human resource policy manual - · pdf filethe serendib leisure group practice regarding the...

SERENDIB LEISURE GROUP

HUMAN RESOURCE

POLICY MANUAL

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Talent Acquisition

2.1 Recruitment Policy 2.2 Fixed Term Contract Policy 2.3 Probation & Confirmation Policy 2.4 Promotion Policy 2.5 Transfer Policy 2.6 Annual Performance Evaluation Policy 2.7 Employee Recognition Policy

Remuneration and Facilities

3.1 Annual Increment Policy 3.2 Bonus Policy 3.3 Service Charge Policy 3.4 Salary Policy 3.5 Overtime Policy 3.6 F & B Allowance & Hotel Stay Policy 3.7 Materials Assignments Policy 3.8 Mobile Phone Allowance Policy 3.9 Compensation & Benefit Policy

Attendance and Leave Policy

4.1 Attendance & Punctuality Policy 4.2 Leave Policy 4.3 Maternity Benefit Policy

Occupational Health & Safety Policy Grievances and Disciplinary

6.1 Grievances Handling Policy 6.2 Preventing Harassment at Work 6.3 Termination & Exit Policy 6.4 Open Door Policy

CSR and Welfare Policy 7.1 Death Donation Policy 7.2 Medical Insurance Policy 7.3 CSR Policy for Families & Staff Members 7.4 Scholarship Policy 7.5 Professional Membership Subscription

HR/TA/001 HR/TA/002 HR/TA/003 HR/TA/004 HR/TA/005 HR/TA/006 HR/TA/007

HR/RF/001 HR/RF/002 HR/RF/003 HR/RF/004 HR/RF/005 HR/RF/006 HR/RF/007 HR/RF/008 HR/RF/009

HR/AL/001 HR/AL/002 HR/AL/003

HR/OHS/001

HR/GD/001 HR/GD/002 HR/GD/003 HR/GD/004

HR/CSRWF/001 HR/CSRWF/002 HR/CSRWF/003 HR/CSRWF/004 HR/CSRWF/005

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Security Policy Grooming Standard Policy Bulletin Board Policy Training and Development Policy

HR/SP/001

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HR/TA/001

POLICY

Effective recruitment and selection is central and crucial to the successful functioning of the Serendib Leisure Group. It is dependent on sourcing people with the appropriate competencies to deliver the Group’s strategic objectives and the ability to make a positive contribution to the values and aims of the organisation.

OBJECTIVES

Recruit staff with the appropriate skills, both technical and non-technical, in order to meet the Serendib Leisure Group current and future needs.

To ensure that staff appointed to deliver quality service are qualified to carry out such duties or are working towards an appropriate qualification.

Develop and enhance the public image of the Serendib Leisure Group both as a preferred employer and as a first class service provider in the hospitality industry.

PROCEDURE

Justification for Recruitment

Prior to commencing the recruitment process the following will be given consideration by the Department Head, Human Resource Manager, General Manager and Corporate Office.

1. Is it necessary to fill the vacancy? Is it budgeted? Based on occupancy levels can alternate work arrangements be made?

2. Does the role require changes in duties and responsibilities?

3. Is it required to recruit at the same position?

4. What terms and conditions are being offered for the post? Are they appropriate and consistent with the rest of the Serendib Leisure Group and the industry?

5. Consider if an existing employee can fulfill the vacancy.

6. Managers should consider widening the diversity of the team which could include considering part time work / job share / positive action initiatives / multitasking.

RECRUITMENT POLICY

Effective Date January 01st, 2016 Issued to SLML/VKAL/VBEN/CHD/HS

Issuer Group Human Resource

Department Last update -

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HR/TA/001

Pre-advertisement

In order to begin the recruitment process, the following documents are required and are available at the Serendib Leisure Group Corporate Office Human Resource Department

1. Advert text (together with the advertising procedure)

2. Recruitment Request – HR Authorization Form

3. Job Description

4. Person Specification

5. Source of Recruitment

Advertising At the discretion of the management, vacancies may be advertised both internally within the company through email, using notice boards as well as externally. Where it is considered that an existing employee may have the pre-requisite skills, consideration may be given to advertising the vacancy only at an internal level. There may be exceptional occasions when the Serendib Leisure Group deems it appropriate to use “search” techniques. Prior to doing so the Human Resource Department must secure prior approval from the General Manager and Corporate Office that “search” is the appropriate method. Junior Executive positions and above will be advertised by the Serendib Leisure Group Corporate Office via E-media, newspapers or through recruitment agencies. Enquiries All enquirers will receive a recruitment information pack detailing the requirements of the post. Wherever possible this will be provided by the Human Resource Department in either an electronic format or printed version and in alternative formats when requested. Shortlisting Candidates will only be shortlisted for interview if they meet all the required criteria areas defined in the person specification. Should the number of candidates meeting the essential criteria areas be excessive, a further selection must be undertaken utilizing the desirable criteria to achieve a workable shortlist. It is recommended that this should not exceed a maximum of 6. The Human Resource Department and respective Department Heads are fully responsible for shortlisting the applicant.

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HR/TA/001

Interviewing The interview must be conducted by a panel, the suggested composition of which is detailed in the procedures. All interviews for one post must be conducted by the same panel. All candidates will be asked a standard format of questions, which will have been decided by the interview panel prior to the interviews. All questions must be related to the job requirements and should target the candidate’s suitability for the role. Recruitment Program The Chair of the interview process will be as follows. Hotel Level Hotel General Manager / Resident Manager, Human Resource Manager & the Department Head or Assistant Department Head Corporate Level Director Human Resources, Manager Talent and Department Head. The Hotel Human Resource Manager and the Talent Manager at the Corporate Office will take overall responsibility for securing the necessary arrangements throughout the recruitment process. It is required that all those serving on Interview Panels will undergo an orientation / training in Interviewing Skills to ensure consistency and in facilitating the process. Pre-interview This section considers the stages from the initial contact with applicants through to the shortlisting process. Initial Contact with Potential Applicants Advertisements are designed to attract the attention of applicants, who are subsequently encouraged to view the Corporate Web site for further details and information. Application Form and Curriculum Vitae It is required that all applications are made by individuals in clear context. This may be accompanied by an updated Curriculum Vitae and supporting Letter of Application if appropriate. Candidates are encouraged to apply via the Corporate Office web site to improve efficiency and to reduce costs. However at Hotel level applicants may send the Curriculum Vitae by post or hand over to a member of the Human Resource Department.

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HR/TA/001

Receipt of Replies This requires that all applications are logged by the Human Resource Department and referenced appropriately. The Human Resource Department will coordinate with the respective department in order to short list suitable candidates in no later than two working days after the closing date. Confidentiality/Security The Serendib Leisure Group policy requires that the confidentiality of all applicant’s details is of paramount importance. It is the responsibility of all members of the Human Resource Department to ensure that suitable arrangements are made within the work area for this confidentiality to be maintained. It is also important to ensure that personal data (such as application forms, CV’s) is shared only with the relevant individuals involved in the recruitment process. Where it is necessary for applications to be taken off site for consideration, utmost care should be taken regarding their security. For example, applications should not be left unattended in a vehicle or in any public place. Shortlisting It is the responsibility of the Human Resource Department to make appropriate arrangements for shortlisting which will be undertaken by the Human Resource Manager at Hotel level and the Talent Manager at the Corporate Office. Shortlisting should be done by comparing the outcome of the interview assessment against the Job Description and the Person Specification for the role. It is crucial to ensure that there is a consistent approach to the way in which personal data is used and assessed in the shortlisting process. It is also important to ensure that the selection criteria used is applied in a fair and consistent manner. It is the Serendib Leisure Group policy that notes be kept on candidates to justify any decisions made regarding selection for interview. These must be written on the shortlisting form in order to maintain appropriate records. Notes should therefore be relevant to and necessary for the process itself. All records must be available in the Human Resource Department for future reference. The notes will be checked periodically by the Human Resource Department as a part of ongoing monitoring obligations. It is the responsibility of the Interview Panel to collect any copies of application forms and/or CVs once decisions have been agreed. All surplus copies must be shredded to ensure confidentiality. Out of consideration for applicants, shortlisting should be undertaken within the agreed time scales.

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HR/TA/001

Interviewing Following shortlisting, selected applicants will be invited for interview. The purpose of an interview is to facilitate the selection of the most suitable candidate for the post, although it should be recognized that this is only one part of the selection process. Invitations to Interview Candidates should be given at least 2 to 7 days clear notice of an interview date. The invitation should include the details of any skills assessments and related preparatory work that they will be required to undertake prior to or as a part of the recruitment process. Candidates should also be requested to bring along satisfactory evidence of their eligibility to work in Sri Lanka and the originals of any qualifications required for the role. Composition of Interview Panels The Serendib Leisure Group practice regarding the composition of the formal interview panel relates to the seniority of the vacancy / nature of the post. The following is only a guideline. It is recommended that a Human Resource Advisor forms part of the panel for senior posts.

Vacancy Interview panel

Technical support staff General Manger / Resident Manager,

Maintenance Engineer and Human Resource Manager.

At Hotel level, interviews will be carried out by;

1. Human Resource Manager 2. Respective Department Head 3. General Manager / Resident Manager

At the Corporate Office, interviews will be carried out by the interview panel consisting of Human Resource Manager, Director Human Resource and the respective Department Head. The Managing Director will be involved in the final interview for Department Head and Senior Manager Positions and above. References Employment references should be obtained from at least the last or current employer with the candidate’s prior consent either in writing or by initial contact via the telephone. The questions and information gathered from the reference check must be relevant to key aspects of the post in question Eg. Where cash handling is involved then the honesty of the prospective employee must be discussed.

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HR/TA/001

Some key position may wish to obtain references prior to interview and whilst this is acceptable, the wishes of candidates must be respected in this matter. Outcome of the telephone references must be written down on the candidate CV and has to be attached to the selected candidate personal file for future reference. Conduct of the Interview When conducting interviews every member of the panel must make notes of questions asked and answers given. This will provide feedback and evidence as to why a candidate may have been selected or rejected. The panel must determine prior to the interview, the questions and areas of discussion which will be put forward to each candidate. Care must be taken to avoid questions which are discriminatory. To avoid potential discrimination, all applicants should be asked to provide evidence of eligibility to work in Sri Lanka. Candidates will be requested to bring suitable evidence with them when invited to interview. This will usually be in the form of a passport, birth certificate or National Identity Card as appropriate. A list of acceptable documents will be provided by Human Resources to the Interview Panel. In case of doubt, or should other evidence be provided, reference should be made to the Human Resource Department before any offer of employment is given.

1. Obtain signature on the application form for on-line applications or applicants are required to fill the standard application form.

2. Where qualifications are deemed required as essential criteria, copies of certificates are to be made and forwarded to the Human Resource Department. If an appropriate paper qualification is not held, candidates will be requested to sit for a standard trade test which will be given by the respective Department Head.

3. Collect completed notes and the signed Interview Assessment Forms from the panel members and hand them over to the Human Resource Department.

Misrepresentation of the nature of the job in question must be avoided. It is good practice to give an accurate representation of the successful candidate’s career prospects with the Serendib Leisure Group in order not to raise expectation levels which may never be fulfilled. It is important that interviews are conducted in a courteous and professional manner as a badly managed and conducted interview could tarnish the image of the Serendib Leisure Group. It is important that candidates leave with a positive impression of the Serendib Leisure Group or the Hotel.

