NEW ERA UNIVERSITY

COLLEGE OF BUSINESS ADMINISTRATION

EMPLOYEE MANUAL

“MINISTOP”

GROUP 6

DENZEL BUCAG
JAN PATRICK CARTAGENA
MARK ALESTAIRE QUEJADA
ISAAC VENZON
 FOREWORD

This Ministop Employee Handbook establishes policies, procedures, benefits, and

working conditions that will be followed by all Ministop employees as a condition of their
employment at the Company.

The Standards of Conduct describe the expected actions and behaviors of employees
while conducting Company business.

This Ministop Employee Handbook is not a contract of employment nor is it intended to

create contractual obligations for the Company of any kind.

The policies and procedures outlined in this handbook will be applied at the discretion of
Ministop. Ministop reserves the right to deviate from the policies, procedures, benefits,
and working conditions described in this handbook.

Furthermore, the Company reserves the right to withdraw or change the policies,
procedures, benefits, and working conditions described in this handbook at any time, for
any reason, and without prior notice.

The Company will make every effort to notify employees when an official change in
policy or procedure has been made but employees are responsible for their own up-to-
date knowledge about Company policies, procedures, benefits, and working conditions.

GREETINGS
Dear Employees,

Widget, Inc. would like to welcome you to our family of employees. You are the most
important asset we have. We depend on each employee to provide the best product(s),
service(s) and customer care as possible. This manual will help you understand the
rules and policies which helped get us to where we are today.

The legacy of our company and its continued success make us the most recognized
name in our industry. For years we have made business decisions necessary to ensure
our success. The most recent decision was hiring you, and we are certain we made the
right choice.

Once again, welcome to the company and best wishes of success to you during your
new employment. We hope through our company, you will reach your goals and help us
reach ours.
 COMPANY PROFILE

In 2000, Robinsons Retail Holdings, Inc., through a subsidiary, partnered with Japan’s
Ministop Co. Ltd and Mitsubishi Corporation to open one of the leading convenience
store chains in Asia to service the Filipino market.
Ministop takes pride in its ready-to-eat offerings that suit the varied tastes and wants of
Filipinos, such as the best-selling Uncle John’s Fried Chicken. Being the first
convenience store in the country equipped with an in-store kitchen facility, Ministop’s
food selections are served hot and fresh every day.
Seventeen years into the industry, Ministop Philippines has grown into a strong network
of close to 500 stores in key areas of Metro Manila, South Luzon, and Visayas, with
stores located in Cebu, Bacolod, Dumaguete, Roxas and Boracay.

Vision
To be the leader in the convenience store industry preferred by customers in terms of
assortment, price, quality of products and value added services.

Mission
To contribute to the enhancement of communities by providing customers with excellent
service in a clean, safe and friendly environment. At the same time to provide business
opportunities to local entrepreneurs who can be MINISTOP's reliable business partners.

The goal of MINISTOP is to work with franchised store owners in order to create stores
that can earn the trust and support of our customers.
EMPLOYEE HANDBOOK
Employee Terms

Types of Employees

I. Exempt Employee
 Exempt employees are not subject to the overtime pay provisions of the
federal Fair Labor Standards Act (FLSA). An exempt employee is one
whose specific job duties and salary meet all of the requirements of the
Department of Labor’s regulations. In general, an exempt employee is one
who is paid on a salary basis at not less than $455 per week who holds an
administrative, professional, or management position. Certain outside
sales persons and a few other job categories are also exempt

II. Non-Exempt Employees

 Salaried employees who are not administrative, professional, or
managerial employees (as defined by the Department of Labor) and many
hourly employees are generally not exempt from the FLSA’s overtime
provisions

III. Full-Time Employees

 Full-time employees are those who are regularly scheduled to work at
least 40 hours per week that are not hired on a temporary basis

IV. Part-Time Employees

 Part-time employees are those who are regularly scheduled to work fewer
than 40 hours per week that are not hired on a temporary basis. Part-time
employees are not eligible for Company paid benefits, with the exception
of the 401(k) plan, except as required by law. Any employee who works
1,000 hours per year or more may participate in the 401(k) plan
V. Temporary Employees
 Employees hired for an interim period of time, usually to fill in for
vacations, leaves of absence, or projects of a limited duration. Temporary
employees are not eligible for Company paid benefits, except as required
by law

Recruitment and Selection Procedure

1. Internal Recruitment
 Hiring teams should determine whether there are internal candidates
who can fill a position. Hiring managers should think whether they have
qualified employees already in mind and recruiters should consult our
company’s succession plan. If they find qualified candidates, they should
contact them directly.

