.1. NonDSFHphysiciansassistingDSFHexternalaffiliateswiththeirpatientsatDSFH2.8.2. PhysiciansthathaveextensiveclinicalexperienceinaparticularfieldthatvisitDSFHforalimited

periodtosharetheirexperiencewithDSFHphysicians.2.9. FrequentLocums:physiciansthatjoinDSFHasLocumsformorethan6monthsayear

3. Policy3.1 Credentialingandprivilegingofmedicalpractitionerswillbeconductedforthosephysiciansthatacceptedthe

preliminaryoffersentbyDSFH,andmustbecompletedpriortoinitialappointmentorreappointmentofthemedicalstaff

3.2 Onlymedicalpractitioners,whosecredentialstoprovidepatientcareservicesarerecognizedbytheSaudiCouncilfor Health Care Specialties (SCFHS) and Ministry of Health (MOH) shall be considered for credentialing andprivilegingbytheRCPACommittee

3.3 Newlyappointedpermanentmedicalpractitionersandparttimersshallbegrantedprobationaryprivilegesfor90days.Theprobationperiodstartsatthetimeofbeinggrantedtemporary/permanentlicensefromSCFHStopracticeintheirfieldofspecialty.Atendofprobationaryperiod,theprobationaryprivilegeswillbereviewedbyRCPACtodecideonpermanentclinicalprivileges.Forexternalaffiliates,Continuousevaluationofperformanceisconductedthroughmorbidityreviewprocessandthroughannualevaluation

3.4 Permanent privileges will be valid for 3 years for full timer, part time, frequent locums and external affiliatephysicians,andwillbevalidfor2yearsforlocums,andwillbevalidforoneyearafteramedicalpractitionerhadleftDSFHtoworkelsewhere

3.5 NOphysiciansshallbeappointedatDSFH,norhaveastaffIDsignedunlessauthorizedbytheRCPACasevidencedbycompletionofHRtransactionformforthatphysician

3.6 AllnewlyappointedmedicalpractitionersthatcompletedtheirorientationandhavenotyethadtheirSCFHSlicensetopractice,willbeallowed,until that license isobtained,toprovidepatientcareundersupervisionorwillbeassignedbythechairpersonofconcernedmedicaldepartmenttoperformdepartmentalactivitiesrelatedtoqualityandpatientsafety(e.g.reviewofM&Mfiles,investigatingOVRrelatedtotheirdepartment,analyzedepartmentalindicators,reviewandcontributetowriting,etc…)

3.7 Emergencyprivilegeisgrantedtophysicianorotherhealthcareprovidersduringmedicalemergency(aconditionwouldlikelyresultinservicespermanentdamagetoapatientorinwhichthelifeofthepatientisinimmediatedanger and any delay would materially add to the danger. Once the medical emergency is resolved and/orappropriatephysicianwithprivilegepresent,theemergencyprivilegewillberevoked).

4. ProcedureProcedureSteps Responsibility4.1 CV‘sofapplicantmedicalpractitionersmustbedirectedassoonastheyarereceived

byanyDSFHstafftothechairpersonofRCPAcommitteeforscreeningandshortlisting

AnyDSFHstaff/HR4.2 ShortlistingofCV’sapplyingforfulltimeorparttimepositionsshallbebasedonthe

following:4.2.1 Approvedmanpowerplanningandapprovedbudgetofdepartmentswhere

applicantsareapplyingtojoin.4.2.2 The compatibility of the level of competence and expertise of applicant

medicalpractitionerswiththestrategicprioritiesandstrategicdirectionsofDSFHduringtherelatedperiod

ChairpersonofRCPAcommittee

4.3 Shortlisted CV’s shall be forwarded within 1 working day of receipt by the RCPACchairperson to the CMO office to arrange for interview of the applicant with thechairpersonof relatedmedical department. Interview shall bedoneno later than2weeksfromshortlistingofCV

RCPACChairperson

4.4 TheCMOofficeshallaskapplicanttocompleteanapplicationformpriortoarrangingforinterview

CMOoffice

4.5 An InterviewEvaluationForm (Attachment6.4)will be completedand submitted toCMO office by the interviewer of the applicant (chairperson of related medicaldepartment).

CMOOffice/ChairpersonOfMedical

Department

4.5.1 Iftheapplicanthasbeenrejectedbytheinterviewers,anapologymailwillbesenttohim/herbytheCMOoffice,nolaterthan1weekafterconductingtheinterview

4.5.2 If the applicant left a positive impression during the interview, theinterviewershallcontactatleast2ofthereferencesstatedintheapplicationformforreferencecheck

4.5.3 Iffeedbackispositivefromreferencechecks,theHRrecruitmentofficershallprepareandsendapreliminaryoffertotheapplicant.Thefollowingmustbedonebeforetheofferissenttotheapplicant:4.5.3.a TheHRrecruitmentofficershallsendaninternalapprovalrequest

(personal qualification data form- PQD) for signatures of thefollowings:4.5.3.a.1 Compensation andbenefits officer for congruence

withbenefitsandpayscale4.5.3.a.2 LicensureofficertocheckaboutpriorSCFHSstatus

of applicant if he/she hasworked before in SaudiArabia, to request transfer of file if applicant hasworked in a city other than Jeddah and to givefeedbackonclassificationsthatarelikelytobegivenbySCFHS

CMOOffice/ChairpersonOfMedical

Department

4.5.4 Ifapplicanthasquestionsorwantstonegotiatetheoffer,theHRrecruitmentofficer along with the chief of medical/ clinical division will handle thismatter.PQDformwillneedtoberevisedaccordingly

HRRecruitmentOfficer

4.5.5 OffersshallbesenttoapplicantsbyHRrecruitmentofficerafterapprovalandaftersignatureofCEOonthePQDform

4.5.6 Onceapplicantacceptspreliminaryoffer,HRtostartworkingonVisaprocess(if applicable) and RCPAC secretary will start communicating with theapplicant in order to have him/her complete submission of documentsneeded for credentialing and privileging. Once C&P documents arecompleted,theRCPACsecretarywillputthenameofapplicantonagendaofRCPAC

4.5.7 Thechairpersonofrelatedmedicaldepartmentmustcommunicatedirectlywiththeapplicanttodiscussexperienceandskillsinordertomakedecisionsongrantingofprivilegesrequestedbyapplicantintheprivilegingform

HRLicensureOfficer

4.5.8 FormedicalpractitionersinspecialtiesthatarenewtoDSFH,thechairperson

ofRCPAChastoconsultwithmedicalpractitionersofthesamespecialtyinoutsidehealthcareinstitutionsandaskforguidanceontheprivilegestobegranted. Policy on “introduction/ redesign of new/ existing intervention”shallbefollowedasapplicable

4.5.9 TheRCPAcommitteewillreviewthecredentialsandtherequestedclinicalprivilegesoftheapplicant,andwillmakedecisionsontheDSFHjobtitleandontheprobationaryprivilegesthatwillbegrantedtotheapplicant

CMOOffice

4.5.10 If the RCPA committee rejects the application, the credentialing and

privilegingDocumentswillbescannedandkeptaspartof theCMOofficeDataBank,andfeedbackwillbegiventotherejectedapplicantbytheRCPACsecretarywithin2workingdaysoftheRCPAcommitteedecision

4.5.11 IftheRCPAcommitteecredentialstheapplicantinapositionthatisdifferentfromwhat had been sent to him/her in the preliminary offer, the RCPACsecretary must send the applicant a revised offer based on the positiongrantedbytheRCPAcommittee

ChairpersonOfMedical

Department

4.5.12 IftheRCPACapprovestheapplication,theRCPAcommitteeshall:

4.5.12.a Decideontheprobationaryprivilegesthatwillbegrantedtotheapplicant(PhysiciansprivilegingformAttachment6.3)

4.5.12.b Complete a “Physicians HR transaction form “(see attachment6.5).ThisformisneededbytheHRrecruitmentofficertoopenastaffaccountfortheapplicantuponjoiningDSFH