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HR/TA/001

Other Selection Activities Skills Assessment As a part of the selection process, some departments may require candidates to undertake a series of trade tests. These tests must be directly related to the role in question and must be measurable against objective criteria. Candidates must be informed well in advance to participate in such test prior to inviting them for an interview. Details of such trade tests including the criteria to be measured and the method of measuring must be provided well in advance to the Human Resource Department. Trade tests form an important part of the selection process especially in Operational Departments in Hotels. Candidates recruited for Operational Departments must undertake a pre-planned trade test which has been designed by the Department Head in line with the position. All practical tests are required to have the same criteria which directly relates to the position which is to be interviewed. The Choice of Candidate Candidates will be selected after discussing with the respective Department Heads and referring their qualifications and work experience. If needed the shortlisted candidates will go through a second round of interview on a separate day. Post-Selection Administration It is important for securing the foundation of a good relationship with the successful candidate and to ensure that a good impression is left with rejected candidates, that this final stage is completed properly. Offer of Employment An offer of employment can be made by the Corporate Office Human Resource Department or the Hotel Human Resource Department. It must be made clear, however, that the offer is conditional upon the satisfactory completion of references, medical assessments, satisfactory evidence of eligibility to work in Sri Lanka and other appropriate checks. A verbal offer of employment must be followed up in writing. Only when all of the above have been obtained and cleared can the offer of employment be considered as a legal binding. On receipt of a fully completed appointment request form, the Human Resource Department will issue the offer letter, contract and other relevant documents within 5 working days. Unsuccessful candidates from the Final Interview must be notified as early as possible of the outcome of their interview. Ideally this should be no more than one week after the successful candidate has confirmed their acceptance of the post.

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HR/TA/001

Medical Assessment Medical questionnaires will be forwarded to the successful candidate along with the conditional offer of employment. It is mandatory that all food handlers undergo a detailed medical checkup from the nominated service provider. Under normal circumstances new members of staff must not commence employment prior to medical clearance being obtained. Failure to adhere to this guideline may result in employees being dismissed due to their medical unsuitability to carry out the functions of the job. Serendib Leisure Group promotes equal employment opportunities including those with physical challenges and undertakes to make all reasonable adjustment to accommodate their personal and working needs. In instances where an applicant fails to meet the medical requirement, this will be as a result of their medical unsuitability for that role and not as a result of their disability. Final Administration In order to finalize the recruitment process, there are certain tasks which should be completed:

1. All final interview candidates should be advised so.

2. All recruitment related documentation is filed in the Human Resource Department.

3. All original copies of the documents relating to the successful candidates are sent to the Human Resource Department for inclusion in the individual’s personal file together with their application.

4. All additional copies of candidate details used for interview purposes are collected and kept for a period of at least 3 months.

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HR/TA/002

POLICY

To implement a procedure relating to fixed-term employee contracts within the Serendib Leisure Group.

OBJECTIVES

To provide guidance on the appropriate use of Fixed Term Contracts within the Serendib Leisure Group.

PROCEDURE

Fixed-term contract: “A contract of employment that is due to end when a specified date is reached, a specified event does or does not happen or a specified task has been completed.” Fixed-term contracts have a pre- determined end date whereas a temporary contract is often linked to a specific outcome or event and may only include an indicative end date when the contract is likely to end which will require confirming or amending at a later date.

1. All new hires (Associate Level) on Fixed Term Contract (1st Contract) will be for a period of six (06) Months.

2. During the 1st Contract (6 Months) the employee will not be entitled for Annual Leave or Sick Leave but they will be entitled for one day (1) Casual Leave for each completed two month (2) of service (Earned Basis).

3. Five (5) weeks before the end of 1st Fixed Term Contract (06 Months), the employee will undergo a Performance Appraisal /Evaluation.

4. The decision to be communicated at least one month before the expiry of the contract.

5. Based on the outcome of the Performance Appraisal/Evaluation, the Hotel Management will decide whether to further extend the Fixed Term Contract by 01 Year without a break period or discontinue employment.

6. When a one year extension of Fixed Term Contract is issued to an employee they will automatically be entitled to Annual Leave and Casual Leave as per the Serendib Leisure Group Leave Policy.

7. During the extended contract period, Five (5) weeks before the lapse of the extended contract period, employee will undergo a Performance Appraisal/Evaluation.

FIXED TERM CONTRACT POLICY




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HR/TA/002

8. Executive Level employees who are on fixed term contracts are subjected to a Performance Evaluation one month prior to expiry of the fixed term contract. The duly completed appraisal form has to be submitted to the Corporate Office along with General Manager and/or Resident Manager’s recommendation.

9. Above point numbers 4, 5 & 6 will be repeated until such time the Hotel Management considers making an employee permanent by confirming the same in writing after the elapse of 3 years of continuous service.

10. Permanency of employment will be awarded based on the individual employee’s overall performance and it is awarded to employees only by the Serendib Leisure Group Corporate Office under the recommendation of the General Manager and/or Resident Manager.

11. In the event of a Hotel closure for refurbishment or renovation, the General Manager/Resident Manager of the respective Hotel should decide on the duration of Fixed Term Contract when less than the stipulated period.

12. Any change to this procedure will be notified to the employee as an amendment note or replacement in writing.

13. HR staff are notified to refrain from deviating from above stated procedure on Fixed Term Contract Issuance and Renewal Process by any means unless otherwise communicated in writing.

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HR/TA/003

POLICY

The Serendib Leisure Group recognizes the vitality of a supportive and developmental probation process by providing the required guidance and training for staff to meet the standards of the organization.

OBJECTIVES

1. To ensure that the probation process is undertaken for all staff and is applied in a fair and consistent manner, within a supportive framework and in line with terms and conditions of employment.

2. To ensure the Serendib Leisure Group is provided with an opportunity to assess the skills, conduct, capability and attendance of new staff before deciding whether or not to confirm their appointment and also to provide an equal opportunity to the Employee to decide on his/her continuation in employment.

PROCEDURE

The probation period provides the Department Head, Section Head and the Human Resource Manager with the opportunity to guide and express what is expected of a new employee undergoing a probation period, set objectives and standards, and continuous assessment of performance. It also gives the opportunity to the new employee to familiarize with the new role and to assess their suitability for the position. This policy relates to all newly appointed staff, whose terms and conditions of employment state that their appointment is subject to a probationary period. This includes operational staff, non-operational staff and Corporate Office staff. Length of Probationary Period The length of the probation period is 6 months from the date the employee commenced employment with Serendib Leisure Group. This is stated in the terms and conditions of employment and is dependent on the skills and competencies required for the role.

PROBATION & CONFIRMATION POLICY




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HR/TA/003

Probation Assessments Probation assessments provide the Department Head and the employee the opportunity to review progress made during the probation period. For non-executive staff the probation evaluation form should be completed and returned to the Human Resource Department by the Department Head. For Hotel Executive staff the probation evaluation forms should be completed by the Department Head/General Manager and Resident Manager and coordinate by the Human Resource Manager and sent to the Corporate Office Human Resource Department. The above process has to be completed at least two (02) weeks prior to the expiry of probation period. The confirmation / probation extension letter to be handover to the employee before the probation ending date.

Extension of Probation Period The probation period can be extended where the employee has been unable to meet the job criteria and standard of the organization as discussed during their probation period. If a Department Head or the Management wishes to extend a probationary period they should first consult the Human Resource Manager. Where a probationary period is to be extended it must be for no longer than a further 3-6 months. The Human Resource Manager must notify the employee of the extension, the reasons for doing so and any targets that must be achieved within the extension in writing. Raising Concerns about Under Performance Any concerns about under-performance should be dealt with through the performance evaluation and probation assessment meetings with Department Head and the Human Resource Manager. Department Heads are also expected to have informal discussions with the employee outside of this process to try to resolve performance issues.

After the Probationary Period Once the probationary period has been successfully completed, the Corporate Office Human Resource Department will initiate the permanency process with the employee in line with terms and conditions of the Serendib Leisure Group.

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HR/TA/004

POLICY

Serendib Leisure Group aims to provide career advancement opportunities for employees to develop and utilize their potential, whenever possible, whilst recognizing their outstanding performance.

OBJECTIVES

To recognize and reward employees based on merit and competencies in order to develop them and meet the future needs of the organization whilst providing career opportunities for employees.

PROCEDURE

It is in the interest of both the Hotel and the individual that employees are encouraged to seek and gain career advancement within the Serendib Leisure Group. The Management reserves the right to promote the most suitable person to any particular post in the same Hotel/Corporate Office or in the Serendib Leisure Group. The basic principles of promotion in the Serendib Leisure Group are equal opportunities, non- discriminatory and appointing the best person for the job. Selections for promotion should be based on overall performance and potential. Whenever vacancies arise, the Department Head in the Hotel or the Corporate Office should consider the possibility of promoting existing employees from within the Hotel/Department/Corporate Office/other subsidiaries of Hemas Holdings before recruiting externally. This has to be informed well in advance to the Human Resource Manager of the Hotel / Corporate Office. If suitable candidates are a challenge to source within the Hotel/Department the vacancy has to be communicated within the Serendib Leisure Group to find suitable candidate within the sub units. Under exceptional circumstances, promotions driven by business/operational needs, individual merit and competency, and/or added responsibilities will be considered on a case-by-case basis. Department Heads should provide full justifications and this should be channeled through the General Manager/Resident Manager and Human Resource Manager of the respective Hotel to the Corporate Office for approval.

PROMOTION POLICY




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HR/TA/004

To be eligible for promotion to the next higher grade, employees should have demonstrated potential for further development and possess relevant experience, qualifications and attributes prescribed for the position. As a general rule, they should have served in their present job for a minimum of 12 months.

On promotion to a higher grade, employees will normally receive the entry pay of the new grade or a promotional increase which is equitable to other employees of the new grade. They will also be eligible for benefits applicable to the new grade. Upon approval of the promotion, the Human Resource Department of the respective Hotel/ Corporate Office will prepare a letter incorporating all changes in terms and conditions of employment and issued to the employee concern. All Executive grade promotion correspondence will be handled by the Corporate Office.

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HR/TA/005

POLICY

Internal transfers within the Serendib Leisure Group are encouraged as it gives employees opportunities to widen their exposure and pursue development in other streams within the Serendib Leisure Group. It also enables the Serendib Leisure Group to deploy employees to areas where they can best contribute to and meet the manpower requirement and strategic objectives of the Serendib Leisure Group.

OBJECTIVES

1. To achieve Serendib Leisure Group Corporate goals through a well-developed mix of personnel positioned at different locations/jobs who have gained varied experience.

2. To distribute the available manpower evenly in the Hotels and Corporate Office.

3. To ensure continuity of management and systematic succession planning.

PROCEDURE

A transfer occurs when an employee is appointed to the same or similar position in another Department, Hotel or to the Corporate Office. There are two (2) types of transfers; voluntary transfers and involuntary transfers. ELIGIBILITY Serendib Leisure Group encourages employees to establish a long-term and stable working relationship before seeking other career opportunities externally. All permanent and contracted employees of the Serendib Leisure Group are eligible to request for a transfer if they have satisfactorily completed one year of service provided that the employee has no disciplinary action beyond a verbal reprimand and/or has not been on a performance related action plan as a result of unsatisfactory performance during the past annual review period in their present position.

Performance Concerns: If an employee is unable to adjust to the job requirements of a position or is failing to meet minimum expectations, it may be to the employee's and the Serendib Leisure Group’s advantage to attempt to identify other opportunities within the Serendib Leisure Group for consideration. It is important that the individual is transferred into a position where he/she has an opportunity to be successful.

TRANSFER POLICY




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HR/TA/005

Behavioral/Conduct Concerns: Employees with conduct problems are rarely transferred.

Behavioral/conduct issues are defined as inappropriate conduct resulting in a Performance Accountability and Commitment Plan or Discipline Warning. The conduct must be formally documented and approval to transfer must be granted by both the sending and receiving departments, as well as the Human Resource Department. Unless approval is granted, employees involved in conduct actions are not eligible for transfer or promotion into a regular, term, or temporary position for the duration of the performance plan or discipline warning.

The Management has the right to move or not to move employee(s) from one post/job to another, to different sub units, to different shifts, temporarily or permanently, as per business requirements and special needs.

Need of Transfer: Transfers can be effected due to any one of the following criterion:

1. To provide replacement for a specific post/cadre with a specialized or desired

qualification and/or suitable experience, as per company need.

2. To meet the business requirement of Serendib Leisure Group.

3. To bridge manpower deficit or to provide reinforcement in view of business requirement.

4. Placement under compassionate ground.

Process (Internal/External) Lateral Transfer: A lateral transfer is a move to a position with the same or similar job title in the same pay grade in the same hotel or in another hotel within the Serendib Leisure Group. Such transfers provide opportunities to work with new colleagues, to master a different range of skills, or to transfer special skills and experience to a new environment. Promotion: Employees are often interested in opportunities for professional development through promotion to more responsible positions, either in their current department or in another area of the Serendib Leisure Group. A move is considered a promotion if it places an individual in a higher pay grade, even if the actual salary is not increased. Other Job Changes: Employees may move to a position in another department or a hotel in the Serendib Leisure Group, change career paths, or to take a job involving less responsibility or pay. These moves are also considered transfers.