2. External recruitment
 External sources of recruitment have to be solicited from outside the
organization. External sources are external to a concern. But it involves lot
of time and money. The external sources of recruitment include -
Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors,
recommendations

3. Job description

 A job description will set out how a particular employee will fit into the
organization. It will therefore need to set out the title of the job to whom
the employee is responsible for whom the employee is responsible a
simple description of the role and duties of the employee within the
organization. A job description could be used as a job indicator for
applicants for a job. Alternatively, it could be used as a guideline for an
 employee and/or his or her line manager as to his or her role and
responsibility within the organization.

4. Job specification.
 A job specification goes beyond a mere description - in addition, it
highlights the mental and physical attributes required of the job holder. For
example, a job specification for a trainee manager's post in a retain

5. Induction and training

 New workers in a firm are usually given an induction programme in which
they meet other workers and are shown the skills they must learn.
Generally, the first few days at work will simply involve observation, with
an experienced worker showing the 'new hand' the ropes. Many large
firms will have a detailed training scheme, which is done on an 'in-house'
basis. This is particularly true of larger public companies such as banks
and insurance companies. In conjunction with this, staff may be
encouraged to attend college courses to learn new skills and get new
qualifications

Recruitment and Selection Policies

1. Procedure Overview

 Privacy and confidentiality

all information relating to recruitment, selection and appointment of

Employees will remain confidential to those involved in the formal process.
 Any Personal Information collected, stored, used or disclosed under this
procedure will be managed in accordance with the Company’s Privacy
Policy

 Documentation
All recruitment and selection documentation not retained in the recruitment
system must be returned to Human Resources for record keeping in
accordance with the Records and Information Management Policy. Each
panel member's formal recruitment and selection documentation will
remain on the vacancy file.

 Position descriptions

a decision to undertake a recruitment exercise will usually result in an

updated Position Description which outlines the key outcomes and
activities to be undertaken. Human Resources will evaluate all Employee
positions prior to recruitment action to confirm the classification level.

 Shortlisting
Shortlisting must occur as soon as possible after the date on which
applications close.
Panel members should shortlist individually in the first instance. All panel
members are then required to reach a consensus in relation to shortlisting.

 Interviews
Interviews are required for all positions (in person, via telephone, video
conference or other online medium). Interviews must be structured in such
a way to enable collection of sufficient evidence to confirm that the
applicant(s) selected have the required skills, experience and motivation
to carry out the Inherent Requirements or duties of the role and also
demonstrate a commitment to the brand and values of the company

Company Orientation Program

New employee orientation program checklist | Workable

Administrative support

 Help new hires fill out HR paperwork, like:

 I-9 form
 W-4 form
 Employee acknowledgement and consent form
 Background check form
 Direct deposit form

 Explain regular procedures, like:

 How to enter and leave the building (e.g. use of a security token)
 How to place orders (e.g. for stationary)
 How to request time off (e.g. how to request sick leave)

 Arrange for new hires to obtain staff photos (e.g. for a badge, business card or
online avatar.)

 Provide new hires with an employee uniform, if applicable.

Company policies overview

 Explain employment agreement terms and make sure new hires sign these
forms. These might include:
 Non-disclosure agreement
 Non-compete agreement
 Confidentiality agreement
 Employee invention agreement

 Provide resources on perks and benefits, like:

 Health and life insurance
 Mobile plan reimbursement
 Company car policy
 Stock options guide
  Training program guide
 Performance bonus guide
 Employee wellness program

 Provide new hires an overview of key company policies, like:

 Vacation/ paid time off
 Work from home
 Sick leave
 Safety guidelines
 Absenteeism
 Data security

 Go over what a typical day at the office looks like and mention:
 Regular work times
 Breaks
 Lunch options

 Give new hires a copy of your employee handbook and answer questions they
may have.

Office tours and introductions

 Lead new hires on an office tour and show them where each department is
located. Also, walk through common areas, like:
 Bathroom
 Kitchen
 Dining area
 Balcony

 Point out to new hire who to look for when they need assistance with specific
issues. Include:
 Their direct manager
 Your HR team
 Your IT team
 Your office manager
  Introduce new hires to all teams.

 Schedule meetings for new hires with colleagues and team leaders from other
departments.