4.5.13 Formedicalpractitionersthatneedspecialcontracts(externalaffiliates,andpart timers), contracts shallonlybe finalizedafterprocessingbyRCPAC iscompleted.ThiswillbedonebyCMOofficeandbusinessdevelopmentoffice

RCPAC

4.5.14 TheCMOofficeshallposttheprobationaryprivilegesondocumentgateassoonastheapplicantphysicianjoinsDSFH

4.6 AftercompletionofcredentialingandprivilegingprocessbyRCPAC,theHRrecruitmentofficer must immediately start initiating all applicable processes or governmentaltransactionsneededtoensuretheapplicants’promptandtimelyjoiningofDSFH.4.6.1 HR recruitment officer shall intrust the applicant to initiate as early as

possibletheattestationofhis/hercredentialsfromcountryoforigin

HRRecruitmentOfficer/HREmployeeRelationOfficer/Licensure

Officer4.6.2 If the candidate has worked in Saudi Arabia before, in a city other than

Jeddah,thelicensureofficershallcontacttheofficeoftheSCFHSofficeinthecitywherethecandidatepreviouslyworkedandrequestthattheapplicantfilegetstransferredtoJeddahoffice.4.6.2.a The HR recruitment officer shallmake sure that the candidate

shouldnotmobilizeuntilfileistransferredtoJeddah

4.7 Primarysourceverification4.7.1 Medical practitionerswill not be allowed to start delivering unsupervised

medicalcaretopatientsuntilprimarysourceverificationoftheircredentialsiscompleted.PrimarysourceverificationforphysiciansjoiningDSFHwillbedoneasfollows:4.7.1.a TheSaudiEmbassyinthecountryoforiginensuresauthenticity

(primary source verification) of the academic and experientialcertificatesandstamps’validitypriortostampingthecandidatepassportwithavisa.

4.7.1.b Additionally,candidatesshouldsubmitonlinetheiracademicandexperiencecertificatestoDataflowforprimarysourceverificationfor certain countries. If Dataflow does not have office atcandidate’s point of origin, all necessary documents will besubmitted by DSFH HR to Dataflow office in Jeddah when thecandidatearrivestoSaudiArabia.

4.7.1.c DSFH HR must also submit to Saudi Council for HealthcareSpecialist (SCFHS)neededdocumentsfor licensureprocess.TheSaudiCouncilforHealthcareSpecialist(SCFHS)performsprimarysource verification immediately after the candidate arrives toSaudiArabiaandissuesatemporarySCFHSlicenseassoonasthisisdone.

4.7.1.d For any negative or questionable content in the CompetencyDocuments,theHRRecruitmentOfficerwillperformindependentprimarysourceverificationwiththerelatedsources.

HRLicensureofficer

4.8 Proceduresatendofprobationperiod4.8.1 Upon licensure confirmation by the Saudi Commission for Healthcare

specialties,andaftersatisfactorycompletionoftheprobationaryperiodbythephysician,theCMOofficewillsubmittotheRCPAcommitteearequesttograntpermanentclinicalprivilegestothenewlyjoiningphysician

CMOOfficeandRCPAC

4.8.2 The request submitted by the CMO office must include completedprobationary evaluation and the initial privileging form alongwith a notewrittenby chairpersonof concernedmedical department statingwhetherprobationary privileges will be adopted as permanent clinical privilegeswithoutchange,orwhethertherewillbechanges.Ifchangesarewarranted,thechairpersonhastospecifywhat

4.8.3 OncethePermanentclinicalprivilegesaredecidedbytheRCPAcommittee,thesewillbeaddedtothestafffile,andtheprobationaryprivilegeswillbemodifiedaccordinglyondocumentsgatebytheRCPAsecretary

4.9 Additionalprivileges:4.9.1 AmedicalstaffrequestingforadditionalprivilegeswillfillanewPhysicians

privileging form (Attachment 6.3) and submit it,with the supporting newcertification (as recognized by SCFHS and DSFH), to his/her departmentalchairperson

RequestingPhysician

4.9.2 Ifapprovedbychairpersonofrelatedmedicaldepartment,thelattersignandsubmit the new Privileging Request Form to the RCPA Committeechairperson

4.9.3 The medical/clinical quality service shall conduct a primary sourceverificationofsubmittedcertificatesoftrainingthataresubmittedinsupportofadditionalprivilegesrequest

RCPAC

4.9.4 IfthesuggestedchangestothePermanentclinicalprivilegeswereapproved

by the RCPA committee, these will be added to the staff file, and thepermanentclinicalprivilegeswillbemodifiedaccordinglyondocumentsgatebytheCMOoffice

CMOOffice

4.9.5 Newgrantedprivilegeswillbesubmitted toprobationaryperiodasabove(4.7)

4.10 Re-privileging:4.10.1 Permanent Clinical privileges granted to permanent, Part timer, external

affiliatesandfrequentLocumsphysicianswillbere-assessedeverytwoyearsbytheRCPACommittee

RCPAC

4.10.2 PermanentClinicalprivilegesgrantedtoLocumswillbegrantedfor2years4.10.3 For medical practitioners that left DSFH and are interested to re-join,

privilegesgrantedpriortoleavingDSFHwillbevalidfor1yearafterdateofleaving

4.10.4 ForClinicalattachments,privilegeswillbevalidfor3years4.10.5 The CMO office must submit to the RCPA committee a list of All DSFH

physicianwhoaredueforre-privileging,around2monthspriortotheexpiryoftheircurrentclinicalprivileges

CMOOffice

4.10.6 Thesubmittedrequestmustincludethefollowing:4.10.6.a Periodicphysicians’performanceevaluationformsforthepast2

years, including compliance with hospital policies, compliancewithmedicalguidelines,andcomplaintsdata.

4.10.6.b Complication and morbidity rates as collected during themorbidity/peerreviewprocessandduringfocusreview(RefertoDSFHpolicyonMorbidity/peerreviewprocess)

4.10.6.c Surgical site infection rates (for surgeons) as collected by ICdepartment

4.10.6.d Data on contribution of physician to educational activities andtraining.

4.10.6.e Healthofthestaff

CMOOffice

4.10.6.f A new filled privileging form signed by both the concernedphysicianandchairpersonofconcerneddepartment

4.10.6.g Updatedlicenses(MOHandSCFHS),andupdatedBLS/ACLS/PALSasapplicabletothejobtitleofconcernedphysician.

4.10.6.h Ifapplicable, revisedpermanentclinicalprivileges shall thenbeamendedindocumentsgatebytheCMOoffice.

4.10.7 Forchairpersonre-privileging(asphysicians),thechiefofmedicalandclinicaldivisionshallcompletetheOULsection.Thisshallbedoneafterconsultingwithphysiciansinthesamespecialtyasthechairpersoninquestion

4.11 Fasttrackcredentialingandprivilegingprocess:4.11.1 In situations where there is an urgent need for the credentialing a new

medicalpractitioner,andas called forby theCEOor chiefofmedicalandclinicaldivision, theRCPAcommitteechairpersoncanconducta fast trackCredentialing and privileging process by either calling for an emergencymeetingoftheRCPAcommittee,orviaemailcommunicationandfeedbackfrommembersoftheRCPAcommittee

RCPAC

4.11.2 AllfasttracksC&PmustbelaterresubmittedtotheRCPAcommitteebytheRCPACsecretaryforformalcredentialingandprivileging

4.12 CredentialingandPrivilegingofphysiciansthatjoinDSFHfortrainingpurposes:4.12.1 AllphysiciansjoiningDSFHfortrainingpurposeswillhaveformalassessment

oftheircredentialsandassignedclinicalprivilegesbyanauthorizedbody,asfollows:4.12.1.a For trainees that are part of the Saudi council for health care

specialties residency/fellowshipprograms (DSFHsponsoredandnon DSFH sponsored) the Post graduate medical educationcommittee will oversee their appointment, credentialing andprivilegingatDSFH.RefertoDSFHpolicyonTraininginDSFH

4.12.1.b ForphysiciansthatjoinDSFHfortrainingpurposesoutsideSCFHSprograms (i.e. physician trainees), theRCPACwill oversee theirappointment,credentialingandprivilegingatDSFHasperabove(4.5)andinconjunctionwith“policyontrainingatDSFH”.