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HR/TA/005

Department and Inter Department Transfers If it is a transfer within the department, the Department Head must informed the Human Resource Department and forward to the General/Resident Manager for approval. If it is an inter department transfer the employee’s current Department Head has to send a request for transfer in writing to the Human Resource Department who in turn will check the availability with the new Department and give feedback to the General Manager and Resident Manager. After evaluating the resources and operational feasibility, the General Manager and Resident Manager will grant the required approval for such a transfer. Transfers within the Serendib Leisure Group: All employees of the Serendib Leisure Group are subjected to be transferred to any place within the Group. Transfers of employees when desired for their own convenience shall not be discouraged if they are administratively feasible and can be made without disturbing the rights of others in the hotels and Corporate Office. If the Serendib Leisure Group decides to transfer an employee from one hotel to another, the Human Resource Department of the Corporate Office will communicate with the General Managers, Resident Managers and Human Resource Departments of the respective hotels. Once the appropriate requirements are filled in the Corporate Office will send the transfer letter to the transfer employee and respective Human Resource Departments will take necessary actions Personal files and related documents of the transfer employee have to be submitted to the new Hotel.

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HR/TA/006

POLICY

To ensure that a fair and transparent Annual Performance Evaluation is conducted for all eligible employees.

OBJECTIVES

To support the growth of the Serendib Leisure Group by creating a performance based culture among individuals, teams and departments. To identify the mission critical staff for career growth, succession planning and organizational development. To identify low performers and develop them through a performance development plan.

PROCEDURE

All employees who have completed 6 months of service on or before 31st March of the preceding year of the Serendib Leisure Group are eligible to receive an Annual Performance Evaluation. Performance Evaluations should commence by 01st of March and be completed by 31st March of each year for Associate level staff and by 15th April of each year for Executive level staff. There are two types of Performance evaluations applicable to (a) Executive Staff (b) Non Executive Staff. Non executives are rated as per following grading.

ANNUAL PERFORMANCE EVALUATION POLICY




Outstanding (A) 10 points Performance is exceptional and far exceeds expectations. Consistently demonstrates excellent standards.

Very Good (B) 8 points Performance is consistent and exceeds expectations

Good (C) 6 points Performance is consistent. Clearly meets job requirements

Fair (D) 4 points Performance is satisfactory. Meets minimum requirements of the job.

Needs Improvement (E) 2 point Performance is inconsistent. Meets requirements of the job occasionally.

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HR/TA/006

The Executive Staff Performance Evaluations will include a mid-year review conducted between 01st and 31st October of each year.

The Executives are rated based on the following grading;

Outstanding (A)

Performance is above and beyond expectations and is rarely observed in a company. In addition, the person is extremely successful at his/her job and is an expert in his/her area of work and is a role model. Highly competent, result oriented, committed, confident and performance is way beyond others in the division/company/sector.

Very Good (B) Performance exceeds expectations most of the time. Competent, result oriented, committed, confident and better than employees who are achieving standards in the division/company/sector.

Achieves Standards (C)

The employee has achieved the goals set. Performance meets standards. Competent and experienced in carrying out responsibilities of the job. Shows potential to be consistent

Marginal (D) Performance does not consistently meet expectations and as such the person is marginally performing. Committed, needs improvement to meet the job demands and challenges.

Unsatisfactory (E) Performance is consistently well below standards and expectations. Does not show potential to improve and is incompetent on the job.

The procedure for performance appraisal for non-executive staff is as follows.

Step 01

The Human Resource Department will distribute the appraisal forms to the Department Head in the last week of February and the Department Head is responsible to distribute the forms among the respective staff to do their self-appraisal. Employees are expected to complete their self-appraisal by 01st March of each year and hand over to the respective Department Head.

Step 02

The Department Head will appraise their staff in the same form and mark their rating and submit the completed appraisal forms to the Human Resource Department by 15th March of each year. The Human Resource Manager is responsible to tabulate the performance ratings and send the rating template to the Corporate Office by 25th March of each year.

Step 3

Provisional grading’s awarded by the Department Head are subjected to review by the Management Committee of the Hotel. The Management Committee will consist of General Manager, Resident Manager and all Department Heads. This review will be observed by the Management Representatives of the Serendib Leisure Group in order to maintain high standard of transparency.

This process has to be completed by 10th April.

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HR/TA/006

Step 4 The final grading as well as staff performance will be communicated to the employees by the respective Department Head at a one to one meeting with staff. The procedure for performance appraisal for Executive staff is as follows. Step 01 The Corporate Office Human Resource Department will distribute the appraisal forms to the Executives in the last week of February and the General Manager/Resident Manager is responsible to distribute the forms among the respective staff to do the self-appraisal. Employees are expected to complete their self-appraisal by 01st March of each year and hand over to the respective General/Resident Manager. Step 02 The General Manager/Resident Manager will appraise their Executive staff on the same form and mark their rating and submit the completed appraisal forms to the Corporate Office Human Resource Department by 20th March of each year. The General Manager and Resident Manager are responsible to tabulate the performance ratings and send the rating template to the Corporate Office Human Resource Department by 25th March of each year. Step 3 Provisional grading’s awarded by the General Manager and Resident Manager are subjected to review by the Management Committee of the Serendib Leisure Group. The Management Committee will consist of General Manager, Resident Manager and all the Directors of Serendib Leisure Group. This process has to be completed by 20th April of each year. Step 4 The final grading as well as staff performance will be communicated to the employees by the respective General/Resident Manager at a one to one meeting.

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HR/TA/007

POLICY

This policy is designed to recognize and motivate staff who continuously perform exceptionally well and go beyond the basic job responsibilities.

OBJECTIVES

The objective of this policy is to recognize and motivate employees who perform exceptionally well and go beyond the basic job responsibilities.

PROCEDURE Employee of the Month Eligibility All Hotel Associate Employees. Considered time period for evaluation 15th of the previous month to 14th of the current month. Categories of Awards Front of the House : Front Office, F & B, Housekeeping, Spa, Pool Staff and

Animators Heart of House : Kitchen, Maintenance, Human Resource, Administration and

Finance Awarding A gift voucher of Rs. 2,000/= and a certificate of appreciation. The amount of the gift vouchers will be reviewed at the discretion of management. Criteria

Customer Satisfaction Significant contribution to Revenue Generation Cost savings initiatives Extra Job Performance in addition to the current role Special achievements Community Development and CSR Work No warnings (Verbal & written) / misconducts in the evaluating period

EMPLOYEE RECOGNITION POLICY




24

HR/TA/007

The Human Resource Department of the respective property will distribute the nomination forms to the Department Heads before the 15th of the Month. The respective Department Heads will nominate the most suitable employee qualified under the criteria before the 20th of the month. The Human Resource Department will collect the nomination forms and readout the names at the morning briefing where a representative from each department is present. Department representatives may decide on the two most suitable (Front of house & Heart of House) employees out of the nominations received by way of voting. The nomination which receives the highest number of votes for each category will be recognized as the employee of the month front of house and heart of house. In case if the votes gets tallied, the department representatives will have a discussion and select the most suitable employee and award the best performer title. The respective Department Head of the candidate who got equal number of votes before the discussion and not selected as the winner can still nominate him/her in a future month. In case if the forum unanimously decides that nominations received for either one category or both categories do not really deserve the awards, then it will not be awarded for that month. The amount allocated for that month will not be carried forward.

25

HR/RF/001

POLICY

It is not mandatory for the Serendib Leisure Group to conduct pay review for employees. Generally, employees who have successfully completed the service period of one year by 31st March may be considered for an annual pay review.

OBJECTIVES

To ensure uniform adherence to the established procedures for the annual salary increments for employees. To reward employees in accordance with their responsibilities and performance throughout the year in order to achieve higher productivity.

PROCEDURE Eligibility Employees who have completed one year of service as at 31st March will be considered for an annual increment. Exceptional business performers identified by the Management through revenue generation, cost saving, service excellence, customer feedback, innovations etc. would be recognized by granting increments over and above the increment applicable to each Grade. Based on the grading achieved at the annual performance evaluation the salary increments will be paid with the salary for the month of May which will include an arrears effective from 1st April of each year. The Board of Management based on the recommendation of the Management will determine the size of the available ‘pool’ each year for salary increments. The procedure to be followed can be found in the annual performance evaluation policy/procedure HR/TA/006.

ANNUAL INCREMENT POLICY




26

HR/RF/002

POLICY

The Serendib Leisure Group staff bonus policy is for the purpose of rewarding consistent exceptional performance, recognizing specific accomplishments that go beyond day to day duties and responsibilities. It is also intended to be an incentive for the staff to engage in professional development opportunities that would result in enhanced work productivity.

OBJECTIVES

To reward, appreciate and motivate employees for their contribution to organizational success.

PROCEDURE The Board of Directors based on the recommendation of the Management will determine the size of the available ‘pool’ each year for bonus payments. Types of Bonuses

1. Performance bonus : will be paid in June based on Performance Evaluation grading. 2. Festival Bonus : will be paid in April and December Eligibility Company status eligibility is as follows; December Bonus By the end of November if the Company has achieved;

85% of the budgeted profits : One month bonus

60% to 85% of the budgeted profits : Half month bonus

Less than 60% of the budgeted profits : No bonus (Jada Resort & SPA financial year ends in December)

BONUS POLICY




27

HR/RF/002

April Bonus By the end of March if the Company has achieved;

85% of the budgeted profits : One month bonus

60% to 85% of the budgeted profits : Half month bonus

Less than 60% of the budgeted profits : No bonus (Jada Resort & SPA financial year ends in December) Employment status eligibility for Festival Bonus (April/December) is as follows,

1. Permanent and confirmed employees more than one year - 100% of the bonus. 2. Permanent and confirmed employees who have completed 06 months and less than

one year - Bonus paid on a prorated basis. 3. Employees who are on contract with over 03 years of service - 100% of the bonus 4. Employees who are on contract with over 02 years of service and less than 03 years

- 75% of the bonus 5. Contract employees who have completed more than one year and less than 02 years

- 50% of the bonus. 6. Contract employees who have completed 06 months but have not completed one

year of service - 50% of the bonus on a prorated basis. 7. Employees who have not completed 06 months (service period to be considered as at

31st March & 30th November) - not eligible for the bonus. 8. All Industrial Trainees and Casual Employees - not eligible for the bonus.

Employment status eligibility for Performance Bonus is as follows;

1. Employees who have completed 6 months of service as at 31st March will receive an

Annual Performance evaluation. 2. Those who are graded A, B & C are eligible to receive the bonus. 3. The bonus applicable for the grading for each Hotel/Office will be decided by the

Management as advised by the respective Board of Directors 4. Full share of the performance bonus will be paid based on the grading to those

employees who have completed 01 year of service as at 31st March. 5. A prorated share of the performance bonus will be paid based on the grading to those

employees who have completed 06 months and less than 01 year of service as at 31st March.

Criteria for Rating Performance The procedure to be followed can be found in the Annual Performance Evaluation policy/procedure HR/TA/006.

28

HR/RF/002

Deductions to the Bonus The following deductions will be applicable for the two festival bonuses; 1.

No of days No Pay Deduction from bonus

1-3 days 10%

4- 5 days 20%

6- 7 days 50%

8-9 days 75%

Over 10 days No Bonus

The bonus will not be paid to employees who have been served with warning letters during the period of concern.

2. Employees subject to disciplinary procedures will not be paid bonus unless otherwise

cleared of the charges.

3. Subject to the above clauses 1&2, those staff who have resigned from the services after the performance evaluation serving the full year under consideration, the performance bonus will be paid provided the employee has given due notice in line with the letter of appointment.

In the event of a demise of an employee after performance evaluation the eligible bonus will be handed over to the next of kin.

29

HR/RF/003

POLICY

10% of the total Revenue is allocated as Service Charge to be distributed amongst eligible employees. From this Rupee value 92% is allocated for Service Charge distribution and balance 8% is allocated for Breakages.