 Show new hires the company’s meeting rooms and explain how they can book
them.

 Indicate where the building’s emergency exits are.

 Schedule a team wide meet up to welcome new hires in less formal setting (e.g.
a group lunch or after-hours drinks.)

 Assign a work buddy or mentor to assist new hires with onboarding tasks and
questions during first days or weeks.

Workstation setup

 Explain how to use office equipment, including:

 Telephone (internal and external calls)
 Printer
 Fax
 Kitchen appliances (e.g. coffee machine)
 Video conferencing tools

 Provide an overview of the main corporate online channels, including:

 Intranet
 Email
 Messaging application
 Company website
 Shared drives
 Data security software
  Assign a member of the IT team to assist with computer setup. Make sure new
hires understand how to use all company tools and software needed for their
role.

 Schedule a detailed training on IT security guidelines.

 Schedule a product demo if relevant.

 Provide stationary and explain where to find office supplies, like:

 Pens and pencils
 Notebooks
 Post-it notes

In-House Training

Internal, on-the-job training includes such activities as:

 Invite the employee to contribute to the department or company-wide decisions
and planning.
 Provide the employee access to higher level, more strategic, meetings.
 Provide more information by including the employee on specific mailing lists, in
company briefings, and in your confidence.
 Enable the employee to establish goals, priorities, and measurements.
 Assign the responsibility of teaching machine operation, quality standards,
production standards, and safety practices to employees who train new
employees or employees who are new to the work area.
 Assign supervisory or team leader responsibilities, or function as an assistant
lead while learning.
 Assign the employee to head up projects or teams, or function as an assistant
lead while learning.
 Enable the employee to spend more time with his or her boss in a coaching
/mentoring relationship. Set goals for employee development as a team.
 Provide the opportunity for the employee to cross-train in other roles and
responsibilities.
Mentoring and Coaching
Mentoring, coaching, and field trips, both inside and outside the company, help
employees develop their skills and knowledge. Employees who "teach others" most
effectively incorporate the knowledge and skills themselves.
 Assign the employee a formal mentor from within his or her work group. The
more experienced employee has the responsibility to help the employee learn the
skills necessary to succeed in their job.
 Sponsor a "take a coworker to work" day, as one of my clients did. Employees
applied to participate and spent the day learning about another job function within
the company. As an example, a developer spent the day learning about public
relations. Human Resources sponsored a debriefing lunch to gather the
employees' takeaways, explore their learning, and improve the experience for the
future.
 Encourage employees to seek out informal mentors on their own in areas of
needed development and interest.
Internal Training Sessions
Internal training sessions and methods are effective. Especially if they offer employees
new skills and ideas, internal training, reading, and meeting can replace much external
training in organizations. Internal training is also cost effective and the training facilitator
or resource remains available daily to participants following the training session.
 Offer an internal training session. The facilitator can be an employee or a trainer
or consultant with whom the organization has developed a relationship over time.
This ensures that the trainer is cognizant of the organization's culture and needs.
 Require employees to train other employees when they attend an external
training seminar or conference; they can share the information learned at a
seminar or training session. Offer the time at a department meeting, a brown bag
lunch, or a scheduled training session to discuss the information or present the
information learned externally to others.
 Purchase relevant business books for employees. To compound the impact of
reading, sponsor an employee book club during which employees discuss a
current book and apply its concepts to your company.
 Offer commonly-needed training and information on an Intranet, an internal
company website. This works effectively for new employee orientation and gives
new employees a source to check following the orientation, too.
 Provide training by either knowledgeable employees or an outside expert in a
brown bag lunch format. Employees eat lunch and gain knowledge about a
valuable topic. Survey to determine interest or ask Human Resources staff to
consolidate training needs from employee performance development plans
(PDPs).
 Sponsor an internal conference at which employees can learn new ideas and
skills. You can mimic an external conference with lunch and all of the trappings of
 an external conference at a local conference center. Offer conference sessions
taught by internal staff on topics of interest to their internal audience. Picture a
real day-long conference and you'll see the opportunity to cross-train across
departments, utilize the skills of internal employees, and tap the knowledge of
informed resources such as your health insurance provider or your 401(k)
source.

Outside Seminars, Conferences

PROFESSIONAL ASSOCIATION CONFERENCES AND PUBLIC SEMINARS

Professional association conferences and seminars can provide a wealth of information

on a broad array of topics and professional issues. Often, associations rotate the

location of such events from one city to another. That can make it more convenient for
certain members to attend, depending on the proximity of the conference or seminar.