4.12.1.c For medical students: This will be done by the academic andtrainingaffairdepartment(RefertopolicyontrainingatDSFH)

RCPAC/CMOOffice

4.13 CredentialingandPrivilegingoffrequentlocumsandlocum’sphysicians:4.13.1 Locumrequestmustbefilledbychairpersonofconcerneddepartment for

everytimeaLocumplanstojoinDSFH(seeattachment6.6)

ChairpersonOfMedical

Department4.13.2 OnceLocumformissignedbychiefofmedicalandclinicaldivision,theCMO

officemustsubmitlocumrequesttoRCPACchairperson

4.13.3 If the physician has been privileged byDSFHwithin the prior 2 years (forlocums)orwithin3years (for frequent locums), thenthere isnoneedforsubmission to the RCPAC. The chairperson of RCPAC will sign the locumrequestandsenditalongwith“physiciansHRtransactionform”toHR

4.13.4 If the Locum physician has not been privileged in the prior 2 years, thensubmissiontoRCPACwillbedoneandstepsasperabove(4.5)

CMOOffice

4.14 HRrecruitmentofficershallcreateanaccountforthenewlyjoiningphysicianandassignastaffIDafterthefollowingiscompleted:4.14.1 ForexpatriatesjustarrivingtoDSFH:

4.14.1.a HRtransaction form iscompletedandsignedbychairpersonofRCPAC.4.14.1.a.1 Newlyjoiningphysiciansignshis/herjobdescription

inHR


4.14.1.a.2 Newly joining physician signs a confidentialityagreement

4.14.1.a.3 NewlyjoiningphysiciansignsContractifpermanentstaff,andsignsLocumofferifhireisonLocumbasis

4.14.2 ForLocalHire:4.14.2.a HRtransaction form iscompletedandsignedbychairpersonof

RCPAC.4.14.2.a.1 Newlyjoiningphysiciansignshis/herjobdescription

inHR4.14.2.a.2 Newly joining physician signs a confidentiality

agreement4.14.2.a.3 NewlyjoiningphysiciansignsContractifpermanent

staff,signsCTUconsultantoffer/LocumofferifhireisonLocumbasis

4.14.2.a.4 Newly joining physician has had training on HIS(except for those joining KAUST,where training isdoneonsiteatKAUST)

4.14.2.a.5 Newly joining physician has hadmedical check-upcompleted.

4.14.2.a.6 Newlyjoiningphysicianhasmetthechairpersonofmedical department for orientation. (except forthosejoiningKAUST,wheretrainingisdoneonsiteatKAUST)


Employee’sPersonalFile1. Purpose:

1.1. Todefine the policy and applicable procedures relating to the establishment, use,maintenance, andretentionofemployees’personnelfiles.

1.2. TohaveaunifiedcontentforallDSFHemployees’personnelfiles.1.3. Toensuretheconfidentialityofemployees’personnelfiles.

2. Definitions:

2.1. ActiveEmployee:ApersonwhoiscurrentlyemployedatDSFH2.2. InactiveEmployee:ApersonwhohasbeenpreviouslyemployedbyDSFHandforwhowestillhavea

fileofpastemploymentonrecord2.3. EmployeePersonnelFile:Adigitizedrecordofessentialemploymentrecords,Oracleemployee

transactionsandahardcopyofcontract,letterofofferandsignedstatementsfromdisciplinaryinvestigations.

2.4. PersonnelRecords:Allrecordsmaintainedonemployees.ThemandatorycontentisbasedonCBAHIPersonnelFileAccreditationstandards.

2.5. OrganizationalUnit:Divisions,departments,sections,and/orunits.2.6. DirectReports:ExecutiveDirectors,DivisionChiefs,DepartmentDirectors2.7. OrganizationalUnitLeaders:ServiceDirectors,UnitMangers,Chairpersons,SectionHeads.

3. Policy3.1 DSFHisintheprocessofdigitizingEmployeePersonnelfilesandwecurrentlyhaveahybridprocessinplacefor

staffrecordkeeping3.2 TheHumanResources(HR)DepartmentatDSFHisintheprocessofimplementingcentralizeddigitizedpersonnel

fileforactiveemployees(SmartScanningSystem)inadditiontokeepinghardcopiesofStaffContract,LetterofOfferandanysignedstatementstakeninthecourseofanofficialHumanResources Investigation involvingtheemployee

3.2 Whileorganizationalunitsandimmediatesupervisorsmaymaintaintheirownfilesforunitemployees,copiesofmandatorystaffrecordsshallbeforwardedtotheHRDepartmentforscanningintotheSmartScanningsystem

3.3 TheCMOOfficecurrentlymaintainscompletehardcopyfilesforallDSFHphysicians3.3 ElectronicstafftransactionssuchasleaverequestsandpayrolltransactionsmadethroughOracleareconsidered

tobeapartoftheemployeepersonnelfile3.3 Personnelrecordsshallbeconsideredhospitalpropertyandassuchshallbeaffordedconfidentialtreatmentat

alltimes.3.3.1 HardcopyrecordsarenotkeptatDSFHwiththeexceptionofthosementionedin3.2and3.3above.

RecordsaredigitizedandemployeeswhoareauthorizedtoaccessinformationhaveaviewiconinstalledintheirdesktopPC.

3.3.2 HumanResourcesEmployeeshaveaccesstothescanneddocumentbasedonrolerequirement3.3.3 ThePresidenthasapprovedtheInternalAuditandtheLegalAffairsTeamstohaveapprovaltoaccessfiles

forworkrelatedreasonswiththeapprovalof3.3.4 Informationcontainedinpersonnelfilesmaybedisclosedbythehospitalwithoutwrittenconsentofthe

subjectoftherecordwhenthePresidentandChairmanoftheBoard/VicePresidentortheHRDirectorconcludesthataconstructivepurposewouldbeservedorwhenrequiredbylaw.

3.3.5 Individuallyidentifiablepersonalinformationcontainedincomputerizeddatabases,whethermaintainedcentrallyorbyorganizationalunits,isaffordedthesameconfidentialtreatmentthatappliestowrittenrecords.

3.3.6 Violationofconfidentialitybyanyemployeeinvolvedinthemaintenanceorhandlingofthepersonnelrecordsmaybegroundsfordisciplinaryaction

3.4 IntheeventthatahardcopyofafileisrequiredforanypurposesuchassubmissiontothecourtacopyofeverydocumentcanbeprintedfromSmartScanandcopiesoftheoriginalletterofoffer,contractandanyoriginalstatementscanbeadded.

3.5 Employees’personnelfilesshallbemaintainedinthedatabaseasactiveaslongastheemployeehasanactivestatusatDSFH.Intheeventofresignation/terminationofaDSFHemployee,thepersonnelrecordswillflaggedasinactive

4. ProcedureProcedureSteps Responsibility4.1 TheHRDepartmentprovidescomprehensivefilesforallDSFHemployees,including

locumswhichareinitiateduponcommencementofemployment.