OBJECTIVES

1. To establish and maintain a fair process to distribute service charge amongst the employees.

2. To establish a systematic method of allocating service charge percentage for employees.

PROCEDURE

1. The General Manager and Residence Manager of each hotel has to decide on the service charge portion based on the policy to be offered to the new recruits.

2. Based on the employee’s previous experience, educational qualification and special achievements which would relate to the job which is going to be offered.

3. Considering the total remuneration package and other related factors such as skills and competencies of the new recruit, if necessary, the General Manager, Resident Manager and Human Resource Manager may decide on the applicable Service Charge percentage.

4. In the event of a Service Charge increment for an existing employee it will be based on their previous year performance.

5. At a time of a Hotel closure for renovation or upgrading the Management may decide on a fixed amount of a Service Charge applicable to such period.

6. Industrial Trainees will not be paid a Service Charge

7. Service charge entitlement guideline is as follows;

Experience in years Service Charge Percentage

Six month to One Year 25%

One to two years 50%

Two to three years 75%

More than three years 100%

Executives 100%

SERVICE CHARGE POLICY




30

HR/RF/004

POLICY

Serendib Leisure Group aims to provide employment which offers fair and equitable remuneration in relation to responsibility and performance.

OBJECTIVES

To attract, motivate and retain a competent workforce. To establish and maintain a process for the timely and accurate payment of salaries and wages to all staff in the Serendib Leisure Group.

PROCEDURE Serendib Leisure Group salary policy is governed by the following principles: External Competitiveness Serendib Leisure Group aims to pay salaries which are competitive in the market for similar jobs. Consideration is given to the market pay levels, pay trend and supply and demand in the labor market. Internal Equity All jobs are categorized into job grades with reference to the job category. The same salary range should apply to individuals of the same job grade. Performance Results achieved and personal efforts are prime factors in determining the salary progression of individual employees. Cost Efficiency Serendib Leisure Group aims to achieve these principles at a reasonable cost and within the budget.

SALARY POLICY




31

HR/RF/004

Salary on Transfer and Redeployment Employees transferring between divisions/departments on the same grade or to a different hotel without taking up a higher level of responsibility may not receive a salary increase. Salary on Promotion On promotion to a higher grade, an appropriate/ reasonable salary increment will be considered. Salary for Temporary Appointment The salaries to be offered for temporary appointments such as Industrial Trainees and casual labour do not fit into the salary structure of permanent/fixed term contract employees. Confidentiality of Salary Information Salary information is strictly confidential. Only the individual employee, the Department Head or the designated officer and employees who process salary and benefit administration will have access to the employee's salary information. Employees should not disclose their salaries to persons other than their Department Head or designated officer. Employees who have access to salary information in the course of their duties must handle the information with extreme care to ensure confidentiality. Registering an Employee on the Serendib Leisure Group Payroll and the Serendib Leisure Group Employee Database The following documentation is required to register a new, permanent or contract employee in the Serendib Leisure Group payroll and Employee Data base. The Human Resource Manager of each Hotel is responsible for advising the Human Resource Department of the Corporate Office of any new, permanent or contract staff and the concerned Human Resource employee is responsible to process the documentation to register employees in the payroll system. Payroll Cycle Monthly salary pay cycle would be 30 calendar days from 01st to 30th of every month. Salaries are paid monthly and transferred to employee bank accounts on the 25th of every month. If the 25th falls on a bank holiday the transfer will take place on the previous banking day. The Service Charge for the previous month will be transferred to the bank account on the 10th of the following month. If the 10th falls on a bank holiday the transfer will take place on the previous banking day.

32

HR/RF/004

EPF and ETF Payments Serendib Leisure Group processes EPF and ETF payment once every month. EPF & ETF statements will be distributed to the employees on receipt

33

HR/RF/005

POLICY

In order to facilitate the operation, Associate staff may from time to time be called upon to work overtime.

OBJECTIVES

This policy stipulates the payment of overtime in accordance with the provisions detailed in the Shop and Office Employees Act.

PROCEDURE Overtime shall be worked only with the authority and prior approval of the Division/Department Head or the orders of a person authorized by such person to allocate overtime.

1. The maximum number of hours a staff member may be permitted to work on any one day is 9 hours with one hour break and spread over duty consist of 12 hours duty including 4 hour interval in between the shift.

2. An employee working beyond a 09 hour duty shift or beyond a 08 hour spread over duty shift is entitled for overtime.

3. Any employee working double shift (Full Shift) may request for leave in lieu or payment of overtime.

4. For hotel employees the rate of overtime is calculated as one and half (1 ½) time the normal hourly rate. Employees in Corporate Office will be paid one and half time rate and double rate on statutory holidays.

5. Overtime Claim Application Form should be approved by the Department Head and General Manager or Resident Manager before it is submitted to the Human Resource Department for payroll purposes.

6. A minimum period of one hour (01) need to be performed outside working hours to become eligible for an Over Time claim at a time and thereafter Over Time will be paid for every 30 minutes of work.

7. Regular overtime should be avoided. Where an employee has refused to work overtime or has not turned up for same without a valid excuse, the matter must be referred to the Human Resource Department for necessary action.

OVERTIME POLICY




34

HR/RF/006

POLICY

Food & Beverage and Hotel Stay (accommodation) facilities for Hotels & Serendib Leisure Corporate office eligible staff members.

OBJECTIVES

To motivate employees in the Executive capacity of the Hotel by offering Food & Beverages facilities to both them and their families thereby enhancing employee productivity and add value to the operations of the company.

PROCEDURE

Eligibility Employees of Executive grade of the Company. The F & B Allowance limit for each grade is as below;

Grade Limit (Rs.)

GM 10,000/-

RM 5,000/-

HODs 4,000/- (1,000/- on beverages and 3,000/- on food)

Deputy HODs 2,500/- (1,000/- on beverages and 1,500/- on food)

Junior Executives 1,500/-

The limits are based on cost price plus taxes. In cases where the limit has been exceeded, the exceeded amount will be recovered based on cost + Taxes + 20%. Department Heads are entitled for the facility of 3 room nights (with main meals) per year for their family in their own hotel based on availability. In hotels where family accommodation is not available the Department Head’s family is entitled for 6 room nights (with main meals) per year on availability. This policy may be reviewed every 2 years from the date it was last revised to find the applicability of it to the company and its businesses.

F & B ALLOWANCE & HOTEL STAY POLICY




35

HR/RF/007

POLICY

Company owned assets allocated to staff should be used with responsibly and with utmost care.

OBJECTIVES

To establish a policy that accurately accounts for all equipment, tools and supplies issued to employees.

PROCEDURE Hotel/Corporate Office employees may during the course of their employment be issued keys, uniforms, name badges, tools or other miscellaneous items needed to perform specific jobs. The issuing procedure for such items requires written documentation and the signatures of the employee and Department Head. These items shall be assigned to the individual employee and returned upon termination of employment. In the event of the loss or damage of any of the items, beyond normal wear and tear, the employee shall be required to compensate. An employee who resigns from the Hotel or Corporate Office must account for or return all materials assignments in the manner stated in the clearance form.

MATERIALS ASSIGNMENTS POLICY




36

HR/RF/008

POLICY Provide mobile phone facility for Hotel & Corporate Office eligible staff members.

OBJECTIVES To encourage and facilitate Executive level employees and other relevant employees to be more accessible for official matters thereby enhancing employee productivity and add value to the operations of the company.

PROCEDURE Eligibility

Employees of grade 4 and above and the other specific identified employees of the Company. a. The monthly mobile phone reimbursement limits for each grade in SLML are as below;

Grade Monthly Mobile Phone Limit (Rs.)

8 – GM 3,000/-

7 - Senior Manager 2,500/-

6 – Manager 2,000/-

5 – Manager 1,500/-

4 - Asst. Manager 1,000/-

b. The monthly mobile phone reimbursement limits for Hotel staff are as below;

Grade Monthly Mobile Phone Limit (Rs.)

HOD 1,000/-

Assistant HOD 500/- General Manager’s local mobile call charge eligibility is unlimited while overseas call charges will be paid within reasonable limits. Serendib Leisure Management Limited Reservation staff are eligible for Rs.1, 500/- reimbursement limit and a mobile unit if required irrespective of their grade.

MOBILE PHONE ALLOWANCE POLICY




37

HR/RF/008

Managers who have been given a blackberry (for the use of email facility) as per the decision by the Management are eligible for Rs.1,000/- call charges in addition to the limit stated above. Employees who are below grade 4 do not belong in the categories mentioned above but are performing business critical roles will be considered on a case by case basis. A SIM card and a mobile phone unit are provided as per the values for each grade as agreed with the service provider each year. The mobile bill can be reimbursed monthly up to the limit given above by submitting the bills. Official calls taken during official overseas visits and training visits (roaming charges) can be reimbursed with the approval of the Department Head or the Director Finance. Is it also required to obtain prior approval from the Department Head, Director Human Resource and Director Finance to activate International Roaming Facilities. This policy may be reviewed every 3 years from the issuance date of the last policy version submitted.

38

HR/RF/009

POLICY

Serendib Leisure Group believes in paying fair wages to all employees by practicing a compensation policy wherein the industry market forces would drive the compensation and the market for the required skill sets. The philosophy enables delivery of business results through attraction and retention of best talent.

OBJECTIVES

To provide the employees with a fair and appropriate compensation and benefit package.

PROCEDURE Confidentiality of Individual Compensation

Serendib Leisure Group recruits a number of employees of the desired skill set in various

grades and compensation levels from the industry. They are hired on different compensation

packages depending on their skill sets, functional criticality and compensation levels in the

organizations they come from. Thus, compensation packages are individual specific

contractual terms between the employee and the Serendib Leisure Group.

It is pertinent that this confidentiality is nurtured, demonstrated and communicated to all

employees and simplistic comparisons are strictly avoided. Any deviation in maintaining

confidentiality on the part of the employee could lead to serious consequences ranging from

warning to termination.

Payment of Wages Wages are paid based on the determinations made under the Wages Board Ordinance for Hotel and Catering industry and the employees for this purpose are classified into five (05) grades:

Over Time Over time will be paid to all employees who work for more than 45 hours in a given week and overtime wage will be at the rate of one and half of the basic wage. Refer Over time policy HR/RF/005.

COMPENSATION & BENEFIT POLICY




39

HR/RF/009

Gratuity Payment Employees who have completed 5 years or more without a break are subjected to gratuity benefit as per the Payment of Gratuity Act of 1983. Gratuity payment is calculated based on 50% of last drawn basic salary multiplied by no of completed years in the service

40

HR/AL/001

POLICY

It is mandatory for all employees to report to work as assigned for duties and on time.

OBJECTIVES

1. Encourage and assist all employees in Serendib Leisure Group and Corporate Office to adhere to 100% attendance and punctuality.

2. To maintain sufficient staff during the night shift to cater to the Service Levels. 3. To maintain a unified attendance system throughout the Serendib Leisure Group in order

to satisfy the legal and statutory requirements and to generate information for managerial decision making.

PROCEDURE 1. Marking fingerprint or manual register shall be compulsory every time any employee

enters and leaves the Hotel or Corporate Office. 2. Every employee has to report on duty according to their shift defined by the Department

Head. If there is any change in the roster, all hotel employees are required to get it approved by their respective Department Head.

To maintain punctuality in attendance the following has to be observed 1. Any employee shall not be absent from duty without obtaining prior permission from the

Department Head. In the event of an unforeseen reason where an employee is compelled to stay away from duty, he/she shall inform the respective Department Head by any means (mobile, tele mail) as soon as possible and not later than 24 hours of such absence with reasons which led to his/her inability to report to work.

2. Vacation of Post – in the event if the employee keeps away from duty for 03 consecutive days without any information he/she shall be treated as having vacated his or her post in the company. In such an event the Department Head should take prompt action to notify the Human Resource Department to this regard in writing to serve notice of vacation of post on the employee concerned with a copy to the Department Head.

ATTENDANCE & PUNCTUALITY POLICY




41

HR/AL/001

3. Any employee having an urgent reason for leaving work must obtain permission from the respective Department Head or superior in charge prior to leaving the designated duty station.