Associations are well aware of the issues that are most important to their members, and

they tailor programs accordingly. Conferences and seminars also offer opportunities to
meet other members to exchange insight and viewpoints.

Like other training options, however, the cost of travel and lodging can be a significant

issue. Additionally, because some conferences can be quite large, one-on-one

interaction with speakers and other people leading the program can be difficult if not

impossible. Plus, topics may be more generic and not relevant to your organization or
business goals.

To circumvent the travel expense issue, you may be able to identify local professional

associations or user groups offering training that could benefit your employees. These

may not be as comprehensive as an annual conference, but an after-work lecture or

presentation could still be valuable.
You also can encourage employees to attend topic-specific workshops that are

organized and run by training companies. These public seminars usually are held at a

public site, such as a hotel or conference center. Companies that stage these seminars
typically market them through direct mail or advertising.

Recognize, however, that most public seminar offerings are, by necessity, generic.

Similar to large industry conferences, the topics covered don’t necessarily have direct

relevance to your particular company. Another problem: inconsistent quality from one
seminar to the next.

EXECUTIVE EDUCATION SEMINARS

Seminars and workshops offered by universities and business schools are targeted, in

most cases, to middle- and upper-level managers. Typically they cover a wide range of
both theoretical ideas and practical pointers for putting these principles into practice.

Instructors are usually faculty members with a high level of expertise. These kinds of
seminars are a good opportunity for attendees to network and share ideas.

However, courses at the more prestigious schools can take the executive away from the

office for more days than desired. They’re also expensive, in some cases as much as

several thousands of dollars (including room and board) for a course lasting several
days.

MENTOR RELATIONSHIPS

Some skills, such as interpersonal abilities, aren’t easily taught in the classroom or

through online courses. In fact, some skills aren’t taught well in groups at all. Enter

employee mentors. Just as appointing a more experienced employee to serve as a

mentor for a new employee can help her acclimate to your work environment, well-
chosen mentors can assist staff at any stage of their careers with longer-term
developmental learning.

In a mentoring role, an employee who excels in a given area — customer service, for

example — can help less-experienced employees discover how to smoothly interact

with customers and colleagues or develop additional skills that require more long-term

and individualized attention than a classroom or online course can offer. Mentoring also
helps people build interpersonal, or people, skills.

Mentors also can serve as valuable training facilitators for high-potential employees you

may want to groom to eventually take over key roles in your company. As firms brace

for significant turnover among their most experienced employees due to the eventual

retirement of many Baby Boomers, such arrangements may become increasingly

important as a means of passing on valuable expertise to less-experienced workers and

preparing them to take on greater responsibilities.

In short, the opportunity to have a close confidant is a valuable — and appealing —

form of training.

Human Resource Development Policies

Policies: A

 Absenteeism and Tardiness Policy

 Access to Personnel Records
 Amendments to Handbook Policy Sample
 The Americans With Disabilities Act Requirements
 Application Acknowledgement Sample Letter
 Application for Internal Job Opportunities
 Applicant for Jobs: Job Candidate Evaluation Form
 Armed Services Leave Policy
  Attendance Policy Samples for Hourly Employees
 At-Will Employment Sample Policy
 Award Letter Samples

Policies: B

 Benefits Options
 Benefits Package: Comprehensive Components
 Bereavement Leave Policy
 Blogging and Social Media Policy Sample
 Breaks and Lunch Requirements
 Breast Feeding Accommodation Policy
 Business Casual Dress Code
 Business Casual Dress Code: Manufacturing and Office
Policies: C

Candidate Evaluation Form

 Candidate Job Offer Letter Samples
 Candidate Rejection Letter Samples
 Career Development Plan Steps
 Casual Dress Code: Manufacturing and Office
 Cell Phone Policy
 Code of Conduct Outline
 Concealed Weapons Policy
 Confidentiality Agreement
 Counseling Record for Disciplinary Warning Form
 Cover Letter Sample for HR Generalist Job
 Cover Letter Sample for HR Manager Job
 Cover Letter Sample for Review
Policies: D