HRDepartment4.2 CurrentlythereisahybridprocessforpersonnelfilemaintenanceinHRasnotevery

employeefilehasbeencompletelyscannedyet.HRClericalstaffareintheprocessofscanningeveryactivefiletosmartscan,

HRClerks

4.3 InadditiontothescannedPersonnelfileOracletransactionssuchasleaveprocessingandpayrollmanagementconstitutepartoftheemployeerecord

4.4 DuringthefirstdayInductionProcesstheRecruitmentOfficestaffwillinitiatedataentryintotheOracleSystemforeverynewemployee.Thiswillincludetheemployeename,jobtitleandsomebasicinformationabouttheemployee

RecruitmentOfficeStaff

4.5 RecruitmentOfficestaffthencrosscheckalltheemployeedocumentsagainstadocumentchecklisttoensureallmandatorydocumentsforfileinitiationarepresent.Therecruitmentofficersignsthedocumentchecklists

RecruitmentOfficeStaff

4.6 ThedocumentsandthechecklistareforwardedtotheHumanResourcesClerkforadoublecheckandthenscanningintothesystem.TheHumanResourcesClerkwillsignthechecklistverifyingallthedocumentshavebeenscannedandthenscanthechecklistintothesmartscansystem

HumanResourcesClerk

4.7 TheHumanResourcesClerkthenemailsallconcernedpartiesinHRtoinformthemofthenewemployeefilesthathavebeenscannedandheincludestheIDnumberandtheNationalityintheemail.

HumanResourcesClerk

4.8 OncethefileisscanneditcanbeaccessedsimultaneouslybyotherconcernedHRstaffandupdatedwithdatarelevanttotheirjobfunction.ThedataanalystofficerwilladdthesupervisornameandtheemailtotheOracleaccountusingtheinformationfromthescannedfile,TheCompensationandBenefitsOfficerwilladdcontractualinformation,TheGovernmentRelationsOfficerwillenterSaudiemployeesintoHRDFandSaudiswillbeenteredintoGOSIbytheassignedstaff.

AllConcernedHREmployees

4.9 Asfilesarescannedintothesystem,whetherinthecaseofnewemployeesorexistingemployee,OriginalContracts,OriginalLettersofOfferarestoredinthechronologicallynumberedKentfolders.

HumanResourcesClerk

4.10 Inaddition,asthefilesofexistingstaffarescanned,aswellasoriginalcontractsandlettersofofferwealsokeeporiginalcopiesofanystatementssignedbystaffwhoareinvolvedininvestigations

HumanResourcesClerk

4.11 Oncefilesarescannedtheyareshreddedwiththeexceptionofthementioneddocuments

HumanResourcesClerk

4.12 ItisimportanttokeepallinformationintheOracleSystemuptodate4.12.1 EmployeesareresponsibleforimmediatelynotifyingtheHRDepartmentofany

changeintheirpersonalstatus,includinganychangeofname,address,telephonenumber,insurancedependentsandbeneficiaries,orpersontocontactincaseofemergency.

4.12.2 ConcernedorganizationalunitleadersareresponsibleforprovidingandcontinuouslyupdatingtheHRDepartmentwiththefollowingdocumentsforinclusionintherespectiveemployee’sfile:

Employees

OUL

4.12.2.a Anynewcertificatesrelatedtotrainingorskillsacquiredbyrespectiveemployees.

4.12.2.b Additionalcertificatesordiplomasrelatedtoeducationalattainmentofrespectiveemployees.

4.12.2.c ProbationaryandAnnualperformanceappraisalsofrespectiveemployees,asapplicable.

4.13 EmployeesmustprovideHumanResourceswithacopyoftheDataflowCertificatewhereapplicabletobeaddedtothePersonnelFile Employee

4.14 HumanResourceswillregisternewemployeeswithSaudiCouncilforHealthSpecialtiesifapplicableandwillscanacopyoftheSaudiCouncilcardtothefileonceitisavailable.


4.15 EmployeeswillrenewSaudiCouncilforHealthSpecialtiesClassificationthroughMumarisandshouldsubmitacopyofthenewSaudiCouncilCardtoHRtobescannedtothefile.

Employee

4.16 TheSeniorEmployeeRelationsOfficerwillscanandaddMOHlicensestostafffileswhereapplicablebothatfirstissueandonrenewal


4.17 TheSeniorEmployeeRelationsOfficerwillscanandaddLifeSupportrecordstostafffileswhereapplicablebothatfirstissueandonrenewal


4.18 AccesstopersonnelfilesislimitedtoauthorizedHumanResourceEmployees,LegalAffairsDepartmentandtheInternalAuditDepartmentaswellasthePresidentandChairmanoftheBoardandtheVicePresident4.18.1 ThePresidentandChairmanoftheBoardandtheVicePresidentmaybe

providedcopiesoftherequesteddocumentsbytheHRDepartment.4.18.2 Employeesauthorizedtoaccessemployee’sfileswillbegrantedviewing

privilegestotheSmartscansystem4.18.3 Organizationalunitleaderswillonlyhavetheauthorizationstoviewand/oruse

thefiles(excludingconfidentialdocuments)withintheHRDepartmentonly

HRDepartment/InternalAudit

Department/LegalAffairsDepartment

4.19 Personnelfilesofresigning/terminatedemployees:4.19.1 AttheterminationofemploymentfromDSFH,employeepersonnelfileswillbe

removedfromcirculation,labeledtoindicatedateofendofserviceaswellasthedateoffinaldisposal,andarchivedinaseparatestorageareauntilsuchtimeasweareabletoscannedthemintothesystemasinactiveex-employees

HumanResources

Clerk

OrientationProgramforNewHires

1. Purpose:1.1. ProvideanoverviewoftheDSFHorientationprocessforallnewhiredstaff,traineesandvolunteers.1.2. Toensurethatnewhiresarewellandintegratedintroducedintotheirworkenvironmentandintorules

andregulationsthatgoverntheiractivitiesatDSFH.2. Definitions/Abbreviations:

2.1. HospitalOrientation:isorientingnewemployeesonsafety,theworkenvironment,benefitsandeligibility,organizationculture/history,theorganizationchartandanythingelserelevanttoworkingintheneworganization.

2.2. DepartmentalOrientation:isorientingnewemployeesonhis/herworkarea,colleagues,departmentalmissionandscopeofservices,workplacehazardsandotherrelevantdepartmentalprocedures.

2.3. Orientation:isthemethodoforientingnewemployeeswithDSFHanditsorganizationalunits.2.4. OrganizationalUnit:referstodivisions,departments,sections,and/orunits.2.5. OrganizationalUnitLeader:referstodivisionchiefs,departmentdirectors,sectionheads.2.6. Healthcareproviders:Meansanypersonwhohasormayhavedirectcontactwithapatientinahealth

carefacility.Thismayinclude,butnotbelimitedto,aphysician,2.6.1. Dentist,2.6.2. Nurse,2.6.3. Optometrist,2.6.4. Podiatrist,2.6.5. PhysicalTherapist,2.6.6. SocialWorker,2.6.7. Pharmacist,2.6.8. Psychologist,2.6.9. Student,2.6.10. On-SiteFaculty,2.6.11. Receptionist,2.6.12. DietaryStaff,2.6.13. HousekeepingStaff,2.6.14. SecurityPersonnel,2.6.15. AnyEmployeeActingInSupportiveOfHealthServices,And2.6.16. Non-employeestaff,suchasvolunteers,2.6.17. whoareinvolvedindirectpatientcontact.

2.7. Newhire:apersonhiredofficiallytoworkasamemberofthemanpowerofthedepartment/section.

3. Policy:3.1 ItisDSFHpolicythatallnewlyhiredstaffshallgothrough3levelsoforientations:

3.1.1 Level 1:GeneralNewHire orientation: conductedbyATA and shall be completed before the endofprobationperiodofnewhire.

3.1.2 Level2:DepartmentalOrientation:conductedbytheorganizationunitleadersandshallbecompletedbeforenewhirestartsworkindependently.

3.1.3 Level3:JobDescriptionOrientation:conductedbytheorganizationunitleadersandshallbecompletedbeforenewhirestartsworkindependently

3.2 ItisDSFHpolicythattraineesofFakeehcollegeofhealthscience(students/interns)andresidentsfellowsintrainingreceivesameorientationasnewlyhiredstaff;othertraineeswillfollowpolicyontrainingatDSFH

3.3 ItisDSFHpolicythatallvolunteersatDSFHshallbeorientedaccordingtothepolicyontrainingatDSFH3.4 ItisDSFHpolicythatstaffofsubcontractedserviceshallbeorientedaspernewlyhiredstaffforcontractionthat

joinDSFHforassignedtask,theDSFHcontractormanualshallbefollowed.