4. If a hotel employee goes out during Office hours on account of Office Work, then he or she shall fill-in a prescribed ‘Exit Pass’ slip duly approved by the Department Head and submit to the Human Resource Office.

5. Any employee not reporting to work or reporting to work habitually late will be dealt with

disciplinary action by the Hotel or Corporate Office on intimation by the Department Head or Human Resource Department.

42

HR/AL/002

POLICY

All employees are entitled to leave in accordance with the Shop & Office Employees Act and statutory provisions. Leave has to be mutually agreed taking into account the workload and the employee’s needs. Leave must be approved in advance, except when the employee is unable to anticipate the absence. Any documents regarding leave will be kept in the employee’s personal file.

OBJECTIVES

This policy stipulates applicable entitlements for leave for different categories of staff employed in the hotel.

PROCEDURE

Annual Leave Policy Employees are entitled for Annual Leave proportionate to the date of joining in the second calendar year onwards as stated in the below table.

To facilitate service during seasons the option is available for staff on prior approval to carry forward the unutilized Annual Leave for further period of three months (until 31st March of following calendar year and no later).

Casual Leave All employees covered by the Shop & Office Employees’ Act are entitled for one day per every completed 2 months of service during the first calendar year and seven days in the second calendar year and thereafter. A maximum of two consecutive days can be availed at a time.

LEAVE POLICY




Month of the appointment Annual

January – March 14

April – June 10

July – September 7

October – December 4

43

HR/AL/002

Monthly Day Off Every hotel employee is entitled for eight (08) days per month. The above 08 days are calculated on the following basis

Holiday Type / Annually No of Days

Statutory Holidays 08

Poya Days 12

Weekly Holidays 78 (1.5 x 52)

Total 98

Monthly Entitlement 08

All unutilised monthly days off would be permitted to be carried forward to the following month with the approval of the Department Head. Hours of Work Normal Working Hours Normal Office hours are considered to be from 8.00 am to 5.00 pm each day. However due to operational requirements certain categories of employees are required to work on a roster basis applicable to the respective department. Spread Over Duties Employees who are required to work on shift owing to the nature of their duties should refer to their Department Head for their shift schedules and should comply with the monthly duty roster. Duty Rosters will be communicated well in advance for the convenience of the staff. On-call Duties In exceptional cases, there may be a need for employees to be on-call outside normal working hours to handle operational or contingency matters. If the matters cannot be dealt with over the telephone, the Department Head may require the employees to return to the workplace for emergency action. Extra hours worked may be compensated in accordance with the policy and procedure governing overtime compensation as Sri Lankan Labor law Meal & Tea Break By arrangement with the Department Head, employees may have morning tea, evening tea and lunch not exceeding one hour, at flexible times. The normal shift employees who have office hours must report to work after having their breakfast at 8.00am.

44

HR/AL/003

POLICY

It is the policy of Serendib Leisure Group to provide a safe and healthy working environment for all employees, including particular measures to protect the health and safety of those who are pregnant, have recently given birth or are breastfeeding. The Serendib Leisure Group will fulfil its obligations by carrying out a risk assessment for such staff and by putting appropriate measures in place to protect their health and that of their unborn child.

OBJECTIVES

This policy outlines employee and employer rights and obligations in relation to pregnancy, Maternity leave and returning to work after Maternity leave.

PROCEDURE

Advising of Pregnancy Serendib Leisure Group encourages employees to inform the Department Head and the Human Resources Department in Hotels and Corporate Office of their pregnancy as early as possible. However, we respect that an employee may not wish to advise us of her pregnancy earlier than the minimum notice period. We also respect an employee’s wish with regard to when it would be appropriate to inform colleagues about their pregnancy.

Transfer to a Safe Job Considering possible illnesses, risks or hazards it is advisable that the pregnant employee is permitted to continue in her usual position. The Management may decide to transfer her to a ‘light duty' with no change to terms and conditions of her employment. In the event of any complication arising during pregnancy the Management may decide appropriate action in line with maternity benefit ordinance.

MATERNITY BENEFIT POLICY




45

HR/AL/003

Working until the Birth A pregnant employee may work until the expected date of birth of her child. If she wishes to continue working in the last two weeks of her pregnancy she may be requested to provide a medical certificate within seven days confirming she is fit to work. If the medical certificate indicates the employee is not fit for work, she may be required to commence maternity leave. Entitlement of Maternity Leave The entitlement is a total eighty four (84) days however the Shop & Office Employees’ act requires that any holiday due under the Act be excluded from the calculation. Therefore, it is not every non-working day that is to be excluded from the calculation but only such non-working days as are prescribe by the Shop & Office Employees’ Act.

Return to Work After utilizing her entitled maternity leave she may request to utilize her available Annual Leave or leave without pay for a maximum period of three months. This request has to be made four weeks prior to the expected date of return to work. The employee on maternity leave has the right to return to the job they held prior to going on leave, including any promotion. If that position no longer exists, the employee will be given whichever other available position that is nearest in status and remuneration to the position they held prior to going on leave. If an employee was placed in a light work position prior to leave, on her return she is required to resume to the position she held immediately before the light work position. Leave and other benefits are granted to the pregnant employee based on to the Shop & Office Act of 1954/ Maternity Benefit Ordinance of 1941.

46

HR/OHS/001

POLICY

Serendib Leisure Group will take all the possible steps to identify and minimize potential health hazards and ensure that appropriate mechanisms are in place. It is the responsibility of every employee to maintain a hazard free environment.

OBJECTIVES

To provide a safe and healthy environment to our employees and to all stakeholders who may be affected by our business activities.

PROCEDURE

1. Develop and maintain safe systems of work, and a safe working environment. 2. Identifying practices and conditions that could injure employees, clients, members of

the public or the environment. 3. Assess, minimise and/or control all risks prior to commencement of work in all areas

paying special attention to high hazard/risk work areas. 4. Consult with employees and health and safety representatives on safety. 5. Provide personal protective equipment and enforce its use. 6. Provide training and awareness for all employees. 7. Provide employees and stakeholders with adequate safe and hygienic facilities. 8. Ensure employee are provided with Personal Protective Equipment (PPE) and are

trained on how to use them correctly. 9. Ensure PPE is accessible, maintained and in good working conditions at all time and is

not misused. 10. Report any health & safety concerns to their Department Head and/or General

Manager. 11. In the event of a replacement of an equipment which is different to what was in place

earlier, adequate and proper new training needs to be provided regarding the Operations and safety of such equipment.

OCCUPATIONAL HEALTH & SAFETY POLICY




47

HR/GD/001

POLICY

The Grievance procedure in Serendib Leisure Group exists as a tool by which a member of staff may formally voice a grievance, regarding any condition of their employment which can be objectively heard by the Management of the Company.

OBJECTIVES

To handle all the grievances fairly and ethically acceptable to all parties concerned in a timely manner.

PROCEDURE A grievance can be defined as a complaint against an employer by an employee for a contractual violation. This means that an employee has a problem with his/her employer and feels the problem is legitimate based on the contract he/she has with the employer. At Serendib Leisure Group, grievance will be dealt in the following method;

Stage 1 An employee who has a grievance, should raise the matter with his supervisor/ Department Head /Human Resource Department initially either verbally or in writing. If the grievance itself concerns the employees’ immediate supervisor/ Department Head, then the grievance should be taken up to Human Resource Manager/Resident Manager/General Manager.

Stage 2 If the grievance is not attended by the respective supervisor/ Department Head, the employee has the right to appeal before the Human Resource Manager/Resident Manager/General Manager. The Human Resource Manager/Resident Manager/General Manager should respond within 3 working days to the grievance.

GRIEVANCES HANDLING POLICY




48

HR/GD/001

Stage 3 If the employee is still not happy with the action taken with regard to the grievance, there will be a final level of appeal to the Corporate Office Human Resource Department made by the employee and/or the Human Resource Manager of the respective hotel/Department Head in the Corporate Office. This appeal must be made in writing, enclosing a copy of the original to the Director Human Resources within ten working days of receipt of the Stage 2 response. The Human Resource Department in the Corporate Office will arrange and hear the grievance and respond formally within 07 working days. Where a grievance is raised against a Director, then the grievance should be channeled to the Managing Director.

49

HR/GD/002

POLICY

Serendib Leisure Group is committed to encourage and maintain good employee relations within the working environment which fosters team work and encourages employees to give their best while on duty.

OBJECTIVES

To provide a conducive work place free from all forms of harassment thus ensuring a stress free environment.

PROCEDURE Serendib Leisure Group will provide and sustain a safe working environment in which everyone is treated fairly and with respect. Those working or dealing with the Company must not encounter harassment, intimidation or victimization on the basis of gender, race, color, ethnic or national origin, marital status, religion or belief, age, trade union membership, disability, offending background or any other personal characteristics. Everyone carries a personal responsibility for their own behavior and for ensuring that their conduct is in accordance with the principles set out in this policy. In addition, each person has a responsibility to report any instance of harassment which they witness or which comes to their attention. Employees have a responsibility to act as role models, pro-actively addressing instances of harassment. Harassment may be defined as any conduct which is: 1. Considered to be a conduct which is unacceptable by the society / 2. Causes humiliation, offence, distress or other detrimental effect. Harassment may be an isolated occurrence or repetitive: it may occur against one or more individuals. Harassment may be, but is not limited to: 1. Physical contact – ranging from touching to assault, gestures, intimidation, aggressive

behavior. 2. Verbal – unwelcome remarks, suggestions and propositions, malicious gossip, jokes and

teasing, offensive language. 3. Non-verbal – offensive literature, clothing or pictures, graffiti and computer imagery,

isolation or non-co-operation and exclusion or isolation from social activities.

PREVENTING HARASSMENT AT WORK




50

Harassment is unlikely to be a single or isolated instance. It is usually, but not exclusively repeated and persistent behavior which is offensive, abusive, intimidating, malicious or insulting. Harassment includes but is not limited to; 1. Conduct which is intimidating, physically abusive or threatening 2. Conduct that denigrates, ridicules or humiliates an individual, especially in front of

colleagues 3. Humiliating an individual in front of colleagues 4. Picking on one person when there is a common problem 5. Shouting at an individual to get things done 6. Consistently undermining someone and their ability to do the job 7. “cyber bullying” i.e. bullying via e-mail. (This should be borne in mind where employees

are working remotely and are managed by e-mail. Care and sensitivity should be practiced with regard to the choice of context and language).

Any employee who wishes to make a complaint of harassment is encouraged to first discuss matters informally with their relevant Department Head or with the Human Resource Department, provided that they feel able to do so. Should the issues not be resolved at this stage, or the employee feels that he is unable to raise the issue formally, then the Human Resource Manager would proceed with the relevant authorities. When a complaint of harassment is brought to the attention of a Manager at any level, whether informally or formally, prompt action must be taken to investigate the matter. Corrective action must be taken where appropriate and this may require an investigation under the Company’s Disciplinary Policy and Procedure. All matters relating to the investigation of complaints of harassment will be treated in strict confidence. Any breach of confidentiality in this regard may render those responsible liable to disciplinary actions. However, it will be necessary that any alleged perpetrator is made aware of the allegations against them and the name(s) of those making the allegations together with the name(s) of any witnesses. No employee will be victimized or suffer detriment for making a complaint of harassment and no manager shall threaten either explicitly or implicitly that an employee’s complaint will be used as the basis for decisions affecting that employee. Such conduct will be treated as a very serious disciplinary offence. Similarly, managers are required to act on any complaint of harassment. Failure to do so will be regarded as misconduct which if proven, will result in disciplinary action. All complaints of harassment whether raised formally or informally must be notified by the recipient of the complaint to the Human Resource Department for recording in accordance with the requirements of the Equality and Human Rights legislation. This legislation requires such records to be maintained and the incidence of harassment to be monitored.

51

HR/GD/003

POLICY

This policy sets out the conditions and procedures relating to voluntary and involuntary termination of employment with Serendib Leisure Group of Hotels and Corporate Office. It aims to ensure that Serendib Leisure Group is in line with best employment practice and complies with the statutory requirements.