 Progressive Discipline
 Discipline Warning Form: Counseling Record for Disciplinary
Warning
 Dress Code: Business Casual
  Dress Code: Relaxed, Casual
 Dress Code Casual: Manufacturing and Office
 Dress Code: Customer Interaction and Trade Shows
 Dress Code: Formal, Professional
 Dress Code: Letter to Introduce a Dress Code to Employees
 Dress Codes: Simple Samples
 Dress Codes: Simple Samples for the Workplace
 Dress Code: Smart Casual
 Drug-free Workplace (Policy Components)
 Drug Testing/Screening Policy Development
Policies: E

 Email and Internet Sample Policy

 Employee Handbook Acknowledgement of Receipt
 Employee Handbook Introduction and Purpose
 Employee Handbook - Table of Contents
 Employee Introduction Sample
 Employee Medical File Contents
 Employee Payroll File Contents
 Employee Personnel File Contents
 Employee Reprimand Sample
 Employee Self Evaluation Form
 Employment at Will Sample Policy
 Employment Discrimination Guidelines
 Employment Ending Checklist and Form
 Employment References Policy Sample
 Employment Verification Sample Letter
 Ethics Code Outline
 Exempt Classification / Non-exempt Classification
 Exit Interviews: Questions for Exit Interviews
 Employment Verification Sample Letter
Policies: F

 Fair Labor Standards Act (FLSA)

  Family and Medical Leave Act (FMLA)
 Fraternization Policy
 Funeral Leave
Policies: G

 Gift Policy
 Dictionary of Terms: Glossary
Policies: H

 Handbook Acknowledgement of Receipt

 Handbook Introduction
 Handbook Table of Contents
 Handbooks
 Harassment Policy: Aids/HIV
 Harassment Investigation Steps
 Health and Safety and Environmental
 Hiring Checklist
 Hiring Forms
 Human Resources Assistant Job Description Sample
 Human Resources Director Job Description Sample
 Human Resources Generalist Job Description Sample
 Human Resources Manager Job Description Sample
 Human Resources Recruiter Job Description Sample
 Human Resources Letters (Samples)
 HR Records Access by Employees
Policies: I

 Ice Breaker Samples

 I-9 Form: Employment Eligibility for Employers
 Initial Phone Screen
 Internal Job Application
 Internet and Email Policy
 Interviewing Checklist (Steps in the Interview Process)
 Interview Question Samples for HR Jobs
 Interview Questions Samples
  Introduction of New Employee Sample Letters
 Investigation Steps
Policies: J - K

 Job Application: External Applicant

 Job Application: Internal Transfer
 Job Description Sample: Human Resources Assistant
 Job Description Sample: Human Resources Director
 Job Description Sample: Human Resources Generalist
 Job Description Sample: Human Resources Manager
 Job Description Sample: Human Resources Recruiter
 Job Description Sample: Manager
 Job Interview Question Samples
 Job Offer Samples
 Job Plan Template
 Job Specification Sample: Human Resources Director
 Job Specification Sample: Marketing Manager
 Jury Duty Policy
Policies: L - M

 Lactation Accommodation Policy

 Letter of Reprimand Sample
 Letters of Resignation: Samples for a Variety of Reasons
 Manager Job Description
 Medical File Contents
Policies: N

 New Employee Introduction Sample

 New Employee Welcome Letter
 Noncompeting Agreement Components Defined
 Non-Disclosure Agreement Components Defined
 Non-exempt Classification / Exempt Classification
 No Smoking Policy
Policies: O

 Office Planning Feedback

  Open Door Policy: Policy Sample
 Open Door Policies
Policies: P - Q

 Paid Holiday Schedule

 Paid Personal Days Policy
 Paid Sick Days Policy
 Paid Time Off (PTO) Policy Sample
 Paid Vacation Days Policy
 Payroll File Contents
 Performance Development Plan Form
 Performance Improvement Plan
 Performance Management Process Checklist
 Personnel File Policy
 Personnel File Access Policy
 Personnel File Contents
 Phone (Cell) Policy Sample for Workplaces
 Phone Screening: Initial Telephone Interview
 Policy Receipt Acknowledgement Sample
 Progressive Discipline Steps
 Progressive Discipline Warning Form
Policies: R

 Race: Applicant Self-Identification Form

 Recognition Letters Samples
 Recommendation Letter Samples
 Records: Employee Access to Personnel Records
 Recruitment Planning Checklist
 Reference Checking Format
 References Policy Sample
 Rejection Letter Samples
 Reprimand Sample
 Resignation Letter Samples
 Resume Cover Letter Sample
  Resume Sample: Why This Resume Rocks
 Retirement Letter Sample
 Retirement Recognition Letter Sample
Policies: S