3.5 Theorientationprogramshallbedoneonpaidtimeandassuchduringregularworkinghours3.6 Anorientationsessionshallbearrangedonaspecificdayeverymonth.3.7 Staff,whosecontractswithDSFHhadended,shallattendtheGeneralHospitalOrientationProgramagain,ifthey

joinDSFHagainafter1yearfromleaving4. Procedure:ProcedureSteps Responsibility4.1 Therecruitmentofficerorientsthestaffabouttheorientationchecklist(Attachment

#1)anddirectshimtotheacademicandtrainingaffairdepartmenttoschedulehimontheavailablegeneralhospitalorientationsession.4.1.1 The Academic training affairs department will arrange for orientation

sessionseachmonth4.1.2 Recruitment officerwill ask every new employee to sign an agreement

form(Attachment#2)thathewillattendtheorientationprogramwithinonemonthandifnotthenextsalarywillbestoppeduntilhewillattend

4.1.3 HRwillsendcopyofthesignedagreementformtoATA

RecruitmentOfficer

4.2 Generalnewhireorientationsessionshallinclude:4.2.1 DSFH’smission,vision,valuesandorganizationalchart.4.2.2 Staffroleindisastersandemergencies.(i.e.,Fire).4.2.3 GeneralinformationabouthazardousmaterialsincludingMaterialSafety

DataSheet(MSDS).4.2.4 GeneralinformationonInfectioncontrolandsharpsdisposal.4.2.5 Electricalsafety.4.2.6 General information on communication devices: paging, telephone

system,andbleeps.4.2.7 Generalinformationonstaffevaluationprocess.4.2.8 The definition of Adverse events and Sentinel events along with the

processofreportingincludingWhoshouldreport,whentoreport,howtoreport,andtoWhomthereportisrouted.

4.2.9 ThePolicyonAbuseandNeglectofChildrenandAdults4.2.10 OverviewofCredentialing,PrivilegingandCompetencypolicies.4.2.11 Generalinformationaboutstaffhealthclinicanditsservices.4.2.12 GeneralinformationabouttheculturalandsocialissuesintheKingdom.4.2.13 General information about the quality and patient safety plan of the

hospitalandtheimportanceofinvolvementofeverymemberofstaff.4.2.14 Informationontheexpectedethicalconductofthestaffandtheexpected

professionalcommunicationinhis/herinteractionswithothers.4.2.15 Informationonprotectionofpatient’srights,privacyandconfidentiality.

ATA,StaffDevelopment&TrainingManager

4.3 Concernedorganizationalunitleaderswillarrangetheworkschedules.4.3.1 Theywillmakesurethatemployees,duefororientation,arereleasedfrom

theirassignmentsanddutiesduringtheassignedorientationdaysandthattheyattendthewholeorientationprogram.

ConcernedOUL

4.4 ThenewemployeehasaresponsibilitytoattendthemandatoryOrientationontheallocateddate.Ifunabletoattend,theunitleadershallinformATAtorescheduleforthenextGHO4.4.1 TheAcademic training affairs staff signs the orientation checklist for all

staffattendedthewholeorientationsessions.

UnitLeaderAtaAdminAssistant

4.5 The organization unit leader conducts a departmental orientation session for thestaffwhichincludes4.5.1 Introduction: towelcomethestaff, indicatetoeachco-workerwhatthe

newstaff’spositionwillbe,explainthefunctionsofeachpersontothenew

OrganizationUnitLeader

staff,tourthefacilities,explainwherethelavatories,coffeeand/orbreakareas, and the parking facilities are located, explain the various areaswithinthefacilityandtheirinterrelationship.

4.5.2 Duties And Responsibility In The Department: discuss on the Mission,Vision and organizational chart of the department, review JobDescriptions, work tasks, assignments given, etc., discuss policies andproceduresinthedepartment,discusstheby-lawsgoverningthestaffandapplicable lawsandregulations,explaintheHospital informationsystemapplications for the department, roles and responsibility of employeeduringdisasteroremergency,generalinformationonMaterialSafetyDataSheetlocation,explainaboutOccurrenceVarianceReport,discussgeneralinformationrelatedtostaffworkplacehazardsandsafety.

4.5.3 WorkEthics:discussexpectation;his/herpunctuality,workcommitment,professionalism, teamwork, cooperation, innovative, etc., Dress Code,working hours in the department, the level of supervision within thedepartment.

4.5.4 Workstation: education or required training on the proper use ofequipmentincludingtroubleshootingandreportingmalfunctions.

4.5.5 Co-Workers / Colleagues: introduce co-workers/colleagues to new staffandindicatetheirposition inthedepartment,explainthe importanceofteamworkspiritamongthestaff.

4.6 ConcernedorganizationalunitleadersareresponsibleofinformingtheOrientationTeam Coordinator about the unavailability of the candidates or their inability toattendtheprogramduetoworkneeds.4.6.1 Employees will be granted one chance only to miss any scheduled

orientationwork.Thisshouldbejustifiedbytheconcernedorganizationalunitleader.

4.6.2 EmployeeswhodonotattendsomeofthesessionsduringtheorientationprogrammustattendthemissingsessionsduringthefollowingorientationorwatchtheorientationprogramrecordedvideointheLibrary.4.13.4.b Forthosetheyattendtheorientationliveorwatchedthevideo,

followingwillbeawrittenexamandallhavetoconductit.4.13.4.c If theemployeecommitupto twomistakesoral remediation

will be done for him/he , from three to 5 mistakes theemployeehas toseethevideo ,and if itwillbemorethan5mistakestheyhavetoattendonemoreliveorientation

OrganizationalUnitLeadersOrganizationalUnitLeadersATAAdminAssistantATAAdminAssistantATAAdminAssistant

4.7 Anychanges in theOrientationTeammembersor in the topicsof theorientationprogramwillbeapprovedbytheacademictrainingaffairsdirector.

ATADirector

4.8 AlldocumentsforattendanceandexamresultwillbekeptintheemployeesrecordsintheHRDepartment.

ATAAdminAssistantEmployeerelation

4.9 Duringtheprobationaryperiod,allnewlyhiredemployeeswhowillstarttheirdutyintheirrespectiveunitbeforeattendingtheGeneralOrientationProgrammustbecloselyobservedanddirectedbytheirorganizationalunitleadersuntiltheyattend.4.9.1 Thesupervisorwillberesponsible,inthemeantime,fororientingthenew

employeeonthehospital-widepoliciesandprocedures.

OrganizationalUnitLeaders

4.10 ThestaffshouldsubmitthesignedorientationchecklisttoEmployeeRelationOfficerbeforetheendofhisprobationaryperiodandanydelaywillstopthe2ndsalaryuntilsubmitted

Employee

CompetencyPolicy

1. Purpose:1.1. Toestablishandmaintainasystematic,objectiveandmeasurablecompetenceassessmentprogramme

forDSFHClinicalandNon-Clinicalstaff2. Definitions:

2.1. Competence:Anindividual’sabilitytoperformhisorherjobresponsibilities.2.2. Competency:Anindividual’sactualperformanceofhisorherspecificjobresponsibilities.2.3. CompetenceAssessment:Theprocessofevaluatinganindividual’spotentialknowledgeandskills.2.4. CompetencyAssessment:Theprocessofverifyinganindividual’sabilitytoperformandapply

knowledgeandskills.2.5. Orientee:Anemployeewhoisbecomingacquaintedwithanewworkenvironment.2.6. ClinicalStaff:Inthispolicy,referstoDSFHCompanystaffwithjobtitlesthatrequireSaudiCouncil

Certification(e.g.Physicians,Nurses,RT,PT,Bio-medicalengineersetc.).2.7. Non-ClinicalStaff:ThosestaffthatdonotneedSCFHScertificate