OBJECTIVES

To ensure an employee terminated or resigned from the company will duly return the company properties in his/her possession to respective authorities before the last working day at work in order to obtain employees final clearance thus enabling the Management to settle employees terminal salary and statutory payments within stipulated labour regulations. To release an employee in a dignified manner whilst completing all necessary steps without making an inconvenience to the employee

PROCEDURE Notice Period A contract of employment may be terminated by either party giving notice in writing or payment in lieu as specified in the contract of employment. Unless otherwise specified in the contract of employment, the notice or payment in lieu to be given by either party for termination of employment is as follows:

Grade Contract employee

Serendib Leisure Group Grade 1 (Non Executives/ Wages Board Grade 1-5)

One month notice

Serendib Leisure Group Grade 2 and above (Executives) Two months’ notice

Employees who fail to fulfil the required notice period will be dealt with applicable laws. Days off cannot be accumulated and availed at a stretch while serving the notice period. Approval to utilize annual leave will be upon prior approval of Department Head / Management. If the Department Head / Management was not able to approve such leave, the unutilized Annual Leave will be en-cashed and paid to the employee as a full and final settlement.

TERMINATION & EXIT POLICY




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HR/GD/003

Submission of Resignation An employee who wishes to terminate his employment must submit a letter of resignation to his/her respective Department Head who will endorse the letter to signify his acknowledgement of the resignation and handed over to the Human Resource Department. Upon receipt of the letter of resignation, the Human Resource Department will acknowledge the resignation in writing and confirm with the employee the last working day and the effective date of his resignation with a copy to his Department Head. The Human Resource Department will inform the Department Head, Resident Manager and General Manager or in the Corporate Office the Director Human Resource regarding the resignation if future inquiries needed. Return of Hotel/Corporate Office Property On resignation/retirement/termination the employee concerned shall handover to the Department head all property belonging to the company which were under his/her custody. On termination of employment for whatever reasons or at any time at the company’s request the employee must immediately delivered to the company or its order any and all books/documents/ records/ computer hardware, software/ Mobile Phones/ credit cards/ office utensils/ uniforms/ name tags/ keys/ shoes/ micros POS cards etc. On his last working day, the employee is required to return all Company property to his / her Department Head, Administration Department, or the Human Resource Department as appropriate. Serendib Leisure Group will take appropriate legal action against exiting employees if they do not return the assets on the last working day. Exit Interview The Human Resource Department in the Hotel and Corporate Office will normally conduct an exit interview with the resigning employee to obtain a better understanding of his needs and to solicit his feedback in policies and practices so as to improve the overall working environment and conditions. Final Payment The final payment including basic salary, job related payments or reimbursements, payment in lieu of accrued annual (earned from the last year) leave and money due to the employee, if any, after deducting the loans taken/ advances taken by the employee, will be paid to the resigned employee by cheque within thirty days from his effective date of resignation. In case if the dues from the employee are higher than the dues to the employee, the concerned employee will have to settle the balance to the company within 7 days from the date of resignation.

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HR/GD/003

Calculation of Notice Short Fall Payment in lieu of termination notice (calculated on the basis of calendar days) Monthly basic salary 30 Final salary payment (calculated on the basis of calendar days) Monthly basic salary x No. of day(s) employed in that month 30 Salary payment in lieu of accrued annual leave or salary deduction for advanced annual leave (calculated on the basis of working days) Monthly basic salary x No. of working day(s) of accrued/advanced annual leave 30 Withdrawal of Resignation Withdrawal of resignation must be made in writing by the employee and approved by the respective Department Head. The final decision will rest with the Management whether to accept or reject the employee’s request. However the withdrawal decision to be made no later than 7 days from the resignation letter date.

x No. of day(s) short

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HR/GD/004

POLICY

Employees have the right and responsibility to bring to Management’s attention their suggestions, complaints or concerns regarding employment related issues. It is the Serendib Leisure Group policy to give all legitimate employee ideas and concern careful consideration.

OBJECTIVES

To ensure that all employees are made aware of the option available to them should they need to display problems or suggestions.

PROCEDURE

Write about positive things about open-door policy (Culture, ideas, participatory management etc…) Employee ideas, participation or even complaints need not be made in writing, but there are certain avenues of communication that can be followed. Employee having an idea, question or a problem should, in most cases, discuss the matter first with their Department Head or Human Resource Manager. If an employee deems it inappropriate to speak with their Department Head / Human Resource Manager (such as they have been able to resolve difficulties they are having with their Department Head / Human Resource Manager) should bring the matter to the attention of the Resident Manager or General Manager. If the question or problem is not resolved at hotel level they should bring the matter to the attention of Director Human Resource or the Managing Director at the Corporate Office.

OPEN DOOR POLICY




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HR/CSRWF/001

POLICY

Serendib Leisure Group provides death/funeral benefits to eligible employees and their family members.

OBJECTIVES

To ensure entitled benefits to an employee or his/her family members are provided to the beneficiary promptly and efficiently in the event of a funeral and to communicate all relevant staff.

PROCEDURE Death of an Employee In the event of a death of an employee, the Hotel/Corporate Office will donate Rs. 30,000 for dependents / next of kin and in the presence of a representative from the Hotel/Corporate Office. Death of an Employee’s Close Relative. Corporate Office Employees – The Corporate Office will grant Rs. 20,000 to the employee in the event of a death of an eligible relative. Hotel Employees - The Hotel will grant Rs. 10,000 to the employee in the event of a death of an eligible relative in addition to benefits highlighted in the grid below. Company Benefit Welfare society contributions will be decided by the welfare committee officers as per provision of approved welfare society constitution (Minimum amount to be Rs. 20,000). In addition to the above, items worth of Rs 7,500 (tea, coffee, sugar, soft drinks & biscuits) will be provided to the funeral house and fifty snacks will be provided for a maximum of three nights, one item per night (sandwiches, fish buns or seeni sambol buns). A wreath will be sent to the house or to the funeral parlour with a representative from the Hotel/Corporate Office. Transport facility will be provided by the hotel with a maximum limit of 50KM (from the Hotel/Corporate Office) radius/one way to attend to funeral through using a hotel vehicle with two maximum visits. If the funeral house distance is more than 50 km an

DEATH DONATION POLICY




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HR/CSRWF/001

outside vehicle has to be arranged by the Human Resource Department/Corporate Office and the cost for 100 km per visit will be borne by the Hotel/Corporate Office. A maximum of two visit will be allowed. The number of employees to be released to attend the funeral will be decided by the Department Head subject to approval of the Resident Manager/General Manager. An employee’s close relatives are define as follows. If a married employee; • Spouse • Unmarried Children If a single employee; • Employee’s parents Beneficiaries are define as follows. • All permanent staff who are service confirmed. • All contact staff who have completed one year service at the time of death. Benefit Schedule Hotel

Benefit Schedule Corporate Office

Criteria : Death of

Funeral expenses Other Facilities

Corporate Office

Contribution

Welfare Committee

Contribution

Hotel

Employee 30,000

Not Applicable

Not Applicable

Not Applicable

Married employee’s

family members Spouse & unmarried

children

20,000

Unmarried employee’s

family members Mother & Father

20,000

Criteria : Death of

Hotel Contribution Welfare Committee Contribution

Employee 30,000.00 Contribution to be minimum of Biscuits, tea, coffee three nights

Married employee's family members 10,000.00 Rs. 20,000. Amount to be decided & soft drinks up to 50 snacks

Spouse & unmarried children by hotel welfare committee. Rs. 7,500 maximum sandwiches,

Unmarried employee's family members 10,000.00 fish buns or

Mother & Father seeni samball

buns (one item a night).

Funeral expenses

Hotel

Other facilities

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HR/CSRWF/002

POLICY

This policy provides financial support for medical assistance to eligible employees and family members of Serendib Leisure Group.

OBJECTIVES

The medical insurance scheme and other medical assistance are intended to provide benefits to the employees and their families by way of reimbursement of the expenses, which may be incurred towards hospitalization and OPD treatment.

PROCEDURE

1 Surgical and Hospitalization Eligibility Non-Executives – completed one year of service Executives and above – on the date of appointment Beneficiaries

Unmarried – Only the employee Married – Employee, Employee’s spouse & unmarried children below 21 years.

Benefits

A. Maximum of Rs.150,000/= manager category staff and above per annum for individual or family unit.

B. Maximum of Rs.100,000/= executive staff but below manager category per annum for individual or family unit.

C. Maximum of Rs.75,000/= associate staff (permanent & who are completed more than one year contract) per annum for individual or family unit.

Accommodation, hospital / nursing home maintenance charges, expenses for treatment, surgery, investigations, specialist’s fees/services and nursing provided on the recommendation of a Consulting Specialist including charges for the use of the Operating Theatre.

MEDICAL INSURANCE POLICY




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HR/CSRWF/002

Normal delivery will be covered subject to individual insurance entitlement.

Optical, Dental and Ayurveda Treatment will not be covered under hospitalization insurance scheme.

Nonpaying government hospital charges for executive staff & associate staff– per day Rs.500/= & Rs. 2,000/= respectively.

There is no special cover provision made for critical illness under executive insurance cover.

Critical Illness cover – Event Limit – 250,000/= Annual Limit – Aggregate to all staff members of the hotels (Avani Bentota , Avani Kalutara, Club Hotel Dolphin and Hotel Sigiriya – 02 Million Rupees.

• Following Critical illness are covered under this policy Heart Attack / Blindness Stroke / Heart Valve Surgery By-pass Surgery / Major Burns Cancer Surgery to Aorta Kidney Failure / Chronic Liver Disease Fulminate / Hepatitis / Deafness Multiple Sclerosis / Chronic Lung Disease Primary Pulmonary / Arterial Hypertension / Coma Paralysis / Loss of Speech or Organ Transplant / Muscular Dystrophy

The Benefit Utilization Process Employee can utilized this benefit in followings ways 1. Payment through HNB, Continental & Ceylinco Cards. 2. Payment made by employee 3. Letter issued by company to the Hospital 4. Payment for Hospitalization at Government Hospitals Any changes in the family status (your marriage or new child birth) should be informed to the Human Resource department through a duly filled form available in the respective Human Resource Departments. 2 OPD Benefit Eligibility – OPD All permanent and contract employee (who are completed more than one year contract) will be entitle for this benefit.

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HR/CSRWF/002

Permanent & more than one year completed contract employees

Executive Staff (manager and above categories) – Individual or family will entitled for Rs. 15,000/= per annum*

Executive Staff (below manager categories) – Individual or family will entitled for Rs. 12,500/= per annum

All Associates & more than one year completed contract staff – Individual or family will entitled for Rs.7,500/= per annum

* Date of joining the company will be applicable for the benefit.

Annum will commence from date of joining. Reimbursement will be considered in a prorate basis.

The Important Points for OPD Reimbursement

All prescriptions should be taken only from the Registered Medical Practitioners. All original prescriptions and bills should be forwarded to the respective Human Resource Department along with completed OPD reimbursement form for Human Resource to proceed.

If required, employee can ask original prescription after producing a certified copy to Human Resource.

All medical reimbursements will be transferred to employee bank account after completion of OPD claim process.

Employee can reimburse their OPD entitlement only with in the insurance cover period.

2 Special Children’s Health & Hospitalization Scheme

Children up to the age of 18 years (Under Special Children’s Health & Hospitalization Scheme)

A. Additional special children’s Health & Hospitalization Scheme to the children under 18 years of age.

a. Up to Rs. 100,000/= annually for hospitalization and surgical bills (Private hospital / nursing home – Surgery Rs. 4,000/- per day, non-surgery Rs. 2,500/- per day, non-paying wards in a government hospital – Surgery/ non surgery Rs.800/- per day). Annual limit Rs. 100,000/- subject to Rs. 80,000/- event limit.

b. Up to Rs. 100,000/= if the child’s education is hampered due to a total permanent disability caused by an accident to the employee.

c. In the case of death or total permanent disablement of the parent or guardian due to an accident:

I. The child will continuously receive all benefits without paying a premium.

II. A monthly allowance for his/her education, and Rs. 100,000/= on reaching the age of 18.

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HR/CSRWF/003

POLICY

Corporate Social Responsibility is embedded in the traditions and values of the Serendib Leisure Group. While pursuing profit, the Group recognizes the need to; engage with families of staff members, respect the environment and give back to the society in which they operate and to create a sustainable future for all employees and their families and be a responsible corporate citizen.