 Screening Telephone Interview

 Self-Evaluation Form
 Sexual Harassment Complaint: How to Address
 Sick Leave Policy
 Smart Casual Dress Code
 Smoke-Free Workplace Policy
 Social Media and Blogging Policy Sample
 Space Planning Feedback
Policies: T

 Tardiness and Absenteeism Policy

 Team Norms Sample
 Telephone Screening Format
 Telephone Use Policy for a Manufacturing Facility
 Termination Checklist and Form
 Termination Letters Samples
 Thank You Letters Samples
Policies: U - V

 Uniformed Services Leave Policy (USERRA)

 Vacation Days Policy
Policies: W - Z

 Weapons (Concealed) Sample Policy

 Welcome Letter Sample for New Employees
 Welcome Letter Sample
 Written Reprimand Sample
Condition of Employment

Terms of employment are conditions that an employer and employee agree upon for
a job. Terms of employment include an employee's job responsibilities, workdays,
hours, breaks, dress code, vacation and sick days, pay and more. ... Minimum
terms of employment are generally set by state or federal laws.

Rest day. Your employer must provide 1 rest day per week. ... For shift workers, the rest
day can be a continuous period of 30 hours.

The essential difference between a salary and wages is that a salaried person is paid a
fixed amount per pay period and a wage earner is paid by the hour. Someone who
is paid a salary is paid a fixed amount in each pay period, with the total of these
fixed payments over a full year summing to the amount of the salary.

Overtime pay is the amount of overtime paid to each employee in a pay period.
Overtime pay is calculated: Hourly pay rate x 1.5 x overtime hours worked. Here is an
example of total pay for an employee who worked 42 hours in a workweek:
Regular pay rate x 40 hours = Regular pay; the bi-weekly pay date is every other Friday
except where noted in bold. Paper work (including direct deposit/banking changes) must
be submitted to Human Resources (HR) by the stated cut-off date in order to be paid on
the pay date. Late paperwork will be paid on the following pay date.

All non-exempt employees who work over 40 hours during a workweek must be paid at
a rate of at least one and one-half times (typically referred to as time and a half) the
employee's regular hourly rate. So, a worker earning $10 per hour, who worked a 50-
hour week would be entitled to 10 overtime hours at $15 per hour.

For these holidays, work done during these days shall be paid 200% of an employee’s
regular pay for the first eight hours or [(Daily Rate +COLA) x 200%]; while work done in
excess of eight hours (overtime), shall be paid an additional 30% of the employee’s
hourly rate or [(Hourly Rate of the basic daily wage x 200% x 130% x number of hours
worked)].

Essentially, your unique facial features are used to verify your identity the same way a
fingerprint scanner would. The Sheets Time Clock Kiosk uses facial recognition to
detect who is clocking in for, and out from, a job. But don't worry! Employees are never
blocked from clocking in or out.
PERSONAL USE OF COMPANY PROPERTY SAMPLE. Employees may use certain
tools and equipment for their own personal use while on our premises. ... While
using Company equipment for your own use, the Company will not be liable for personal
injuries resulting from such use.

Penalty for late attendance. 6. If a public employee comes late to his office, the authority
shall deduct an amount equivalent to his basic pay for one day for each two days of late
attendance.

Absence from work without permission is an act of misconduct. Action should be taken
every time an employee is absent from work without permission and without a
reasonable excuse. When an employee is absent for one or two days without leave, an
employer should require the employee to explain the reason for his absence.

Work schedule is the time basis on which an employee is paid. A work schedule may be
full-time, part-time, or intermittent:

(1) Full-time usually requires an employee to work 40 hours as prescribed by the

administrative workweek for that employment group or class;

(2) Part-time requires an employee to work less than full-time, but for a specific number
of hours (usually 16-32 per administrative workweek) on a prearranged scheduled tour
of duty.
(3) Intermittent describes service performed without a regularly scheduled tour of duty.

Do:

Be polite

Whether you’re talking to the receptionist, assigning work to an employee, or on a

phone call to tech support, keep in mind that everyone you associate is worthy of
respect and courtesy. You might be a manager, a secretary, an office cleaner, or the
CEO, but that doesn’t mean that you are any greater or lesser than anyone else in the
company. Saying “please” and “thank you” is a courtesy that should be extended to
everyone.

Keep your feet off your desk, and try to keep the surface tidy

If it wasn’t acceptable at your mother’s house, it sure isn’t acceptable at work. If the
thought that propping your hooves on your desk makes you look edgy and cool, you’ve
been watching too many 1980s flicks.