3. Policy3.1 AllDSFHCompanystaffwillberequiredtocompletecompetenciesasidentifiedinthispolicy.3.2 Competenceassessmentisconducted:

3.2.1 AtthetimeofapplicationtoDSFHtodetermineiftheindividualmeetsthestandardsandcriteriafortheposition.

3.2.2 Duringtheprobationaryperiodofnewlyhiredstaff.3.2.3 Atongoingintervalsforspecificcompetencies(asidentifiedbyindividualdepartments).3.2.4 Whenastaffmember’spracticeofthatcompetencygivescauseforconcern.3.2.5 Whenastaffmembertransferstoanotherunitorservice(unit-specificorservice-specificcompetencies

mustbecompleted).3.3 Competencyassessmentmethodsusedwillincludebutnotbelimitedto:

3.3.1 Directobservation3.3.2 Simulation3.3.3 Demonstrationsofinterventionsorequipment3.3.4 Peerreview3.3.5 Checklist3.3.6 Quizzesandtests

3.4 Newcompetenciesmaybedevelopedwhen:3.4.1 Asubjectisdefinedashighrisk,problemproneorlowvolume.3.4.2 Newequipment,medication,interventionsorprocessesareintroducedintoadepartment.3.4.3 Accreditationbodiesidentifymandatorycompetencies.3.4.4 Qualityindicatorshaveidentifiedacompetencyissue.

3.5 Competenciesmustincludetheknowledge,skillsandattituderequiredfortheprocedure.3.6 TheOrganizationalUnitleader(OUL)willberesponsibleforassessingthenewlyhiredstaffcompetencies,before

havingthemperformtheirassigneddutiesindependently.3.7 For all new Non-Clinical staff, the OUL are responsible for orienting and closely supervising those staff upon

assumingtheirassignedwork.3.8 NewNon-ClinicalstaffareevaluatedbyOULatthetimetheybegintheirworkresponsibly.3.9 Thehospitaldefinesthefrequencyofongoingnon-clinicalstaffevaluation.3.10 Thedepartmentorservicetowhichtheindividualisassignedconductstheevaluation.3.11 New staff will be required to complete any general and unit or service specific competencies within their

probationaryperiod.

3.12 The frequency of updating departmental competencies will be determined at departmental level and will bedeterminedbysuchfactorsasaccreditationstandards,poorpracticeorlackofopportunitytopracticeskillonaregularbasis.

3.13 All competencieswillbe formattedandassessedusing the standardcompetencyassessment tool (AttachmentNo.1).

3.14 OULshouldensurethatthereisatleastonedocumentedevaluationofnon-clinicalstaffmemberseachyearormorefrequentlyasdefinedbythehospital.

3.15 Staffsthatareunsuccessfulinmeetingtheperformancecriteriaofacompetencyshouldnotperformthattaskuntilsuccessfulretestingiscompleted.

3.16 EachOULwillsendacompetencycompletionchecklist(AttachmentNo.2)toHRemployeerelationofficerattheendoftheprobationaryperiodandthenwhencompetenciesareupdated.

3.17 OULwillberesponsibleforidentifyingeducationandtrainingneedsrecognizedthroughcompetencyassessmentand for liaisingwith the appropriate department depending upon the need (e.g. Academic Affairs, BiomedicalEngineering,SafetyandSecurityetc.)toplantheeducationandtraining.

3.18 Identificationandresolutionoftheseeducationandtrainingneedsaretobeincludedineachorganizationalunitannualreport.

3.19 TheHumanResourcesDepartmentwillmonitorthecompletionofstaffcompetenciesbyorganizationalunitasaperformanceindicatorandreportresultsduringCEOdirectreportcommitteemeeting.

4. ProcedureProcedureSteps Responsible4.1 Upon joining their assigned organizational unit, newly hired staff will be

introduced to their OUL and will be informed of the competencies they arerequiredtocompleteduringtheirprobationaryperiod.

Orientee/OUL

4.2 ThenewlyjoiningstaffwillbeinformedbytheOULofthelearningresourceswhichareavailabletothem(mandatoryoroptional)whichwillassistinpreparingthemtocompletetheircompetencies.

OUL

4.3 Fornursingstaff,competenciesmaybecompletedduringNursingOrientationbyaclinicaleducatororcompletedintheirunitbytheirOUL.

Nursingeducation/OUL

4.4 ForNon-Clinicalstaff,theOULareresponsiblefororienting,closelysupervising&directobservationofthosestaffuponassumingtheirassignedwork.

OUL

4.5 Forallotherstaff,competencieswillbecompletedatdepartmentallevelbytheirOUL.

OUL

4.6 ThenewlyhiredstaffwillnegotiatewiththeirOULasuitabledateandtimeforcompetencyassessment.

OUL

4.7 Once a newly hired staff has successfully completed a competency, they canperformthatskillwithoutsupervision.

newlyhiredstaff

4.8 Staffs that do not pass a competency from first time will have an action plandevelopedforthem.Theplanshouldidentifylearningobjectives,theeducationalmethodstobeusedforremediationandatimeframeforcompletion.

OUL

4.9 Staffwillbeallowedthreeattemptstopassaparticularcompetency. OUL4.10 Foranystaffmemberwhodonotpassacompetencyorcompetenciesontheir

thirdattempt,adecisionregardinganyfurtheractionwillbemadeonanindividualbasisbytheOULandHR.

OULandHREmployeeRelationOfficer

4.11 At the end of the probationary period, the OUL will send the competencycompletion checklist toHRemployee relationofficeralongwith the completedprobationaryreport.

OUL

4.12 OULoftheStaffwillbeinformed1monthinadvanceofanycompetencieswhicharerequiredtoberepeatedagainbytheconcernedstaff(e.g.annually,biennially).

HR Employee RelationOfficer

4.13 OULmustarrangewiththeirstaff tohavetheircompetencyre-assessedbeforetheexpirydate.

OUL

4.14 Oncethecompetencyiscompleted,theOULwillsendthecompetencycompletionchecklisttoHRemployeerelationofficer.

OUL

SuccessionPlanning

1. Purpose:1.1. Todefineandregulatetheprocessesofensuringthatpotentialcandidatesarereadilyavailabletofill

keyleadershippositionsintheeventofnecessity.

2. Definitions:2.1. SuccessionPlanning:Thisistheprocessforidentifyinganddevelopinginternalpeoplewiththepotential

to fill key leadership positions in the company. Succession planning increases the availability ofexperiencedandcapableemployeesthatarepreparedtoassumetheserolesasandwhentheybecomeavailableandmitigatesretentionrisk.

2.2. RetentionRisk:This refers topositionswhere thedepartureofanemployee isexpected (e.g.due toretirement)orlikely(e.g.inareasthathaveahistoryofhighturnover).

2.3. Key Leadership Positions: These are the leadership positions that are of critical importance toorganizationalfunctionandwithoutwhichtherewouldbeasignificantimpactonconductingnormaldailybusiness.

2.4. Impact:Forthepurposeofthispolicyimpactismeasuredintermsofpatientsafety,medical,clinical,andfinancialoperationoftheorganization,efficiency,andtheimageandreputationofthecompany.

3. Policy:3.1 DSFHwillmaintainalistofkeyleadershippositionsidentifieddeterminedbycriticalityoftheposition,theimpact

ofthepositiononfunctionalityandtheretentionriskoftheposition3.2 OrganizationalUnitLeaderswillproactivelyidentifyemployeeswhoarecandidatesforleadershipandsubmit

theirnamestoHumanResourcesforfutureconsideration3.3 Potentialleadershipcandidateswillbeprovidedwithtraining,supportandevaluationtoensurekeypositions

haveareadilyavailableandwellpreparedsourceofcandidatestoassumeleadershippositionsintheeventofthedepartureofkeystaff

4. Procedure:ProcedureSteps Responsibility

a. Onanannualbasis,attheendoftheyear,theExecutiveDirectorforHRwillpreparealistofkeypositionsinconjunctionwiththeChiefsandDirectorsbasedonthecriticalityoftheposition,theimpactofthepositiononfunctionalityandtheretentionriskoftheposition.