OBJECTIVES

To actively promote Serendib Leisure Group CSR strategy to ensure welfare of the families of the staff members, community, environment and culture.

To enhance employee satisfaction by providing family care assistance.

To enhance the living standards of the community.

PROCEDURE The following CSR initiatives are currently in practice at Serendib Leisure Group. 1. Activity 1 – Assisting the physically challenged children of employees 2. Activity 2 – Assisting the physically challenged elders of employees 3. Activity 3 - Helping the community (Education /Health/ Sports/Hospitals / Schools 4. Activity 4 - Environmental & religious activities Criterion for activities: Activity 1 – Assisting the physically challenged children of employees

1. Should be immediate family members of the employees. 2. Age should be below 18 years.

Implementation will be subject to following: 1. Medical reports and other documents to be provided as required to verify through the

medical officer. 2. Financial considerations to be allocated on an individual basis. 3. Evaluation and progress monitoring mechanism to be implemented. 4. Monitor the time plans for recover.

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Activity 2 – Assisting the physically challenged elders of employees 1. Should be immediate family members of the employees. 2. Age should be above 18 years

Implementation will be subject to following: 1. Medical reports and other documents to be provided as required to verify through the

medical officer. 2. Financial considerations to be allocated on an individual basis. 3. Evaluation and progress monitoring mechanism to be implemented. 4. Monitor the time plans for recovery Immediate family is defined as: If unmarried – Father, Mother and Unmarried Brothers & Sisters If married – Spouse, Children, Father, Mother, Father in Law, Mother in Law Eligibility for Activity 1 & 2 - All staff members of Serendib Leisure Group including casual employees and industrial trainees Activity 3 - Helping the Community (Education /Health/ Sports/Hospitals / Schools) Under this activity focus will be given to organize programmes to enhance the education levels of the community, provide disaster relief assistance, promote a healthy life style and any other community development programs. Activity 4 - Environmental & Religious Activities This activity focuses on organizing programmes to foster harmony among the community and protect and save the the environment for future.

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HR/CSRWF/004

POLICY

Serendib Leisure Group provides scholarship benefits to eligible employees’ children.

OBJECTIVES

To recognize and encourage the children of employees for higher education. To motivate employees. For the children to be proud of the place of work of parents so that they will support the employment of the parents. To develop better industrial relations (employer – employee)

PROCEDURE Qualifying Criteria a) Children of all permanent/ contracted non-executive employees who have completed 03

years

Annual Scholarship Scheme Year Five Government Scholarship Children who score from 135 to 149 marks will be given the following benefits, if arrangements are made to attend a popular school. a) A sum of Rs. 5,000/-will be paid once at the beginning. b) A payment of Rs. 1,000/- will be made monthly to the child for his/her educational

expenses. Children who score 150 marks and above will be given the following benefits, if arrangements are made to attend a popular school. a) A sum of Rs. 7,500/- will be paid once at the beginning. b) A payment of Rs. 1,500/- will be made monthly to the child for his educational expenses.

SCHOLARSHIP POLICY




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HR/CSRWF/004

Conditions of the scholarship. 1. The above scheme will be applicable until the first attempt at the Advanced Level Exam. 2. All relevant documents / certificates should be from the Examinations Department &

should be produced to prove authenticity. 3. The above scheme will be applicable only for the period the parent is in employment with

the company. 4. All documents forwarded should satisfy the Evaluation Committee appointed by the

company. 5. Only one child per hotel per year will be selected for the scheme & it will be purely on

merit basis (based on highest mark obtained at the grade 5 government scholarship exam).

6. In case of two or more children obtained equal highest marks, only one child will be given the scholarship. The decision will be taken by the evaluation committee based on other criteria (1. Monthly income of the parents 2. Other income of the family members 3. No of siblings who are schooling 4. Service of the parent in the group 5. Living status 6. Any other criteria committee may decide)

7. Scholarship benefits will be awarded as long as the child pursues studies and the staff remains in employment with the Serendib Leisure Group. Benefits of this policy will be discontinued at the point of the Employee resigns / retires or is terminated from the services of the Serendib Leisure Group. In the event of a demise of the employee, the benefit will continue till the student pursue studies as per this policy.

8. The company reserves the right to withdraw/ terminate this scheme without assigning reasons, if there is any misuse.

9. Applications should be handed over to the General Manager / Resident Manager of the hotel on or before the closing date stated in the notice.

10. In the event an employee is promoted to the Executive grade the scholarship benefit will be continued.

11. In the event of an employee is transferred to another hotel/co scholarship benefit will be continued and the cost will be borne by the new hotel.

Monitoring Process Monitoring process to be carried out by General Manager, Resident Manager, Financial Controller and Human Resources Manager of the respective hotel in consultation and coordination with Director Human Resource and Group Manager Administration & Facilities Management.

Progress and Continuous Evaluation Process Progress and continuous evaluation process to be carried out by Human Resource Manager of the respective hotel in consultation and coordination with Group Manager Administration and Facilities Management. Progress evaluation to be held at least once every year with scholarship holder using pre-designed progress evaluation form. Progress evaluation results will be submitted to Director Human Resource, General Manager & Resident Manager.

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The Mode of Payment A Savings account will be opened in a bank in the child’s name and the money will be remitted to the account on a monthly basis.

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HR/CSRWF/005

POLICY

The purpose of this policy is to outline the conditions relating to the payment of membership subscriptions to professional bodies/academic associations.

OBJECTIVES

To encourage employees get affiliated to job related professional bodies/academic associations and in order to enhance their knowledge and widen their professional network.

PROCEDURE

All permanent and confirmed employees in the Assistant Manager category and above.

1. Employee should be a registered member of the professional body or the institute. Student memberships will not be eligible for reimbursements.

2. Only one recognized professional subscription per calendar year will be eligible for reimbursement.

3. Professional subscription should be directly related to the area of work. 4. Maximum reimbursement will be made as follows

Assistant Manager level – Rs. 25,000

Manager and above level – Rs. 60,000

5. Only membership fees will be reimbursed. Payments made to books, materials, membership upgrade fees etc will not qualify for reimbursement.

6. Reimbursement will only be done based on Department Head recommendation.

Reimbursement Procedure:

1. Duly completed “Professional Subscription Reimbursement Form” should be submitted to the approval of Director Human Resource along with following documents;

a. Original receipts the payment. b. Membership details. c. Copy of the membership renewal notice d. Valid membership renewal letter/email from the institute. e. Copy of the credit card statement/bank statement in case the payment is

done in any other currency. 2. The Corporate Human Resource Department will recommend and advise the Corporate

Finance Department to make the re-imbursement.

PROFESSIONAL MEMBERSHIP SUBSCRIPTION




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HR/SP/001

POLICY

To identify and effectively mitigate or manage, at an early stage, any developments that may threaten the continued operation of Serendib Leisure Group with close coordination of all functions within the company that are concerned with security, continuity and safety.

OBJECTIVES

To protect and safeguard all guests/visitors, employees, properties and ensure following relevant processes within the Hotel/Corporate Office premises.

PROCEDURE

Given below are the procedures to be followed by all employees to ensure security. All queries

at variance with this policy are to be addressed to the hotel Human Resource Department.

Manner of Entry and Exit

Given below are the procedures for entry and exit from the Hotel/Corporate Office premises.

Movement of Employees

Entrance and exit from the premises shall be through prescribed gates only and every employee shall pass through security on duty while passing through such gates.

Employees must not leave the premises during the working hours without prior written permission from the appropriate authority.

An employee who is not on duty shall not remain on the working premises without permission from the manager or his / her authorized official.

Visitors entering into the premises must be first verified from the respective Department Head via the intercom to check if the person they wish to meet is available and where they are, then the visitor has to register at the security office and obtain a visitors pass.

While leaving, the Visitor should sign in the visitors register again at the security office mentioning his time of exit and return the visitors pass duly signed by the person visited before leaving the Hotel premises.

Visitors are not allowed in the Operation Departments without the permission of the Management.

SECURITY POLICY




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HR/SP/001

Movement of Material

Material being brought into the premises should be disclosed at the security and logged in the Security Log before being brought into the premises

All items brought in to the Hotel premises will be checked before being sent into the Hotel.

Material being taken out of the Hotel should be accompanied by a gate pass signed by the

authorized person. The same is to be produced before the security on leaving the premises.

Returnable Gate Pass will be raised for returnable items and nonreturnable Gate Pass will be raised for the non-returnable items Employees found taking out any material(s) belonging to the Hotel without a valid gate pass are liable for disciplinary action.

Movement of Vehicles

All personnel bringing their own vehicles should put the security clearance Pass in a prominent place on the vehicles that is visible to the security staff All non-personnel vehicles that come into the Hotel premises will be asked to park outside the Hotel premises.

All vehicles are liable to be checked by security personnel while entering and leaving the premises.

Search of Employee(s)

As deemed necessary all employees entering or leaving the Hotel at any time are liable to be searched whilst within the premises by a person authorized to do so by the Management to ensure that they are not in unauthorized possession of property belonging to the Hotel or of other employees or of any articles prejudicial to the security of the Hotel or to other employees.

In case of a female employee the search shall be carried out by another female person authorized by the Management.

To Ensure Secrecy

No employee shall take any paper, book, photographs, instruments, apparatus, documents or any other property of the Hotel or of the premises nor shall be in any way pass, or cause to be passed or disclose or cause to be disclosed any information or matter concerning the operations of the Hotel to any unauthorized person, company or corporation without the written permission of the General or Resident Manager. If any employee is found doing so he / she would be liable for disciplinary action or may be suspended / terminated from service.

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HR/GSP/001

POLICY

Serendib Leisure Hotels are recognized as a Leader in the Industry and exemplify professionalism in the services that are delivered. As such it is imperative that all employees take pride in their presentation, in particular their grooming and attire.

OBJECTIVES

To ensure that high standards of hygiene and grooming are maintained at a professional level.

To ensure that all employees appear presentable and well-groomed at all times.

To ensure consistency in grooming standards throughout all Hotels.

PROCEDURE

This policy is applicable to all uniformed and non-uniformed employees across all levels in all Serendib Leisure Hotels including Anantara and AVANI Hotels.

All uniformed and non-uniformed employees are required to adhere to the following grooming standards outlined below.

Employees entitled to use hotel facilities during their free time / day off must be dressed in smart casual attire.

Employees in administrative roles who opt to use their day off to catch up on pending work in the

Heart of House Offices, must be appropriately dressed. Sleeveless / cutaway sleeve T-Shirts, spaghetti strap tops and shorts are not acceptable.

Regular grooming checks must be carried out covering both Front and Heart of House employees by their respective Department Heads. Any irregularities must be addressed by the Department.

Heads who will take steps to rectify them promptly which may include disciplinary procedures if required.

GROOMING STANDARD POLICY




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HR/GSP/001

LADIES Uniforms & Shoes:

All employees are required to wear a uniform if it has been provided to them.

Uniforms of the department must be worn at all times in the correct manner and must be clean and well pressed. This includes the uniform Sari.

Non uniformed employees should wear dark coloured trousers or skirts at knee level. Evening gowns and strapless dresses are not acceptable. Attire such as leggings, sportswear, Jeans, Capri pants, sheer dresses, and spaghetti straps are not permitted unless a specific item is a part of the approved uniform.

The name tag must be worn on the upper left lapel of the blouse or sari.

Covered dark colored or black shoes with moderate heel no higher than 5 cm’s. Safety shoes or shoes in line with the department’s specification must be worn.

Make Up & Hair:

Make up with a subtle natural look should be worn. Bright colored eye shadow and lipstick shades are not acceptable while discreet shades are recommended. Bold lip liner / thick eyeliner / Smokey eyes must be avoided.

Employees working in the Kitchen must not wear makeup or strong perfume.

For food preparation staff hair should be tied up in a simple bun with a hair net. Loose hair is not allowed for female food handlers in both the Kitchen and Restaurant. For non-food handlers hair that is longer than shoulder length should be tied up in a simple bun or a pony tail. Hair shorter than or at shoulder length should be well brushed at all times. Bleached highlights, striking contrasts and hair extensions, beads/trinkets are not acceptable.