As for keeping your space neat and tidy, there’s a difference between an organized
mess and a cesspit. Allowing empty chip bags, takeout boxes, and Styrofoam cups to
accumulate around you is just disgusting, and if you’re old enough to have a job, you’re
too old to keep a collection of dolls and toys on your desk. Clean it up.

Respect other people’s property, as well as their personal space

I once worked in an open concept office environment in which the managers would
have impromptu meetings in front of my desk and ended up using the desk top as a
coffee table as they talked. Not only was this horribly disrespectful, but their inane
chatter also distracted me from my work. Be aware of those around you and treat them
with the same courtesy that you’d like extended to you.

In a similar vein, it’s very rude to just grab an item from someone’s desk without asking
if you can use it. If you need to borrow a stapler/ruler/pen from your colleague’s desk,
ask them nicely first, and then return it promptly. Don’t eat anything from a shared fridge
unless you’re the one who put it in there, or if it’s clearly labelled as something that’s
meant to be shared around.

Don’t:

Chew gum during meetings

If you have to chew gum at all, please do so with your mouth closed and don’t snap it or
blow bubbles‒you’ll drive your co-workers insane. Be diligent about spitting it out before
meetings or you’ll end up looking either slovenly or juvenile, and those aren’t traits that
any employer wants to see.
Use mugs with obnoxious phrases or slogans on them

This also applies to neckties and T-shirts (yes, programmers: this means you too). If
you’re fond of clothing and accessories that are redolent of sexual innuendo or pop
culture references, indulge in them at home—not work. Coffee mugs shaped like toilet
seats, or those with handles that look like brass knuckles are frowned upon as well, and
for goodness’ sake, skip the animated character tie unless you work for Pixar.

Have loud conversations on office phones

No one needs to hear you having a fight with your partner while they’re trying to work,
nor do they need to hear you braying with laughter if you’re trying to schmooze a client.
Shared office spaces like lofts were likely dreamed up by someone from the seventh
circle of hell, but those horrible environments are made even more intolerable when
people don’t respect the fact that they aren’t the only ones there.

If the person across the room glares at you when you’re on a call, you’re too damned
loud. Either lower your voice or step out into the hall.

Even in offices where everyone is pretty laid back and relaxed, a certain level of grace
and courtesy is always appreciated. Do try to maintain a respectable appearance,
especially if clients ever stop by to visit, treat others as you’d like them to treat you, and
everyone should be able to play nicely together.
COMPENSATION AND BENEFITS

A. Payment of wages and Salaries

The schedule of payment of salaries are as follows:

10th and 25th of every month.

Pay slips are distributed to employees and payments of salaries are

automatically credited to employee’s payroll account and may be withdrawn thru
the Automated Teller Machines (ATM) of the assigned banks.

B. Overtime and Holiday Work

Overtime work means any work performed by the employee beyond his regular
eight working hours for which he is paid twenty five percent or more of his regular
basic pay.

Employee rendering overtime work must seek prior approval from concerned
Department Head or Manager.

Holiday work means any work performed by the employee on any regular/legal or
specified non-working holidays.

Rest Day Work means working during scheduled rest day as required by the
Company.

The Company observes all regular/legal holidays, however, due to the nature of
its business, Mall personnel are required by the Company to work on these
Holidays.

On Special Holidays, the Company maintains regular working hours, and pays
holiday premium, as provided by law, to all employees who report for work. The
policy however, of ‘No Work, No Pay’ applies to those who failed to report on
Special Holidays.
 WORKED WORKED
TYPE OF OVERTIME PERFORMED FOR 8 PERFORMED IN
HRS EXCESS OF 8 HRS

1. REGULAR +25% OF THE

HOLIDAY HOURLY RATE

+30% OF DAILY +30% OF THE DAILY

2. REST DAY BASIC RATE OF 100% HOURLY RATE OF
OR A TOTAL OF 130% 130% OR A TOTAL OF
169%

+30% OF DAILY +30% OF THE DAILY

SPECIAL NON BASIC RATE OF 100% HOURLY RATE OF
WORKING OR A TOTAL OF 130% 130% OR A TOTAL OF
169%

+50% OF DAILY +30% OF THE

3. SPECIAL NON BASIC RATE OF 100% HOURLY RATE OF
WORKING OR A TOTAL OF 150% 150% OR A TOTAL OF
FALLING ON 195%
RESTDAY
+100% OF DAILY +30% OF THE DAILY
BASIC RATE OF 100% HOURLY RATE OF
4. REGULAR AND TOTAL OF 200% 200% OR A TOTAL OF
LEGAL HOLIDAY 260%