ExecutiveDirectorHumanResources

b. ThelistwillbepresentedtotheCEOforreviewandconcurrencebytheendofJanuaryofeachyear

ExecutiveDirectorHumanResourcesCEO

c. OncetheCEOhasreviewed,amended,revisedandconcurredwiththelistwillbepresentedtotheSuccessionPlanningSteeringCommitteeforapproval.Anadhocmeetingwillbeconvenedforthispurpose

SuccessionPlanningSteeringCommittee

d. AlistofgenericjobdescriptioncompetencieswillbedevelopedbyasuccessionplanningteamleadbytheExecutiveDirectorforHumanResources.ThislistwillbekeptinanHRdatabasebytheHRCustomerServicesOfficerandrevisedbythesuccessionplanningteamannuallywhenthekeypositionlistisprepared.

SuccessionPlanningTeam

e. The succession planning team will consist of permanent members fromExecutivesandChiefsandAdHocmembersbasedonthecompetenciesunderreview

f. Thesuccessionplanningteamwilldevelopevaluationcriteriaforeachgenericcompetencyandthesecompetencies,withassociatedevaluationcriteria,willformthecoreforalljobdescriptions.


g. ThesuccessionplanningteamwillalsodeveloppositionspecificcompetenciesforthekeyexecutivepositionsapprovedbytheSuccessionPlanningCommitteeandwilldevelopevaluationcriteriaforeachofthespecificcompetencies


h. The Executive Director for Human Resources will work with relevantorganizationalunit leadersto identify jobspecificcompetencies foranynon-executivekeypositionsfallingwithintheirscopeofresponsibilityaswellastheevaluationcriteriaforeachcompetency.

HumanResourcesDirector

i. The Executive Director for Human Resources will submit the list ofrecommendedcompetenciesforeachposition,bothgenericandjobspecific,totheSuccessionPlanningSteeringCommitteeforreviewandapproval.Anadhocmeetingwillbeconvenedforthispurpose.


j. TheExecutiveDirector forHumanResourceswill request relevantOULs andExecutivestoidentifycandidatesforsuccessiontrainingbasedontheapprovedkeypositionlistandwillprepareacomprehensivelistofemployeesthathavethepotentialtobedevelopedforthesefutureleadershippositions.

HumanResourcesDirectorOrganizationalUnitLeaders

k. Inaddition,employeeswillbegiventheopportunitytonominatethemselvesforconsiderationforsuccessionplanning.

Employee

l. EachcandidatewillprovidethesuccessionplanningteamafullandcurrentCVcontainingasynopsisofhis/herabilities.TheOULwillprovideasummaryofthe candidates strengths and qualities including such attributes as decisionmakingability,creativity,criticalthinkingabilityandconflictresolutionabilities

Employee/OrganizationalUnitLeader

m. The succession planning team will review the CV’s and the additionalinformationprovided foreachcandidateandconductagapanalysisofeachcandidateagainstthejobdescriptionanddefinedcompetenciesforthepositioninordertocreateashort listofsuitablecandidates.Thegapanalysiswillbedocumentedandkeptintheemployeepersonnelfile.


n. Acompetencybased interviewwillbearrangedforeachcandidateusingthecompetencybasedinterviewevaluationformdevelopedforbothmiddleandtopmanagers consisting of representatives fromHR andATA aswell as thecurrentChief/Executiveoftheservice

HR/ATA/ChieforExecutive

o. The selected candidates will have a based line performance evaluationcompleted

Chief/Executive

p. The evaluation will be reviewed by the succession planning team and thedepartmentchief/executiveandagapanalysisoflearningneedswillbedone,followingwhichadevelopmentpathwaywillbedevelopedforeachcandidateincludinglearningobjectivesandexpectedoutcomes

SuccessionPlanningTeam/ATA/ChieforExecutive

q. The Chief/Executive of the Service is responsible for overseeing theimplementation of the development pathway for each candidate and forreviewingandrevisingtheefficacyofthelearningpathwayandforrevisingthelearningobjectivesandupdatingthepathwayasrequired

Chief/Executive

r. Eachcandidatewillbere-evaluatedquarterlyandtheresultsoftheevaluationwillbepresentedtothesuccessionplanningtaskforce

ChiefExecutive

s. AquarterlyreportwillbesubmittedtothePresident EDHRD

ManpowerPlanning,GradingandDatabaseManagement

1. Purpose: 1.1. To define and regulate the processes associated with Manpower Planning and Manpower Database

Management at DSFH.

2. Definitions:

2.1. Manpower Planning: The development of strategies to match the supply of workers to the availability of jobs in DSFH. It involves reviewing current manpower resources, forecasting future requirements and availability, and taking steps to ensure that the supply of people and skills meets demand.

2.2. Manpower Plan: A compilation of all the signed and approved departmental manpower requirements. The manpower plan reflects the departmental organizational structure

2.3. Manpower Database: The Oracle electronic database set up to include all approved positions. The database forms the basis of the recruitment plan as all vacant positions are reflected in this database

2.4. Hierarchy: Organizational hierarchy is the approved organizational structure of the hospital (see attachment 1). Only hierarchal positions contained in the approved definitions list are approved for use at DSFH.

2.5. Job Description: Every active position at DSFH requires a job description to be completed on the first day of hire. A job description is a prerequisite before a candidate can be hired.

2.6. Position Grade: Every position is subject to a grading review based on set criteria. The position job description forms the basis of the review. All new job descriptions should be graded before candidates are hired as the grade forms the basis for benefits and allowances for every employee. Grades are assigned by a task force led by HR. Chiefs and Directors can request a position to be regarded but they cannot make any decisions about the actual position grade: that is taken care of only by the grading task force. The exception to this is the CEO who is at liberty to request grade establishment or grade change if desired for any position.

3. Policy: 3.1 ItisFakeeh.carepolicytoreviewtheManpowerPlanonanannualbasis3.2 Fakeeh.careholdOULfullaccountableforidentifyingandpresentingmanpowerneedswith

justificationsduringtheannualreview3.3 TheCEOholdstheultimateauthorityforapprovaloftheManpowerPlan3.4 ItisFakeeh.carepolicytoutilizestandardizedjobtitlesforpositionsatExecutive,Leadershipand

Managementlevel.Noexceptionswillbemade.3.5 maintainsaJobPositionandGradingCataloguewithhyperlinkedJobDescriptionswhichincludes

everyapprovedDSFHjobtitle3.6 Fakeeh.caredoesnotpermitmajorchangestoDepartment/Divisionalhierarchalstructureduringthe

yearwithoutstrongjustificationhoweverjobtitlesmaybeaddedanddeletedbasedonapproval3.7 TheCEOholdsthesoleapprovalauthorityforaddingpositionstothemanpower.Nopositionswillbe

addedwithoutthewrittenapprovaloftheCEO.DeletionscanbeapprovedbytheExecutiveDirectorforHR.

3.8 TheHRExecutiveDirectorreservestherighttoaskforjustificationfromanyChieforDirectorrequestingadditionofapositionthatdoesnotcorrespondtoapproveorganizationaldefinitions.TheapprovaloftheCEOisrequiredforanypositionthatdoesnotmeettheapproveddefinition

4. Procedure:ProcedureSteps Responsibility4.1 GeneralInformation

HCM4.1.1 AManpowerReviewisheldannuallyatDSFHinDecember

4.1.2 HumanResourcesDepartmentisresponsibleforcoordinatingallManpowerReviewActivities

4.1.3 HCMwillarrangemutuallyagreeablemeetingtimeswithDirectReportstodiscussmanpowerneedsfortheforthcomingyear

4.1.4 HCMensurestheCurrentFakeeh.careHierarchalPositionTitleframeworkisfollowedduringthemanpowerreviewprocess

4.1.5 Executive,LeadershipandManagementPositionTitlesarestandardized.

4.1.6 HCMcompilestherequirementsintotheannualmanpowerplanandobtainstheapprovalsignaturesoftherelatedDirectReportandtheCEO

4.1.7 HCMensurestheOracleDatabaseismaintained,addsnewlyapprovedpositions,deletespositionsnolongerrequiredandensurestransfersandpromotion’sacrossthehospitalarereflectedinthedatabase.