Jewellery:

Jewellery worn must be simple. Religious symbols if worn should not be visible to guests. A simple single band wedding ring may be worn. Dangling earrings are not acceptable while ear studs are preferred. Visible body piercing, nose and brow rings are not acceptable. Watch should be simple and not oversized while colourful Anklets and Ankle bracelets are not permitted. One religious thread is permitted.

For reasons of safety and hygiene, employees working in the kitchen must not wear jewellery excluding earrings.

Personal Hygiene / Hands & Nails:

Personal hygiene must be maintained at a high level which includes daily showering, brushing teeth after meals and using antiperspirant.

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HR/GSP/001

Hands should be kept clean at all times.

Nails should be well manicured and kept short. Striking bright coloured nail polish must be avoided while a neutral shade is recommended. Nail art of any form is not permitted.

For reasons of hygiene employees working in the Kitchen are not permitted to wear nail polish.

GENTLEMEN Uniform & Shoes Uniform of the department must be worn at all times in the correct manner and must be clean and well pressed. Buttons must be fastened unless otherwise specified. Non uniformed employees can wear either a long or short sleeved shirt with a black trouser. Plain or simple striped shirts should be worn and bright loud colours are not acceptable. Attire such as T-Shirts, Jeans, Shorts, Sleeveless/Cutaway sleeves are not acceptable.

The name badge must be worn on the left lapel together with the uniform.

Covered dark coloured or black professional looking shoes, must be well polished and worn with black sock.

Safety shoes or shoes in line with the department’s specification must be worn. Sandals, Slippers, Flip Flops and Moccasins are not permitted unless they are approved as a part of the uniform.

Hair, Moustache & Beard:

Hair length must be above the collar and well combed/brushed at all times. Excessive wet look and bleached highlights and contrasts are not acceptable. No funky hair styles.

A daily shave is a must. Moustache and beards are not encouraged for the Front of House employees. Heart of House employees may sport a moustache or beard which should be well trimmed at all times.

Long sideburns extending below the mid ear level are not permitted.

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Jewellery: One simple wedding band is permitted. Chains and religious symbols worn around the neck should not be visible and earrings are not permitted for men. Visible body piercing, nose and brow rings are not acceptable. Watch should be simple and not oversized. All employees are not allowed to wear a bracelet on duty. One religious thread (pirith noola etc…) is permitted. For reasons of safety and hygiene, employees working in the kitchen must not wear jewellery whilst on duty.

Hands & Nails: Hands should be kept clean at all times. Nails should be well manicured, clipped and kept short and no nail polish is permitted.

Others:

Visible Tattoos / body are not acceptable.

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HR/BBP/001

POLICY

The Hotel/ Corporate Office will maintain bulletin boards to keep employees informed of all their legal benefits, requirements and obligations. Department Heads, Human Resource Managers, Resident Managers and General Managers should inform employees that it is their responsibility to review this information.

OBJECTIVES

To ensure that the Hotel/Corporate Office provide updated and timely communication through the use of bulletin boards.

PROCEDURE Bulletin boards are located in designated areas in the Hotel/Corporate Office and are easily accessible to all employees. Should your employee have any questions regarding this materials, they should contact the Human Resource Department.

BULLETIN BOARD POLICY




73

HR/TDP/001

POLICY

The Training & Development function of Serendib Leisure Group exists to support and reinforce the company’s Business Goals, Expansion Plans and recognizes that People Development is crucial in fulfilling these objectives.

OBJECTIVES

To create a culture of Training & Development and to outline the components of the Training & Development system and related responsibilities of Serendib Leisure Group that will support the training culture. To invest in the Training and Development of our People and to demonstrate the company’s commitment and support. To outline the key functions of Training and Development that will support the company’s Human Resource Vision.

PROCEDURE 1.2.0 TRAINING ROLES AND RESPONSIBILITIES The Training and Development function of Serendib Leisure Group exists to reinforce and support the training culture, achievement of business goals, rapid expansion plans and recognizes that the training development of people is crucial in fulfilling these objectives. Responsibility towards the training and development function lies within all levels of the organization as outlined below; Managing Director Directors Group Manager Training & Development General and Resident Managers Section / Department Managers Training & Development Managers All staff Some of the key responsibilities of these individuals are as follows;

TRAINING AND DEVELOPMENT POLICY




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HR/TDP/001

Group Manager – Training & Development

Creates a culture of Training and Development within the company. Aligns all activities to support the Vision, Mission, Values, Goals and Expansion Plans. Compiles Training and Development needs for all Hotels and Serendib Leisure Corporate

Office. Communicates, monitors and reinforces Training and Development Standards. Ensures that Brand Standards are implemented and consistently maintained Informs and updates Management on all related Training and Development activities. Overall in charge of the Company’s Training and Development Budget. Delivers a Return on Investment through planned training activities. General Managers / Resident Managers Ensure that sufficient resources in terms of people, time and money are allocated to the professional execution of training and development activities, which includes assigning training and development roles & responsibilities to specific people within the hotel and holding them accountable for the results. General Managers and Resident Managers are further expected to demonstrate personal commitment to the development of their staff. Section / Department Managers Creates a culture of Training and Development in the department/section. Aligns all activities to support the Vision, Mission, Values and Goals. Communicate the importance of training in achieving Revenue, Customer Satisfaction and

managing costs. Developing and maintaining the Standard Operating Procedure Manuals. Participate in preparing the Annual Departmental Training Plan. Assign Departmental Training Coordinators and ensure they are certified as Trainers. Ensure implementation of Departmental Training activities. Ensure department’s standards and procedures are maintained and updated. Ensure training records are maintained for all staff. Training and Development Manager Creates a culture of training and development. Aligns all activities to support the Vision, Mission, Values and Goals. Compiles Training and Development Needs. Conducts and/or facilitates effective training programmes. Implements and evaluates Training Plans. Prepares and communicates Training Reports & Calendars. Assigns training responsibilities within the departments. In charge of administering the Training budget. Delivers a Return on Investment through planned training activities.

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Staff Work to support the Vision, Mission, Values and Goals. Attend all training activities when scheduled. Consistently apply the results of training on the job. Actively participate in the Performance Management process and are receptive to

constructive feedback on performance improvement. Take ownership of their own future and career development 1.2.1 TRAINING NEEDS ANALYSIS AND PLAN

Long and short term training needs of departments and individuals at Serendib Leisure Group will be identified following a systematic process of identifying Training & Development needs.

Some of the methods to be considered are;

External and Internal influencing factors Analyzing customer feedback Financial Performance Evaluation of previous training activities Employee Satisfaction Survey feedback Company and Hotel Goals Performance Appraisals

Training Needs will be identified at the following levels;

Organizational Level Departmental / Hotel Level Individual Level

Training will also focus on the following 5 key areas;

Generate Revenue Enhance Service Standards Control and reduce Costs Achieve Key Objectives Improve Staff Development

Training Plans will be prepared annually and will list all the training activities that have been identified to meet the required needs.

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EVALUATION: A crucial aspect of any training activity is the ability to evaluate if the training conducted was successful. To this effect clear and specific evaluation methods will be identified to review each training activity based on Kirkpatrick’s 4 levels of evaluation as outlined below;

Reaction : did they enjoy the training? Learning : were the training objectives met? Behavior : has the behavior changed? Results : Is there a positive impact?

1.2.2 MONTHLY TRAINING CALENDAR Based on the 6 months training plan, a monthly training calendar will be issued. This calendar will list all the training activities which are scheduled for the month with specific dates and timings. This calendar will clearly identify the trainings to be conducted by the Training & Development Manager and External Trainers when required. High occupancy dates and availability of the Conference Hall (in the absence of a dedicated training room) will be taken into consideration when preparing the Training Calendar. The Calendar will be communicated to all by the 20th of the month for the following month. 1.2.3 MONTHLY DEPARTMENTAL TRAINING CALENDAR Based on the 6 months training plan the Department Head will issue a monthly calendar. This calendar will list all the training activities which are scheduled for the month in the department with specific dates and timings. The Departmental Training calendar will be communicated by the Department Head by the 25th of the month for the following month. Employee duty rosters and high occupancy period will be taken into consideration when preparing the Training Calendar.

1.2.4 DEPARTMENTAL TRAINING COORDINATORS (Hotels)

In order to effectively organize and coordinate departmental training activities, each department will have a training certified Departmental Training Coordinator who will be selected by the Training & Development Manager and the Department Head based on the below criteria;

Be in a supervisory position or above Have the commitment and motivation to train Have the personal attributes to be a good trainer Have credibility with those they will train

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The primary responsibilities of the Departmental Training Coordinators are;

Assist in conducting the Departmental Training Needs Analysis Preparing Monthly Calendar. Conducting and overseeing on the job training. Conducting Departmental Orientation for new Associates. Maintaining training records for all Associates in the Department.

1.2.5 ATTENDANCE AT TRAINING All managers responsible for organizing training activities are expected to schedule activities at times which respect the operational demands of the business. Staff should not be scheduled to attend On-Job and Off-Job Training on their given days off. Due to operational constraints, staff would be required to attend on their day off. In this case, they must be compensated in lieu. Night staff may not be scheduled to attend training prior to or following their night shift. The Training & Development Manager is held responsible to ensure that attendance at Off-Job Training is recorded.

1.2.6 TRAINING FACILITIES (Hotels)

To support the company’s commitment to training each Serendib Leisure hotel has a permanent and dedicated Training Room where various training and development activities are held. In addition the Training & Development Manager and other Training Personnel have a separate office preferably close to or within the Human Resource Office. The Training Office should not be located within the Training Room. The Training Room is located in an area that is conducive to training and is permanently furnished. In the absence of a dedicated training room the Training & Development Manager should have permanent access to a suitable venue when needed.

1.2.7 ORIENTATION PROGRAMME

As a vital part of an employee’s integration into the culture of Serendib Leisure Group, all new employees will attend the Orientation Programme. The aim of this programme is to introduce the new employee to the organisation. Each business unit will have a standard and customized two day Orientation Programme, which will be coordinated and conducted by the Training & Development Manager. The Orientation Programme will be conducted on the second day of joining in order to facilitate the on boarding process.

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Management Orientation

In addition to attending the two day Orientation Programme all new Managers and Assistant Managers will receive an extensive briefing of their own department and areas of responsibility, which will be delivered by the General Manager for Department Heads and relevant Department Head for Assistant Department Heads. This will also include the new manager spending approximately half a day in each department in order to understand the operation. All new managers will also spend half a day at the Corporate Office in order to meet all key personnel. Hemas Group Orientation

All new Managers will also be scheduled to attend the two day Group Orientation Programme organised by Hemas Human Resource Department.

1.2.8 EXTERNAL TRAINING FACILITATORS

In order to meet business objectives, external training Facilitators will be engaged only when the required training expertise is not available within the Serendib Leisure Group. All external training will compliment and must not conflict in subject or content with Serendib Leisure programmes and will be evaluated prior to delivery. The selection of external training Facilitators will be handled by the Corporate Office. External training Facilitators who make direct contact with either the General Manager, Department Head or Training & Development Manager should be re-directed to the Corporate Office in order to validate the Facilitator. A list of approved and preferred Facilitators will be maintained by the Corporate Office.

1.2.9 TRAINING BUDGETS

In order to establish the culture of continuous training and development of our People, all planned training activities will be budgeted for. The budget is prepared by the Training & Development Manager of the respective business unit together with the General Manager and Corporate Office and is presented to the Management Team for approval. All planned training programmes for the year to be budgeted for.

1.2.10 ANNUAL TRANING AUDIT (Hotels)

The annual training audit has been created and established to ensure a consistent application of the training criteria within the Serendib Leisure Group. It capitalizes on the areas of strength and allocates areas of improvement related to the hotel’s training function. The training audit will contain the key criteria areas identified by the Hemas Internal Audit team. The overall responsibility for the achievement of the Hotel’s Annual Training Audit is held by the Training & Development Manager supported by the General Manager and the Department Head team. The Group Manager Training & Development at the Corporate Office

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will be responsible for conducting the Annual Training Audit in addition to monitoring the implementation of the standards at a company level. Each hotel will have a specific target score to achieve. The target score is set in coordination with Corporate Office, the hotel’s General Manager and the Training & Development Manager which will serve as a Key Performance Indicator for the Training & Development Manager.

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