+100% OF DAILY
BASIC RATE OF 100% +30% OF THE
5. REGULAR/LEGAL OR A TOTAL OF 200% HOURLY RATE OF
HOLIDAY FALLING AND +30% THEREOF 260% OR A TOTAL OF
ON RESTDAY OR A TOTAL OF 260% 338%
NIGHT DIFFERENTIAL

Night Differential refers to the additional compensation of not less than 10% of the
regular basic for each hour of work and is given to those who worked from 10:00 p.m. to
6:00 a.m.

LEAVES

Management recognizes the need for its employees to take time out and rest once in a
while to replenish their worn out energies and/or to give them time to recuperate from
sickness without loss of remuneration. Thus, the benefits of Vacation and Sick Leaves.

1. Vacation Leave

Employees who have completed at least one year regular service are entitled
to15 day vacation leave credits every year. An employee must have worked at
least 250 days in one fiscal year to be granted 15 day vacation leave credits.
Those who have less than 1 year of service and have not completed at least 250
working days shall only entitled to proportionate VL credits.

2. Sick Leave

Employees who have completed at least one year regular service are entitled to
15 day sick leave credits every year.
Employees who have completed at least one year regular service are entitled
to15 day vacation leave credits every year. An employee must have worked at
least 250 days in one fiscal year to be granted 15 day vacation leave credits.
Those who have less than 1 year of service and have not completed at least 250
working days shall only entitled to proportionate SL credits. Sick Leaves may not
be used in lieu of an employee’s VL. Sick leave credits are non-cumulative but
may be convertible to cash at the end of the fiscal year if unused.

Medical Subsidy
The Company provides assistance in the form of annual medical subsidy given to
all regular employees.

Uniforms

All regular Rank & File and Supervisory employees are entitled to 3 sets of
uniforms issued in the 1st quarter of each year.

Bereavement Program/ Assistance

Any regular employee may join the Company’s Bereavement Fund Program. On
the occasion of the death of a husband, wife, parent, or child, corresponding
amount is extended as bereavement Fund Program members.

Statutory Benefits

1. SSS Benefits

a. Maternity Benefits
female employees are members of the Social Security System and may
qualify for maternity benefits.

This is payable in the form of daily cash allowance to a female member

who is unable to work due to child delivery, a medically-necessary
abortion or miscarriage provided her employer has paid at least three
monthly maternity period before the semester of child birth, miscarriage or
abortion.

The benefit amounts to 100 percent of her average daily salary credit and
is payable for 60 days for normal delivery.

b. Sickness Benefit under the SSS Law

This paid in the form of daily cash allowance to a member who is unable
to work due to sickness and injury provided he has paid at least 3 monthly
contributions during the 12 month period before the semester of sickness
and injury. The member must have exhausted his current Company’s sick
leave credits to be entitled to this benefit.
 The benefit amounts to 90% of his average daily salary credit and is
granted for 120 days of confinement in one calendar year. Another 120
days may be availed the next year on account of the same illness,
however, if the illness persist after 240 days, the sickness becomes
disability claim.\

Paternity Leave

Male employees, as mandated by law, are entitled to 7 days paternity

leave subject to governing rules and regulations.
This benefit should be availed of no later than 60 days after the delivery
date of spouse. Unused paternity leaves are forfeited and may not be
convertible to cash.
Home Development Mutual Fund (HDMF) or PAGIBG

The HDMF covers all SSS and GSIS members earning P4000 and above
monthly. It aims to provide its members with adequate housing through
an effective savings scheme.

Pag-IBIG offers its members the following benefits

1. Savings
2. Short term loan
3. Housing loan
4. Livelihood loan benefits

13TH MONTH PAY

All employees regardless of the nature of their employment are entitled to a 13th
month pay provided that they have worked for at least 1 month during the
calendar year.

13th month pay shall mean one twelfth of the basic gross salary of an employee
within a calendar year.

An employee who has resigned or whose services were terminated at any time
before the time for payment of the 13th month pay is entitled to this monetary
benefit in proportion to the length during the year, reckoned from the time he
started working during the calendar year up to the time of his resignation or
termination from the service.