4.2 ManpowerReview4.2.1 TheHCMCOM&BENwillbeginpreparingtheannualManpower

PlanReviewinNovemberofeachyear4.2.2 EachDirectReportwillbecontactedandamutuallyconvenient

appointmentwillbesetupbetweentheOULandHCM4.2.3 During their scheduled appointment time OUL are required to

present their actual manpower status to the HCM & finance: 4.13.4.b ApprovedManpower4.13.4.c CurrentVacancies4.13.4.d CurrentOrgChartshowingManpowerDistribution

OUL

4.2.4 In addition, all OUL are required to present a predictive plan for the forthcoming year based on work load forecast

OUL

4.2.5 The predictive plan will include any proposed changes to theDepartmentalOrganizationalStructureincluding:4.13.4.b Workservicesandunitstobeaddedtoordeletedfrom

thestructure4.13.4.c Theproposedtitlesofnewworkservicesandunits4.13.4.d PositionTitlestobeaddedordeleted4.13.4.e Requiredchangestomanpowernumbers

OUL

4.2.6 DirectReportsare required topresentstrong justification forallproposedchangesandallchangestostructureshouldbefinalizedbytheendofeachyeartoenablechangestotheOraclesetup

OUL

4.2.7 Justificationmayincludebutisnotlimitedto:4.13.4.b Use of validated statistical/mathematical models of

staffingpredictionifavailable4.13.4.c BusinessIntelligenceSystemdataanalysisifapplicable4.13.4.d Review and analysis of current manpower skills

inventoryversusskillsneededfortheservice4.13.4.e Anticipatedstrategicchangesandinnovations4.13.4.f Changesandadvancesintechnology4.13.4.g ChangesinGovernmentPolicy4.13.4.h Improvedworkflowandoperationalefficiency4.13.4.i Economiesofscale

OUL

4.2.8 TheManpowerReviewmayresultin:4.13.4.b Nochangetoapprovedmanpower4.13.4.c Anapprovedincreaseinmanpower4.13.4.d Anapproveddecreaseinmanpower

4.13.4.e Approval or rejection of requests for new units orservicestobeaddedtotheorganizationalchart

4.13.4.f Approvalorrejectionofproposednewjobtitles13.2.9 FollowingtheconclusionofthemeetingstheHRDataAnalystUnit

Manager will compile the proposed manpower plan for theforthcomingyear.Theplanwillincludetwomanpowertotals,thefirstwill be the actual proposedmanpower and the secondwillshowcurrentfilledpositions

HRDirector

13.2.10 TheHRDirectortogetherwiththeHRDataAnalystUnitManagerwill submittheproposedmanpowerplantotheCEOforreview,amendmentifneededandapproval

HRDirector/HRDataAnalystUnitManager

13.2.11 Oncetheplanisamended,approvedandsignedbytheCEOtheHRDataAnalystUnitManagerwillmaketherequiredchangestothemanpowersetupintheOraclesystemandwillprovidetheDirectReportswithacopyoftheirapprovedmanpower

HRDirector

13.2.12 In theevent thatChanges toDepartmentalStructurehavebeenagreedtheDirectReporthastheresponsibilityto:4.13.4.b ChangetheDepartmentOrganizationalChartasperthe

approvedplanandobtaintheapprovalsignatureoftheCEO.

4.13.4.c Ensure a copy of the revised DepartmentalOrganizational Chart is forwarded to HR AdminCoordinator to be uploaded in the Document GateusingthestandardDSFHDepartmentalOrganizationalChartFormat

4.13.4.d EnsureaPositionDescriptioniscreatedandforwardedto the HR Admin Coordinator for every new positionapprovedreflectingthereportingmechanismsfortheposition based on its location in the DepartmentalOrganizationalChart.

4.13.4.e EnsurestaffchangeIDBadgingwhererequired4.13.4.f Ensurerelatedpoliciesarerevisedaccordingtothenew

structure.

DirectReport

4.3 CreationofNewPositionsnotrelatedtotheManpowerPlanningReviewExercise

DirectReport

4.3.1 DirectReportswillsendanemailrequestforcreationofanewpositiontotheCEOdetailingthejustificationforthepositionandcopytheHRDataAnalystUnitManager

4.3.2 Therequestwillcontainthefollowinginformation:4.13.4.b Theproposedtitleofthenewposition4.13.4.c Thereportinglinefortheposition4.13.4.d Whether this is an additional position or it is to be

establishedwithinexistingapprovednumbers4.13.4.e Which position is to be deleted if no additional

manpowerisrequested

4.3.3 IftheCEOapprovesthepositiontheHRDataAnalystUnitManagerwilladdittotherelevantmanpowerdatabaseinOracle

CEO/HRDataAnalystUnitManager

13.3.3 The Direct Report will forward a Job Description and a revisedOrganizational Chart showing the location of the requestedpositiontotherequesttotheHRAdminCoordinator

DirectReport

13.3.4 TheHRDirectorwill: HRDirector

4.13.4.b Convenethegradingtaskforcetoassignagradetotheposition

4.13.4.c RequesttheHRdataAnalystUnitMangertoestablishasalaryfortheposition

4.4 MaintainingtheDatabase HumanResources4.4.1 MaintainingtheManpowerDatabaseisaHumanResources

Function4.4.2 Allstaffmovements,transfersandpromotionsmustberequested

andapprovedelectronicallyandwillbecoordinatedthroughtheHRDataAnalystUnitManger

HRDataAnalystUnitManager

4.4.3 Itisnotpermittedforanystafftomoveassignmentunlessalltheappropriatestepshavebeenfollowedandthereleasedatehasbeenagreedbetweenbothdepartmentselectronically

4.4.4 HRDirectorwillrequestanystafffoundtobeassignedtoanareadifferenttotheirlocationinthedatabasetoreturntotheoriginalassignmentareauntilapprovalsareobtainedforthemovement


4.4.5 Disciplinaryactionmaybeinitiatedfornon-compliancewiththispolicy

EscalationPolicy

1. Purpose:

1.1. To define and regulate the processes of ensuring employee and OUL compliance with feedback time frames for escalating issues associated with noncompliance of selected policies.

2. Definitions: 2.1. Escalation Process: A process which allows concerned staff to raise issues to a higher

authority for timely resolution. An escalation process ensures that the next level of management is informed (often within a specific period of time), if an issue cannot be resolved at the lower level.

3. Policy 3.1 Employeesandconcernedorganizationalunitleadersareheldaccountabletomeetmanagement

deadlinesandresolveissueswithintheirspanofresponsibility3.2 It is thepolicyofDSFHtoraiseunresolved issuestoahigher level inordertoensuresuch issuesare

resolvedinatimelymanner3.3 Penaltiesmaybeappliedtoemployeesandorganizationalunitleaderswhofailtorespondtotheneed

tomeetdeadlines 4. ProcedureProcedureSteps4.1

Theattacheddocument(seeattachment1)outlinestimeframes,processesandresponsibilitiesrelatedtocompletingessentialmanagementandoperationalprocedures

4.2 Eachproceduraltimeframe,relatedprocessesandultimateresponsibilityisclearlyspelledout

4.3 Unresolvedissueswillbeescalatedandpenaltieswillbeappliedaccordingly4.4 Itistheresponsibilityoftherelatedservicetoensurecompliancewiththedeadlinesinthe

attachmentandtoelevateandtakeactionaccordingly